2537 Courses in Glasgow

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: See commercial awareness as not just another skill-set, but as a different mind-set Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools Define your commercial objectives Develop a strategic focus Start looking at service clients as market segments Analyse, in a competitive context, your service offering Plan a commercial strategy, prepare for its implementation and see it through to execution 1 What is commercial thinking? Understand what it means to be a commercial thinker Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 Defining strategic commercial objectives Defining your key commercial objectives Prioritising your strategic objectives Two key strategic planning tools:Resource and Competency MatrixPESTLE How to apply these tools to your particular situation 3 Developing a strategic focus Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus Developing strategic focus A tool for helping you to make those decisions: using the Ansoff Matrix 4 Defining customer targets How to think more commercially by understanding who all your customers are and how they differ from each other how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation Who are your customers? How do their needs vary? - Scenarios 5 The competitive market place Understanding the competitive forces at play Different types of competition Analysing your competitive environment using Porter's 5 Forces model 6 Meeting stakeholder expectations Two simple models to help you identify the key stakeholders who could influence your commercial environment How to use your stakeholders to help you achieve your commercial objectives 7 Implementation - systems, structures and processes Effective commercial activity involves working with others to implement ideas and strategies What do you need to have in place before you implement your commercial strategy? How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 Implementation - people and culture A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 Tools and checklists Be more commercial within your sphere of influence using a commercial checklist to help you Using the checklist as a benchmark against the most commercially aware organisations Using the checklist as a health check - both corporately and individually

Running a successful project requires skills in planning, budgeting, tracking deliverables and stakeholder management. An area that can be neglected by project managers is the 'people side' - not the project team themselves but the end-users, those who will be affected by the project. Too often there is a single line at the end of the project plan that says 'Comms and Training'. If people are going to have to work differently and learn some new processes, then there is work to be done by the project team to help them through the emotional side of the change. This session explores why it's important to bring people along when a change is being made. It will provide project teams with the skills and knowledge either to manage the people change plan themselves or to secure the right resources for their project. Understand the importance of the 'people side' of change 8 'Golden Rules' of change management - overview How to create a simple but effective change plan Adoption Benefits of good change management 1 Introduction Objectives and agenda People and projects - why is it important? The Change Curve - the emotional side of change 2 8 'Golden Rules' of change management - including... Role of the sponsor Communication Resistance to change 3 Change plan Elements of a change plan Change impact assessment Alignment with the project plan 4 Adoption Who owns the change? The vital role of the manager Feedback and action loops 5 Benefits Estimating the costs / benefits 6 Next steps Summary of key learning points Reflection on next steps 7 Close

If you're looking for a short, sharp high-impact intervention that will help motivate and inspire your sales team then a 'bite-sized' session could be just what you're looking for. We have a range of sessions that can be delivered on an 'off-the-shelf' basis, or they can be tailored to your specific requirements or, of course, we can develop something specifically for you on an entirely bespoke basis. And the length of the session is entirely up to you - 45-minutes, an hour, a half-day - whatever you prefer. Sessions can be run for small groups as part of your regular team meetings or they can be delivered for larger audiences, conference-style - the choice is yours. The session outlines below are just to give you an idea of the possibilities. If one of them whets your appetite please just give us a call on 01582 463463 to talk through what we can do for you - we're here to help!

