DMI TM - Escort - Carry - & - Store - Valuable - Items - Refined

Weapons
Escort, carry and store valuable items
Trainee Manual
Escort, carry and store
valuable items
D1.HSS.CL4.08
Trainee Manual
Project Base
William Angliss Institute of TAFE

555 La Trobe Street
Melbourne 3000 Victoria
Telephone: (03) 9606 2111
Facsimile: (03) 9670 1330
Acknowledgements
Project Director: Wayne Crosbie

Chief Writer: Alan Hickman
Subject Writer: Alan Hickman
Project Manager/Editor: Alan Maguire
DTP/Production: Daniel Chee, Mai Vu, Kaly Quach
The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member
States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia,
Myanmar, Philippines, Singapore, Thailand and Viet Nam.
The ASEAN Secretariat is based in Jakarta, Indonesia.
General Information on ASEAN appears online at the ASEAN Website: www.asean.org.
All text is produced by William Angliss Institute of TAFE for the ASEAN Project on “Toolbox
Development for Front Office, Food and Beverage Services and Food Production Divisions”.
This publication is supported by the Australian Government’s aid programthrough the ASEAN-Australia
Development Cooperation Program Phase II (AADCP II).
Copyright: Association of Southeast Asian Nations (ASEAN) 2013.
All rights reserved.
Disclaimer
Every effort has been made to ensure that this publication is free from errors or omissions. However,
you should conduct your own enquiries and seek professional advice before relying on any fact,
statement or matter contained in this book. TheASEAN Secretariat and William Angliss Institute of
TAFE are not responsible for any injury, loss or damage as a result of material included or omitted
from this course. Information in this module is current at the time of publication. Time of publication is
indicated in the date stamp at the bottom of each page.
Some images appearing in this resource have been purchased from stock photography suppliers
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and non-exclusive. Clip arts, font images and illustrations used are from the Microsoft Office Clip Art
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Institute.
Additional images have been sourced from Flickr and SXC and are used underCreative Commons
licence:http://creativecommons.org/licenses/by/2.0/deed.en
File name: 678839739.docx
Table of contents
Introduction to trainee manual............................................................................................1
Unit descriptor.................................................................................................................... 3
Assessment matrix............................................................................................................. 5
Glossary............................................................................................................................. 7
Element 1: Prepare to undertake escort and carry duties...................................................9
Element 2: Undertake escort duties.................................................................................36
Element 3: Carry valuable items......................................................................................51
Element 4: Store valuable items.......................................................................................68
Presentation of written work.............................................................................................76
Recommended reading....................................................................................................78
Trainee evaluation sheet..................................................................................................79
Trainee self-assessment checklist....................................................................................81
© ASEAN 2013
Trainee Manual
Introduction to trainee manual

To the Trainee
Congratulations on joining this course. This Trainee Manual is one part of a ‘toolbox’
which is a resource provided to trainees, trainers and assessors to help you become
competent in various areas of your work.
The ‘toolbox’ consists of three elements:

 A Trainee Manual for you to read and study at home or in class
 A Trainer Guide with Power Point slides to help your Trainer explain the content of the
training material and provide class activities to help with practice
 An Assessment Manual which provides your Assessor with oral and written questions
and other assessment tasks to establish whether or not you have achieved
competency.
The first thing you may notice is that this training program and the information you find in
the Trainee Manual seems different to the textbooks you have used previously. This is
because the method of instruction and examination is different. The method used is called
Competency based training (CBT) and Competency based assessment (CBA). CBT and
CBA is the training and assessment system chosen by ASEAN (Association of South-
East Asian Nations) to train people to work in the tourism and hospitality industry
throughout all the ASEAN member states.
What is the CBT and CBA system and why has it been adopted by ASEAN?
CBT is a way of training that concentrates on what a worker can do or is required to do at

work. The aim is of the training is to enable trainees to perform tasks and duties at a
standard expected by employers. CBT seeks to develop the skills, knowledge and
attitudes (or recognise the ones the trainee already possesses) to achieve the required
competency standard. ASEAN has adopted the CBT/CBA training system as it is able to
produce the type of worker that industry is looking for and this therefore increases
trainees chances of obtaining employment.
CBA involves collecting evidence and making a judgement of the extent to which a worker
can perform his/her duties at the required competency standard. Where a trainee can
already demonstrate a degree of competency, either due to prior training or work
experience, a process of ‘Recognition of Prior Learning’ (RPL) is available to trainees to
recognise this. Please speak to your trainer about RPL if you think this applies to you.
What is a competency standard?
Competency standards are descriptions of the skills and knowledge required to perform a
task or activity at the level of a required standard.
242 competency standards for the tourism and hospitality industries throughout the
ASEAN region have been developed to cover all the knowledge, skills and attitudes
required to work in the following occupational areas:
 Housekeeping
 Food Production
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Trainee Manual 1
 Food and Beverage Service

 Front Office
 Travel Agencies
 Tour Operations.
All of these competency standards are available for you to look at. In fact you will find a
summary of each one at the beginning of each Trainee Manual under the heading ‘Unit
Descriptor’. The unit descriptor describes the content of the unit you will be studying in the
Trainee Manual and provides a table of contents which are divided up into ‘Elements’ and
‘Performance Criteria”. An element is a description of one aspect of what has to be
achieved in the workplace. The ‘Performance Criteria’ below each element details the
level of performance that needs to be demonstrated to be declared competent.
There are other components of the competency standard:

 Unit Title: statement about what is to be done in the workplace
 Unit Number: unique number identifying the particular competency
 Nominal hours: number of classroom or practical hours usually needed to complete
the competency. We call them ‘nominal’ hours because they can vary e.g. sometimes
it will take an individual less time to complete a unit of competency because he/she
has prior knowledge or work experience in that area.
The final heading you will see before you start reading the Trainee Manual is the
‘Assessment Matrix’. Competency based assessment requires trainees to be assessed in
at least 2 – 3 different ways, one of which must be practical. This section outlines three
ways assessment can be carried out and includes work projects, written questions and
oral questions. The matrix is designed to show you which performance criteria will be
assessed and how they will be assessed. Your trainer and/or assessor may also use
other assessment methods including ‘Observation Checklist’ and ‘Third Party Statement’.
An observation checklist is a way of recording how you perform at work and a third party
statement is a statement by a supervisor or employer about the degree of competence
they believe you have achieved. This can be based on observing your workplace
performance, inspecting your work or gaining feedback from fellow workers.
Your trainer and/or assessor may use other methods to assess you such as:
 Journals
 Oral presentations
 Role plays
 Log books
 Group projects
 Practical demonstrations.
Remember your trainer is there to help you succeed and become competent. Please feel
free to ask him or her for more explanation of what you have just read and of what is
expected from you and best wishes for your future studies and future career in tourism
and hospitality.
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Unit descriptor
Unit descriptor
This unit deals with the skills and knowledge required to Escort, carry and store valuable
itemsin a range of settings within the hotel and travel industries workplace context.
Unit Code:
Nominal Hours:
30
Element 1: Prepare to undertake escort and carry duties

Performance Criteria
1.1 Identify valuables that require escort, carrying and secure storage
1.2 Describe the legal requirements that apply to responsibility for guest property
1.3 Undertake training in escort, carrying and storage duties
1.4 Identify the characteristics of people with responsibility for escorting, carrying and
storing valuable items
1.5 Prepare plans for regular escort and carry duties
1.6 Identify host establishment policies and procedures in relation to the movement of
cash and valuable within, and outside of, the premises
1.7 Identify potential threats that may exist when moving valuables within, to and from
the host establishment
1.8 Identify resources required to facilitate secure escort and carry duties
1.9 Clarify designated escort and carry assignments
Element 2: Undertake escort duties

2.1 Identify route to be taken
2.2 Assess potential threats for the individual job
2.3 Obtain assistance if required
2.4 Perform close escort duties
2.5 Respond to threats
2.6 Complete necessary documentation
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Unit descriptor
Element 3: Carry valuable items

3.4 Perform carriage duties
Element 4: Store valuable items

4.1 Identify the storage option required
4.2 Place items into storage
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Assessment matrix
Assessment matrix
Showing mapping of Performance Criteria against Work Projects, Written
Questions and Oral Questions
The Assessment Matrix indicates three of the most common assessment activities your
Assessor may use to assess your understanding of the content of this manual and your
performance – Work Projects, Written Questions and Oral Questions. It also indicates
where you can find the subject content related to these assessment activities in the
Trainee Manual (i.e. under which element or performance criteria). As explained in the
Introduction, however, the assessors are free to choose which assessment activities are
most suitable to best capture evidence of competency as they deem appropriate for
individual students.
Work Written Oral

Projects Questions Questions
1.1 Identify valuables that require escort, carrying 1.1 1, 2 1

and secure storage
1.2 Describe the legal requirements that apply to 1.1 3, 4, 5 2

responsibility for guest property
1.3 Undertake training in escort, carrying and 1.2 6, 7 3

storage duties
1.4 Identify the characteristics of people with 1.2 8, 9 4

responsibility for escorting, carrying and
1.5 Prepare plans for regular escort and carry 1.2 10, 11, 12 5
duties
1.6 Identify host establishment policies and 1.2 13 6

procedures in relation to the movement of
cash and valuable within, and outside of, the
premises
1.7 Identify potential threats that may exist when 1.2 14, 15 7
moving valuables within, to and from the host
establishment
1.8 Identify resources required to facilitate secure 1.2 16 8

escort and carry duties
1.9 Clarify designated escort and carry 1.2 17, 18, 19 9

assignments
2.1 Identify route to be taken 2.1 20, 21 10
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Assessment matrix
Work Written Oral

Projects Questions Questions
2.2 Assess potential threats for the individual job 2.1 22 11
2.3 Obtain assistance if required 2.1 23 12
2.4 Perform close escort duties 2.1 24 13
2.5 Respond to threats 2.1 25 14
2.6 Complete necessary documentation 2.1 26 15
3.1 Identify route to be taken 3.1 27, 28 16
3.2 Assess potential threats for the individual job 3.1 29, 30 17
3.3 Obtain assistance if required 3.1 31 18
3.4 Perform carriage duties 3.1 32 19
3.5 Respond to threats 3.1 33, 34, 35 20
3.6 Complete necessary documentation 3.1 36 21
4.1 Identify the storage option required 4.1 37 22
4.2 Place items into storage 4.1 38, 39 23
4.3 Complete necessary documentation 4.1 40, 41 24
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Glossary
Glossary
Term Explanation
Asp Extendable/retractable baton
Bullion Precious metal bars, ingots or coins
CED Conductive Energy Device
CCTV Closed Circuit Television
CPO Close Protection Officer; another term for Bodyguard
Close escort duties Bodyguard duties
Comms Communications; communications systems/equipment
Damages Money awarded as a result of successful civil action
EDC Every Day Carry: items which security staff will carry
with them all the time
Emergency Management Plan A document detailing the response of the venue/staff

members when a variety of emergency situations arise
Ingot Metal cast into a special shapes
Injunction Legal order either forcing the other party to do

something, or preventing them from doing something
Intel Intelligence
OC spray Oleoresin Capsicum spray (capsicum spray)
POS Point Of Sale
PPE Personal protective equipment (and clothing)
Primary route Preferred/most secure route
SOP Standard Operating Procedure
Scope of authority The extent to which you can make decisions and/or take
action without reference to/asking permission from
anyone else
Secondary route Alternative route where primary route is unavailable or
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Glossary
Term Explanation
has been compromised
Situational Awareness Being fully aware of the environment you are in, and
how, why and if it is changing
Statute law Law provided for by Acts and Regulations
TDR Refers to safes which are rated as Torch and Drill

Resistant
UHF Ultra-high frequency
VHF Very high frequency
VIP Very Important Person
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Element 1:
Prepare to undertake escort and carry
duties
1.1 Identify valuables that require escort, carrying
and secure storage
Introduction
An essential starting point when preparing to undertake escort, carriage and storage
duties is to identify the items involved.
This section presents a description of valuable which may require attention.
Valuables – defined
‘Valuables’ are anything with value in the eyes of the owner.
An item which is deemed valuable may be:

 Valuable to everyone
 Valuable only to the owner – especially in relation to
‘sentimental’ value
 Valuable today but not tomorrow
 Small or large
 Made from any materials/substance.
Valuable items may be the property of:

 The venue where you work
 A private person or guest
 A company or organisation whose representatives are staying at, or using, the venue.
Examples of valuables
The following is a list of items commonly considered to be valuable and needing escort,
carriage or safe storage.
Cash
Cash may be:
 Local currency
 Foreign currency
 Notes and/or coin
 Any amount.
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Precious stones
Precious stones; natural gems as well as stones which have been mounted.
They include but are not limited to:

