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Preventing Violence, Robbery, and Theft
A Guide for Retail Owners, Managers, and Workers
About WorkSafeBCWorkSafeBC (the Workers’ Compensation Board) is an independent provincial statutory agency governed by a Board of Directors. It is funded by insurance premiums paid by registered employers and by investment returns. In administering the Workers Compensation Act, WorkSafeBC remains separate and distinct from government; however, it is accountable to the public through government in its role of protecting and maintaining the overall well-being of the workers’ compensation system.
WorkSafeBC was born out of a compromise between B.C.’s workers and employers in 1917 where workers gave up the right to sue their employers or fellow workers for injuries on the job in return for a no-fault insurance program fully paid for by employers. WorkSafeBC is committed to a safe and healthy workplace, and to providing return-to-work rehabilitation and legislated compensation benefits to workers injured as a result of their employment.
WorkSafeBC Prevention Information LineThe WorkSafeBC Prevention Information Line can answer your questions about workplace health and safety, worker and employer responsibilities, and reporting a workplace accident or incident. The Prevention Information Line accepts anonymous calls.
Phone 604 276-3100 in the Lower Mainland, or call 1 888 621-7233 (621-SAFE) toll-free in Canada.
To report after-hours and weekend accidents and emergencies, call 604 273-7711 in the Lower Mainland, or call 1 866 922-4357 (WCB-HELP) toll-free.
Preventing Violence, Robbery, and Theft
A Guide for Retail Owners, Managers, and Workers
Library and Archives Canada Cataloguing in Publication
Preventingviolence,robbery,andtheft:aguideforretailowners,managers,andworkers.—2010ed.
IssuedalsobyWorkers’CompensationBoardofBritishColumbia.
ISBN978-0-7726-6344-3
1.Retailtrade—BritishColumbia—Safetymeasures.2.Violenceintheworkplace—BritishColumbia—Prevention.3.Workenvironment—BritishColumbia.4.Industrialsafety—BritishColumbia.I.WorkSafeBC
HF5429.5P732010 363.11’9381109711 C2010-906263-9
©2010,2012Workers’CompensationBoardofBritishColumbia.Allrightsreserved.TheWorkers’CompensationBoardofB.C.encouragesthecopying,reproduction,anddistributionofthisdocumenttopromotehealthandsafetyintheworkplace,providedthattheWorkers’CompensationBoardofB.C.isacknowledged.However,nopartofthispublicationmaybecopied,reproduced,ordistributedforprofitorothercommercialenterprise,normayanypartbeincorporatedintoanyotherpublication,withoutwrittenpermissionoftheWorkers’CompensationBoardofB.C.
2012 edition
AcknowledgmentsThispublicationwouldnothavebeenpossiblewithoutthegenerousassistanceofvariousorganizationsandindividualsinvolvedwithsmallbusinessinBritishColumbia.WorkSafeBCwouldliketothanktheRetailCouncilofCanadaandtheotherorganizationsandtheirrepresentativeswhohelpedproducethefirstedition,whichthisreprintisbasedon.
WorkSafeBC publicationsManypublicationsareavailableatWorkSafeBC.com.TheOccupationalHealthandSafetyRegulationandassociatedpoliciesandguidelines,aswellasexcerptsandsummariesoftheWorkers Compensation Act,arealsoavailableonthewebsite.
Somepublicationsarealsoavailableforpurchaseinprint:
Phone: 604232-9704Toll-freephone: 1866319-9704Fax: 604232-9703Toll-freefax: 1888232-9714Onlineordering: WorkSafeBC.comandclickonPublications;followthelinksfor
ordering
Contents
Introduction .................................................................................................1Didyouknow?............................................................................................... 1
Part 1: Overview..........................................................................................2Keyrisks......................................................................................................... 2
Reducingtherisk........................................................................................... 3
Part 2: Preventing violence (for employers) ............................................4Assessingtherisk............................................................................................ 4
Physicalcontrols(storedesignandsecuritydevices)....................................... 6
Proceduralcontrols(trainingandsafeworkprocedures)................................. 8
Part 3: Possible scenarios in retail (tips for employers and employees) ...............................................................................................11
Shoplifting(theft)........................................................................................ 11
Robbery....................................................................................................... 12
Difficultoriratecustomers........................................................................... 14
Abusivecustomers........................................................................................ 15
Unwelcomemembersofthepublic.............................................................. 15
Suspiciouspersons........................................................................................ 16
Part 4: What to do after a violent incident .............................................17Providefirstaidandothermedicalattentionifnecessary.............................. 17
Arrangeacriticalincidentinterventionifnecessary...................................... 18
Watchforsignsandsymptoms..................................................................... 18
Reportandinvestigatetheincident.............................................................. 19
Appendices ..............................................................................................20AppendixA:Somedo’sanddon’tsforpreventingretailviolence................... 21
AppendixB:Safetyandsecurityfeedbackreport.......................................... 22
AppendixC:Suspectandvehicleidentificationsheet................................... 24
AppendixD:Violentincidentreport............................................................ 25
AppendixE:Sampleprocedureforregularpersonchecks............................. 27
AppendixF:Safetyandsecuritychecklist..................................................... 28
AppendixG:WorkSafeBCForm52E40—IncidentInvestigationReport.... 30
AppendixH:OccupationalHealthandSafetyRegulationexcerpt—WorkingAloneorinIsolation............................................................... 32
AppendixI:OccupationalHealthandSafetyRegulationexcerpt—ViolenceintheWorkplace..................................................................... 33
AppendixJ:RequirementsundertheEmployment Standards Act................... 35
Otherhealthandsafetyresources................................................................. 36
Contactinformation.................................................................................... 36
A Guide for Retail Owners, Managers, and Workers • �
IntroductionDidyouknowthatworkplaceviolenceisoneofthetoptencostswhenitcomestoworkers’compensationclaimsintheretailindustryinBritishColumbia.Surprised?Soaremostpeople.
Workplaceviolenceincludesincidentsinvolvingtheuseofforce,aswellasthreateningstatementsandbehavioursthatmayleadtophysicalaltercations.Beingabletodealeffectivelywithalltypesofviolentincidentsiscriticalforaretailbusinessanditsemployees.
Did you know?· ViolentincidentsintheB.C.retailindustryresultinclosetoa
milliondollarsincompensationpaymentsannually.
· Retailcompanieslosemillionsofdollarseachyearasaresultoflostmerchandise,stolenmoney,andpropertydamage.
· Preventionmeasuresusedtoprotectemployeesagainstworkplaceviolencewillalsoreducestoreslosses.
· Employersarerequiredbylawtotrainemployeestodealwiththeriskofworkplaceviolence.
· Itisillegalforemployerstopassthecostsofstorelossesontotheiremployees.(SeeAppendixJ,page35.)
What is violence?
The Occupational Health and Safety
Regulation defines workplace
violence as “the attempted or actual
exercise by a person, other than
a worker, of any physical force so
as to cause injury to a worker, and
includes any threatening statement
or behaviour which gives a worker
reasonable cause to believe that he
or she is at risk of injury.”
Violence statistics
The B.C. Crime Prevention Association surveyed
1,200 retail employees in B.C., and found that
21% of them had been subjected to violence or
“aggressive acts” related to work.
From 2007 to 2011, acts of violence or force in the
B.C. retail industry ranked ninth among causes of
work-related injury in terms of claim costs paid.
Over that period:
• The total cost of claims came to over $7.5 million
• There was an average of 85 violence-related
claims each year
• The average cost paid per claim was the highest
of all accident types
Considering the nature of violence, the actual costs
to business and the personal toll on front-line
employees are likely much higher.
� • Preventing Violence, Robbery, and Theft
Part 1: OverviewInmanyretailbusinesses,front-lineemployeesareatriskfromviolentincidentsonadailybasis.Thereareseveralreasonsforthis.Inmostoperations,thepublichasfreeandeasyaccesstothestoreandemployeesfrequentlyneedtodealwithpeopletheydon’tknow.Inaddition,retailbusinessestypicallykeepcashonhand,displaytemptingmerchandise,remainopenforextendedhours,andemploylargenumbersofyoungworkers.
