1307 Courses in Leeds

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.

Our First Aid At Work Requalification Course is intended for anybody who has previously completed a First Aid At Work Course and whose certification is about to expire. This training will refresh your understanding of first aid, whilst also giving you the confidence to respond appropriately in an emergency situation.

Masterclasses? Refreshers? Introductions? It depends what you're looking for and where you want to pitch them, but here are six tried-and-tested highly focused sessions that organisations can take individually or as a series, to help develop their teams' project management capabilities one topic at a time. Objectives for each individual session are set out below, as part of the session outlines. Taken together, as a series, however, these modules are an ideal opportunity to develop your team's levels of project management capability maturity, whether that's by introducing them to the basic principles, refreshing them on best practice, or giving them the opportunity to really drill down into a specific area of challenge in your particular operating environment. Session outlines 1 Stakeholder management Session objectives This session will help participants: Understand why stakeholders matter to projects Be able to identify and engage stakeholders Be able to categorise stakeholders by their significance 1 Key principles What does 'stakeholder' mean - in theory? What does this mean in practice? Why stakeholders matter Consequences of missing stakeholders The stakeholder management process:IdentifyAssessPlanEngage 2 Identifying stakeholders Rapid listing CPIG analysis PESTLE analysis Drawing on the knowledge and experience of others Other ways to identify stakeholders 3 Assessing stakeholders Which stakeholders are significant? Stakeholder radar Power-interest maps Power-attitude maps 4 Planning The adoption curve Dealing with obstacles Who should engage which stakeholder? How should the project's organisation be structured? How will communication happen? 5 Engaging Seven principles of stakeholder engagement 2 Requirements and prioritisation Session objectives This session will help participants: Understand how clarity of requirements contributes to project success Use different techniques for prioritising requirements Agree requirements with stakeholders Manage changes to requirements 1 Understanding and managing stakeholder needs and expectations What are 'requirements'? What is 'requirements management'? Sources of requirements - and the role of stakeholders Are stakeholders sufficiently expert to specify their needs? Do they understand the detail of what they want, or do they need help to tease that out? What do stakeholders want to achieve? Working within constraints Prioritising requirements - three techniques 2 MoSCoW prioritisation 'Must have', should have', 'could have, 'won't have this time' When to use MoSCoW 3 The Kano Model Customer satisfaction - 'attractive' and 'must-be' qualities When to use Kano 4 Value-based prioritisation Understanding risk v value Using risk v value to prioritise features and schedules 5 Agreeing requirements Perfect v 'good enough' Establishing acceptance criteria Requirements traceability Agreeing project scope 6 Changing requirements Why requirements change Why change control matters Impact on projects A formal change control process Paying for change - managing change for different types of project 3 Estimating Session objectives This session will help participants: Understand the different purposes estimates satisfy Be able to use different estimating techniques Understand how to achieve different levels of accuracy 1 Key principles What's an estimate? Informed guesswork What needs to be estimated? Costs, resources, effort, duration Tolerances Precision v accuracy 2 Estimating through the lifecycle Start Plan Do 3 Early estimates Comparative ('analogous') estimating Parametric estimating Using multiple estimating techniques 4 Bottom-up estimating Bottom-up ('analytical') estimating Pros Cons 5 Three-point estimating Three-point ('PERT': Programme Evaluation and Review Technique) estimating Uncertainty and the range of estimates Calculating a weighted average Three-point with bottom-up 4 Scheduling Session objectives This session will help participants: Understand how to create a viable schedule Be able to use different forms of schedule Understand the concept of the critical path 1 Key principles The planning horizon Rolling wave planning Release planning 2 Viable scheduling Creating a viable schedule Define the scope Sequence the work Identify the risks and build in mitigations Identify the resources Estimate the effort and durations Check resource availability Refine until a workable schedule is produced 3 Critical path analysis The critical path Network diagrams Sequence logic Practical application:Network diagram with estimated durationsThe 'forward pass'The 'backward pass'Calculating total floatIdentifying the critical pathCalculating free float Gantt charts 5 Risk and issue management Session objectives This session will help participants: Understand the difference between risks and issues Be able to identify and assess risks Understand ways of mitigating risks Manage issues 1 Key principles Understanding risk Threats and opportunities The risk management processPreparation - proactive risk managementThe process - identify, assess, plan, implementStakeholder communication Roles and responsibilities Risk management strategy The risk register Risk appetite 2 Risk identification Brainstorming Interviews Assumption analysis Checklists 3 Risk assessment and prioritisation Probability, impact and proximity Triggers Qualitative risk assessment Qualitative impact assessment Qualitative probability assessment Probability / impact grid Bubble charts Risk tolerance 4 Planning countermeasures To mitigate or not to mitigate? Categories of risk response Avoid and exploit Reduce and enhance Transfer Share Accept Contingency Secondary risks 5 Issue management What is an issue? Tolerances Issues and tolerances The PRINCE2 view of issues Ownership of issues An issue management process Issue register 6 Budgeting and cost control Session objectives This session will help participants: Understand what to include in a budget - and why Choose - and use - the appropriate estimating technique Align the budget with the schedule Understand how to monitor spend and control costs Trouble-shoot effectively to get projects back within budget Session format Flexible. The session can be tailored to the participants' average level of project management maturity - a 60-minute session (delivered virtually) is an effective introduction. A 90-minute session allows for more in-depth treatment. A half-day session (face-to-face or virtual) gives time for a more challenging workshop, particularly to discuss specific cost control issues with any of the participants' current projects. 1 Where is the money coming from? Can we pay from revenue? Do we need to borrow? How long will the project take to pay back? The lifecycle of the budget Through-life costs Stakeholder involvement 2 Estimating costs Reminder: the relationship between estimates Reminder: possible estimating techniques What do we need to estimate?PeopleEquipmentMaterialsFacilities and operating costsWork package estimateEstimated project costs Estimating agile projects 3 Aligning budget and schedule Scheduling and financial periods Spreading the budget 4 Reserves and agreeing the budget Contingency reserve Management reserve Agreeing the budget 5 Cost control Planned spend over time Actual spend over time Work completed over time Evaluating different scenarios: delivery v spend 6 Trouble-shooting Why are we where we are? What has caused the project to spend at the rate it is? Why is it delivering at the rate it is? What are the root causes? What can we do about it?