Bad news - people don't buy your product. Better news - they don't buy anyone else's product either. Best news - they do buy what a product gives them, whether it be removing 'pain' or giving 'pleasure'. So what a challenge it is that every single person buys your product for a slightly different reason! What's the secret to selling in that sort of sales environment? This programme provides a great roadmap. This course will help participants: Build rapport with authenticity Use open questions, listening and summary to properly understand the prospect Use 'impact' questions to 'stack the pain' of remaining with the status quo Convert features into personalised benefits that reflect stated needs Handle objections with calm confidence Identify buying signals Close effectively Convey credible urgency centred on the prospect's - not the salesperson's - interests 1 What makes a customer buy any product? Moving towards 'pleasure' Moving away from 'pain' Robert Cialdini's Psychology of Influence - buying motives Understanding what your product does for customers Why there is never a 'one size fits all' approach What are the real 'unique selling points' and why the salesperson is the real 'USP' At what point does the customer emotionally buy your product? 2 Getting past gatekeepers What gatekeepers' motivations are How to make them your friend rather than your enemy How to make your call harder to block than to put through How to control the gatekeeper with questions, not answers Using Cialdini's 'reciprocity' law to get put through more often Practical exercise in which the trainer poses as gatekeeper 3 Questioning and listening skills How to use open questions to get the customer talking What questions to avoid and why How to 'stack the pain' of the status quo with 'impact questions' Practical 'pain stacking' exercise in pairs What listening is and what it isn't Question funnelling - how to earn deeper disclosure through probing Practical funnelling exercise in pairs The power of summary 4 How to create tailored benefits and not 'dive into solution' What is 'diving into solution'? Examples and analogies Why it is to be avoided Practical exercise in pairs - how it feels to have solutions offered up too early How to avoid 'feature-dumping' What is 'value selling'? How to create tailored benefits How to convert product features into benefits How to deal with the prospect's competitor allegiance 5 Handling objections and testing the water How to overcome the price objection by selling value Common objections the participants encounter and answers that work The objections salespeople carry in their own heads The 'A-C-E' objection-handling model How to uncover objections When - and when not - to trial close 6 Closing skills Why salespeople often close too early How to identify buying signals How to use urgency with skill and effectiveness Four killer closing techniques that work How to avoid buying the product back by careless post-sale talk How to ask for referrals for your product How to 'farm' the account for future opportunities 7 Wrap-up Key learnings from each participant Individual action planning - steps that can and will be implemented in the workplace

As technology continues to develop and increasingly interact with our daily lives, so must our sales techniques to ensure we're leveraging advances in how people do business to our advantage. It is essential for all salespeople to understand how to navigate the various tools at our disposal and grow their skills and confidence to put them into action in order to build a solid business pipeline. We have developed this programme to be practical, fun and interactive, whilst ensuring that participants will learn how to utilise new technology to their advantage, self-generate new business leads and opportunities, gain additional business and referrals from existing contacts, and save time and effort using proven business development skills. This course will help participants: Understand the 'organized persistence' model of sales prospecting Develop skills in using video, online and social media to generate interest Understand how to write effective sales and outreach emails and using online tools Develop techniques for effectively managing telephone appointments Learn ways to use LinkedIn for connecting with customers and prospects Develop networking skills and learn how to source and develop referrals and professional introductions 1 Key principles of smart sales prospecting Set your sales prospecting goals and objectives Elevator pitch, core messages and your value proposition Targeting and segmenting your market 'Organised persistence' using your CRM effectively 2 Setting appointments by telephone - planning and preparation Why calling still works and the best times to call Creating a call prompt sheet: Opening a call and taking control Giving a reason to meet Key questions to ask Overcoming the cold calling blues 3 Setting appointments by telephone - advanced skills Giving a reason to meet and 'selling the appointment' Key questions to ask that will create interest and motivation to meet Voice tone, power words, phrasing, pausing, responding Getting past gatekeepers and getting through 4 Using LinkedIn for research and follow-up Why LinkedIn matters and how to use it Finding new contacts, connecting and Inmailing Short-cuts and advanced skills 5 Email strategies that work Using AIDA and other templates for sales emails Using personalized video emails to create interest Vertical targeting emails, with examples Building awareness with an email chain