Key risksThefollowingarekeyrisksformanyretailbusinesses:
· Robberyandassault
· Shoplifting
· Abusiveanddifficultcustomers
· Unwelcomemembersofthepublic
Mostemployeeswanttodothebesttheycanfortheiremployers.Whenapotentiallyviolentincidentoccurs,intheheatofthemomentanemployeemaytrytoreducethelossforthebusinessandputthemselvesatrisk.Itiscriticalthatemployeesunderstandthattheirsafetyisthefirstpriority.Thereisnoexpectationforemployeestobeheroes.Moneyandmerchandisecanalwaysbereplaced;peoplecan’t.
Ke
y ri
sks
A Guide for Retail Owners, Managers, and Workers • �
Reducing the riskGiventhedailyrisksthatmanybusinessesface,retailersneedspecificplansfortheirstorestohelpprotectemployeesandminimizethepotentialforviolence.Retailerscanreducethepotentialforworkplaceviolencethroughacombinationofphysicalandproceduralcontrolmeasures,whichincludethefollowing:
· Carefulstoredesign
· Useofsecuritydevices—generalandpersonal
· Employeeeducationandtraining
· Employeeschedulingandproceduresforworkingalone
Themosteffectivecombinationofcontrolmeasures(orcontrols,forshort)willvarydependinguponthetypeofretailstore,location,andindividualbusinesspractices.
Physical controls
Storedesignandsecuritydevicesaresometimesreferredtoasphysicalcontrols.Physicalcontrolsmayincludethefollowing:
· Clearsightlinesbothinsideandoutsidethestore(forexample,byusinglowshelvingormirrors,orbypositioningthesalescounternearawindowsoemployeescanseeoutandthepubliccanseein)
· BarrierssuchaswidercountersorPlexiglaspartitions(oftenseeningasstations)thatseparatetheemployeesfromthecustomers
· Goodlighting
· Securitycameras
Procedural controls
Proceduralcontrolsincludetraining,safeworkprocedures,andscheduling.Theseallhaveasignificantimpactonhowvulnerableemployeesaretopotentialviolence.Retailbusinessesshoulddothefollowing:
· Provideemployeeswithspecifictrainingonworkplaceviolence.
· Providespecificwrittenproceduresforworkingalone.
· Providespecificwrittenproceduresforhigher-risksituationssuchasopening,closing,andcashingout.
· Evaluateemployeescheduling.Considerhowmanyemployeesareonshiftandwhotheyare.
Writtenproceduresdonotneedtobecomplicated;theyshouldfocusonminimizingtheriskforemployees.Considerconsultingyouremployees—front-lineworkersoftenhavegoodideasaboutpotentialproblemsandhowtosolvethem.
For more information
Employers can find more
information on physical
and procedural controls
in Part 2 of this booklet,
on pages 4 –10. Employers
and employees can find
tips on how to deal with
possible scenarios in
Part 3, on pages 11–16.
Reducing the risk
� • Preventing Violence, Robbery, and Theft
Part 2: Preventing violence (for employers)Thebestwaytodealwithworkplaceviolenceistopreventitfromhappeningatall.Asaretailemployer,youcandothisbydevelopingaviolencepreventionplan.Yourplanshouldidentifypotentialrisksinyourbusinessanddescribethecontrolsyouwillusetodealwiththoserisks.Yourcontrolswilllikelybeacombinationofcarefulstoredesign,securitydevicestodeterpotentiallyviolentpersons,aswellastrainingandsafeworkproceduresforemployees.
Yourviolencepreventionplanshouldbespecifictoyourworksiteandtypeofbusiness.Startbyaskingthesebasicquestions:
· Howwellpreparedisyourbusinesscurrently?
· Whatcontrolsdoyoualreadyhaveinplaceforviolenceprevention?
· Whatlikelyscenariosareyoutryingtoprotectagainst?
Thisprocessofgatheringandevaluatinginformationaboutthespecificriskstoyouremployeesisaworkplaceviolenceriskassessment.
Assessing the riskWheneverthereisdirectinteractionbetweenemployeesandthepublic,thereisapotentialforviolencetooccur.Ifexperienceinaspecificworkplaceorinsimilarworkplacesindicatesthatapotentialforviolenceexists(forexample,intheretailindustry)theOccupationalHealthandSafetyRegulationrequiresthatariskassessmentbeconducted.
Whenconductingariskassessment,youwillneedtogatherinformationaboutactualandpotentialviolentincidents,andanalyzeyourcurrentviolencepreventionmeasures,includingphysicalandproceduralcontrols.Followthesebasicguidelines:
· Useyourknowledgeandexperienceofyourbusinessandworklocationtoidentifypotentialproblems.Considerallaspectsofyourbusiness.
· Considerpreviousincidentsofviolenceinyourworkplace.Howmanyincidentshavetherebeenandwhathappened?
· Askforinputfromemployeesaboutcurrentproblems,concerns,andpossiblesolutions.
· Evaluatealltheinformationandprioritizetheareasthatneedimprovement.
Yourassessmentshouldresultinalistofimprovementstominimizetheriskstoyouandyouremployees.
The Regulation
Sections 4.27– 4.31
of the Occupational
Health and Safety
Regulation deal with
workplace violence
requirements for
B.C. businesses (see
Appendix I of this
booklet).
A Guide for Retail Owners, Managers, and Workers • �
Inspect your workplace
Somebasicviolencepreventionstrategiescangoalongwaytowardsmakingyourstorewelcomingtocustomersbutunattractivetothievesandrobbers.Wheninspectingyourworkplace,considerthefollowingphysicalcontrols:
· Storelayout
· Designandpositionofsalescounters
· Typesandheightsofshelving
· Howandwhereyoudisplayvaluablemerchandise
· Useofmirrorstoseepartlyhiddenareasofthestore
· Useofdooralarms
· Useofpanicalarmsorpersonalalarms
Involve your employees
Nooneknowsyourbusinessbetterthanyouandyouremployees,somakeapointofaskingfortheirinputaboutpotentialrisksforviolence.Forexample,whenandwheredoemployeesfeeltheycouldbeunsafe?Dotheyfeelconfidentthattheyknowhowtohandleaviolentsituation?Aretheyawareofindividualsorsituationsthathavebeenproblemsinthepast?
AskasmanyofyouremployeesaspossibletocompletetheSafetyandSecurityFeedbackReport(AppendixB).Thereportisdesignedtogetemployeesandsupervisorsthinkingaboutspecificworkplaceviolenceissues,includingwheretheyfeelvulnerableandwheretheythinkimprovementscouldbemade.
Groupdiscussionswithyouremployeesmayalsobeeffectiveforgettingtheirinput;andagroupsettingmaysparkagreaterexchangeofconcernsandideas.YoucanusetheSafetyandSecurityFeedbackReporttohelpguidediscussions.Recordalltheinformationdiscussed.Theideaistogetasmuchinformationaspossibleaboutworkplaceviolenceconcernsandpossiblecontrolsforyourbusiness.
Ifyourcompanyhasasafetycommittee,involvethecommitteeintheprocessofassessingrisksanddevelopingcontrols.
“Hardening the target”
Evaluate the use of violence
prevention controls in your
business — inspect your workplace
using the Safety and Security
Checklist in Appendix F. Contact
your local community police officer
for advice on robbery and theft
prevention.
Employee input
Employees should complete the
Safety and Security Feedback
Report on pages 22–23 and
give it to their employers or
supervisors — they need to know
what employees think about
safety and security.
An overhead mirror can let employees see all the aisles in the store.
� • Preventing Violence, Robbery, and Theft
Set priorities and develop a written plan
Prioritizethepotentialrisksyouhaveidentifiedsothatyouknowwhichonestoaddressfirst.ReadoverthereturnedcopiesoftheSafetyandSecurityFeedbackReportandcompareemployeecommentsandsuggestionswithyourcompletedSafetyandSecurityChecklist.Brainstormwithyouremployees,orarepresentativeteam,abouthowyoucandealwitheachpotentialrisk.Prepareawrittenplan,includingatimelineforimplementingcontrols.
Share the written plan with your employees
Ifyouwantemployeestotakeviolencepreventionseriously,youneedtoshowthemthatyouareserioustoo.Asimpleone-pagesummaryreportexplainingyourviolencepreventionplanandtimelinecanhelpachievethis.TheSafetyandSecurityChecklistisorganizedintocategoriessuchas“Visibilityandlighting”and“Handlingmoneyanddeposits.”Considerusingthesecategoriestohelporganizeyourreport.
Postthereportinthestaffroom,whereemployeescanreadit.Holdastaffmeetingtogoovertheplanandtodiscussotherpossiblestrategies.