This course explores Autism and the current body of thinking and knowledge around Autistic Spectrum Disorders. This enables learners to consider how to adapt their practice with useful strategies to better support an individual with autism.

This workshop will help you improve the impact, clarity, accuracy and effectiveness of your sales proposals. It takes bid and proposal teams right through the process, from start to finish - from forming the team and gathering the information, through to writing and reviewing the proposal document, and on to presenting it to the client. The learning points shared in the programme come from the trainer's extensive real-world experience with a wide variety of businesses. As a result of attending this programme, participants will be able to: Write more clearly, more grammatically and more persuasively Structure their written communications more effectively Avoid the 'howlers' that can cost you business Impress your clients Win more business 1 Bid strategy How to combine your knowledge of the market or customer, your products and services, and your competitors, to create a quality bid New insights into your comparative advantages and competitive position in the marketplace Understanding more about how your client views you and other suppliers A plan of attack to build on your strengths and attack the weaknesses of your competition Dealing with RFP/ITT situations 2 Teamwork How a bid or proposal team needs to prioritise and manage preparation time Co-ordinating input from team members Agreeing responsibilities 3 The importance and role of a well-written sales proposal Why bother? - the value of the sales proposal to you and to the customer What the customer wants and needs to make a decision in your favour Understanding and delivering on customer expectations Review and discussion of different proposals - with real-life examples 4 The best way to structure your sales proposals A section-by-section, page-by-page review of best practice in structuring great sales proposals How to improve the way you match your proposal to the customer's objectives and requirements Plan your sales documents systematically - to make them easy to read and more persuasive How to make your proposal look like the 'least risky' option 5 Making your proposal a compelling and persuasive proposition Choosing the right words that sell effectively Selecting the right content and information for your document or proposal Using an option matrix to summarise complex choices and increase final order value How to write an executive summary 6 Well-written and error-free Developing your writing style for maximum impact Expressing the content (ie, selling points) clearly, concisely and correctly Proof-reading and editing work effectively, using formal marks and techniques Improving visual layout, format and appearance Keeping it customer-focused 7 Presenting to the client - overview Presentation options Understanding the client's objectives - as well as your own The proposal review meeting - logistics Managing to the next step Designing and delivering a compelling presentation Isolating objections and concerns Follow-up and follow-through 8 Positioning your final proposal Finalising your bid - presenting the right 'best few' USPs, features and benefits and making them relevant and real to the customer Smart ways to position price and be a strong player - without being the cheapest How to differentiate yourselves by how you present, as well as what you present How to design and deliver a successful bid presentation 9 Bid presentation practice session with structured feedback Participants work in small groups or pairs to prepare and later present a sample section from a real life bid or proposal presentation The trainer will provide assistance and input During group review and discussions, input from others will be encouraged and many best practice ideas summarised 10 Managing the end game How best to draw-out, understand, isolate and answer customer objections, negotiate points and concerns How to read the situation to plan the next step Identifying negotiation tactics - and how to deal with them Planning for a negotiation and how to get the customer feel they have the 'best deal' 11 Workshop summary and close