This programme has a simple objective: to help a sales team create and implementa comprehensive account development plan. If you want to earn strategic partner or preferred supplier status with your clients and customers then you need to add value to their business, consistently, and you can only do this if you have a plan - a key account management plan. This programme will help participants: Discover opportunities - through a deeper understanding of the customer's business Develop partnership - through a better 'value proposition' for the customer Increase repeat business - based on higher customer satisfaction Improve synergy - by getting everyone to 'sing from the same hymn sheet' Develop a collaborative account plan - validated by the customer and their own management Secure resources - management will align resources to execute soundly based account plans Win an increased share of 'customer wallet' - through systematic account development 1 The six principles of strategic account development Introduction to the PROFIT account development model:- Performance- Relationships- Objectives and goals- Feedback- Integration- Teamwork Practical account development strategies: overview and case studies 2 Performance Use practical tools to help you manage and measure account performance and success Design and build a monthly account dashboard for all sizes of account Prioritise and manage accounts and customers pro-actively and successfully, using proven planning tools Develop a cross-selling strategy to integrate products or solutions into the customer's business as closely as possible 3 Relationships How to build and manage key relationships within an account Qualifying and managing key influencers accurately Producing a 'relationship matrix' for each account quickly and easily Approaching and developing new contacts strategically Tools and techniques for successful tracking of contacts and call-backs Developing a coach or advocate in every customer organisation pro-actively 4 Objectives and goals Where are you now? - how to establish your competitive position within an account Know how to set, monitor and track key objectives for accounts over the short, medium and long term Selling against the competition - developing both long- and short-term sales strategies 5 Feedback - building loyal and satisfied customers The correct way to manage customer expectations and create listening loops within an account How to monitor and track your customer's perception and satisfaction with your organisation Building a personalised satisfaction matrix for each account Customer review meetings - best practice in building loyalty by regular joint planning events Understanding the concept of long-term customer value and the importance of adapting a customer-focused attitude 6 Integration How to integrate your products or solutions with the customer's business needs and processes Spot and react to early warning signals that may cause an account's loyalty to fade, reduce revenue or switch to a competitor Developing a loyalty strategy for key accounts or groups of smaller accounts Getting your message and strategy across to C-level contacts 7 Teamwork Working with others to achieve your account goals Gaining internal commitment from your organisation Managing and working with a virtual team Creating cross-departmental communication loops 8 Putting it all together Personal account reviews Personal learning summary and action plans

It's a fact of life that costs generally increase and as a result prices must go up too. Implementing an increase without losing customers is challenging. Talking about a price increase with customers never makes for an easy conversation. Your customers will generally decide whether to accept the increase based upon value, as well as the hassle cost of switching and going elsewhere. Even the most experienced salesperson who has implemented price increases before will be fighting back the nerves when faced with the task of 'selling' the increase. In this flexible programme, we will support your internal preparations at whichever stage you and your colleagues are at. From making the decision to increase prices, right through to those on the frontline already dealing with any push-back. This programme will help participants: Understand the business case for increasing prices Take steps to research the market Consider their customers' motivations Use the six principles of influence Identify and adapt for different personality styles Assess their level of trust with customers Build rapport rapidly with their customers and prospects 1 Raising prices - keys to success Understanding the business case Researching the market Assessing the value of your offering 2 Understanding your customer base Assessing your key accounts What is your 'target' customer range? Creating consistency in pricing approach 3 Planning the increase Timing your implementation Communication strategy Elements of a good price increase letter 4 Developing influencing skills The Trust Equation The six principles of influence Discovering your customer's buying decisions 5 Emotional intelligence and price increases The part emotion plays Developing strategies for keeping calm Handling your customer's responses 6 Understanding different customer styles Discover your own style Recognising behaviour traits in others Adapting your approach to their style 7 Preparing for customer contact Preparing for specific customers Anticipating their response Dealing with challenging customers 8 Following through Maintaining a consistent approach Resisting requests for discounts Confirming the increase in writing