 Diamonds
 Opals
 Pearls
 Rubies
 Emeralds.
See the following for a more comprehensive list:

 http://chemistry.about.com/od/geochemistry/a/gemstonelist.htm.
Jewellery
These are decorative items generally made from gold, silver and precious stones.
Items may include:

 Necklaces
 Rings
 Earrings
 Pendants
 Crowns and tiaras.
Bullion
Bullion is a generic term referring to bars, ingots or coins made from precious metals.
The most common bullion requiring special attention is:

 Gold
 Silver.
Documents
It is common for the following documents to require special
treatment:
 Passports
 Traveller’s cheques
 Business documents. This can include a wide variety of
documents such as:
 Contracts and other legal documents
 Business performance information
 Documentation required in support of intended sales and purchases
 Documentation for presentations.
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Electronic data
Documents and data can exist in electronic form and you may be
required to provide services in relation to:
 Computers
 Portable devices
 A range of storage devices.
Artwork
Artwork which can require security may include:
 Paintings and sculptures
 Local items (including craftwork) bought by guests for on-
shipping
 Artefacts.
In some cases it can be difficult to determine where an item fits in terms of its
classification. For example, an elaborate piece of necklace, pendant, brooch or bangle
may be regarded by some as a work of art, by some as a piece of jewellery and by others
as both.
General and personal property

General and personal property refers to a wide range of items from
(potentially) every group.
The value placed on the item by the owner of the item who may be
the venue, an individual guest or an organisation/company.
Value may be determined by:

 The worth of the item in monetary terms
 Sentimental value
 Replacement cost of the item
 Importance of the item for an upcoming event or need
 Requirement of the item for legal compliance reasons.
1.2 Describe the legal requirements that apply to

responsibility for guest property
Introduction
When taking responsibility for guest property you must ensure you comply with all
relevant legally imposed obligations
This section provides an overview of what these legal requirements are.
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Host country legislation

Venues have obligations imposed on them by:
 Statute law. This is where the country (Parliament) imposes requirements on
individuals and businesses. Failure to comply can result in:
 A fine
 Imprisonment
 Other penalties or sanctions as provided for in the statutes such as deregistration
of business; business closure; banning of person from working in and/or operating
a business; publishing an apology; changing an unacceptable practice
 Civil law where individuals or businesses take legal action
against each other to:
 Obtain an injunction
 Recover damages.
 Common law which is law that has emerged over time based
on previous decisions (called ‘legal precedence’) made by
Courts.
Obligations may be imposed at a national or regional or local

level.
Specific obligations on hotels

Many countries have legislation (known as Innkeeper’s Act, Hotelkeeper’s Act or similar)
which imposes obligations on hotels when a guest stays in a room at the venue.
Where applicable, the law may require:

 The hotel to take steps to make guests aware of the coverage provided to them in
relation to the protection afforded by this legislation
 The hotel to provide facilities for the safe-keeping of guest items
 The hotel to be liable for guest property while guests are residents at the venue:
 The liability of the hotel is restricted to a relatively low level where guest
belongings are stolen from their room
 The liability of the hotel is much higher where guest belongings are entered into
safe-keeping.
Notification to guests regarding the coverage will usually be provided:

 At reception or front office
 In their room – often on the back of the door to the room, and in the compendium in
the room.
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Bailment
Bailment occurs when an item is transferred from one person to another.
In a hotel situation, bailment could occur when a guest places a valuable item into safe-
keeping.
An important aspect of bailment is the ownership of the item does not change. The item
still remains the property of the guest even though it has been given to the hotel for safe
custody.
Under bailment:
 The hotel must take good care of the item offered for bailment
 The hotel must return the item when requested by the owner.
Where problems arise regarding bailment, the owner of the goods can take civil action
against the hotel to recover their property or damages.
Duty of Care
Duty of Care is a common law obligation imposed on all businesses.
Under Duty of Care the venue is required to take whatever action is

necessary to:
 Avoid foreseeable harm to guests
and
 Avoid foreseeable loss or damage to their property.
Where the venue fails to discharge its Duty of Care obligations it is under a legal liability
to make good the injury, loss or damage which occurred.
If the venue fails to meet their obligations it can be sued for negligence by guests, for
damages.
Exclusion Clauses
Exclusion clauses are statements made by a venue seeking to limit their liability in the
event something goes wrong and, for example, a guest is injured or their valuables are
lost or damaged.
An exclusion clause may state ‘All care and no responsibility’, or ‘This venue takes no
responsibility for items offered for safe-keeping’ (or similar).
Increasingly Courts are not allowing businesses to rely on these clauses and, when a
case goes to Court, are finding more and more for the person who was injured or whose
property was lost or damaged.
To stand any chance of being effective an exclusion clause must be brought to the
person’s attention before it can be relied on.
This means the guest must, for example, have the exclusion read out to them, and
perhaps sign to say they have been told about it and accept it.
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Theft
Theft (‘stealing’) refers to talking someone’s property without
their permission with the intention of:
 Depriving them of the item
and
 Converting it to your own benefitby, for example,using it or
selling it.
Anyone who steals an item while they are escorting it, carrying it or while the item is in
storage commits a crime and is subject to prosecution.
Theft by finding
It is an offence to keep an item you have ‘found’.
The offence is called ‘theft by finding’.
If you find an item left in a guest’s room and keep it, you commit an offence.
If you find an unattended item in the hotel lobby and keep it, you commit an offence.
You do not have the right to retain any item you find and keep it for yourself or your own
use.
It must be:
 Reported – commonly using a Lost and Found Register or similar
 Handed in.
1.3 Undertake training in escort, carrying and

storage duties
Introduction
An essential pre-requisite for staff who perform escort, carriage and/or storage of valuable
items is to undertake appropriate training.
This section identifies generic training requirements for staff in this regard.
General pre-requisites
In most venues:
 You will not be allowed to undertake escort, carriage and storage tasks until you have
successfully completed the required in-house training
 Training will be structured and formalized meaning:
 All staff performing these tasks will receive the same training
 Testing to demonstrate competency will be part of the training
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 Nominated topics (see below) will covered as part of the training. These will
commonly address:
– Skills required to undertake the work
– Knowledge necessary to underpin safe, effective and correct work
– Attitudesrequired in relation to the customer contact and interpersonal skills
needed in this type of work as well as the personal characteristics required
(see more in Section 1.4)
 You will be paid to undertake the training – that is, the training will be conducted
during your working hours
 Training in this regard will be a combination of:
 Theory training
 Demonstrations on what to do and how to do it
 Practical training giving you an opportunity to
practice what you have learned
 Your first few workplace tasks will be supervised by a
more experience staff member to:
 Ensure you perform as required
 Assist where necessary
 Provide constructive feedback.
Examples of training topics

The exact nature of training will vary between properties.
Even where you have previous experience with escorting, carrying and storing valuable
items in another venue, you will still have to undertake training at a new venue where you
work.
The following can be seen as a representation of what is usually involved:

 Identification and use of equipment and facilities provided by the venue in relation to
escorting, carrying and storing valuable items.This may address coverage of:
 Safes
 Trolleys
 Cash carts
 Security equipment
 Secure bags and containers
 Tracking devices
 Dye bombs
 Illustration of identified threatsand:
 How to identify emerging threats
 SOPs for responding to identified threats or situations
 Route identification for escorting and carrying valuable items point topoint: see
Section 2.1 for more detail
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 Location and operation of relevant security infrastructure such as:

 Learning where the CCTV cameras are located
 Knowing the coverage (field of vision) of the CCTV cameras
 Determining where alarms are located and how to
activate them
 Learning how to access restricted or controlled
areas
 Coverage of legal issues, addressing issues such as:
 Personal liability
 Venue liability
 Notifying guests of coverage, liability and limitations
 Need to never admit liability
 Description of internal requirements, protocols and standards, addressing:
 Scope of authority
 Calling for assistance
 Responses to loss or damage situations
 Internal documentation with an emphasis on:
 When to use nominated documents
 Role of nominated documents
 How to complete documentation
 Providing advice to guests on completing documentation
 Forwarding and/or security completed documentation
 Using documentation as basis for retrieving and returning valuable items to their
rightful owner.
Trainers used
Most training of this type will be conducted by either:
 A dedicated workplace trainer who conducts all or most workplace training across all
venue job positions
 Head of security
 Front Office manager or their designated representative.
Commonly the training can also be expected to feature the use of guest speakers who
may be:
 Experienced staff who work in the venue
 Representatives from the external security provider used by the venue
 Officers from the local authorities (police).
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1.4 Identify the characteristics of people with

responsibility for escorting, carrying and
Introduction
It is preferable that people who have responsibility for the escorting, carrying and/or
storing valuable items possess certain personal characteristics.
This section defines these characteristics and attributes.
List of characteristics and attributes

Personal characteristics and attributes which are important for people with any security-
related responsibilities include:
 Honesty. This is a non-negotiable requirement given the type of items being handled
 High-level interpersonal skills to help when:
 Working with guests/clients to provide a service to them
 Dealing with patrons and members of the public as part of the security task
allocated to them
 Vigilance to maintain Situational Awareness (see below)
 Observation skills to:
 Identify threats
 Provide the information which forms the basis of alternative action
 Enable Situational Awareness
 Ability to follow directions including requirements of all Standard Operating procedures
(SOPs) and related policies
 Attention to detail to ensure planning and execution of tasks are successfully, safely
and securely completed
 Leadership to ‘take charge’ when the need to do so (such as a threat or an emergency
situation) arises
 Common sense. This is a critical requirement
given there are so many unpredictable situations
which might be faced
 Ability to take actionwhen the need to do so
arises. You must be:
 Able to think and respond quickly
 Intervene when necessary
 Protect guests
 High levels of personal presentation because guests often infer competency by the
way staff look or are dressed and groomed
 Confidence. Security staff must:
 Project confidence in their manner and physical bearing
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 Have confidence in their decisions and ability to act
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 Be formally trained – in-house and/or from an external training provider with expertise
in security
 Fitness and agility to:
 Provide strength for lifting and carrying
 Take action when required.
Other factors
Employers will also set great store in:
 Experience:
 In escorting and carrying valuable items
 Storing valuable items
 Working in venues similar to their own
 Physical size. Many employers will look for security staff who have an imposing
physical presence believing this will act as a deterrent to threats
 People who hold current certification as required by local laws for security staff.
Importance of knowing these characteristics

It is important you know and understand these characteristics for the following reasons:
 You can learn or cultivate them if you do not already have them
 You should demonstrate these in the workplace if you want to move into the security
area
 You should highlight these on any application you make for a security job
 You should highlight these aptitudes at any job interview for a security position.
Situational Awareness
Those providing security services must operate in a situation where they are fully aware
of everything happening in their environment. This is referred to as ‘Situational
awareness’.
Situational awareness may be seen as being completely

aware of the environment or situation you are in and
knowing:
 What the situation is normally like when everything is
safe and secure
 If it is changing
 How it is changing
 Why it is changing
 The threat presented by changing circumstances.
Situational awareness relies heavily on:

 Keeping your eyes and ears open to keep the inflow of information coming in to your
senses
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 Analysing everything:
 What was that noise?
 Why did the noise happen?
 Where did it come from?
 What does it indicate?
 What action do I need to take in response?
Situational awareness is the basis for:

 Determining threat situations
 Identifying action needing to be taken
 Identifying what is ‘normal’ and things are not normal
 Prompt and effective responses.
1.5 Prepare plans for regular escort and carry

duties
Introduction
All occasions when there is a need to escort and carry items a plan should be prepared.
This section identifies considerations when preparing such a plan.
Regular and one-off jobs

Plans should be developed for all escort and carry assignments, both regular tasks and
individual or one-off jobs.
Regular jobs may include:

 Movement of cash from the office to trading points at the start of trade so registers
and POS terminals have cash to provide change to customers who make a purchase
 Movement of cash from registers and POS terminals on a regular basis throughout the
day to reduce the amount of money in the cash drawers
 Transfer of cash from cash points at the end of the day to move the money to the
security of the safe on the administration office
 Escorting management to and from designated locations and/or activities, such as
nominated meetings on a regular basis
 Escorting staff from the workplace to their vehicle at the end of trade to ensure their
security from attack
 Movement of money or takings from the venue to the bank
 Carrying change for the bank to the venue.
One-off jobs include:

 Attendance of nominated persons (see section 2.4) who need to be escorted through
expected crowds and media to their room or other location (event, meeting,
appearance)
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 Provision of special service by the venue to VIP guests in recognition of their status
and to demonstrate the respect in which the guest is held
 Responses to individual requests for escort and/or carriage duties as deemed
necessary by the guest
 Response to an identified and credible threat which has emerged
 Response to a situation where changed conditions exist, for example:
 Access to what is normally deemed to be a safe route or passage no longer exists
because of renovations to the property
 Bigger crowds than normal are expected
 Standard security equipment or systems are not available as they usually are.
Reasons to prepare plans

Plans must be prepared to:
 Identify potential threats and problems and issues so
appropriate action can be taken
 Optimize success of the job
 Eliminate interference with normal venue activities
 Eliminate interruption to guest use and enjoyment of
venue facilities
 Draw minimum attention to the fact security work
(escorting and carriage of valuable items) is being
undertaken
 Reduce threat to staff
 Reduce danger to customers
 Determine the most effective and secure route
 Calculate the resources required to undertake the job securely.
Remember: If you fail to plan, you plan to fail.
Who should be involved in developing the plans?