Implement the plan
Violencepreventioncaneasilypayforitself.Itprobablywon’tcostmuch,ifanything,toimplementmostofthesolutionsinyourplan.Infact,manyofthechangesthatyoumaketoimprovesafetywillalsomakeyourbusinessmoreattractivetocustomersandimprovesalesandemployeemorale.Also,manyofthecontrolsthathelppreventviolencewillalsohelppreventrobberyandtheft.
Physical controls (store design and security devices)Considerincludingthefollowingstoredesignfeaturesandsecuritydevicesinyourviolencepreventionplan:
· BarrierssuchasPlexiglas(asingasstations)andwidecountershelpkeepemployeesoutofreachfromcustomers.
· Low shelvesensureagoodviewwithinthestore,makingitmoredifficultforthievestohide.
· A safewith a time lockisagoodplacetostorecashandothervaluables.
· Product placementcandiscourageshoplifting.Placeexpensiveitemsbehindthecounterorinlockeddisplay.
A safe with a time lock is useful for storing cash and other valuables.
A Guide for Retail Owners, Managers, and Workers • �
· The cash register layoutshouldbenearawindowwithclearviewsoutsidesotheclerkiseasilyvisibletothepublic(nopostersonthewindow).Theemployeeshouldbeonaraisedfloortoallowclearviewsoftheentirestore,andshouldhavemorethanoneexittoavoidbeingblockedineasily.
· A secure refuge areasuchasalockableofficewithafish-eyelensinthedoorandaphonewillallowemployeestosafelymonitorthestore.
·Mirrors and clear sight linesallowemployeestoseewhoisintheaislesorsecludedpartsofthestore.
· Visible security cameras deterindividualsandrecordallactivitiesinthestore.
·Communication devices for employees to summon help in an emergencyincludepanicbuttons,personalalarmscarriedbyemployeesathighrisk,andcellphones.
·Door alarmsalertemployeeswhensomeonehasenteredthestore.
·Good lightingisusefulbothinsideandoutsidethestore.
·Keeping landscaping low ensuresgoodvisibility,especiallynearentrancesandexits,andbesidewalkwaystoparkingareas.
· Visible security workers canbehiredincooperationwithneighbouringbusinesses.
· Signage advertising controlssuchas“Cashintime-locksafe”and“Securitycamerasinuse” deterwould-bethieves.
An overhead security camera records what’s going on in the store and helps deter shoplifters and robbers.
Employees can use a panic button behind the counter to summon help in an emergency.
� • Preventing Violence, Robbery, and Theft
Procedural controls (training and safe work procedures)Employersareresponsibleforprovidingasafeandhealthyworkplaceandensuringthatemployeesareadequatelytrainedbeforetheystartajob.Allemployeesneedhands-ontraininginthetaskstheywillperformandongoingsupervisiontoensurethattheviolencepreventionprogramissuccessful.
Certainactivities(forexample,openingandclosingthestore,handlingmoney,andworkingalone)carryagreaterriskofviolencethanotheractivities,andemployeesmayneedtofollowaspecificsafeworkproceduretoeliminateorreducetherisk.Writtensafeworkproceduresspecifictoyourstorewillhelpwithemployeetraining.
Employeesrequirespecifictraininginrecognizingandhandlingpotentiallyviolentincidents.Thisincludesinformationoncustomerbehaviourstowatchoutforandsimpleactionsthatmaypreventasituationfromescalating.Forinstance,robbersdonotwanttobeidentified,soencouragingemployeestomakeeyecontactandgreeteveryonewhoentersthestoremaydecreasethelikelihoodofrobbersfollowingthroughwiththeirplans.
Thefollowingsectionsdescribecommonretailscenarios,andincludetipsandguidelinesthatyoucanusetodevelopwrittensafeworkprocedures.
Opening and closing the store
Retailemployeesaremostlikelytoexperienceviolentincidentsatopeningandclosingtimes.Althoughemployeesmaybeinahurrytogetstartedorwrapuptheworkday,theyshouldbeespeciallyvigilantandfollowopeningandclosingprocedures.Ifanemployeedoesn’tknowtheprocedures,heorsheshouldaskthesupervisororemployerfortraining.Employeesshouldalsoknowwherethewrittenproceduresaresotheycanrefertothem.Encourageemployeestoofferadviceonimprovingtheprocedures.
Italsohelpsforemployeestoworkinpairsatopeningandclosing,especiallywhendoingtheroundsattheendofashift.Cashhandlingmaybepartoftheopeningandclosingroutines.Employeesshouldensurethattherearenocustomersinthestoreifthisisthecase,andthatallentrancesandexitsaresecureandlocked.
Written safe work procedures tell employees what to do when an incident such as a robbery occurs.
A Guide for Retail Owners, Managers, and Workers • �
Handling money
Allretailbusinessesshouldhavesafeworkproceduresforhandlingmoneyinthestoreorwhenmakingbankdeposits.Ensurethatemployeesfollowtheseguidelineswhenhandlingcashinthestore:
· Makesurecashhandlingareasarelocatedawayfromentrancesandexits.
· Makesuresalescountersarelocatedsotheyareclearlyvisiblefrominsideandoutsidethestore.
· Keepaslittlecashinthecashregisteraspossible.
· Placelargebillsinadropbox,safe,orstrongroomthatisoutofsight.
· Fitcountersafeswithtime-delaylocks.
Ensurethatemployeesfollowtheseguidelineswhenmakingbankdeposits:
· Avoidmakingbankdepositsatnight.
· Varythetimeandrouteformakingdeposits.
· Don’tcarrymoneyinbagsthatmakeitobviousyou’recarryingcashorthataremarkedwiththecompanylogo.
· Makedepositswithaco-worker,ifpossible.Theco-workershouldfaceawayfromthedepositorytokeepaneyeonotherpeopleinthearea.
Working alone
Workingalonepresentsadditionalrisks.Italsopresentslegalrequirements,includingtheneedforaspecificwrittenworkprocedurethatmustbedevelopedinconsultationwithyouremployees.Thewrittenworkprocedureshouldincludethefollowing:
· Specifictimeintervalsduringtheshift(dependingontherisk)whensomeonewillchecktheemployee’swell-being
· Aspecificcheckattheendoftheshift
· Theactionsthatwillbetakeniftheemployeecannotbecontactedordoesnotphoneinattheappropriatetime
Forasampleperson-checkprocedure,seeAppendixE,page27.
Therearemanywaystosetupachecksystemforemployeeswhoworkalone.Forexample,24-hourphoneserviceprovidersareavailableforchecks.Theserviceproviderwillexpectcallsfromyouremployeesduringtheirshifts.Ifanemployeedoesnotcall,anddoesnotansweradirectcall,theserviceproviderwillrespondimmediately.Othersystemsinvolveremotelymonitoredsecuritytimersthatemployeesmustactivateeveryfewhours.Ifthereisnoactivation,thesecuritycompanywillinitiateacall,drive-by,orotherresponse.
Employees can place large bills in a drop box to avoid keeping large sums of money in the cash register.
�0 • Preventing Violence, Robbery, and Theft
Allemployeeswhoworkaloneneedspecifictraininginproceduresforworkingaloneandanychecksystemsthatareinplace.Proceduresmustbereviewedannuallyorwheneverthereisachangeinyourbusinessarrangementsorpracticesthatincreasestheriskoraffectsthecurrentprocedure.
Ifworkingaloneispartofyourbusiness,youremployeesshouldfollowtheseguidelines:
· Keepbusywithtasksawayfromthesalescounterwhentherearenocustomersinthestore.
· Offerafriendlygreetingtopeoplewhoenterthestore.Makedirectandfriendlyeyecontactbutdon’tstareandbeconfrontational.Prolongedeyecontact,especiallyifthereisagroup,maybeseenasachallenge.
· Keepaneyeonanyonewhoisloitering.Askiftheyneedassistance.
· Ensurethatemergencyphonenumbersarehandy—nexttooronthephone.
· Don’tleavebackdoorsopenandunattended.
· Keepthestoreneatandclean.
· Don’temptygarbageatnight.Garbagebinsareoftenlocatedinsecludedareas.
· Stayalertandcallthepoliceifyouseeanysuspiciousactivityorpeoplearoundthestore.
