3.3 3.1 42, 43, 44 17 3.4 3.1 45 18 3.5 3.1 46, 47, 48 19 Element 4: 4.1 4.1 49, 50, 51 20 4.2 4.1 52 21 4.3 4.1 53 22
Making ‘safety and security’ a regular agenda item – at staff meetings and management meetings Encouraging or requiring establishment of workplace-based ‘Safety and Security’ teams or committees – comprising operational staff and management who are allocated specific areas to be responsible for Including all safety and security protocols: In Staff handbooks On workplace intranets Using workplace documentation – see section 1.3 Using supervisors, managers and/or senior and more experienced staff – to explain and demonstrate what is required. Risk management Context Risk management has become increasingly important as: Businesses seek to protect assets – and thereby reduce the loss they may sustain in an incident or an emergency situation Organisations seek to demonstrate they have discharged ‘due diligence’ and their common law ‘Duty of Care’ obligations – so their exposure to legal action (usually for ‘negligence’) is reduced. There is no doubt society if becoming more litigious and companies need to protect themselves against this. Businesses want to be regarded as responsible corporate citizens taking responsibility for their actions and the safety and welfare of the public, their customers and their staff Insurance companies impose certain risk management requirements on businesses as pre-requisites for issuing an insurance policy covering them against identified risks. In many a business cannot obtain insurance unless they can provide they have risk management plans and/or risk control procedures in place. In other cases, comprehensive risk management plans may attract lower premiums than would otherwise be the case. The legal system places increased obligations on businesses to be responsible in their operations and be accountable for damage, accidents and incidents which occur on their premises and/or during activities they conduct. This is underpinned by the vicarious liability organisations have for the actions of their staff. The proactive nature of risk management Risk management is a proactive for businesses to do. Being proactive means the organisation plans and takes action before something happens in order to eliminate risk or mitigate (reduce) the outcome. Being proactive is the opposite of being reactive. Being reactive means waiting for something to happen and then (trying to) respond to it.
A reactive response will always be less effective than a planned and proactive one. Risk management defined Risk can be seen as any hazard or source of danger with the potential to adversely impact on the operation and/or outcomes of a business which prevent it achieving its identified goals and objectives. Risk management is the term used to describe the activities and practices the business undertakes to address those hazards or sources of danger. These include the following activities: Identifying risk – can include: Undertaking workplace inspections and checks Analysing internal documentation to find examples of previous problems/issues Learning from the experiences of others Soliciting input from all stakeholders – staff and customers Evaluating and analysing risk against relevant criteria – called ‘risk assessment’ or ‘risk analysis’: see below Developing controls in a risk management plan to address identified risk via a risk management plan – which may include reducing risk, sharing risk, avoiding risk, eliminating risk, transferring risk or accepting it: see also ‘Hierarchy of Controls’ below Monitoring the implementation of the individually prepared risk management plan – and reporting on findings Monitoring the internal and external environments for new and changing risk on an ongoing basis throughout the life of the business – to accommodate the dynamic nature of the business world Reviewing the practices of risk management and its context – to make sure risk management practices reflect current and emerging need in to optimise business performance. Risk assessment Risk assessment/analysis occurs when risks have been identified. It is the process of examining identified risk so the business can understand and appreciate the totality of each risk (considering scope, nature, impact and other relevant factors) in order to use this information/knowledge as the basis for calculating the risk level each risk presents to the organisation. Using a risk assessment matrix It is useful to use a risk assessment matrix during the risk assessment/analysis process. A model risk assessment/calculation matrix is frequently used (several variations on a theme exist) to assist in these determinations in which the ‘Severity of Consequences’ are listed along one axis and ‘Likelihood of occurrence’ (probability) are listed along another for each identified risk. Each identified risk needs to be assessed using this matrix. A risk assessment matrix may look like this:
Training to support implementation Statement indicating activities are prohibited until person has undertaken relevant training Monitoring activities to check, ensure or verify compliance Penalties for non-compliance. Customer pre-requisites Context Organisations may have pre-requisites to be attained prior to customers engaging in certain activities or methods of travel. This is not a safety and security requirement/protocol in every business. If such requirement exists this means staff must: Be advised in detail of what these pre-requisites are – by type and detail of each Be told of the classifications/categories of customers to which they apply – commonly these requirements are specific to particular classes of customers/travellers or tours or trips. They are not (generally) universally applicable. Be trained in how to inform customers – to maximise communication, enhance understanding, optimise compliance and annoyance, confusion or misunderstandings Be made aware of the consequences of failing to apply or communicate the protocols/requirements – which may include: Internal disciplinary action Legal action Refusal of businesses (agencies, providers, carriers) to honour promises made because the pre-requisite conditions have nor=t been met. Examples Pre-requisite requirements (which will vary between businesses, trips, travel, tours and individual customers and specific activities) can include the following: Need to hold a current passport and/or visa Need for proof of nominated inoculations Need to have travel insurance Need to be over a certain age Need to be under a certain weight Need to have a certain level of health or fitness Need to buy a return ticket Need to have a specified minimum amount of cash Need to pay a holding deposit for bookings Need to complete payment for tour/travel/tickets by a given date.