The plans should be developed in conjunction with:
 The customer, client or guest who will provide:
 Personal requirements for the job
 Personal preferences for actions and decision making
 Information about the item (person) to be carried (escorted)
 Information they may have about known threats
 Day and time the task is to be undertaken
 Management of the venue to:
 Obtain their input regarding expected levels of traffic in proposed routes
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 Benefit from their previous experience in relation to carrying and escorting items in
the venue
 Gain authorisation for extra time, staff, resources which may be required
 Obtain their approval for the final route and any specific actions needing to be
undertaken
 Other internal security staff to:
 Benefit from their experience
 Enhance communication between staff and within the venue
 Involve them in the planning process
 External security consultants to:
 Identify resources and expertise they may be able to provide
 Integrate in-house activities with externally-provided security or protection
 Enhance communications.
Factors to consider when developing plans

General requirements
Planning will always focus on developing appropriate answers to the following six key
questions:
 When does the job need to be done?
 Why does the job need to be done?
 Where does the job start, go and finish?
 Who is involved?
 What is involved?
 How is the job to be performed?
Specific considerations
When developing plans for escorting and carrying duties you should take care to consider
all the following:
 Determining possible threats in terms of:
 Who they might be
 Numbers and strength
 Form of attack
 Reason or motivation
 Possible location of attack
 Threat level
 Identifying the most secure routes. This should be done by:
 Planning the route
 Walking the route to visually check/inspect it and time it
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 Seeing the route through the eyes of offenders – Where would they strike? Why?
 Developing a primary route and a series of secondary routes – see Section 2.1
 Designating staff for specific duties comprising the total carry and escort assignment.
Doing this:
 Avoids delays: delays always translate into increased potential for threat or attack
 Enhances internal communication so staff know what is expected or is happening
 Supports proper planning
 Demonstrates competency and professionalism
 Determining and obtaining resources required for the
task. Resources may be:
 Physical resources – security equipment,
surveillance systems, comms, carts, containers
 Human Resources –internal staff, staff from
external security companies, police attendance
 Financial resources to pay for staff (time) and required resources
 Intelligence – information relating to the specific task being planned or undertaken
 Preparing written plans. Written plans may be required by house policies and are
developed to:
 Demonstrate due diligence has been discharged
 Provide the basis for feedback on the suitability of the plans
 Facilitate the communication and sharing of arrangements
 Provide a basis for training and other necessary preparation activities in relation to
the job (such as closing areas, locking doors, obtaining physical resources,
rostering staff)
 Provide a growing database for future reference when similar jobs need to be
planned and undertaken.
Complacency
It is safe to say there are many common factors between most carrying and escorting
duties.
This is especially the case for ‘regular’ escorts and carrying jobs.
It is important you realise this can lead to complacency, and complacency often precedes
a problem or task failure.
Complacency is adopting an attitude which believes because you have had no problems
in the past, you will have none in the future.Complacency leads you to situations where
you:
 Fail to properly plan for the work to be done
 Do not take the required care with the job
 Do not pay proper attention to what is needed and what is happening
 Demonstrate a lack of interest and commitment to the work.
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You must realise the ‘sameness’ of carrying and escorting jobs makes many of them
relatively easy and tempting targets for thieves. The thieves can often readily identify:
 The route you will take
 The number of staff on the detail
 The security equipment used
 The precautions taken.
This predictability makes it easy for them to plan an attack so

you need to be aware of this and, at the very least:
 Change days of the week you take money to the bank
 Vary the times of day the job is undertaken
 Alter the staff who perform the task
 Use a different vehicle
 Carry items in different containers
 Do something to avoid being predictable.
1.6 Identify host establishment policies and

procedures in relation to the movement of
cash and valuable within, and outside of, the
premises
Introduction
Every venue has policies and procedures in relation to the movement of cash and
valuables.
This section identifies how you can become aware of these requirements and provides
examples of what they may be.
Learning the requirements

You will become aware of the internal requirements relating to movement of cash and
valuables within the property in the following ways:
 As part of your Induction and Orientation into the job or role
 Undertaking formal in-house training
 Reading the venue policies and procedures which may be provided:
 In Operating Manuals
 On venue intranet
 Displayed in certain work areas and offices
 Talking to more senior and experienced staff
 Asking questions to management
 Observing others.
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Variations between venues

Venue requirements will vary between properties based on their:
 Experience with movement of valuables such as:
 Previous attacks
 Previous threats
 Layout of the venue
 Number of security staff available
 Security resources and facilities available
 Level or amount of demand for security regarding movement of valuables
 Type of items being moved
 Value of items being moved
 Level of trade
 Identified threat analysis.
Other factors which may influence requirements can include:

 Contractual obligations and promises made to guests or clients and users of the
venue
 Type and amount of insurance coverage
 Requirements imposed by insurance policies.
Examples of venue requirements

Venues will commonly have policies and procedures relating to the following:
 Limiting carriage and escorting to nominated staff. These may be:
 Internal staff identified by name and/or job position
 Staff with designated training
 Allocating a specified number of staff to undertake
given tasks
 Identifying scope of authority for staff which:
 Identifies situations in which they are authorized to
make decisions and take action without referring to
anyone else
 Defines the limits of scopes of authority such as, for example, prescribing actions
they are not allowed or authorized to take
 Performing risk management activities in preparation for a job which will identify
specific venue requirements and activities to follow in order to implement the standard
risk management protocols of:
 Risk identification
 Risk assessment
 Risk control
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 Defining action to be taken in the case of a security threat or breach occurring which
will traditionally make reference to:
 Need for immediate notification of the event internally,
which will (according to established SOPs) trigger
external notification
 Identification of ways or options for notification
 Authorized response options to threat
 Implementation of venue-wide (or area-specific)
Emergency Management Plans
 Placing the safety of persons above the security of
physical or valuable items
 The resistance level (if any) staff are expected to provide
in the event of an attack (see below ‘Responding to an
attack’)
 Prescribing or otherwise providing direction in relation to a wide variety of issues
commonly involving:
 Minimum number of staff required for standard or regular tasks
 Equipment (including vehicles) to be used when escorting and carrying valuable
items
 Times when valuable items may be carried
 Identification of primary routes – see Section 2.1
 Notification to be made to internal staff,
management or external security companies or
authorities prior to embarking on a carry or
escort job
 Documentation required:
– Prior to beginning a job – which will authorize the work and provide plans on
execution of the task
– To be completed by the guest/client as part of or on completion of the job
– When items are entered into safe-keeping
– If an incident occurs during the job
 Identification of goods and items which are not to be carried. There is always a
ban on working with anything which is illegal, and often a ban on:
– Carrying live animals
– Handling hazardous substances
– Moving items over a given size and/or weight
– Accepting perishable foods for storage.
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1.7 Identify potential threats that may exist when

moving valuables within, to and from the host
establishment
Introduction
It is important to identify potential threats which may exist when moving valuables.
This section describes how to determine what these threats might be and presents a
standard list of potential threats which most or all venues are likely to face.
Determining threats
You can determine potential threats by using the following techniques.
You are advised to use a combination of the following rather than using
just one or two options:
 Encouraging staff to report any suspicious persons they have seen
or comments they have overheard
 Making security a regular topic at all staff meetings and briefings
 Talking to other security staff about:
 What they regard as threats and how they determine whether or
not a threat exists
 Their personal experience with threats – what happened; who was involved, when
and where it took place’ and what the responses were
 Talking to customers, guests and clients who have indicated a need for special
carriage, escort and storage. They often have experiences they can share with you
which provides a new or better insight into a particular security activity.Their input can
be extremely useful and valid as they see things through their eyes (as the recipients
of the service provided) rather than as the service provider.
 Reading through venue-specific Incident Reports, Patrol Logs and Response
Registers which provide information and insight into security issues within/at the
venue
 Liaising with local authorities and police to find out what they know about current and
emerging threats
 Conducting interviews with guests and others who use the venue to ask them what
they think are threats which need to be taken into account
 Establishing cooperative communication and exchange of information between your
venue and other local hospitality venues. This is done to encourage and facilitate the
sharing of security-related information, events and intelligence
 Undertaking regular (weekly or monthly) workplace inspections (these are actual
‘walk-throughs’ of areas, routes, departments, internal and external locations) to view
and review:
 The venue and identify physical changes to the venue which will impact on
movement of valuable items
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 Near-by changes which may impact on established secure movement protocols

such as changes to traffic flow, alterations to adjacent structures
 The routes to be taken to and from locations where movement of valuables can be
expected such as routes to and from the banks used by the venue, staff and guest
car parks, administration offices
 Confirm existing plans and SOPs still align with current workplace layout, facilities,
ingress and egress points, security systems and networks
 Participating in regular security conventions and seminars where you can become
aware of latest trends and activities detected or experienced by other industry
operators
 Monitoring the media to keep informed about what has happened locally in terms of
security breaches, attacks and other relevant threats.
Types of threats
The basic types of physical threats which exist when moving valuables within, or to and
from, the venue are:
 Theft – where someone tries to steal the valuable being moved
 Assault – where offenders physically attack those involved in the movement of items
in order to obtain the goods.The attack may involve fists, feet or weapons as well as
chemicals (sprays and acid).
 Vehicle accident when engaged in escorting valuable to and
from the venue.
Additional threats or intimidation may include:

 Verbal threats of violence against staff and/or their families,
such as:
 Threats to return and attack people
 Advising staff they know where they live and will attack
them there
 Telling staff they know which car they drive and will burn,
damage or steal it
 Threats to kill
 Revenge attacks if the incident is reported to management or the authorities
 Reprisals if staff cooperate with authorities leading to the apprehension of the offender
 Promises to burn down or damage the venue.
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1.8 Identify resources required to facilitate secure

escort and carry duties
Introduction
There is a significant array of physical resources available to assist in providing secure
escort and carriage services to guests/clients or staff.
This section lists the most common items available.
Resources available
The variety of physical resources available to facilitate secure escort and carry duties will
vary between venues.
Some venues have an extensive range of items and systems while others have
significantly less.
Some venues boast state-of-the art devices and technologies while others have more
basic equipment.
You can expect to find the following in the workplace to help you securely escort and
move valuable items:
Transport vehicles
Many venues will use their own vehicles to move cash and valuable items.
Other venues will use the services of a certified, external security business with armed
guards and/or dogs. These services are relatively expensive but the work is guaranteed
and supported by insurance which can be relied on in the event of an incident, theft, loss
or damage.
The following may apply to venue vehicles used to transport valuables:

 They are either high-profile or covert:
 For high-profile vehicles:
– Feature obvious vehicle signage stating where
the vehicle is from
– Have ‘security’ written on the vehicle
– Be equipped with flashing lights
– Be staffed by armed and uniformed guards who
may wear body armour
 For covert vehicles:
– Feature no identifying marks
– Strive to be unremarkable and go unnoticed
– Be staffed by workers in civilian clothes
 They may be worked up as security vehicles and may feature:
 Bullet-proof glass
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 Foam tyres – which cannot be deflated