Networking
Networkingwithotherbusinessesinyourimmediateareawillhelpyoucombineyourknowledgeandresources,andshareinformationonbestpractices.Networkingprovidesameansofsupportandhelpsimprovetheimmediateneighbourhood,makingitsaferforeveryone.Youandyourneighboursmaywishtosharecostsforinitiativessuchas:
· Enhancedoutdoorlighting
· Motiondetectors
· Visiblesecuritystaff
· Violencepreventiontraining
Neighbouringbusinessescanuseinformaloradvertisedwatchsystemstokeepaneyeoneachotherduringthebusinessday.Contactyourcommunitybusinessassociationandstartadiscussionaboutviolenceprevention.Youcanalsocontactyourcommunitypoliceofficeforideasonhowtoimproveyourimmediatebusinessareaandbuildasaferworkingcommunity.
A Guide for Retail Owners, Managers, and Workers • ��
Part 3: Possible scenarios in retail (tips for employers and employees)Ifyouareworkinginaretailbusiness,eitherasanemployeroranemployee,youmayfindyourselffacetofacewithviolence(forexample,duringarobbery),orinasituationthatcouldbecomeviolent(forexample,whendealingwithadifficultorabusivecustomer).Thispartprovidestipsthatwillhelpfront-lineworkersprotectthemselvesandpreventpotentiallyviolentsituationsfromescalating.Employerscanalsousetheseguidelinestodevelopsafeworkprocedures.
Shoplifting (theft)Shopliftingisthetheftofgoodsthatareondisplayinastore.Itiseasier,andsafer,topreventshopliftingthanitistodealwithashoplifter.
Watch out for people who...
· Seemnervousoravoideyecontact
· Wanderaroundthestorewithoutbuyinganything
· Leavethestoreandcomebacksoonafter
· Stayinapartofthestorewhereitisdifficulttoseethem
· Keeplookingaroundorwatchingyou
To discourage potential shoplifters...
· Greetandacknowledgeanyonewhoentersthestore.
· Befriendlyandpolitetoallcustomers.Askwhethertheyneedhelp.
· Ifsomeonelookssuspicious,makefriendlyeyecontactwithhimorher.
· Keepthestorecleanandorderly.
· Knowwhereshopliftingismostlikelytooccur.
· Makeyourstorealessdesirabletarget.ReviewtheideasinPart2.
If you suspect that someone is shoplifting...
· Play it safe.Don’tbeahero;yourlifeismoreimportantthanmoneyormerchandise.
· Don’tchasethesuspect.Thiscanquicklyleadtoviolence.Infact,someemployershaveapolicyofdiscipliningorevendismissingemployeeswhochaseasuspectedthief.
What are theft and robbery?
Theft refers to someone stealing
something in secret. Robbery
usually refers to someone
stealing something using force or
the threat of violence.
�� • Preventing Violence, Robbery, and Theft
· Don’taccusethepersonofstealing.
· Don’ttrytophysicallystopthesuspect.
· Don’tlockthedoortokeepthesuspectfromleaving.Apersonwhofeelstrappedismorelikelytopanicandbecomeviolent.
· Stayatleastanarm’slengthawayfromthesuspect.
· Givethesuspectachancetopayorputbacktheitem.Besureyouknowwhatwastakenandwherethesuspecthidit,andthenpolitelyask,“Areyoureadytopay?”or“Wouldyoulikeabagfor[theitem]?”
· Ifyoufeelfrightenedoruneasy,don’tcontinuetoconfrontthesuspect.Gethelpwhenit’ssafetodoso.Alertyoursupervisororanyotheremployeeswhocanhelpyou.
· Callthepoliceifyousenseathreatofviolenceorifhighlyvaluableitemsarebeingstolen.
After the shoplifter has left...
FillouttheViolentIncidentReport(AppendixD)andgiveittoyoursupervisororemployer.Thiswillalsoprovidevaluableinformationforthepolice.Recordthedateandtimeoftheincident,andwritedownasmuchinformationabouttheshoplifteraspossible,including:
· Heightandweight
· Hairstyleandcolour
· Skincolour
· Othernotablefeatures,suchasscarsortattoos
· Mannerisms
· Clothingandfootwear
· Vehiclemake,colour,year,andlicenceplatenumber,aswellasdirectionoftravel
Makeapointoftryingtodescribethesuspect’sfootwear.Manythievesandrobberswillchangetheirclothingafterwards,butnottheirshoes.
RobberyRobberiestypicallypresentthegreatestriskofviolencetoretailworkersandcustomers.Makingyourstoreamoredifficulttarget(seePart2)willhelpprotectyouandyourco-workersfrompossibleviolentsituationsandprovideasaferenvironmentforyourcustomers.
To prevent robbery...
· Dressneatlyandkeepthestoreneatandclean.Atidy,orderlystoreisinvitingtocustomersbutnottorobbers.
· Keepthestorewelllit.Reportanyburned-outbulbstoyourmanageroremployer.
· Befriendly.Makeeyecontactandoffercustomersafriendlygreetingastheyenterthestore.
A Guide for Retail Owners, Managers, and Workers • ��
· Stayalert.Watchforpeopleshowingthesamebehavioursaspotentialshoplifters(seepage11).
· Ifsomeonesuspiciousisstandinginline,askthecustomeraheadofthesuspiciousperson,“Areyoutogether?”Thecustomerwillusuallyturnaroundandlookattheotherperson.
· Ifyouseesomethingsuspicious,callthepolice.Nevertrytohandleityourself.
· Encouragethepolicetostopbyperiodically.
· Handlecashcarefullyandkeeptheamountofcashinregisterstoaminimum.Ifacustomertriestopaywithalargebill,politelyaskforasmallerone.Explainthatyoukeepverylittlecashonhand.
If someone tries to rob your store...
· Play it safe.Don’tbeahero.Cooperate;giveupthemoneyanddon’tresist.
· Evenifyoucannotseeaweapon,assumethatthereisone.
· Staycalmandcautiouslyobserveasmuchaspossibleabouttherobber.Don’tstareasthismayaggravatetherobber.
· Don’tlockthedoortokeeptherobberfromleaving.Apersonwhofeelstrappedismorelikelytopanicandbecomeviolent.
· Ifyoudonotunderstandwhattherobberistellingyoutodo,askforclarification.
· Avoidsurprises.Keepyourhandsinsightanddon’tmakeanysuddenmoves.
· Informtherobberifyouhavetoreachforsomething,ifthereisanotheremployeeinthestore(forexample,inthebackroomorcooler),orifsomethingwillmakeanunexpectednoise.
· Keepitbrief.Thelongerarobberytakes,themorenervoustherobberbecomes.
· Keepitsmooth.Handletheentiresituationasifitwereanormaltransaction.
· Activatethealarmonlyaftertherobberhasleft.
After the robber has left...
· Don’tchaseorfollowtherobber.
· Lockthestore.
· Callthepoliceandfollowtheirinstructions;thencallyoursupervisororemployertoreporttherobbery.
· Askanywitnessestostayuntilthepolicearrive.Trytomakethemascomfortableaspossiblewhiletheywait.
· Protectthecrimescene.Donotallowanyonetotouchanythingthatmightbeconsideredevidence,anddonotresumebusinessuntilthepolicearefinished.
· Donotdiscussdetailsoftherobberywithanyoneuntilafterthepolicehavetakenstatementsfromeveryone.
Crime prevention works
Criminals are always looking for ways
to beat crime prevention systems, but
there’s only so far that they’re willing to
go. You can lower your chances of being
robbed or being involved in a violent
incident by remembering one simple
rule: the greater the risk of getting
caught, the lower the likelihood that
someone will commit the offence.
�� • Preventing Violence, Robbery, and Theft
· UsetheViolentIncidentReport(AppendixD)torecordinformationandshareitwiththepolice;thengiveittoyoursupervisororemployer.Recordthetimeanddateoftheincident,andwritedownasmuchinformationabouttherobberaspossible,including:
- Heightandweight
- Hairstyleandcolour
- Skincolour
- Othernotablefeatures,suchasscarsortattoos
- Mannerisms
- Clothingandfootwear
- Vehiclemake,colour,year,andlicenceplatenumber,aswellasdirectionoftravel
Difficult or irate customersInaretailbusiness,youwilleventuallyhavetodealwithdifficultoriratecustomers.Suchcustomersmaybecomeaggressive,leavingyoufeelingthreatenedandvulnerable.
UndertheTrespass Act,youcansimplyaskadifficultcustomertoleavethepremises.Ifthecustomerrefuses,youcancall9-1-1andsay,“Ihaveahostilecustomerwhorefusestoleave.”However,don’tasksomeonetoleaveifyoufeelthatitmightmakehimorhermoreaggressive.