An injury may be caused – causing pain and inconvenience and perhaps requiring medical treatment and expense Illness may result – necessitating time away from the tour, delays to travel, hospitalisation and associated annoyance, disruption, frustration and expense Death – which will usually involve: External investigation by authorities Anxiety for all involved Legal action – accidents and injury to customers/tour group members often result in employees and/or the employer being: Prosecuted under criminal law Sued civil law Damage to host enterprise – in terms of: Reputation Reduced levels of sales – as a result of decreased return and referral business Decreased profit – as a result of money needing to be spent on legal action, repairs, replacement and other mitigating action Disciplinary action – taken against individual staff for non-compliance with job-related requirements Job loss – where: Breaches are serious Breaches are ongoing/repeated. 1.5 Introduction All staff will have an individual scope of authority and responsibility in relation to workplace safety and security. This section defines ‘scope of authority and responsibility’, explains why it is necessary for employees to know their individual scope and gives examples of possible inclusions in relation to what may apply in this regard. Scope of authority and responsibility – defined ‘Scope of authority and responsibility’ is sometimes just referred to as: ‘Scope of authority’ ‘Scope of responsibility’
1.6 Introduction Prior to every trip, tour or event staff need to acquire all relevant safety and security information. This section explains why this is necessary, describes how the information may be obtained and gives generic examples of the detail which needs to be obtained. Importance of this step Two important aspects Information about a trip/tour is commonly required on two fronts: Generic information – which is the information which will be used if everything goes as planned and there are no conditions requiring alteration to the itinerary as planned Current information – which is required shortly before the trip/tour starts and is necessary to determine whether or not it can take place as planned or whether changes need to be made (or more drastic action taken – see below). The need for information It is an essential pre-requisite for staff to acquire necessary safety and security information relating to an upcoming trip, tour or event in order to: Discharge Duty of Care obligations – because this information is/should be central to the ultimate decision about whether the tour, trip or event takes place at all, or ‘as planned’ Comply with standard internal organisational protocols – this is a standard requirement in all businesses Be able to share this knowledge with other tour, trip or event staff Determine whether or not the tour, trip or event should: Proceed as planned – according to the advertised/planned itinerary Be delayed – for a period of time Be deferred or postponed – to a later date Be cancelled altogether Have substitute inclusions/activities made to the itinerary Be modified in some other appropriate but relatively minor way – such as: Changing planned routes but leaving activities/destinations the same Altering sequence of planned activities/destinations Increasing or reducing time spent at attractions Using a different mode of travel or carrier Identify the relevant knowledge which needs to be shared with tour group members/customers
Situations there was a need to involve emergency services or an external provider to assist the tour in a problem situation – such as: Fire Accident and injury Assault Theft Any situation raised by tour members with tour staff which relates to serious risk, threat or security breach of any kind – and any similar issues raised by partners, carriers, destinations nor other stakeholders. Need to report Reports need to be made in order to: Provide the basis for analysing and responding to issues Maintain the safety and security standards required by the organisation/industry Comply with Duty of Care obligations Discharge internal reporting requirements Demonstrate to management attention is paid to these aspects of the tour, trip or event Give customers confidence in the safety and security protocols of the organisation. How to make reports Standard reporting options in this regard are: Completing of a designated report – this may require completion of a: Dedicated ‘Breach notification’ report/form ‘End of tour report’ ‘Maintenance Request’ Making a verbal report to a nominated person– which may be done: Face-to-face – during the tour or at end-of-tour Via telephone Using radio Submitting an electronic report – such as: An Online completion/submission of a report/form Attending a mandatory end-of-tour de-briefing session – where ‘breaches’ and ‘threats/issues arising’ will always be a standing topic for consideration.
Contacting emergency services – by radio or other means to: Advise them of the emergency Seek advice Summon assistance – a critical primary requirement element of effective response to emergency situations is to notify authorities/others, alert them to the situation and initiate a response moving to the location Always make sure emergency services are contacted as soon as possible – sometimes it is possible to be torn between either taking response action or contacting someone else to notify them of the emergency: always contact someone else/emergency services to get help on the way. One minute lost by delaying calling emergency services at this stage of an emergency can have enormous disastrous outcomes later. Step 1 should always be ‘Call emergency services’. Even if their help is not required when it arrives, the best advice is to get it rolling and on the way to where the emergency is. Initiating alarms – or directing others to do so Communicating with tour members – and advising them: Regarding nature of emergency and type of threat/danger posed Of intended action to be in response to the threat in order to protect their safety To comply with instructions/directives given They should place their safety above the safety/security of their property, belongings Taking immediate protective measures – ensuring: No-one is placed in danger Safety of persons always priority over security/safety of property/assets Initiating evacuations – by: Identifying routes to take Giving directions/instructions Supervising actions in this regard Undertaking first response/first attack activities – such as: Initial fire fighting/suppression Rendering first response first aid Removing assets, property and belongings out of danger/away from threat Seeking feedback from customers – to: Ensure they understand proposed course of action and can comply with same Determine if more/different directions need to be provided Determine whether or not certain tour group members need special help/extra assistance Following the actions as set out in appropriate pre-prepared emergency management plans and/or contingency plans – see next section.