 Penetration protection
 Audible alarms – for activation in the event of an attack
 They are often driven by drivers with special defensive and offensive driver training
 They will always contain a minimum of two communication options
 They may be accompanied by a ‘shadow/chase car’ or a ‘lead/pilot car’ which scouts
the road and advises of potential threats, and acts as support in the event of an
incident
 The vehicles may be changed on a regular basis to help disguise the movement of
valuables
 The route used by the vehicles should vary regularly to avoid predictability
 The time each run is taken should also vary from day-to-day.
Receptacles
Receptacles refers to containers used to transport items
Generally:
 Available in different sizes
 May be secured with padlock or combination lock
 Smaller receptacles may be carried by hand
 Larger containers require use of a trolley or cart
 The practice of handcuffing the container to a staff member is to be avoided. It may
look dramatic but places the person in increased danger.The container may however
be handcuffed to the trolley or cart.
Weapons
Weapons include:
 Firearms and pistols:
 You must comply with local laws regarding their possession
and use
 Licences and special training are commonly required
 It is possible to argue the provision of armed guards will
only serve to escalate the level of attack should an offender
seek to steal the valuables being guarded
 Less than lethal options such as:
 Asps and batons
 OC spray and similar
 CED (‘Tasers’)
 Handcuffs.
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Important note:
 Most staff are not issued with or allowed to handle weapons. Their main task is to act
as a deterrent, identify problems and report them and summon assistance.
Comms
Communication devices may include
 Hand-held two-way radios (UHF and VHF) which may feature
lapel microphones
 Communication headsets with earpieces allowing the hands to be
free for other work
 Landline telephones such as the internal telephony system in a
venue
 Cell phones provided by management.
Dye-bombs
Used to help deter theft of cash especially notes.
Where dye bombs are used their use is made known.
Dye bombs are placed in with the cash and if the cash is stolen the
device is triggered remotely (by hand, or by passing through a
detection device at egress points) by radio waves.
When triggered the bomb explodes releasing coloured dye and

sometimes tear gas.
The dye discolours the money rendering it useless and also ‘paints’ the offender with
usually a red colour to assist with detection and apprehension. Tear gas will incapacitate
the offender.
Physical barriers
Where plans determine they are suitable or necessary you may use
physical barriers to assist with protection when escorting and
carrying.
Physical barriers can include:

 The simple act of preventing entry/access to an area by closing and locking doors,
keying off elevators so they do not stop or open at a designated floor
 Screens including bullet-resistant screens
 ‘Do Not Cross’ and ‘Do Not Enter’ tape
 Witches hats
 Chains
 Bollards and rope.
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Security devices
Security devices refers to a range of equipment, systems and
technology which can be used to support security work.
These items may include:

 Security/CCTV cameras
 Movie camera – issued by some venues as part of the standard EDC used by security
staff: it enables evidence to be captured, records events and acts as a deterrent
 Alarms including:
 Door and section/sector alarms – ‘intruder alarms’
 Personal duress alarms – for use in the event of a personal emergency/attack.
Time-delay locks
A time-delay lock uses technology to delay the opening of a
combination lock for a given time (10 – 15 minutes is
common) after the correct access code has been entered.
The intention is to prevent immediate opening of a container

thus requiring the offender to remain on the premises thereby
increasing their chance of apprehension.
Time-delay locks may be fitted with a ‘duress option’ meaning security staff can override
the time-delay and enter a pre-determined access code to open the lock. Entering this
code also sends a covert message to the command and control centre alerting them an
emergency is taking place.
In order for time-delay locks to be most effective, their use needs to be made public so
they act as a deterrent.
Safes
All venues will have one or more safes.
See section 4.1 for details of what is commonly available.
1.9 Clarify designated escort and carry

assignments
Introduction
Escort and carry jobs may be allocated via assignment instructions.
This section discusses task assignments and describes what they can entail.
Assignment instructions
‘Assignment instructions’ are instructions provided by management to staff about activities
they are required to undertake.
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Some assignment instructions will be in writing but the majority will simply be verbal
instructions.
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Situations giving rise to assignment instructions

Assignment instructions may arise as a result of:
 Directions from management for an escort or carry job
 Requests from guests
 Special duties required as a result of:
 Special events
 High levels of trade
 High cash levels within the property
 Responses to perceived and credible threats as determined through analysis of
internal intelligence and on the basis of intel received from outside agencies and/or
persons
 An integrated response to a previous event or incident such as theft, attempted theft,
intimidation, assault
 Request for special service for VIPs. These requests may come from the guest or
customer, from their management group/entourage or from management of the venue
 Need to assist other venue staff undertake nominated activities such as:
 Movement of floats for cash registers/POS terminals
 Movement of takings within the building
 Escorting payroll.
Details included in escort and carry assignment instructions

Regardless of whether assignment instructions are given verbally or in writing they should
address the following (you will note many of the following points were also raised in the
section on developing ‘plans for regular escort and carry duties’):
 Any specific requirements identified by a guest, client or customer in relation to the
provision of service, such as:
 Number of staff required
 Skills and/or experience required
 Meeting points
 Timing issues
 Known or anticipated threats
 Threat levels
 Objectives for the assignment which may be:
 Escort
 Carry
 Deter
 Defend
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 Time on and time off – duration of assignment including day and date
 Specific work tasks which comprise the assignment, for example:
 Retrieve items from XYZ vehicle in basement car park
 Verify security and contents. Advise if evidence of tampering or other security
breaches
 Load into XYZ containers fitted with XYZ devices
 Carry and/or escort along nominated route which will be a route plan attached to
the assignment instructions
 Seal access to all entries along route
 Clear destination of members of public
 Secure area when delivery has been made
 Resources to be used to achieve the objectives. These can include requirements
relating to:
 Human resources – by name and number
 Physical resources – such as barricades, comms, PPE, weapons
 Intelligence – information about the event, situation or job
 Management for the assignment detailing:
 Who is in charge
 Reporting protocols
 Command and control authority
 Documentation involving:
 Photographs of people who are known threats
 Issuing of relevant forms, logs, registers as
appropriate to or necessary for the assignment
 Provision of relevant plans, routes and schedules
 Distribution of any paperwork needing to be completed as part of the assignment,
or when the assignment has been finalised.
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Work Projects
It is a requirement of this Unit that you complete Work Projects as advised by your
Trainer. You must submit documentation, suitable evidence or other relevant proof of
completion of the project to your Trainer by the agreed date.
1.1 Prepare and submit a report which provides comprehensive, current and accurate
answers to the following:
 In an international style hotel what sort of ‘valuable items’ may guests require to
be escorted, carried and/or stored?
 What local legal requirements apply to the responsibility a hotel has for the:
 Protection of guest property?
 Safe-keeping of guest items offered for safe custody?
 Return of guest items offered for safe custody?
1.2. Interview a manager, owner-operator or other relevant person in a hotel, ask them
the following questions, record their responses and submit a report based on their
answers:
 What external training requirements and/or certification is required for

employees who want to perform escort and carry or security work at the venue?
 What in-house training is provided to these staff to supplement other training
and/or experience?
 What characteristics do staff security staff need to work effectively in this sector
(escorting and carrying) of the industry?
 What policies and procedures does the venue have to support and/or direct the
work of staff who provide escort and carry services to guests and the property?
 How are staff informed of their individual escort and carry tasks and
assignments?
 What resources are available to staff to enable them to effectively and
professionally undertake their escort and carry assignments?
 What factors and potential threats do staff consider when preparing plans for an
escort and/or carry assignment?
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Summary
Prepare to undertake escort and carry duties
When preparing to undertake escort and carry duties:
 Identify the items to be escorted or moved
 Follow all internal requirements, policies and procedures
 Adhere to all legally imposed compliance obligations
 Obtain all externally required security-related training and certification
 Participate in all internal or on-the-job training
 Cultivate necessary characteristics required by security staff
 Prepare plans for work/tasks as required
 Involve and collaborate with others when planning tasks
 Encourage others to provide input about any suspicions or concerns they have about security
and/or threats
 Never become complacent
 Maintain Situational Awareness at all times
 Be proactive in identifying threats
 Conduct regular workplace inspections
 Modify SOPs to accommodate workplace changes
 Identify and use appropriate resources to assist with assignments.
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Element 2:
Undertake escort duties
Introduction
All escort assignments should take place along an identified route.
This section identifies factors to consider when identifying such a route.
Escorting defined
Escorting duties may be:
 Accompanying valuable items which are being carried by
others
 Providing an escortservice to an individual or group of
individuals.
Both duties involve:

 Providing a deterrent
 Providing protection.
Primary and secondary routes

Standard procedure is to:
 Develop a primary route for all escort duties and assignments
 Develop at least one secondary route for every escort duty/assignment
 Include route directions with assignment instructions.
Primary route
The primary route is your preferred route for the escort based on all relevant factors and
taking into account all associated details and requirements.
It will be the route which is deemed to be the safest and most secure.
The route will be developed to show:

 Starting point
 Path or route to be taken divided into sectors (see
‘Secondary routes’ below)
 Threat points – locations where attack (or other problems)
are likely or anticipated, based on risk identification and
analysis
 Check-in points where radio contact with the control room is required
 End point.
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Secondary routes
The secondary route is your Plan B should the primary route
be compromised or become unavailable, unusable or unsafe.
Each sector of the primary route should have at least one

secondary route.
The secondary route should show:

 Entry points from the primary route into the secondary
route
 Path/route to be taken
 One of the following:
 Where the secondary route rejoins the primary route
 Alternative route to completion of assignment.
Where it is not possible to identify a secondary route you must develop:

 An escape route
 Additional security arrangements.
Generic pre-requisites
Before a route is confirmed as being either a primary or secondary route it is advisable to:
 Conduct testpractice runs using the identified routes. These should:
 Be conducted at the time of day the real escort is required
 Use the same staff as will be employed for the actual assignment
 Feature use of ‘actors’ to simulate the person or persons being escorted
 Duplicate as closely as possible the ‘actual’ conditions which will apply to the
escort
 Time progress through each sector of the route and the overall escort assignment
 Include simulated ‘events’ in the test/practice runs to reflect situations or threats which
have been identified as being likely to occur. This may include:
 Crowd disturbances
 Media interventions
 Threats and attacks.
Specific factors to consider

When looking at the route to be taken for an escort assignment you should pay attention
to the following:
 Determining the shortest route. Often the best route is the shortest route but this is not
always due to:
 Exposure and opportunity provided to attackers
 Crowd and crush problems – where the route moves through high-traffic areas
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 Determining quickest route. The quickest route is most commonly the route to take as
it reduces exposure and opportunity but this can sometimes not be the route the
person or persons being escorted want to take.Sometimes the person being escorted
wants a high-profile event involving crowd interaction, photo opportunities and
publicity
 Assessment of the weather expected at the time and how it is likely to impact:
 Routes
 Activities
 Threats
 Evaluation of the time of day the escort is required which will have major impacts on:
 Equipment required
 Routes available
 Identification and analysis of relevant other issues such as:
 Day of the week
 Local events, celebrations, sporting occasions which may
impact on:
– Access
– Road closures
– Stress on other security staff, authorities and security
systems, equipment and technology
 In-house events such as seminars, conferences, meetings or functions being
conducted in the venue at the same time
 Levels of expected trade and traffic
 General environmental issues such as noise, lighting, temporary structures and
displays obstructing normal routes and/or lines of sight.

Introduction
Each escort job must be assessed on an individual basis.
This section explains the need for this assessment and discusses factors which need to
be considered.
Why do this assessment?

This assessment must be undertaken to:
 Identify, reduce, avoid or eliminate threats and risks. This is all part of the formal risk
management process
 Determine appropriate responses to threats
 Develop the most secure and effective course of action
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 Involve relevant others in the planning process. These may include:

 Person/persons to be escorted or their representatives
 Internal staff
 Authorities
 Discharge ‘due diligence’ and ‘duty of care’ obligations
 Provide a professional service
 Demonstrate value for the charges being levied for the service provided.
Factors to assess
Context
Providing escorts to valuable items and providing escorts to people are different activities.
This said, both contain an element of risk. There is always the potential people will want
to steal an item and there is always the potential offenders will want to attack or kidnap a
person.
The fundamental difference is:

 An item is inert. It is an inanimate object meaning:
 It will not argue with you
 It will simply respond to whatever is done to it without
disputing things
 Items can be replaced, lives cannot
 People who are to be escorted:
 May question your tactics, proposed route and course of action
 May be unpredictable. In an instance they can make a decision which completely
destroys all plans
 Will proceed at different rates. Their rate of travel varies between individuals
 Will respond to threats and attacks in different ways. Some have been trained to
immediately and unquestioningly follow directions while others are shocked into
disbelief and inaction
 Generally speaking ‘people’ generate different problems than ‘items’, for example:
– People may want to talk to the person being escorted
– Members of the public may want autographs and photographs
– The media may want interviews
– Angry or disgruntled people may want to physically or verbally abuse the
person.
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Generic factors
When assessing threats for escorting duties:
 Review all your internal intelligence
 Contact local authorities for updates
 Plan for the worst and hope for the best. Always adopt a worst case scenario
 Eliminating a threat is a better option than reducing the potential of a threat:
 Restricting or closing access to a route is preferable to having to deal with people
along the route
 Undertaking the escort when there are no other people present is better than
doing it when there are lots of bystanders and onlookers.
Case-by-case factors
For individual escort assignments:
 Always talk to the person or persons to be escorted or
their representative to identify:
 Specific requirements
 Personal preferences
 Known threats and/or troublemakers
 Previous incidents involving escort of the person at other venues or locations
 Never exceed your designated scope of authority when making decisions and/or
taking action to meet unique demands regarding escorting service provision
 Ensure all actions taken comply with internal policies and procedures
 Never engage in any illegal activity as part of the service provided such as use of
illegal tactics, use of illegal weapons, assaults.