Defusing a situation
· Askquestionstohelpyouunderstandwhatthecustomer’sconcernsare.
· Ifyouareanemployeeandyouareunabletoaddressthecustomer’scomplaintadequately,encouragethecustomertospeakwithyourmanagerorsomeoneelsewhohasauthoritytomakedecisionsorchanges.
· IfacustomerisangryaboutbeingaskedforIDforcigarettes,pointtotheID-requirementpostersandstickers,andexplainthatyouareonlyobeyingthelaw.
· Focusonbeingrespectfulandcourteous.Trytoremaincalm,andtrytocalmthecustomer.
· Avoidfocusingonwhoisrightorwrong.Focusinsteadondeterminingwhatwillsatisfythecustomerandonfindingwaystohelpthecustomersaveface.
· Sticktofacts,notopinionsorjudgments.Ignoreinsults.Keepbringingthediscussionbacktotherealissue.
· Listencarefully,andtrytoputyourselfinthecustomer’sshoes.
Know when to walk away
If the customer becomes
agitated and it seems
likely that the situation
will escalate:
• Don’t offer solutions
and don’t argue.
• Get help immediately.
• Ask a supervisor for
assistance or give the
customer the name
and phone number of
someone to contact.
A Guide for Retail Owners, Managers, and Workers • ��
· Ifthecustomerisdisruptiveandnoisy,andifitissafetodoso,movetoaquieterlocation,possiblywiththehelpofaco-worker.
· Ifyoucannotcalmthecustomer,askforhelp.
Abusive customersAbusiveconductdoesnotnecessarilyincludephysicalviolence,butphysicalviolenceoftenstartswithabusiveconduct.Abusiveconductincludes:
· Demeaning,degrading,intimidating,offensive,orotherwiseabusiveexpressions
· Unwelcomesexualattention
· Bullying
· Stalking
Noformofabuseisacceptable.Ifyouarefacedwithabusiveconduct,followtheseguidelines:
· Tellthecustomertostop.Dothisrightaway,beforetheunwantedbehaviourbecomesapattern.
· Tellthecustomerwhythebehaviourisunacceptable.Ifthecustomerpersists,askhimorhertoleave.
· Reporttheincidenttoyouremployerorthepersonwhonormallydealswiththistypeofcomplaint.
· Ifyoubelieveyouarebeingfollowedorstalked,callthepolice.
· Ifthethreatorabuseisfromsomeonedirectlyconnectedtoyourpersonallife,donotbeafraidtocallthepolice,especiallyifthesituationisescalating.
Unwelcome members of the publicRetailworkersfacemanydifficultsituations,especiallyifthestoreisopenforlongerhours.Employersshouldplanforandtraintheiremployeesonhowtohandlesituationssuchas:
· Peopleloiteringoutsidethestoreorgatheringinsidethestore
· Gangsorgroupsusingthestorefrontasameetingplace
· Homelesspeopleatthestoreentranceaskingforsparechangeorusingthedoorwayasashelterforthenight
· Drugaddictsusingthestorefrontareaorwashrooms
Insituationssuchasthese,well-meaningemployeesmaytalktothepeopleinvolvedtotryandsolvetheproblem.Doingso,however,mayactuallyincreasetheriskofaviolentincident.Employers and managers should make it clear to employees that they must not attempt to deal with these situations alone.Instead,employeesshouldreporttheirconcernstoasupervisororaskthepolicetocometothestore.
Dealing with trespassers
• If you think someone might be hiding in
a back room or washroom, don’t call out.
Go to a safe place and phone for help.
• If you find someone in an unauthorized
area, don’t block the exit. A person who
feels trapped is more likely to panic and
become violent.
• If you are responding to a break-in, do
not enter the building unless you know it
is safe. Call the police and wait for them
to arrive first.
• Remember that you have the legal right
to ask people to leave the premises.
�� • Preventing Violence, Robbery, and Theft
Employersandmanagersshouldalsoconsidertakingstepstolessenthelikelihoodofthesesituations:
· Hireaprivatesecurityfirm.Somebusinessassociationshaveprogramstohelpstoreswiththeirsecurityneeds.Neighbouringbusinessescanworktogethertopayforsecurityguardsorpatrolcars.
· Postsignsprohibitingloiteringandstatingthatwashroomswillbeclosedduringthenightshift.
· Limitthenumberofpeopleinthestore.
· Improvelightinginandaroundthestore.
· Considerremovingamenitiesthatcouldencouragegroupstogather,suchasautomatictellermachines(ATMs)andpayphones.
Suspicious personsSometimeswhensomebodyisinthestore,itjustdoesn’tfeelright.Youmaynoticesomethingoddaboutaperson’sappearance,bodylanguage,behaviour,ormannerisms,almostsubconsciously,whichmaymakeyoufeelconcerned.Thispersoncouldbeinthestoretoshoplift,robthestore,orworse.
Whenasuspiciouspersonisinthestore,assessthesituationcarefully.Followtheseguidelines:
· Listentoyourinstincts.Rememberthatyoursafetyismoreimportantthanthegoodsinthestore.
· Considercontactingthepoliceoryoursecurityservice.Describethesituation,thesuspiciousperson,andhowlongtheyhavebeeninthestore.
· Ifsomeonehasbeeninthestoreforalongtimeandtheyseemtobelookingforsomething,askloudlywhethertheyneedhelp.Keepyourdistance—stayatleastanarm’slengthaway.
· Considerwhetheryouneedtomovetothestore’ssecurearea,whereyoucansafelymonitorthestore(forexample,toalockableofficewithafish-eyelensinstalledinthedoorandaphone).
· Whenthesuspiciouspersonhasleft,writeadescriptioninthelogsothatotheremployeescanwatchoutforthisperson.Thiswillalsohelpyourecognizethepersonifheorshereturns.
Employerscanmaketheirstoreslessofatargetbyfollowingtheseguidelines:
· Ensurethatthestorehasgoodlightingandgoodvisibility.
· Keepvaluablegoodsbehindthecounterorinlockeddisplays.
· Postsignsindicatingthatthereislittleornocashinthestore.
· Installclearlyvisiblecameras.
· Makeeyecontactwithandgreeteveryonewhoentersthestore.
Formoreideasonmakingyourstorelessofatarget,seePart2.
Trust your instincts.
If something doesn’t feel
right, it probably isn’t.
A Guide for Retail Owners, Managers, and Workers • ��
Part 4: What to do after a violent incidentEvenafteranemployertakesstepstopreventviolenceinaretailbusiness,violentincidentsmaystilloccur.Ifthishappens,it’simportanttoactquicklytominimizetheeffectsonemployees.Employersshouldprovidesupporttovictims,reportandinvestigatetheincident,andrevisetheviolencepreventionplantopreventasimilarincidentinthefuture.
Provide first aid and other medical attention if necessaryIfanemployeeisseriouslyhurtduringanincident,theemployermustdothefollowing:
· Providefirstaid.
· Arrangefortransporttoamedicalfacility.
· NotifyWorkSafeBC.
Ifitisalessseriousinjury,provideappropriatefirstaidandrefertoadoctorifnecessary.Iftherehasbeenpossiblecontactwithbloodorotherbodyfluids,makesuretheemployeegetsprofessionalmedicalassistanceassoonaspossible.
Makesureemployeesknowwherefirstaidsuppliesarekeptandhowtogethelpiftheyarehurtbutdon’tneedanambulance.
All businesses must have an adequate first aid kit available. For more information on first aid requirements, use the online First Aid Assessment Tool at www2.worksafebc.com/calculator/firstaid/.
Take employees seriously
Never dismiss or downplay
complaints or reports of
violence. Employees should
never be told or feel that
they have to deal with the
problem by themselves.
�� • Preventing Violence, Robbery, and Theft
Arrange a critical incident intervention if necessaryWorkSafeBCcancoordinatecriticalincidentinterventionstohelppeopledealwithtraumaticeventsatwork.Thishelpmayalsobeavailablethroughyourlocalpolicedepartment.Twobasictypesofinterventionsaredefusingsessionsanddebriefingsessions.
Adefusing sessionisashort(30–45minutes),confidential,non-judgmentalsessioninwhichemployeesaffectedbytheincidentmeetwithatrainedleader(calledadefuser).Defusingsessionsareusuallyheldwithin6to8hoursoftheincident.