Do you hear yourself saying the same thing over and over again? Do you want to bring some new skills to your role? If you have been in a sales role for some time it is easy to fall into a comfortable pattern. This workshop will help you incorporate advanced techniques drawn from NLP, behavioural science and social psychology into your existing skills. This course will help you: Use the consultative sales process to achieve more cross-sales Employ advanced rapport-building skills Assess the buying preferences of a customer Articulate the link between customer goals and needs Identify your customer's needs and wants Use advanced questioning techniques to gather information Resist the temptation to tell when it would be better to ask Identify communication preferences Given various scenarios, present a product to the explicit need of a customer Appreciate the impact of the language used during this stage of the sale and decide what language is appropriate with a variety of customers Handle objections positively Close the sale or gain commitment to further action 1 Introduction Aims and objectives of the training Personal introductions and objectives Self-assessment of existing sales skills Overview of content 2 Understanding yourself and your customers Personal communication style and what this means in a sales situation Wants versus needs What motivates people to buy Using social media tools such as LinkedIn Managing your portfolio to maximise sales Preparing to sell 3 The sales process Overview of the consultative sales process Review personal strengths and weaknesses as a salesperson Habits of top-performing sales people Common pitfalls Articulate sales goals 4 Building rapport 11 decisions that customers make in the first 9 seconds Spotting buyer communication preferences Building rapport with a wide variety of customers Dealing with emotions Keeping control 5 Questioning and listening Assumptions and how they trip us up Structured questioning Looking for cross-sales Honing your listening skills Identifying buyers' motivation Using summaries to move the customer forward 6 Presenting products and services to customers Choosing the right time to present Using features, advantages and benefits Tailoring your presentation of products and services to match buyer preferences and motivations 7 Gaining commitment When to close Dealing with difficult customers 5 things to avoid when handling a customer objection 8 Managing your business The link between service and sales Using customer surveys Winning back lost business 9 Putting it all together Skills practice Personal learning summary and action plans

The aim of this programme is to help attendees create better quality technical documents in an organised and efficient manner. It will give those new to the topic an appreciation of how to approach the task professionally whilst those with more experience will be able to refresh and refine their skills. The programme comprises three complementary one-day modules: The programme presents a structured methodology for creating technical documents and provides a range of practical techniques that help delegates put principles into practice. Although not essential, it is strongly advised that delegates for modules 2 and 3 have already attended module 1, or another equivalent course. Note: the content of each module as shown here is purely indicative and can be adapted to suit your particular requirements. This course will: Explain the qualities and benefits of well written technical documents Present a structured approach for producing technical documents Review the essential skills of effective technical writing Demonstrate practical methods to help create better documents Provide tools and techniques for specification and report writing Review how technical documents should be issued and controlled Note: the content of each module as shown here is purely indicative and can be adapted to suit your particular requirements. Module 1: Essential skills for technical writers 1 Introduction to the programme Aims and objectives of the module Introductions and interests of participants 2 Creating effective technical documents What is technical writing? how does it differ from other writing? Key qualities of an effective technical document Communication essentials and the challenges faced by technical writers The lessons of experience: how the best writers write The five key steps : prepare - organise - write - edit - release (POWER) 3 Preparing to write Defining the document aims and objectives; choosing the title Understanding technical readers and their needs Getting organised; planning and managing the process Integrating technical and commercial elements The role of intellectual property rights (IPR), eg, copyright 4 Organising the content The vital role of structure in technical documents Deciding what to include and how to organise the information Categorising information: introductory, key and supporting Tools and techniques for scoping and structuring the document Creating and using document templates - pro's and con's 5 Writing the document Avoiding 'blinding them with science': the qualities of clear writing Problem words and words that confuse; building and using a glossary Using sentence structure and punctuation to best effect Understanding the impact of style, format and appearance Avoiding common causes of ambiguity; being concise and ensuring clarity Using diagrams and other graphics; avoiding potential pitfalls 6 Editing and releasing the document Why editing is difficult; developing a personal editing strategy Some useful editing tools and techniques Key requirements for document issue and control Module 2: Creating better specifications 1 Introduction Aims and objectives of the day Introductions and interests of participants The 'POWER' writing process for specifications 2 Creating better specifications The role and characteristics of an effective specification Specifications and contracts; the legal role of specifications Deciding how to specify; understanding functional and design requirements Developing the specification design; applying the principles of BS 7373 Getting organised: the key stages in compiling an effective specification 3 Preparing to write a specification Defining the scope of the specification; deciding what to include and what not Scoping techniques: scope maps, check lists, structured brainstorming The why/what/how pyramid; establishing and understanding requirements Clarifying priorities; separating needs and desires: the MoSCoW method Useful quantitative techniques: cost benefit analysis, QFD, Pareto analysis Dealing with requirements that are difficult to quantify 4 Organising the content The role of structure in specifications Typical contents and layout for a specification