Introduction
You must always realise you are part of a team when you provide any escort duties.
This section describes the assistance you may elect to call on when performing escorting
duties.
When assistance may be obtained

You should feel free to call on help from others at any time.
In relation to provision of escort duties this refers to three distinct stages:

 During the planning and preparation phase
 While providing the actual escort to:
 Enhance service provision
 Assist with responses to threats and/or attacks
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 As part of the review stage following completing or finalisation of the assignment.
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Reasons to obtain assistance

Assistance in relation to the provisions of escort duties is beneficial for several reasons:
 It helps relieve you of sole responsibility
 It provides a more diverse range of opinions and options for action
 It supplies a bigger pool of expertise and experience to draw from
 It facilitates information sharing
 It generates more (and more informed) intelligence to use as the basis for planning
and decision making.
Sources and types of assistance

There are three main sources of assistance:
 Help from other internal staff. This can include:
 Other security staff
 Management
 People on staff who have been part of similar escort
duties in the past
 Marketing department to promote the level of security
being provided (without disclosing specifics) to deter
offenders or attacks.
Assistance may cover:

 Suggestions for planning and action
 Information about previous escort assignments
 Help with providing suitable staff
 Advice regarding expected trade and traffic levels
 Cooperation in closing certain areas
 Support from an external security companywhich may involve:
 Provision of guards to support escorts
 Provision of intelligence on local threats
 Contribution of suggestions for action and feedback on plans
 Arrangements for response to attacks and incidents
 Support from local authorities. These will commonly include liaison with police, fire
and ambulance and/or civil defence.Their contribution/assistance may relate to:
 Provision of updated threat advice
 Tips on planning and strategies
 Feedback on plans
 Provision of a physical presence on the day to assist with, for example,:
– Traffic management
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– Crowd control
– Dealing with criminal activities
 Organisation of responses to identified issues and incidents.

Introduction
From time to time there can be a need to undertake close escort duties.
This section defines what is meant by close escort duties and describes the activities
involved in delivering this service.
Close escort – definition and context

Close escort duties are duties performed by bodyguards, also known as security escorts
or CPOs.
Bodyguards may be:

 Venue employees with special skills – venue staff who perform close escort duties will
commonly have special training and accreditation in:
 Driving – with a focus on defensive and evasive
driving techniques
 Martial arts and close combat
 First aid
 Firearms
 Provided by external security companies.
Bodyguards may operate:

 Independently – cooperating with each other and other security staff.It is rare and
potentially ineffective for bodyguards to operate alone.
 In conjunction with bodyguards who normally accompany the client such as the usual
security staff and CPOs who accompany the person whenever they travel or make an
appearance
 In conjunction with local authorities and police.
Close escort can be required for:

 VIPs
 Heads of state
 Celebrities
 Sports stars
 Musicians
 Politicians.
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Activities involved in providing close escort

Most people only see the public ‘action-oriented’ face of close escort duty which has been
severely over-dramatized by Hollywood.
In reality the responsibilities of these staff include:

 Planning travel arrangements to and from the venue:
 Routes – primary and secondary
 Means of transportation
 Decoys
 Security
 Itinerary
 Planning movement within the venue:
 On arrival
 When attending meetings, appointments, meals and other nominated
engagements or activities
 On departure
 Driving duties including:
 Movement of person from, for example, airport to
venue
 Travel as required throughout their stay to local
attractions, destinations, engagement and return
 Travel on departure
 Physically inspecting (searching and checking) and electronic ‘sweeping’ of rooms,
venue facilities and vehicles to:
 Detect and neutralize bugging and other surveillance devices
 Detect and defend against explosive devices
 Identify and respond to ‘other threats’
 Undertaking background checks on people who will meet or be in close proximity to
the client. This may involve checks on:
 Service staff
 Identified members of the public
 Suppliers and providers
 Protecting the client against identified and emergent threats such as:
 Intrusive media
 Unwanted people
 Stalkers
 Known persons who are classified as threats
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 Accompanying the client to:

 Provide a physical presence and give the client a sense of safety and security
 Present a visible deterrence to threats
 Provide venue information and service as required
 Respond to threats and incidents
 Communicate with other bodyguards, security staff and agents
and authorities
 Facilitate movement within the venue and access to required
areas
 Clear the way
 Monitor implementation of protection plans
 Observe and note issues for immediate action and/or later follow-
up
 Facilitating the carrying of valuable items in the presence of, or separate from the
client – which will involve:
 Participating in the planning process – routes, timing, equipment to be used, threat
analysis
 Physically accompanying those who are carrying the valuable items to afford a
physical presence and deterrent value
 Clearing the way for those who are physically carrying the items
 Overseeing the carriage of the items to ensure those involved move the items to
where they are supposed to go, according to the plans made, and nothing is lost
or stolen on the way.

Introduction
When a threat arises during an escort assignment you are expected to respond according
to pre-determined protocols.
This section presents a range of responses which are standard in the industry when
responding to a perceived threat.
Threat classifications
Threats may be classified as:
 Identified – these are threats identified as part of the planning process (risk
identification).They may or may not translate/materialise into an actual threat.They are
simply threats which might eventuate
 Perceived threat. This refers to a set of conditions or circumstances which your
instinct and observation (Situational Awareness) tells you could indicate an actual
threat is imminent.Again, the perceived threat may not become an actual threat.Signs
might be:
 Unusual activity or the presence of an unexpected number of people
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 A change in the demeanour of people in the immediate vicinity

 Information received from other security
 Changes to your physical environment which were not predicted or anticipated
 Actual threat. This is a situation where something has in point of fact taken place
which confirms:
 Danger and/or offensive action by an offender is imminent, for example:
– Someone bursts through a cordon and lunges forward
– You hear a sound which is cause for alarm:
 The sound of breaking glass
 Gunfire
 Verbal abuse
 A shouted warning
 Action has occurred which jeopardizes the safety or security of the client or
valuables being escorted, for example:
– An attack is made on the client
– An attempt is made to steal the valuables.
Generic responses to threats

The following apply when responding to threats:
 Protection of people must take priority over protection of property, assets or valuable
items. Always put the safety of people above the security of valuables
 You do not have unlimited authority to take action. You are not a police officer and do
not have the same rights as a police officer
 Follow established house procedures for responses. These can be expected to
address:
 Complying with demands made by attackers and thieves
 Complying promptly and not attempting to stall or delay the offenders
 Refraining from physical confrontation unless this is forced onto you. This
embraces:
– Not being a hero
– Not arguing with offenders
– Not making threatening moves and gestures
– Not staring at them
– Speaking only when spoken to
– Advising the offenders if you need to do something or take some action which
may alarm, surprise or confuse them
 Taking action to ensure the safety of others in the area
 Noting descriptions of perpetrators
 Activating alarmsonly when safe to do so
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 Not pursuing offenders when they have left

 Calling for assistance (internally and externally) when safe to do so
 Relaying relevant information to others regarding the incident or attack
 Securing the scene after the incident by not touching anything and ensuring no-
one else touches anything
 Requesting members of the public to remain and talk to authorities. Guests are not
obliged to do this
 Asking those present to make Witness Statements. Once again, they are not
compelled to do this
 Not allowing persons to enter the area after the incident
 Not talking to the media about the incidentor giving them access to the scene
 Participating in internal investigations and debriefings.

Introduction
The provision of escort duties will normally require completion of relevant documentation.
This section lists documents which may need to be completed.
Standard information about completing documentation

Requirements relating to completing necessary documentation will vary between venues.
In relation to completing relevant documentation the following
generally applies:
 Complete it as soon as possible after the work has been finalised
or as soon as possible after an incident or event has occurred
 Fill an all parts or elements of the forms to be completed
 When completing documents be:
 Honest – never invent occurrences, words spoken, action taken
or observations made
 Accurate – there is a need to capture to the best extent possible what actually
occurred.Pay special attention to things such as dates, times, numbers, statistics,
amounts, values, registration numbers of vehicles, physical appearances, and
what people said and wore
 Comprehensive – it is best to provide too much information than to risk omitting
the one factor piece of information which solves the case
 Sure to distinguish ‘known fact’ from opinion, belief or perception. If you think it is
absolutely necessary to include something which is the result of your intuition,
make sure is flagged as such
 Completed documentation needs to be ‘forwarded’. There is always a need to file a
form or hand it in to a designated person or department
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 In-house or on-the-job training will teach you:

 The documents to be completed
 How they need to be completed
 Keep a copy of any records or reports you complete for your
own records and purposes ‘after the event’
 Seek advice when uncertain about:
 Whether a record or report or documentation is required
 Details and information required.
Sample documents
The documents to be completed will vary depending on whether the assignment was
successful and without incident, or if an incident occurred.
Documents which may needto be completed include:

 Assignment/job sheets completed at the end of the allocated assignment to:
 Confirm the assignment was competed
 Verify staff who completed the work
 Show the time taken, resources used and dates of the task
 Indicate any problems or issues with the work performed
 Bills of lading (or similar documents) which are necessary to:
 Prove the valuables (by description and number) being escorted were handed
over to, as appropriate:
– Another person or company
– Another venue
– A transport provider
 Relieve the venue of obligations from the time the bill of lading was signed by the
other party
 Insurance claims which need to be completed whenever a claim is made against an
insurance policy held by the venue.You will normally be required to provide supporting
information for your supervisor to complete this form, and they will ask you for details
regarding:
 The incident giving rise to whatever caused the need for a claim to be lodged
 Facts, dates, times and specific information about the event or incident
 Details of the item or items stolen or damaged and/or injuries sustained
 Preventative action taken to avoid the incident
 Responses taken after the event
 Internal security request forms. These are competed:
 When a new or modified risk or threat is identified as part of the activities involved
in discharging other escort duties
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 To request:
– Changes to established plans
– More or different resources
– Modifications or additions to existing SOPs and policies
 Security lodgement forms. These are forms which may have been competed:
 By guests/clients who lodge items for safe-keeping with the venue
 By you when you lodge guest/client or venue valuables with a third party provider
(such as a bank or an external security company) for safekeeping
 Items issued/items released forms. These forms record the
transfer of items from the venue to their rightful owners detailing:
 Time and date of the transaction
 Description of item or items
 Proof of ownership used to confirm legitimate ownership
 Signature and name of person to whom the item was
released
 Signature and name of staff who released the item
 Security threat reports incorporating suspicious person report –
completed at the end of shift to:
 Communicate situations which are believed to give rise to a new or modified threat
 Communicate updated evidence related to established or identified threats
 Give details of suspicious persons and suspicious activity
 Incident report to record details relating to an incident which has occurred in the venue
 Witness statements taken when members of the public are prepared to make
statements regarding what they observed when an event, incident or offence took
place
 Recommendations for action. This is a form allowing staff to formally convey
suggestions and ideas for issues such as:
 Changes to SOPs
 Introduction of new SOPs
 Replacement of items
 Disposal of faulty or damaged equipment
 Purchase of new and different items and equipment
 Bank documentation. This covers documents generated by both the venue and the
bank in relation to transactions between them in respect of issues such as:
 Deposits for safe-keeping
 Payments and deposits of cash
 Change
 Foreign currencies
 Traveller’s cheques.
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Work Projects
2.1 Interview an appropriate person (with experience and/or at management level) in a

hotel and ask them the questions listed below.
Use their responses as the basis for preparing a written report detailing their
responses:
 How do you determine the routes to be taken when there is need for a security
escort to be provided? What factors or issues do you take into account?
 What is involved in assessing the potential threats which may exist for a
particular escort assignment? How do you work out what the threats might be?
 Who do you seek assistance and input from when you are planning to undertake
an escort assignment, and who might you seek help from if you encountered a
problem while undertaking an escort job?
 What close escort services do you provide and what do they entail? Who
provides them? What planning is involved?
 What are your internal protocols for security staff responses to an assault or
attack on a person being escorted, and to an attempt to steal valuables being
escorted?
 What documentation has to be completed in relation to the provision of escort
duties within the property?
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Summary
Undertake escort duties
When undertaking escort duties:
 Plan and prepare
 Talk to the client
 Obtain local intelligence
 Determine primary and secondary routes
 Liaise with external providers, authorities and agencies
 Assess potential threats as they relate to the job/assignment
 Seek assistance internally and externally
 Pay special attention to close escort assignments
 Be alert for threats
 Respond according to house protocols
 Never be a hero when faced with an attack or incident
 Complete necessary paperwork to record activities and observations.
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Element 3:
Carry valuable items
Introduction
Carriage of valuable items must occur using an identified route.
This section presents considerations in determining what the route should be.
Identifying the route to be taken when carrying valuable items