Adebriefing sessionisaconfidential,non-judgmentaldiscussionaboutthecontinuingeffectsoftheincident.Itisintendedtoaddressthewell-beingofemployeesandalleviatedistress.Itisusuallyheldwithin1to3daysoftheincident.Atrainedprofessionalshouldleadthesession.
TheCriticalResponseLiaisonatWorkSafeBCcanhelpdeterminewhetheranemployeeneedstraumacounselling.Ifnecessary,offertheemployeetraumacounsellingthroughanestablishedEmployeeAssistanceProgram,adoctor’sreferral,ortheCriticalResponseLiaison.Encourageemployeestotalkabouttheirresponsestoandfeelingsabouttheincident,andletthemknowthatyou
areavailabletolisten.Ifemployeesinternalize,bury,or“walloff ”theirreactionstotheevent,itcanbeextremelyharmfulinthelongrun.
Watch for signs and symptomsAtraumaticincidentsuchasarmedrobberycanbeemotionallyandpsychologicallydamaging.Employeeswhohavegonethroughatraumaticincidentmay:
· Feelanxious,moody,orirritable
· Feelnumbordazed
· Havetroubleconcentratingormakingdecisions
· Beafraidtogonearthesceneoftheincident
· Notwanttobealone
· Notwanttobewithotherpeople
· Haveflashbacks,nightmares,ordisturbingmemoriesoftheincident
· Vomitmorethanacoupleofhoursaftertheincident
· Experienceuncontrolled,spontaneouscrying
· Experiencechangesinappetiteandsleepingpatterns
Employersshouldbesensitivetothesewarningsignsandsymptoms.Violentincidentscanseriouslyaffectthewell-beingofemployees,andmayputpeopleatagreaterriskofworkplaceaccidents.Youmaynoticeanincreaseinabsenteeism.Timely,positivefollow-upshowsemployeesthattheyaresupportedintheworkplaceandthatstepsarebeingtakentoprotectthem.Ifanemployeeshowssignsorsymptomsafterbeinginvolvedinaviolentincident,orthesignsorsymptomsgetworse,furtherprofessionalhelpmaybenecessary.
Calling for a critical incident intervention
If you have any
questions about critical
incident response
or wish to arrange
an intervention, call
1 888 922-3700,
9:00 a.m.–11:00 p.m.,
seven days a week.
A Guide for Retail Owners, Managers, and Workers • ��
Report and investigate the incident Reportincidentssuchasassaultsorrobberiestothepolicerightaway.YoushouldalsoreportsuchincidentstoWorkSafeBCiftheyinvolveemployeesandtreatmentisneeded.YoualsoneedtocompleteForm52E40—IncidentInvestigationReport(seeAppendixG)tohelppreventtheincidentfromhappeningagain.
Goals of investigation
Incidentinvestigationshelpdeterminethecausesofanincidentsoyoucantakestepstoensurethatitdoesnothappenagain.Asmuchaspossible,aninvestigationmust:
· Determinethecausesoftheincident
· Identifyanyconditions,acts,orproceduresthatcontributedtotheincident
· Findwaystopreventsimilarincidents
Theincidentinvestigationshouldanswerthefollowingquestions:
· Whowasinvolved?
· Whereandwhendidtheincidenthappen?
· Whathappened?Includeasmuchdetailaspossible.
· Whydidtheincidenthappen?
· Howwilltheincidentbedealtwith?
Interviewwitnessesandpeopleinvolvedintheincidenteveniftheyweren’tpresentwhenithappened.Forexample,itmaybeappropriatetointerviewasupervisorwhogaveinstructionsatthestartofashiftoratrainerwhopreviouslyinstructedtheemployeesinvolved.
Incident investigation documents
Keepcopiesofalldocumentsandreportsrelatedtotheincident.Youcanusethisinformationtohelpimproveyourviolencepreventionstrategy.Itwillalsobeusefulifyouandyouremployeesneedtofileaclaim.Itisagoodideaforalltheemployeesinvolvedintheincidenttodocumentitfromtheirperspectives.UsetheViolentIncidentReportinAppendixDtocollectinformationfromemployees.
Followtheseguidelinestohelppreventsimilartypesofincidentsfromrecurring:
· Informemployeeswhowerenotinvolvedintheincidentandwelcometheirsuggestionsforpreventingarecurrence.
· Determineifthereisanythingyoucandotoprotectyouremployeesandbusinessfromthiskindofincident.Forexample,canyouimprovelighting,security,orthelayoutofthestore?
· Updateyourplanforpreventinganddealingwithworkplaceviolence,andimplementanynecessarychanges.Forexample,ifemployeesneedspecialtrainingtodealwithpotentiallythreateningsituations,includeitinyourplan.
· Assignsomeonetomakethenecessarychanges,andensurethatthechangesaremade.
�0 • Preventing Violence, Robbery, and Theft
Appendix Relates to information in...
Appendix A: Some do’s and don’ts for preventing retail violence
Parts 2– 3
Appendix B: Safety and security feedback report Page 5
Appendix C: Suspect and vehicle identification sheet Pages 13 and 19
Appendix D: Violent incident report Pages 12 and 19
Appendix E: Sample procedure for regular person checks Pages 9 and 10
Appendix F: Safety and security checklist Page 5
Appendix G: WorkSafeBC Form 52E40 — Incident Investigation Report
Page 19
Appendix H: Occupational Health and Safety Regulation excerpt — Working Alone or in Isolation
Part 2
Appendix I: Occupational Health and Safety Regulation excerpt — Violence in the Workplace
Pages 9–10
Appendix J: Requirements under the Employment Standards Act
—
AppendicesThispartincludestheappendiceslistedinthefollowingtable.Thetablealsoliststhepartsorpagesinthisbookletthatrelatetothetopicscoveredintheseappendices.
A Guide for Retail Owners, Managers, and Workers • ��
Appendix A: Some do’s and don’ts for preventing retail violenceDo
· Bepoliteandfriendlytoallcustomers.
· Makeeyecontactandgreetcustomersastheyenterthestore.
· Lookforsignsthatcustomersareupsetorundertheinfluenceofalcoholordrugs.
· Learntorecognizecustomerswhoarelikelytocausetrouble.
· Staycalm.Listentocustomersandrespondcalmly.
· Trytosteercustomerangerawayfromyou.Forexample,ifacustomerisangrybecauseyouwon’tsellhimorhercigarettes,explainthatyouarejustfollowingthelaw.
· Encouragecustomerswhoareangryorupsettotalktothemanager.Ifthemanagerisnotavailable,givethecustomeraphonenumbertocall.
· Makesureimportantsignsstayposted.Forexample,thefrontdoormighthavesignsthatsay:“Storehaslimitedcashafterdark”and“Time-locksafe—Clerkcannotopen.”
· Keepemergencynumbersonhand.Stickthemoneachphone.
Don’t
· Tradeinsultswithcustomersorreacttotheiranger.
· Takecustomercomplaintspersonally.
· Talkdowntocustomers.
· Trytophysicallystoporholdsomeone.
· Putupdisplays,signs,orpostersthatblocktheviewofthecashregisterorexitdoorsfrominsideoroutsidethestore.(Robbershatetoperformforanaudience.)
Remember that you can’t control other people. The best thing you can do is control your own feelings, words, and actions.
�� • Preventing Violence, Robbery, and Theft
General information
Have you ever been a victim of violence in this workplace? Yes No
If yes, what was the nature of the incident (for example, verbal threats, hitting, or offensive correspondence)?
Who was the offender (for example, a customer, co-worker, contractor, or a name if known)?
Do you feel safe from violence at work? Yes No
Why?
Is help available if there is a violent incident? Yes No
Likelihood of violence
Do you think violence is more likely on certain days (for example, Saturdays or when there is a community
event)? Yes No
If yes, when and why?
Appendix B: Safety and security feedback report
A Guide for Retail Owners, Managers, and Workers • ��
Likelihood of violence cont.
Do you think violence is more likely at certain times of day (for example, at opening or late at night)? Yes No
If yes, when and why?
Do you think violence is more likely to occur in certain places (for example, the parking lot, sales counter, or back
door)? Yes No
If yes, where and why?
Violence prevention
What do you think could be done to minimize the risk of violence?
Are there any situations on the job in which you feel particularly vulnerable? Yes No
If yes, what are they?