What goes where: introductory, key and supporting sections Creating and using model forms: the sections and sub sections Detailed contents of each sub-section Exercise: applying the tools and techniques 5 Writing the specification Identifying and understanding the specification reader Key words: will, shall, must; building and using a glossary Writing performance targets that are clear and unambiguous Choosing and using graphics Exercise: writing a specification 6 Editing and releasing the document Key editing issues for specifications Issue and control of specifications Module 3: Writing better reports 1 Introduction Aims and objectives of the day Introductions and interests of participants The 'POWER' technical writing process for technical reports 2 Creating better reports What is a technical report? types and formats of report The role and characteristics of an effective technical report Understanding technical report readers and their needs The commercial role and impact of technical reports Getting organised: the key stages in compiling a technical report 3 Preparing to write reports Agreeing the terms of reference; defining aims and objectives Being clear about constraints; defining what is not to be included Legal aspects and intellectual property rights (IPR) for reports Preparing the ground; gathering information and reference documents Keeping track of information: note making, cataloguing and cross referencing Tools and techniques for developing a valid and convincing argument 4 Organising the content The role of structure reviewed; some typical report structures Who needs what: identifying the varied needs of the readership What goes where: introductory, key and supporting sections Creating and using model forms: the sections and sub sections Detailed contents of each sub-section Exercise: applying the tools and techniques 5 Writing the report Planning the storyline: the report as a journey in understanding Recognising assumptions about the reader; what they do and don't know Converting complex concepts into understandable statements Presenting technical data and its analysis; the role of graphics Presenting the case simply whilst maintaining technical integrity Exercise: writing a technical report 6 Editing and releasing the report Key editing issues for technical reports Issue and control of technical reports

A flexible, modular-based, programme to heighten participants' awareness of ways in which their operations can affect the environment, the principles of environmental management and the practical steps they need to take as individuals and as an organisation to improve environmental performance. Depending on the course modules selected, this programme will give participants: Increased awareness of relevant environmental issues A greater understanding of, and commitment to, the organisation's environmental management programme Preparation for any responsibilities they may have under an Environmental Management System Further benefits according to options chosen 1 Environmental awareness Definition of 'the environment' Key environmental issuesGlobal warmingOzone depletionAcid rainAir qualityWater pollutionContaminated landLand take and green belt shrinkageResource usageHabitat destruction and species extinctions. Option: This module can be used to explain the key environmental issues related to the activities of your own organisation. Diagrams, photos, pictures, examples and statistics relevant to your own organisation are used where possible to illustrate the points being made. 2 Environmental legislation Key elements of environmental legislation affecting the activities of your organisation - including international, European and UK legislation. Legislation of particular relevance to your organisation - how it affects the operations of your organisation Option: Legislation can be dealt with according to which aspect of the environment it protects (eg, air, water, waste) or which part of your organisation's activities it affects Consequences of breaching legislation 3 Environmental management systems Overview of what an environmental management system isHow is an Environmental Management System (EMS) designed and put together?Key elements (emphasising Plan - Do - Check - Review cycle)The need to continually improve Pros and consReasons for having an EMSBenefits of an EMSConsequences of not managing the environmentCosts of installing an EMS Explanation of ISO 14001 and EMAS standards and guidance as applicable to the EMSs of your organisationOverview of your organisation's EMSHow it was set up / is being developed / operatesWho is responsible for itKey parts of system (eg, environmental policy, objectives and targets) identified and discussedEMS documentation - what and where it is. Workshop option: Brainstorm 'Pros and cons' with the participants, come up with all their ideas for good and bad things about EMS and demonstrate that the 'good' list is longer than the 'bad' 4 Environmental consequences Define what an environmental impact is and discuss how they are determined, with reference to the EMS Identify why we want to determine the environmental consequences of operations and activities; how they are used in the EMS for planning, and reducing the impact on the environment Establish key environmental consequences of construction and operational activities on the site; discuss significance ranking and the control measures in place in your organisation. Workshop option: In small groups, participants are asked to identify the impact on the environment of your organisation's activities or a part of their activities. They are then asked to rank these impacts in terms of their significance, using guidelines provided to help them be aware of the contributing factors (eg, frequency, severity). For a selected number of the impacts, the participants are asked to identify what control measures there are and which of these they play a part in. All stages can be discussed with trainers as a whole group at various stages during the workshop. 