Determining the route to be taken when planning to carry valuable items is different to
planning the route to be used when escorting a person.
When planning a route for carrying valuable items:

 You have more scope to determine the route. When escorting a
client they can demand a certain route be taken and often you
are obliged to comply with their requirements unless you have a
clear and credible threat alert. This is rarely the case when an
item needs to be carried
 You have more control over selection of primary and secondary routes given the
inanimate nature of valuable items.In practice there is less of a need to identify
secondary routes when carrying valuable items because:
 They will be insured
 Most carry jobs undertaken on behalf of guests can be undertaken covertly. The
vast majority of carry jobs (over 90%) will simply require you to put a small item in
your pocket and take it from Point A to Point B
 Hardly anyone will know you are carrying a valuable item so this dramatically
reduces the threat level compared, for example, to escorting a person whose
arrival and attendance has been the focus of constant media attention for the
week preceding their arrival
 You are better able to select the timing details (start and finish) of the job compared
with escorting a person. There is usually more latitude regarding the physical
movement of valuable items compared to escorting a person
 You can apply more secure preventative measures when carrying a valuable item
than when escorting a person. For example, you can place the valuable item into a
locked container and then chain the container to a cart or trolley equipped with dye-
bombs and a tracking device
 You will usually be required to work with less staff than when escorting a person. It is
rare for an escorting job to be undertaken on your own but many carrying assignments
will be done independently, for cost or budget reasons.
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Common carry requests

Historically, requests for carrying valuable items will involve:
 Carrying items for private in-house guests:
 On arrival from vehicles to guest rooms and/or safekeeping in
office safes
 From guest rooms to safe-deposit in the venue safe
 Returning valuable items from safe storage to guests on their
departure
 Moving items for guests who are:
 Stall holders and/or exhibitors at an event, exhibition or similar other function at
the venue
 Using the venue to display, promote and sell their products. Many businesses who
do not have a presence in the town or city will hire a room for a day or two
specifically for this purpose
 Moving cash internally:
 Carrying floats to registers/POS terminals at start of day
 Removing cash from registers/POS terminals during trade and at the end of day
 Escorting payroll
 Moving cash externally:
 Taking revenue or takings to the bank
 Obtaining change for the venue from the bank.
Determining the route to be taken

Basic objective
Your basic aim when working out a route for a carry assignment is to:
Identify the shortest, most direct route:
 Which does not materially add to the risk of theft of the item, and
 Does not interfere with the operation of the venue and the guests’ enjoyment and use
of it.
Factors to consider
Determining the route to be taken must be the result of considering all the following
factors in combination with each other.
Certain factors will carry more weight than others but all the following must be considered
and decisions made ‘on balance’:
 When does the carry have to take place?
For example:
 A carry job which needs to be done when the venue is closed will present a wider
variety of route options than when the venue is open for business
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 Carry work during very busy times presents challenges not present when the
venue is quiet or closed
 Moving items externally at night increases risk and introduces the need for
specialist equipment such as possibly floodlights, flashlights, vehicles with
spotlights and restricted access to areas normally open to the public
 What human resources are available?
Your approach to route selection will be different based on factors such as:
 Whether you are working alone
 The number of other staff who are available to work on the task
 The experience and ability of the staff allocated to assist with the assignment
 Whether you have support from an external security company
 What is the nature of the valuable item which needs to be carried?
This is an obvious piece of information needed before proper planning can occur.It is
best if you can see the item or items prior to determining the routes because it can be
difficult or even impossible to gain a full or proper understanding of the item just from
a verbal or written description.For examplewhat you will need to carry ‘ten pieces of
artwork from the basement car park to the Old Masters Exhibition in the Great Space’
will be vastly different to a need to ‘carry a briefcase from Room 210 to the office’.You
need to know:
 Size/dimensions – sometimes in general terms and
sometimes more accurately
 Weight
 Number of items or pieces
 Specific carrying requirements such as:
– ‘Do not top load/stow’
– ‘Fragile’
– ‘Do not drop’
 Any unique factors or issues applicable to the individual job. Is the item going to be
difficult to pick up? Will it be hard to grip? Will there be a need for manual handling
equipment to assist with the carry (see ‘Resources’ below)?
 What are the start and finish points?
This identifies the collection point and the destination which will determine distance
and provide an essential starting point for route identification.
 What internal restrictions exist to limit or restrict route selection?
For example:
– Are certain areas closed for renovations?
– Are there functions in certain rooms or areas making them unavailable?
 What are the potential threats?(see Section 3.2)
Certain threats will automatically mean certain route options are excluded from
consideration
 Who is the guest or client?
While all venues seek to provide high-levels of service to everyone it is a fact of life
some guests (VIPs and high-value guests) receive better treatment than others.This
may mean an established or standard route will be used for one guest whereas a
special and more covert or secure route could be developed for another.
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Resources
Physical resources available to assist with carry or transport of valuable items will always
need to be considered.
Manual handling devices and equipment may be required to assist
with heavy or awkward loads or items.
These include:
 Forklifts
 Pallet jacks
 Conveyor belts
 Trolleys
 Carts – especially carts used to transport cash and protect it from theft during the
process.Carts are also useful for disguising what is being transported.Because carts
have sealed sides and tops (with drawers and/or compartments) they could, from an
observer’s point of view be carrying anything
 Slings.

Introduction
All carry jobs need to be assessed for risk on an individual basis.
This section identifies risk assessment protocols.
General advice
The following generally applies:
 Threat levels when carrying valuable items are usually lower than when escorting a
person
 Cash is the main target for attacks
 Armed hold-ups are often associated with attempts at stealing money
 While many hold-ups are planned by the offenders, many are also ‘opportunistic
crimes’ – see below.
Opportunistic crimes
Opportunistic crimes are crimes which are committed by people who decide to act on the
spur of the moment.
They do not plan their attack.
They see an opportunity and they act or react to it.
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To guard against the potential for opportunistic crimes it is

standard procedure for carry jobs to:
 Be covert. There is a preference to keep a low profile when
carrying valuable items as this draws less attention to the
fact thereby lowering the potential for an opportunistic
attack
 Be secret. Information about proposed carriage of valuable
items is kept very much in-house and shared only with staff
who will have direct involvement in the assignment
 Be as short as possible. The longer a job takes, the greater the potential for an
incident
 Avoid locations where opportunistic offenders may be located such as:
 In the proximity of bars – intoxicated persons are more likely to attempt an
opportunistic crime
 Near gambling facilities – people who have lost a lot of money may be desperate
to recover it any way they can
 Where there are crowds. The presence of crowds can:
– Help cover attacks by masking offenders against many other people
– Give people who would not normally commit an offence the strength to do so
by virtue of them believing there is ‘strength in numbers’ and the crowd will
protect or assist them.
Assessing the threats for a future job

Where you are given assignment instructions for a carry job at a future date your
assessment of potential threats can be more detailed and considered than when
summoned to a guest room to carry gemstones to the hotel safe.
Where you have the benefit of advance notice of the job, your threat assessment should
consider:
 Speaking with the client or their representative:
 To identify their requirements
 To enquire if they know of any threats made or received in relation to the item
and/or their presence at the venue
 To determine any previous attempts or attacks made involving them and/or the
item they want carried
 Talking to other internal venue staff to:
 Ask what they know about the client and the item
 Ask for advice and suggestions
 Obtain information about how previous similar jobs
were completed
 Communicating with local authorities. If the item is
important and/or valuable enough:
 To see if anything is known about the client and/or the item
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 To ask for advice
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 To request their attendance

 To share information and make them aware of what is going to take place
 Checking with management or relevant office personnel to:
 Determine the status of the client
 Verify the required job is acceptable, legal and/or authorised or approved
 Identify the coverage provided by any applicable insurance
policies. This is important to:
– Determine if certain provisions need to be complied with
before the policy can be relied should a claim need to be
made. For example the policy may require an armed
escort, a minimum number of guards, a police presence or
other specified requirements
– Be aware of the coverage afforded by the policy in the
event an incident or issue arises and a claim has to be
submitted
– Arrange for a representative of the insurer to attend and inspect the
preparations and/or observe the actual carry of the items
 Developing formal plans to address the identified requirements of the job and for
responding to identifiedpotential threats. These plans should:
 Be created in collaboration with other venue security staff
 Kept secret
 Trialled/tested
 Taking appropriate advance action to prepare the venueand the routes such as:
 Rostering required or sufficient staff
 Obtaining and checking resources identified as being necessary for the carry
 Closing and locking doors and entry/exit points
 Verifying proper operation of all security systems, equipment and technology
 Confirming proposed routes are clear.
Assessing the threats for an on-the-spot job

Where you are asked to undertake an immediate carry job with little or no prior notification
your assessment should include:
 Speaking directly to the guest and asking them to provide relevant information such
as:
 What is the item? – see below ‘House rules’
 Where do they want it taken?
 Do they know of any threats?
 Reliance on personal knowledge of the venue in relation to:
 Physical layout of the property
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 Location of support facilities, equipment and systems

 Previously used routes
 Location of bottlenecks and threat points
 Length of time the job will take
 Situational Awareness in relation to:
 Current levels of trade
 Location of crowds
 Presence of suspicious persons.
House rules
It is always good to know what you are being asked to carry when taking delivery of a
valuable item for transport or movement.
In the vast majority of cases guests will volunteer what the item is but they are not obliged
to tell you what the item is.
The briefcase they ask you to place into safe-keeping may contain a bomb or drugs.
You need to be aware of house rules in this regard:

 Do you have the right to demand to see what is inside a case, box or other container
before agreeing to carry it?
 What protection against criminal charges are provided to you in the event you
unknowingly take possession of stolen goods when collecting or carrying an item
presented to you as a valuable item?

Introduction
Being part of a security team at a venue you are always encouraged to obtain assistance
with any assignment to ensure it is completed effectively.
This section duplicates information presented in Section 2.3.
When assistance may be obtained

You should feel free to call on help from others at any time.
In relation to carrying valuable items this refers to three distinct stages:

 During the planning and preparation phase, where applicable
 While providing actual carry services to:
 Enhance service provision
 Assist with responses to threats and/or attacks
 As part of the review stage following completion or finalisation of the assignment.
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Reasons to obtain assistance

Assistance in relation to the provision of carrying duties is beneficial for several reasons:
 It helps relieve you of sole responsibility
 It provides a more diverse range of opinions and options for action
 It supplies a bigger pool of expertise and experience to draw from
 It facilitates information sharing
 It generates more (and more informed) intelligence to use as the basis for planning
and decision making.
Sources and types of assistance

There are three main sources of assistance:
 Help from other internal staff. This can include:
 Other security staff
 Management
 People on staff who have been part of similar duties in the
past.
Assistance may cover:

 Suggestions for planning and action
 Information about previous assignments
 Help with providing suitable staff
 Advice regarding expected trade and traffic levels
 Cooperation in closing certain areas
 Support from an external security company which may involve:
 Provision of guards to support movement of valuable items
 Provision of intelligence on local threats
 Contribution of suggestions for action and feedback on plans
 Arrangements for response to attacks and incidents
 Support from local authorities. These will commonly include liaison with police.Their
contribution or assistance may relate to:
 Provision of updated threat advice
 Tips on planning and strategies
 Feedback on plans
 Provision of a physical presence on the day to assist with,
for example:
– Traffic management
– Crowd control
– Dealing with criminal activities
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– Organisation of responses to identified issues and incidents.
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Introduction
When the planning has been done, the plans need to be implemented.
This section discusses the practical elements associated with carrying valuable items with
a venue.
Key aspects in performing carriage duties