Have you been given previous training in how to deal with workplace violence? Yes No
If yes, what kind of training did you receive?
Please present this completed report to your employer or supervisor.
�� • Preventing Violence, Robbery, and Theft
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Appendix C: Suspect and vehicle identification sheet
A Guide for Retail Owners, Managers, and Workers • ��
Appendix D: Violent incident reportGeneral information
Your name:
Today’s date:
Workplace branch or location:
Witness information (names and contact numbers):
The incident
Date of incident:
Time of incident:
Where did the incident happen (for example, the sales counter, stockroom, or hallway)?
What type of incident was it (for example, verbal abuse, physical threat, pushing, slapping, or robbery)?
Describe what happened. Include factors that led up to the incident.
Did you receive first aid or other medical attention? Yes No
Has this incident been reported to the police or security? Yes No Don’t know
If available: Police file #
�� • Preventing Violence, Robbery, and Theft
The incident cont.
How has this incident affected you (for example, missed work, emotional trauma, or physical injury)?
The offender
Offender’s name (if known):
Offender’s relationship to you (for example, a customer, co-worker, spouse, ex-girlfriend, or ex-boyfriend):
Describe the offender:
Male Female Age: Height: Weight: Complexion:
Any other information (for example, accent, hair colour, skin colour, tattoos, clothing, or footwear):
Has the offender been involved in any previous violent incidents that you know of? Yes No
Describe any other relevant information, including suggestions for preventing a similar incident:
Please present this completed report to your employer or supervisor.
For confidential, free help in dealing with the after-effects of this incident, we encourage you to use the Critical
Incident Response program. WorkSafeBC coordinates this program for work-related traumatic events.
You can call a Critical Response Liaison 9:00 a.m.–11:00 p.m., seven days a week, at 1 888 922-3700, toll-free in B.C.
A Guide for Retail Owners, Managers, and Workers • ��
You will be contacted by:
They will contact you: in person by telephone other method
They will contact you: every 30 minutes every hour every 2 hours at end of shift
You will attempt to call the contact person within five minutes if you were not available at the predetermined
person-check time. If your contact person cannot reach you at one of these predetermined times, he or she will
make another attempt within five minutes. If your contact person still cannot reach you after the second attempt,
he or she will do the following:
1. Call the neighbouring store (if there is one) and have someone check on you.
2. Call the owner or manager of your store, and send someone to your work location if there are no neighbours.
3. If necessary, call 9-1-1 and request help at your location.
Emergency information
In case of an emergency (for example, fire, earthquake, flood, or a bomb threat) call the following person:
Contact name: _____________________________________________________________________
Contact phone number: _______________________________________________________________
Record of checks
Date Time Initials Comments or issues
Appendix E: Sample procedure for regular person checksThis section describes procedures for checking on the well-being of an employee working alone.
�� • Preventing Violence, Robbery, and Theft
Appendix F: Safety and security checklistTo be completed by the person affected by the incident.
Visibility and lighting
Can employees see in and out of the store or do posters, signs, and brushes block their view?
Are employees visible to potential witnesses outside?
Do mirrors help employees see the whole store?
Does lighting ensure that would-be thieves or robbers will be recognizable?
General store impression
Does the worksite look cared for? Is there graffiti or vandalism?
Are fences and other security measures well maintained?
Are employees dressed to suit the general appearance of the store?
Building layout and design
Is it easy to distinguish public areas from private areas such as offices?
Is access to employee-only areas controlled with locks?
Is the cash-handling area separate from the general workplace?
Do counters have an elevated place for cash registers?
Are anti-jump barriers fitted in front of cash-handling devices?
Is alternative access to the building blocked (aside from fire exits)?
Is public access to washrooms controlled?
Are there bushes, or unlit or overgrown areas, where someone could hide?
Are any areas not visible to employees?
Are unoccupied rooms locked?
Signage and emergency information
Are emergency numbers posted in a prominent place or on phones?
Are robbery prevention signs prominently displayed? (For example: “Area monitored by video camera,” “Store has less than $40 after dark,” and “Time-Lock Safe — Clerk Cannot Open.”)
Is there a coloured height chart next to the entrance?
Tools and equipment
Are knives and other sharp objects kept out of sight of customers?
Can anyone grab and use tools or other items as weapons against employees?
Are tools and equipment locked away when not in use?
Security guards and equipment
Are there door alarms to alert employees that someone is entering the store?
Are security guards or buddy systems available at your location?
Is a closed-circuit television or surveillance camera installed?
Is a silent, centrally monitored holdup alarm installed?
Potential risk factors Yes No N/A
A Guide for Retail Owners, Managers, and Workers • ��
Customer service
Do employees acknowledge customers with a friendly greeting, smile, and make eye contact?
If you have multiple cash registers, are those nearest the entry closed first?
Employees working alone
Does someone contact employees regularly to ensure that they are okay?
Is there a plan if the employee does not respond to a contact such as a phone check?
Are back doors ever open or unlocked when an employee is alone?
Do employees take garbage out alone at night? Is the garbage bin in a well-lit place?
Handling money and deposits
Are cash-handling areas positioned away from entries and exits?
Is it standard practice to keep as little cash in the till as possible?
Are large bills put into a drop box, safe, or strongroom that is out of sight?
If you have counter safes, are they fitted with time-delay locks?
Do employees make deposits at night or alone?
When employees make deposits together, do they face in opposite directions to keep an eye on the surroundings?
Does the time and routine for making deposits vary from day to day to make it less predictable?
Do employees transport cash in a bag that has the company logo or otherwise makes it obvious that they are carrying cash?
Files and records
Are confidential files and records kept in a locked room?
Are filing cabinets containing confidential records locked? Opening and closing
Do employees work in pairs at opening and closing, especially when doing the rounds at the end of a shift?
Do your written procedures for opening and closing emphasize personal safety? For example, “Don’t count the cash from the till at the sales counter.”
Travelling to and from work
Do employees have the option of asking for an escort to walk to their cars or the bus stop?
Can employees park nearby and within sight, especially at night?
Is evening or night parking available for employees in nearby spaces normally reserved for customers?
Regular checks
Do you conduct risk assessments for violence annually or whenever there are significant changes in your workplace?
Do you conduct an assessment whenever there is a violent incident?
Potential risk factors Yes No N/A
Note:Securitymustneverconflictwithfireandothersafetyrequirements.Neverimpedetheabilityofemployeesandcustomerstoleavethebuilding.
�0 • Preventing Violence, Robbery, and Theft
Appendix G: WorkSafeBC Form 52E40 — Incident Investigation Report
A Guide for Retail Owners, Managers, and Workers • ��
�� • Preventing Violence, Robbery, and Theft
Appendix H: Occupational Health and Safety Regulation excerpt — Working Alone or in Isolation4.21 Procedures for checking well-being of worker
(1)Theemployermustdevelopandimplementawrittenprocedureforcheckingthewell-beingofaworkerassignedtoworkaloneorinisolation.
(2)Theprocedureforcheckingaworker’swell-beingmustincludethetimeintervalbetweenchecksandtheproceduretofollowincasetheworkercannotbecontacted,includingprovisionsforemergencyrescue.
(3)Apersonmustbedesignatedtoestablishcontactwiththeworkeratpredeterminedintervalsandtheresultsmustberecordedbytheperson.
(4)Inadditiontochecksatregularintervals,acheckattheendoftheworkshiftmustbedone.
(5)Theprocedureforcheckingaworker’swell-being,includingtimeintervalsbetweenthechecks,mustbedevelopedinconsultationwiththejointcommitteeortheworkerhealthandsafetyrepresentative,asapplicable.
(6)Timeintervalsforcheckingaworker’swell-beingmustbedevelopedinconsultationwiththeworkerassignedtoworkaloneorinisolation.
Note:Highriskactivitiesrequireshortertimeintervalsbetweenchecks.Thepreferredmethodforcheckingisvisualortwo-wayvoicecontact,butwheresuchasystemisnotpracticable,aone-waysystemwhichallowstheworkertocallorsignalforhelpandwhichwillsendacallforhelpiftheworkerdoesnotresetthedeviceafterapredeterminedintervalisacceptable.
Late night retail premises
The Regulation includes specific requirements for retail premises that operate
during late night hours. See section 4.22.1 and its associated guidelines for the
most current requirements.