5 Protected species, nature conservation and invasive weeds Nature conservation, landscape and visual issues in the planning process - overview of key nature UK wildlife legislation, EIA, appropriate timing of surveys, Hedgerow regulations and landscape and visual impact issues Ecological issues - ecological legislation, significant species, hedgerows Archaeology in the development process - why archaeology is important, organisation in the UK, legislation and planning guidance Construction phase issues and consents - major environmental issues during construction, including water resources and land drainage consents, discharges to land or water, water abstraction, public rights of way, tree protection, waste management, Special waste, noise, good practice pollution control and Environmental Audits Identification and management of invasive weeds - including legal position regarding management 6 Chemicals and fuels handling and storage How health and safety management is closely linked to environmental management of materials Planning - what mechanisms are in place for planning materials use; legislation, guidance and policies which define how to manage materials Materials storage - what are the considerations for storing materials, covering:Labels: what are the different types and what do they tell us?Storage facilities: what are the requirements for safe storage of materials (eg, signs, secondary containment, access, segregation, lids/covers)Handling: safe handling for protecting the environment, organisational procedures, high risk situations (eg, decanting, deliveries), how to reduce the risks (eg, use of funnels, proper supervision, training)COSHH and MSDS: brief explanation of legislation and its role in environmental control of hazardous materials, how to use the information provided by COSHH assessments Option: These sessions can be illustrated with photographs/pictures and examples of good and bad storage and handling practices Workshop Options: Labelling Quiz - quick-fire quiz on what different labels tell us; Build a Storage Facility - participants are asked to consider all the environmental requirements for building a safe storage facility for their organisation 7 On-site control measures Overview of the legislation associated with nuisance issues on site and mitigating problems when they arise Examples of bad practice, including fuel storage tanks and mobile equipment - costs involved with prosecution of fuel spills, remediation costs, management costs, legal fees, bad PR coverage Identification and management of contaminated land and relevant legislation Workshop option: Participants are provided with a site plan containing information on site features, environmental conditions and indications of potential issues 8 Waste management Why worry about waste? - a look at how waste disposal can impact on the environment, illustrated by examples of waste-related incidents, statistics on waste production on national, industry-wide and organisational levels, landfill site space, etc Legislation - overview of the relevant legislation, what the main requirements of the regulations are, what penalties there are, and the associated documentation (waste transfer notes) Waste classification - a more in-depth look at how waste is classified under legislation according to hazardous properties, referring to Environment Agency guidance Handling and storage requirements - what are the requirements of the applicable waste legislation and how are they covered by organisational procedures? Examples of good and bad environmental practice associated with handling and storing waste. Workshop option: 'Brown bag' exercise - participants pass round a bag containing tags each with a different waste printed on. They are asked to pick out a tag and identify the classification and the handling, storage and disposal requirements for the waste they select Waste minimisation - overview of the waste minimisation 'ladder' and its different options (elimination, reduction, reuse and recycling), benefits of waste minimisation, examples of waste minimisation techniques Workshop option: Participants are asked to identify opportunities that actually exist within the organisation for minimising production of waste that are not currently being taken advantage of 9 Auditing Requirements for environmental auditing of operations Auditing the EMS Types of internal and external audits Requirements EMS standards (ISO 14001 and EMAS) Carrying out internal audits and being prepared for external audits Workshop options:Mock audit 'Brown Bag' - can be used either for trainers to test participants as if they were in an audit situation, or for the participants to test each other and practice their auditing technique. The bag contains tags each with a different topic printed on (eg, waste skips); participants pass the bag round and select a tag; they are then questioned by the trainer or another participant about that topic as if they were in an audit situation. If the participants are auditing each other, they will be provided with a set of guidelines to keep in mind during the workshop.Virtual auditing - a more practical workshop where participants review photographs of situations/activities relevant to the organisation's operations. They are asked to identify all the good and bad environmental practices that are occurring in the situations. 10 Incident response What should you do when an incident does happen? What should be in a spill kit? When should you call in the experts? When should you inform the Environment Agency or Environmental Health Officer? Workshop option: The participants are provided with some incident scenarios and asked to develop a response to the incident 11 Monitoring and reporting Environmental monitoring programmes and procedures Monitoring and reporting as control measures for environmental consequences Monitoring and environmental 'STOP' card systems - personal and behavioural monitoring and reporting