Refer to Section 1.8 for the use of vehicles in performing carriage duties external to the
venue.
The following are all standard requirements for carriage duties within a venue:
 If a plan has been developed:
 Share the plan with staff involved in the assignment
 Obtain the necessary resources
 Be prepared to rehearse the plan if and where necessary
 Prepare the venue – close/lock doors, erect barriers
 Follow and implement the plan
 Be alert to changed circumstance which impact the plan
 Respond to requests for movement of valuable items promptly
 Ensure required documentation is completed. Venues will have strict protocols for you
to observe before you take possession of goods and carry them:
 Entry of item details
 Day, date and time
 Signature – acknowledging any limitations the venue wishes to apply to the
transaction
 Leaving a receipt with the guest – to enable them to retrieve the item when
required
 Adopt a covert orientation – do not draw attention to yourself or what you are carrying
 Retain Situational Awareness – constantly scan for threats as opposed to looking
without a focus
 Take the shortest and quickest route between collection and delivery of the item
(subject to planning requirements which require a different approach)
 Use common sense. This can mean:
 Putting small items into your pocket rather than
drawing attention to the item by using a container
 Varying plans on-the-run as the need to do so arises
 Never handcuff items to yourself
 Refuse to carry illegal items
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 Move quickly but without rushing or causing any sort of alarm among guests/members
of the public: do not dawdle
 Be prepared to ask immediately for additional support if you believe the actual job you
are being asked to undertake:
 Is significantly different to the assignment you were given (and perhaps had
planned for)
 Poses a significant threat
 Is such there is an evident demand for extra human and/or physical resources
 Never put yourself in danger if a threat arises. Remember the basics:
 Comply with demands made by attackers
 Safety of people (yourself included) must always take priority over the security of
items
 Focus on the carry job as the prime objective:
 Do not get side-tracked
 Do not initiate or continue conversations with others:
– Tell other staff of the venue you are busy and cannot stop
– Terminate contact with others, for example, people who ask questions, for
directions or for local or venue information promptly but politely or arrange for
someone else to assist
 Do not stop and get a drink or a snack
 Avoid using the rest room
 Stay in communication (using radio, landline/internal phone
system or cell phone) with nominated person/control room. Let
them know:
 When you have arrived for collection of the item
 When you are about to depart
 The route you intend taking if a plan has not been
developed
 Destination
 Your expected arrival time at the destination.It is standard practice not to describe
or identify the valuable item being carries on the radio
 Aim to stay deep within the venue to the greatest extent possible. This means:
 Using back-of-house corridors rather than public areas or spaces
 Using staff/room service elevators as opposed to public elevators
 Avoiding routes which will take you close to ingress and egress points.
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Introduction
Responding to threats is a primary reason security staff are required to carry valuable
items on behalf of guests and/or the venue.
This section presents threat response options and priorities.
Responding to threats
Where a threat is suspected the appropriate action is, to the greatest possible given the
situation and circumstances which apply:
 Avoid the threat. This is the primary requirement in relation to responding to
threats.You are expected to:
 ‘Work around’ a threat rather than:
– Confront it
– Continue with a job/assignment when a threat has been
identified
 Respond according to any pre-determined emergency,
evacuation of other plans or SOPs which apply
 Alter your route:
 If your are working a primary route, switch to a secondary
one
 If you have no planned route, shift from the one you are on
using your venue knowledge (of layout, facilities, support) to determine a viable
alternative
 Notify othersin the venue. This can be:
 A telephone call
 A radio transmission
 A shouted instruction or warning to staff or members of the public
 Activation of some form of alarm.Standard practice is to notify internally.When this
notification has been received internally this should trigger automatic calls to:
– Police
– External security
 Call for back-up in addition to notifying others of your
suspicions or about an impending threat you should:
 Ask for help – never assume it will be provided.
Standard procedure is to send assistance but it
should be standard to request it
 Give details of location and assignment
 Provide whatever information about the perceived threat you can
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 Act quickly – it is vital to take fast action.You significantly increase the potential for
problems (and the possible impact of the problem) if you:
 Over-think the situation
 Procrastinate
 Worry about the ramifications if you have over-reacted or made a wrong call
 Delay a call for back-up
 Wait ‘to see what happens’.
 Do two things at once – see below
 Step up your observations by:
 Making a conscious effort to remember the situation and recall descriptions of
those identified as possible offenders
 Using a camera to record the situation
 Taking notes
 Communicating observations to the control room/centre or other staff.
The need to do two things at once
When responding to a threat you have to develop (through practice) the ability and
capacity to do two things or more at the same time.
When you identify a threat you cannot simply apply the response options above in
sequential order.
There will always be a need to simultaneously, for example:

 Move to a different route
 Enhance your observation of suspected perpetrators
 Increase level of Situational Awareness
 Plan a response if the threat materialises into an actual incident
 Communicate with others or the control room to notify them of your suspicions and the
actions you are taking.
Responding to an attack
Most venues have a standard requirement that staff are NEVER to resist an attack.
This means when an attack occurs (such as an armed hold-up, or a realistic threat in
which perpetrators are demanding and/or attempting to seize the valuable items) the
accepted (preferred or required) response is to:
 Allow offenders to take the items
 Offer no resistance
 Do not try to delay them
 Avoid eye contact
 Not speak unless spoken to
 Obey their commands
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 Do not try to be a hero

 Protect the safety of people
 Covertly note the appearance of the offenders, anything they say, how the leave the
scene and the direction they take so it can be passed on to police after the incident.

Introduction
Completing required paperwork is an essential element of finalising all security work.
This section lists the documents which may need to be completed when engaged in
assignments which require you to carry valuable items. Some of the information
presented is repeated from Section 2.6.
Standard information about completing documentation

Requirements relating to completing necessary documentation will vary between venues.
In relation to completing relevant documentation the following generally applies:

 Complete it as soon as possible after the work has been finalised or as soon as
possible after an incident or event has occurred
 Fill an all parts and elements of the forms to be completed
 When completing documents:
 Be honest – never invent occurrences, words spoken,
action taken or observations made
 Be accurate – there is a need to capture to the best
extent possible what actually occurred.Pay special
attention to things such as dates, times, numbers, statistics, amounts, values,
registration numbers of vehicles, physical appearances, and what people said and
wore
 Be comprehensive – it is best to provide too much information than to risk omitting
the one fact/piece of information which solves the case
 Be sure to distinguish ‘known fact’ from opinion, belief or perception. If you think it
is absolutely necessary to include something which is the result of your intuition,
make sure is flagged as such
 Completed documentation needs to be ‘forwarded’. There is always a need to file a
form or hand it in to a designated person or department
 Keep a copy of any records/reports you complete for your own records and purposes
‘after the event’
 Whether a record or report or documentation is required
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Sample documents
Documents which may need to be completed include:
 Assignment/job sheets completed at the end of the
allocated assignment to:
 Confirm the assignment was competed
 Verify staff who completed the work
 Show the time taken, resources used and date or
dates of the task
 Indicate any problems or issues with the work performed
 Bills of lading (or similar documents) which are necessary to:
 Prove the valuables (by description and number) being carried were handed over
to, as appropriate:
– Another person or company
– Another venue
– A transport provider
 Relieve the venue of obligations from the time the bill of lading was signed by the
other party
 Insurance claims which need to be completed whenever a claim is made against an
insurance policy held by the venue.You will normally be required to provide supporting
information for your supervisor to complete this form, and they will ask you for details
regarding:
 The incident giving rise to whatever caused the need for a claim to be lodged
 Facts, dates, times and specific information about the event/incident
 Details of the item/s stolen or damaged and/or injuries sustained
 Preventative action taken to avoid the incident
 Responses taken after the event
 Internal security request forms. These are competed:
 When a new or modified risk or threat is identified as part of the activities involved
in discharging other escort duties
 To request:
– Changes to established plans
– More or different resources
– Modifications or additions to existing SOPs and policies
 Security lodgement forms. These are forms which may have been competed:
 By guests when items are collected from them for carriage to safekeeping
 By guests/clients who lodge items for safekeeping with the venue
 By you when you lodge guest/client or venue valuables with a third party provider
(such as a bank or an external security company) for safekeeping
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 Security threat reports incorporating suspicious person report completed at the end of
shift to:
 Communicate situations which are believed to give rise to a new or modified threat
 Communicate updated evidence related to established or identified threats
 Give details of suspicious persons and suspicious activity
 Receipts from:
 Guests verifying they have had their valuable items
returned to them
 Staff verifying:
– They have received, for example, the cash/float carried
to them
– The amount of money taken from registers/POS terminals as part of standard
register clearing operations during trade. A copy is also left in the register or
terminal cash drawer
 Incident reportsto record details relating to an incident which has occurred in the
venue
 Witness statements taken when members of the public are prepare to make
statements regarding what they observed when an event, incident or offence took
place
 Recommendations for action. This is a form allowing staff to formally convey
suggestions and ideas for issues such as:
 Changes to SOPs
 Introduction of new SOPs
 Replacement of items
 Disposal of faulty or damaged equipment
 Purchase of new and different items and equipment.
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Work Projects
3.1 Interview an appropriate person (with experience and/or at management level) in a

hotel and ask them the questions listed below.
Use their responses as the basis for preparing a written report detailing their
responses.
 What valuable items are usually carried in the venue?

 How do you determine the routes to be taken when there is need for carriage of
valuable items within the venue? What factors or issues do you take into
account?
 What general protocols apply to the transportation of cash between the venue
and the bank?
 What is involved in assessing the potential threats which may exist for a
particular carrying assignment? How do you work out what the threats might be?
 Who do you seek assistance and input from when you are planning to undertake
an assignment requiring the carriage of valuable items, and who might you seek
help from if you encountered a problem while undertaking this carrying task?
 What are your internal protocols for security staff responses to a threat or an
attack when carriage of a valuable item is being undertaken?
 What documentation has to be completed in relation to carrying valuable items
within the property?
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Summary
Carry valuable items
When carrying valuable items:
 Plan the job whenever possible
 Talk to relevant others to obtain pertinent information
 Determine house polices regarding the need to identify or sight items to be carried to prove
their legitimacy
 Assess potential threats
 Never be afraid to seek assistance for the planning phase
 Never be reluctant or slow in calling for back-up in the event of a threat or attack
 Use human and physical resources appropriate to the assignment
 Strive to go unnoticed
 Use the shortest, direct route whenever viable
 Aim for speed
 Make sure you know house protocols regarding carriage of items
 Never put yourself or anyone else at risk
 Remember the safety of people takes priority over the security of items
 Follow established protocols when responding to a threat or attack
 Complete all required paperwork.
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Element 4:
Store valuable items
Introduction
When guests elect to store valuable items they may need to be made aware of the
options available to them.
This section identifies the commonly provided safe storage options for guests who wish to
store valuable items.
Storage options
When guests want to securely store valuables in a hotel they will usually have at least two
options to choose.
In-room safes
These located in guest rooms and used by them to store small valuable items.
Guests create their own security code and access the safe whenever they want, storing
whatever will fit into the safe.
Guests can change their code whenever they want.
User instructions for the safe are provided with the safe.
In many cases a guest will be prepared to use (or prefer to use) this option when they are
made aware of it.
While many guests are familiar with the presence of in-room safes, many are not so it is
always wise to make people aware of this option if called to a room to take an item for
safekeeping.
TDR safes
These are safes rated by manufacturers as being Torch and Drill
Resistant.
They are difficult for thieves to break into requiring them to use
special equipment to gain entry, and requiring them to spend time
to do so.
These factors combine to:

 Deter offenders
 Increase their chance of detection if they do attempt to illegally access the safe.
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In-floor safes
These are safes which are built into a concrete floor in an office.
The fact they are set into concrete means they cannot be removed
from the venue.
Other safes may be able to be physically removed from the

premises and taken to a remote location where they can be ‘broken’
with less concern for:
 The time required to do so
 The items which can or need to be used
 The noise generated as part of the safe-breaking activities.
They are also referred to as in-ground safes.
Time-delay safes
These work on the same principles identified for time-
delay locks as outlined in Section 1.8.
They are common where used in conjunction with cash

drop boxes.
Time-lock safes
These are safes (they may be TDR or in-ground) fitted with technology which prevents
them from being opened between nominated hours.
Once again, an over-ride facility may be incorporated into the safe.
Where time-lock safes are used it is usual to promote this fact.
Vaults
These are walk-in safes with high-tech protection.
Vaults are often available in 5-star plus hotels but moist venues do not offer vault
facilities.
Casinos will be more likely to have vault facilities and access to the vault is always
restricted only to staff regardless of:
 Who the client/guest is
 What is being stored there.
If a guest insists on vault-storage it may be necessary to:

 Make arrangements with your bank who may be prepared to accommodate the
request
 Engage the services of an external security provider.
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Off-site storage
This covers any safe-storage option provided:
 At another site, and/or
 By another business.
Consideration of secure off-site storage must also embrace consideration of safe and
secure transport strategies.