Late night retail premises means a retail location that is open to the public for
late night hours, including the following:
• A gas station or other retail fueling outlet
• A convenience store or any other retail store where goods are sold directly to
consumers
A Guide for Retail Owners, Managers, and Workers • ��
Appendix I: Occupational Health and Safety Regulation excerpt — Violence in the Workplace4.27 Definition
Insections4.28to4.31
“violence”meanstheattemptedoractualexercisebyaperson,otherthanaworker,ofanyphysicalforcesoastocauseinjurytoaworker,andincludesanythreateningstatementorbehaviourwhichgivesaworkerreasonablecausetobelievethatheorsheisatriskofinjury.
4.28 Risk assessment
(1)Ariskassessmentmustbeperformedinanyworkplaceinwhichariskofinjurytoworkersfromviolencearisingoutoftheiremploymentmaybepresent.
(2)Theriskassessmentmustincludetheconsiderationof
(a)previousexperienceinthatworkplace,
(b)occupationalexperienceinsimilarworkplaces,and
(c)thelocationandcircumstancesinwhichworkwilltakeplace.
4.29 Procedures and policies
Ifariskofinjurytoworkersfromviolenceisidentifiedbyanassessmentperformedundersection4.28theemployermust
(a)establishprocedures,policiesandworkenvironmentarrangementstoeliminatetherisktoworkersfromviolence,and
(b)ifeliminationoftherisktoworkersisnotpossible,establishprocedures,policiesandworkenvironmentarrangementstominimizetherisktoworkers.
4.30 Instruction of workers
(1)Anemployermustinformworkerswhomaybeexposedtotheriskofviolenceofthenatureandextentoftherisk.
(2)Thedutytoinformworkersinsubsection(1)includesadutytoprovideinformationrelatedtotheriskofviolencefrompersonswhohaveahistoryofviolentbehaviourandwhomworkersarelikelytoencounterinthecourseoftheirwork.
(3)Theemployermustinstructworkerswhomaybeexposedtotheriskofviolencein
(a)themeansforrecognitionofthepotentialforviolence,
(b)theprocedures,policiesandworkenvironmentarrangementswhichhavebeendevelopedtominimizeoreffectivelycontroltherisktoworkersfromviolence,
(c)theappropriateresponsetoincidentsofviolence,includinghowtoobtainassistance,and
(d)proceduresforreporting,investigatinganddocumentingincidentsofviolence.
�� • Preventing Violence, Robbery, and Theft
4.31 Advice to consult physician
(1)Repealed.[B.C.Reg.312/2003,effectiveOctober29,2003.]
(2)Repealed.[B.C.Reg.312/2003,effectiveOctober29,2003.]
(3)Theemployermustensurethataworkerreportinganinjuryoradversesymptomasaresultofanincidentofviolenceisadvisedtoconsultaphysicianoftheworker’schoicefortreatmentorreferral.
Note:Therequirementsforriskassessment,proceduresandpolicies,thedutytorespondtoincidentsandtoinstructworkersarebasedontherecognitionofviolenceintheworkplaceasanoccupationalhazard.ThishazardistobeaddressedbytheoccupationalhealthandsafetyprogramfollowingthesameproceduresrequiredbythisOccupationalHealth&SafetyRegulationtoaddressotherworkplacehazards.
A Guide for Retail Owners, Managers, and Workers • ��
Appendix J: Requirements under the Employment Standards ActThefollowinginformationisexcerptedfromthefactsheetDeductions from Wages, publishedbytheMinistryofLabour,EmploymentStandardsBranch(www.labour.gov.bc.ca/esb/facshts/deductions.htm).
Deductions from WagesDeductions
Anemployermaynot,directlyorindirectly,withhold,deductorrequirepaymentofallorpartofanemployee’swagesforanypurposeexceptaspermittedorrequiredbytheEmployment Standards Act,orbyanotheractofeitherBritishColumbiaorCanada.
Unauthorized deductions
Employerscannotrequirethatanemployeepayforanyportionofanemployer’sbusinesscost.
Thisincludesexpensesarisingfromtheft,damage,breakage,poorqualityofwork,damagetoemployerproperty,orfailuretopaybyacustomer.Someinstanceswheretheseissuesariseinclude“gas-and-dash”,“dine-and-dash”,shoplifting,oraccidentsinvolvingemployervehiclesorequipment.
Anyagreementbyanemployeetocontributetowardanemployer’scostofdoingbusinessisacontraventionoftheActandisnotenforceable.
For more information
Tel: 612-4100inPrinceGeorge
1800663-3316,toll-freeinBritishColumbia
Fax: 250612-4121
Web:labour.gov.bc.ca
�� • Preventing Violence, Robbery, and Theft
Other health and safety resourcesVisitWorkSafeBC.comforsearchableversionsoftheOccupationalHealthandSafetyRegulation(includingkeyexcerptsfromtheWorkers Compensation Act)andassociatedguidelines.Thewebsitealsoincludesthefollowingpublications:
· Take Care: How to Develop and Implement a Workplace Violence Prevention Program
· Coping with Critical Incident Stress at Work
· Health and Safety Guide for New Retail Workers
· Small Business Primer: A Guide to WorkSafeBC
· Preventing Violence in Health Care: Five Steps to an Effective Program
· Working Alone: A Handbook for Small Business
· Back to Work, Back to Health: Return to Work for the Retail Industry
Contact informationWorkSafeBC
Web:WorkSafeBC.com
Prevention Information Line
Phone: 604276-3100intheLowerMainland
Toll-free:1888621-7233(621-SAFE)
After Hours Health and Safety Emergency Line
Phone: 604273-7711intheLowerMainland
Toll-free:1866922-4357(WCB-HELP)
Retail Council of Canada
Web:retailcouncil.org
209–1730West2ndAvenue
Vancouver,BCV6J1H6
Phone: 604683-7706ortoll-free1888246-7705
1255BayStreet,Suite800
Toronto,ONM5R2A9
Phone: 416922-6678ortoll-free1888373-8245
Fax: 416922-8011ortoll-free1877790-4271
Abbotsford2774 Trethewey Street V2T 3R1Phone: 604 276-3100Toll-free: 1 800 292-2219Fax: 604 556-2077
Burnaby450 – 6450 Roberts Street V5G 4E1Phone: 604 276-3100Toll-free: 1 888 621-7233Fax: 604 232-5950
Coquitlam104 – 3020 Lincoln Avenue V3B 6B4Phone: 604 276-3100Toll-free: 1 888 967-5377Fax: 604 232-1946
Courtenay801 30th Street V9N 8G6Phone: 250 334-8765Toll-free: 1 800 663-7921Fax: 250 334-8757
Kamloops321 Battle Street V2C 6P1Phone: 250 371-6003Toll-free: 1 800 663-3935Fax: 250 371-6031
Kelowna110 – 2045 Enterprise Way V1Y 9T5Phone: 250 717-4313Toll-free: 1 888 922-4466Fax: 250 717-4380
Nanaimo4980 Wills Road V9T 6C6Phone: 250 751-8040Toll-free: 1 800 663-7382Fax: 250 751-8046
Nelson524 Kootenay Street V1L 6B4Phone: 250 352-2824Toll-free: 1 800 663-4962Fax: 250 352-1816
WorkSafeBC officesVisit our website at WorkSafeBC.com.
North Vancouver400 – 224 Esplanade Ave. W. V7M 1A4Phone: 604 276-3100Toll-free: 1 888 875-6999Fax: 604 232-1558
Prince George1066 Vancouver Street V2L 5M4Phone: 250 561-3700Toll-free: 1 800 663-6623Fax: 250 561-3710
Surrey100 – 5500 152 Street V3S 5J9Phone: 604 276-3100Toll-free: 1 888 621-7233Fax: 604 232-7077
Terrace4450 Lakelse Avenue V8G 1P2Phone: 250 615-6605Toll-free: 1 800 663-3871Fax: 250 615-6633
Victoria4514 Chatterton Way V8X 5H2Phone: 250 881-3418Toll-free: 1 800 663-7593Fax: 250 881-3482
Head Office/Richmond Prevention Information Line: Phone: 604 276-3100Toll-free: 1 888 621-7233 (621-SAFE)
Administration:6951 Westminster HighwayPhone: 604 273-2266
Mailing Address:PO Box 5350 Stn TerminalVancouver, BC V6B 5L5
After Hours Health & Safety Emergency:Phone: 604 273-7711Toll-free: 1 866 922-4357 (WCB-HELP)
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09/12 PRINTED IN CANADA SB03