False August 2008 | The Brink’s Journal | Page 5 Feature Story | Certification of ISO 9001- 2000 in Brink’s Argentina meetings to define improvement projects and the assignment of a scorecard with specific objectives for each level of the organization; a user- friendly manual of all processes through which the company renders its services; branch standards that include a competition for an annual award; outdoor experiences of training and integration; a skills training and certi­fication program designed for operations personnel, and more. After four heavily- focused years, during which the company focused on making process and associated resources more effective and efficient, the focus turned external, to assess how internal processes fulfilled clients’ expectations. Brink’s Argentina’s embarked on the ISO certifica­tion process in order to take a more client- focused approach. The certification of ISO 9001- 2000 is a structured approach toward guarantee­ing quality. ISO helped Brink’s Argentina consolidate what had been achieved and set new goals for the company. WHAT ARE ISO STANDARDS? The International Standardization Organi­zation ( ISO) has its headquarters in Geneva and it is comprised of a network of institutes in 156 countries. ISO ´ s objective is to reach a consensus on the solutions that meet Commercial and Social demands both for clients and users. Over time, these standards, while voluntary for companies to adopt, have become a requisite to maintain a competitive position within the market ISO 9001 is an international norm applied to Quality Management Systems. It focuses on all elements of quality management that a company must embrace in order to manage and improve its products and services. WHY TO IMPLEMENT ISO ISO is a fulfilling and integrating process for a company’s employees. As quality procedures roll out across the organization, in order to obtain and maintain the certi­fication, all employees must be diligent to work with quality and respect in support of the defined standards. In addition, ISO offers an excellent opportunity to comprehensively review company procedures critically, searching for opportunities to improve their efficiency and discarding activities that do not add value. It is surprising to discover the number of processes that can be done away with as part of this assessment. Many companies view ISO certification as a standard requirement as part of their the best practices, others as a means to meet their supplier’s demands, while others see it as a powerful marketing tool that differ­entiates the company from competitors. Brink’s Argentina initially sought ISO in order to make an exhaustive review of its applied processes and resources, with the goal to understand if its products and services met clients ´ expectations. Following HPT with ISO was a logical sequence in the company’s pursuit of quality and excellence. Brink’s Argentina CEO Gabriel Allen adds, “ Without a doubt, achieving ISO 9001 has not only been a smart thing for improving the quality of Brink’s Argentina as a whole, it is yet another differentiator that our clients have taken note of, and they recognize Brink’s as a world- class multina­tional company.” Achieving ISO certification has been an important advancement in the process of continuous improvement at Brink’s Argentina. It is more focused than ever on meeting clients ´ expectations and aligning each employee around a common goal of quality and excellence. Gabriel Allen, General Manager ( CEO), showcases the ISO 9001 certificate. Guillermo Coccoz As Director of Operations for Brink’s Argentina, Guillermo Coccoz has managed Argentina’s operations since 2002. A mechanical engineer special­izing in supply chain management, he is highly experienced in setting up quality management systems. Guillermo is a member of the Board of Directors of the Argentine Association of Logistics Professionals ( ARLOG), where he lectures on logistics costs, tools and various other topics. And, Guillermo served as the process leader for “ High Performance Teams” ( HPT) and ISO 9001 Certification for Brink’s Argentina. Guillermo lives and works in Buenos Aires, the headquarters city of Brink’s Argentina.

False Page 6| The Brink’s Journal | August 2008 www. brinksinc. com Quarterly Feature Whether you manage one store or a chain of hundreds, it is important to regularly review your cash- handling practices. Good cash- handling practices and cash- management technology can proactively prevent retail losses stemming from accounting error, theft, and negligence. Here’s a quick overview of how to approach an organization’s cash- handling management: The Human Equation When hiring employees who will handle cash, especially • temporary staff, follow through on reference checks, including criminal records. Bond insurance is a worthy investment for employees handling bank deposits, too. Provide proper training, with cash- handling procedures • continually updated and reinforced. Training should also include staff response in an emergency situation and they use of operational security devices. Assign cash- handling functions ( from receiving cash point • to the deposit) to different employees and rotate the duties regularly. This will minimize the opportunity for anyone to cover up losses in any one part of the cash cycle and make it easier to identify and correct points of breach. Reduce risk by having two people, such as a supervisor and a • staff member, accountable for preparing, posting and, where a trip to the bank is required, delivering the deposit. That Pay Off Good Cash- Handling Practices It’s closing time. What surprises await in your cash reconciliation? While many customers opt to use credit and debit cards, cash is still a highly favoured form of payment and a point of considerable vulnerability for retailers. 6 | Clearly defined procedures and proactive processes help stem losses.