Introduction
Every venue will have a suite of protocols which must be complied with when accepting
an item for safekeeping and placing the item into storage.
This section describes a range of commonly used protocols which govern provision of this
very important service.
Storage protocols
Protocols vary between venues so make sure you identify what
is required in your workplace.
The following are representative requirements:

 The item may need to be sighted to determine its
legitimacy, legality and safety. This means you may be
required to sight what is in a suitcase, briefcase of
box/carton or other container before it can be accepted into
storage
 The item to be stored will need to be described (see
Section 4.3) by completing an appropriate document
 Providing guest with receipt for goods deposited for safe-
keeping which:
 Verifies the item was lodged into safe-keeping in the venue
 Facilitates retrieval of the item due to information or coding on the receipt or
document
 Provides the basis for the guest to obtain their item from safekeeping
 The need to explain the purpose, role, function and importance of any documents
provided to them so they:
 Understand the need to protect it
 Realize what is required to redeem items
 Providing relevant information to the guest such as:
 Details of exclusion clauses and limitations of liability
 Procedure for reclaiming the item or items
 Times the item may be retrieved. Most venues offer 24-hour service, some do not
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 Physically taking the item from the guest and:

 Placing the item or items into a designated or most appropriate location
 Allocating the item/s a log or identifying number and recording this on the slip or
receipt and register or log
 Recording this location on the slip or receipt
 Thanking the guest and offering some positive comment regarding the security of the
item they have just lodged for safekeeping.
Important note
It is possible you may not have authority or permission to access (open and close) safes
used for safekeeping of guest valuables.
You may only be authorised to accept the items for safekeeping and process the
transaction.
It may be someone else who physically places the item in the safe.
Informing guests of their options

When there is a need to inform guests or clients about
their storage options at a venue you must:
 Focus on using effective:
 Communication skills
 Customer Relations skills
 Interpersonal skills
 Allow the guest to inspect the facilities where this is approved or authorised by
management
 Take the time to:
 Present and differentiate between the options available
 Explain the features and benefits of the alternatives available
 Highlight any limitations relating to indemnity, coverage and/or liability
 Allow guests to make a decision without rushing them
 Provide any relevant data which may involve:
 Reference to the venue website
 A talk by the Head of Security
 Distribution of printed material developed by the venue and/or provided by the
manufacturer of the safe
 Sell the service. You must:
 Advise of any charges involved
 Be enthusiastic
 Recommend an option to suit identified guest requirements
 Make reference to other guests who have used the safe and identification of items
stored and duration of storage.
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Declining an offer of items for storage

Where you are unable to accept an item into storage for safe-
keeping you should:
 Apologize
 Explain the reason
 Suggest an alternative.
In addition you may be required to:

 Complete a register, log or form reflecting the situation
 Notify management.

Introduction
Storage of guest valuables into safekeeping will always require the completion of
standard documents.
This section identifies the documents which may need to be completed as part of the
process.
Completing the paperwork

Once again the paperwork which needs to be completed will vary between venues and
may event vary between items offered for storage.
The following is indicative of what can be required:

 No items (valuables, luggage or personal property) can be accepted into secure
storage unless the required documentation is completed.Even where guests want to
store items in the Baggage/Luggage Room an appropriate slip will, at least, need to
be provided
 The item to be stored will need to be described (see next dot point) by completing an
appropriate document such as:
 Storage Register
 Storage form, slip or receipt or a similarly titled document.
 It is possible more than one document may need to be completed. For example
you may be required to complete Register and a Receipt
 Description of the item will require you to detail:
 Type of item
 Make, model, manufacturer
 Distinguishing features
 Pre-existing damage
 Value
 Quantity/number of items and/or number of each type of items
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 Name of, room number and signature/s from the guest. There can be a need for
multiple guest signatures:
 In a register
 On the redemption slip
 Across a seal on an envelope or packaging.
Advice when completing documents

Some of the following duplicates previous notes.
When completing documents:

 Complete them ‘at the time’. This means completing them while the guest is present.It
is not acceptable to complete after the guest has departed
 Fill an all parts or elements of the forms to be completed
 When completing documents be:
 Honest
 Accurate
 Comprehensive
 Completed documentation may need to be ‘forwarded’to a file
or a designated person or department
 Keep a copy of any documents provided to a guest/client. They
usually receive the ‘original’ and you keep the ‘duplicate’ copy
 Whether a record/report or documentation is required
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Work Projects
4.1 Visit a venue and ask an appropriate person the following questions.
Use their responses as the basis for a written report detailing their answers:
 What safe storage options do you have at the hotel?

 Who is entitled to use these facilities?
 What charges apply to their use?
 What limitations apply to their use?
 What items will not be accepted for safekeeping?
 What details of the item offered for safekeeping need to be recorded?
 What is the process for a guest to lodge a valuable item for safekeeping?
 What documents are completed as part the process?
 How do guests retrieve items which have been lodged for safekeeping?
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Summary
Store valuable items
When storing valuable items:
 Learn the storage options available for guests
 Be able to differentiate between alternatives
 Learn the charges involved and when and if they apply
 Take the time to explain options to guests
 Use appropriate communication, interpersonal and customer relations skills
 Ensure the legitimacy of items accepted for safekeeping
 Record required details of all items accepted for safekeeping
 Follow internal protocols regarding item placement and storage
 Explain all exclusion clauses and limitations on liability
 Obtain all necessary signatures
 Complete necessary paperwork
 Give guest original copy of documentation
 Ensure guests knows role and importance of relevant documentation.
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Presentation of written work

1. Introduction
It is important for students to present carefully prepared written work. Written presentation
in industry must be professional in appearance and accurate in content. If students
develop good writing skills whilst studying, they are able to easily transfer those skills to
the workplace.
2. Style
Students should write in a style that is simple and concise. Short sentences
and paragraphs are easier to read and understand. It helps to write a plan
and at least one draft of the written work so that the final product will be
well organized. The points presented will then follow a logical sequence
and be relevant. Students should frequently refer to the question asked, to
keep ‘on track’. Teachers recognize and are critical of work that does not
answer the question, or is ‘padded’ with irrelevant material. In summary,
remember to:
 Plan ahead
 Be clear and concise
 Answer the question
 Proofread the final draft.
3. Presenting Written Work

Types of written work
Students may be asked to write:

 Short and long reports
 Essays
 Records of interviews
 Questionnaires
 Business letters
 Resumes.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If
work is word-processed, one-and-a-half or double spacing should be used. Handwritten
work must be legible and should also be well spaced to allow for ease of reading. New
paragraphs should not be indented but should be separated by a space. Pages must be
numbered. If headings are also to be numbered, students should use a logical and
sequential system of numbering.
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Trainee Manual 81
Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
 The student’s name and student number
 The name of the class/unit
 The due date of the work
 The title of the work
 The teacher’s name
 A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it
can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a
student were to write ‘A nurse is responsible for the patients in her care at all times’ it
would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Barman/maid Bar attendant
Host/hostess Host
Waiter/waitress Waiter or waiting staff
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82 Trainee Manual
Recommended reading
Recommended reading
Note: all Recommended Reading is sourced from ‘Trove: National Library of Australia’ at
http://trove.nla.gov.au/.
2001; The hotel emergency manual: guidelines on fire and life safety and security in
emergencies for the hotel executive team; 2nd ed, Global Hotel Technology, Gold Coast,
Qld
Brown, Gordon W & Kauffman, Kent D 2013; Legal terminology; 6th ed, Pearson
Education, Upper Saddle River, N.J
Clifton, Darrell 2012; Hospitality security: managing security in today's hotel, lodging,
entertainment, and tourism environment; CRC Press, Boca Raton, FL
Fischer, Robert J &Halibozek, Edward P & Walters, David, 1963 – 2013; Introduction to
security;, 9th ed, Elsevier, Amsterdam; New York
Singapore Hotel Association & Singapore.Police Force & Singapore. National Crime
Prevention Council 2003; Hotel security: the SHA manual; SHA Hospitality Press,
Singapore
Towers-Romero, Sandi 2013; Law and the hospitality industry; Carolina Academic Press,
Durham, N.C
Turner, Clive &Trone, John, 1970- 2013; Australian commercial law,;29thed, Thomson
Reuters (Professional) Australia, Pyrmont, N.S.W
Walker, John R 2013; Introduction to hospitality management; 4th ed, Pearson, Boston
© ASEAN 2013
Trainee Manual 83
Trainee evaluation sheet

The following statements are about the competency you have just completed.
Don’t Do Not Does Not

Please tick the appropriate box Agree
Know Agree Apply
There was too much in this competency

to cover without rushing.
Most of the competency seemed relevant

to me.
The competency was at the right level for

me.
I got enough help from my trainer.
The amount of activities was sufficient.
The competency allowed me to use my

own initiative.
My training was well-organized.
My trainer had time to answer my

questions.
I understood how I was going to be

assessed.
I was given enough time to practice.
My trainer feedback was useful.
Enough equipment was available and it

worked well.
The activities were too hard for me.
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84 Trainee Manual
The best things about this unit were:
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
The worst things about this unit were:
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
The things you should change in this unit are:
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
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Trainee Manual 85
Trainee self-assessment checklist

As an indicator to your Trainer/Assessor of your readiness for assessment in this unit
please complete the following and hand to your Trainer/Assessor.
Yes No*
1.1 Identify valuables that require escort, carrying and secure storage
1.2 Describe the legal requirements that apply to responsibility for guest
property
1.3 Undertake training in escort, carrying and storage duties
1.4 Identify the characteristics of people with responsibility for escorting,

carrying and storing valuable items
1.5 Prepare plans for regular escort and carry duties
1.6 Identify host establishment policies and procedures in relation to the

movement of cash and valuable within, and outside of, the premises
1.7 Identify potential threats that may exist when moving valuables within, to
and from the host establishment
1.8 Identify resources required to facilitate secure escort and carry duties
1.9 Clarify designated escort and carry assignments
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86 Trainee Manual
Yes No*
Statement by Trainee:
I believe I am ready to be assessed on the following as indicated above:
Signed: _____________________________ Date: ____________
Note:
For all boxes where a No*is ticked, pleaseprovide details of the extra steps or work you
need to do to become ready for assessment.
© ASEAN 2013
Trainee Manual 87

DMI TM - Escort - Carry - & - Store - Valuable - Items - Refined

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Escort, carry and store valuable items

William Angliss Institute of TAFE

Project Director: Wayne Crosbie

Introduction to trainee manual............................................................................................1

Element 1: Prepare to undertake escort and carry duties...................................................9

Element 2: Undertake escort duties.................................................................................36

Element 3: Carry valuable items......................................................................................51

Element 4: Store valuable items.......................................................................................68

Presentation of written work.............................................................................................76

Trainee evaluation sheet..................................................................................................79

Trainee self-assessment checklist....................................................................................81

Introduction to trainee manual

The ‘toolbox’ consists of three elements:

CBT is a way of training that concentrates on what a worker can do or is required to do at

What is a competency standard?

 Food and Beverage Service

There are other components of the competency standard:

Element 1: Prepare to undertake escort and carry duties

1.3 Undertake training in escort, carrying and storage duties

1.5 Prepare plans for regular escort and carry duties

1.9 Clarify designated escort and carry assignments

Element 2: Undertake escort duties

2.1 Identify route to be taken

2.2 Assess potential threats for the individual job

2.3 Obtain assistance if required

2.4 Perform close escort duties

2.5 Respond to threats

2.6 Complete necessary documentation

Element 3: Carry valuable items

3.1 Identify route to be taken

3.2 Assess potential threats for the individual job

3.3 Obtain assistance if required

3.4 Perform carriage duties

3.5 Respond to threats

3.6 Complete necessary documentation

Element 4: Store valuable items

4.1 Identify the storage option required

4.2 Place items into storage

4.3 Complete necessary documentation

Work Written Oral

Element 1: Prepare to undertake escort and carry duties

1.1 Identify valuables that require escort, carrying 1.1 1, 2 1

1.2 Describe the legal requirements that apply to 1.1 3, 4, 5 2

1.3 Undertake training in escort, carrying and 1.2 6, 7 3

1.4 Identify the characteristics of people with 1.2 8, 9 4

1.6 Identify host establishment policies and 1.2 13 6

1.8 Identify resources required to facilitate secure 1.2 16 8

1.9 Clarify designated escort and carry 1.2 17, 18, 19 9

Element 2: Undertake escort duties

2.1 Identify route to be taken 2.1 20, 21 10

Work Written Oral

2.2 Assess potential threats for the individual job 2.1 22 11

2.3 Obtain assistance if required 2.1 23 12

2.4 Perform close escort duties 2.1 24 13

2.5 Respond to threats 2.1 25 14

2.6 Complete necessary documentation 2.1 26 15

Element 3: Carry valuable items

3.1 Identify route to be taken 3.1 27, 28 16

3.3 Obtain assistance if required 3.1 31 18

3.4 Perform carriage duties 3.1 32 19

3.5 Respond to threats 3.1 33, 34, 35 20

3.6 Complete necessary documentation 3.1 36 21