What do engineers and project managers need to know of finance? 'Nothing - leave it to the accountants!' No, no, no! Engineers must be conversant with the terminology and statements that accountants use. Technical expertise in projects, service delivery, production or other areas can only really be harnessed if the managers understand the accounting and reporting that drives businesses. This course gives the necessary understanding to project, production and technical managers. It develops their skills in understanding financial and management accounting. Accountants may not always like it but a major part of their work is to be the 'servants of business' and to gather, compile and present your figures. So you must understand the figures - they belong to you, your processes or projects. There are many reasons for maintaining accurate accounts. This course focuses on the strategic issues (those over-used words) - what figures reveal about the drivers of business and what they reveal about the day-to-day issues that accountants bother you with. The course will enhance your understanding of finance and of the accounting issues which affect your projects, production and technical areas of business. This course will help you: Understand the business world in figures - make sense of what the accountants are telling you Appreciate what drives business - and how this affects your role in your part of the business Relate your activities to the success of the business - through figures Gain the skills to advance in management - financial awareness is a 'must have' if you are to progress in your career 1 What do accountants do? The finance function, types of accountant, financial v management accounting and the treasury function Understanding the role of the finance function and how the information you provide may be used 2 The basic financial statements Balance sheets and income statements (P&L accounts) What they are, what they contain and above all what they can reveal - how to read them The accounting process - from transactions to financial statements What underpins the statements - accounting systems and internal controls 3 Why be in business - from a financial perspective The driving forces behind financial information Performance measures - profitability, asset utilisation, sales and throughput, managing capital expenditure 4 Accounting rules - accounting standards Accounting concepts and the accounting rules: accruals, 'going concern' - substance over form and other 'desirable qualities' Accruals - why the timing of a transaction is so important to the finance function Depreciation and amortisation - the concepts and practice Accounting standards - the role of International Financial Reporting Standards 5 Cash The importance of cash flow - working capital management Cash flow statements - monitoring overall cash flows Raising cash - levels of borrowing, gearing Spending cash - an outline of capital expenditure appraisal 6 Budgeting Why budget? - good and bad practice Determining why budgets play a key role and should not be simply an annual ritual Justifying your budgets - the link between the strategic plan and day-to-day budgeting - alignment of company culture Budgets as motivators - the importance of the right culture Techniques to improve budgeting - whether day-to-day or capital budgeting 7 Costing The type and detail of costing very much depends on your business - eg, manufacturing piston rings is quite different from the construction of a power plant Issues with overhead allocation Accounting for R&D 8 Reading financial statements Annual financial statements - why they are produced, what's in them and what you should look for Learning what a set of accounts reveals about a company's current situation, profitability and future prospects 9 Performance measurement - analytical reviews and ratio analysis ROI/ROCE Profitability, margins and cost control Sales - asset turnover Efficiency (asset / stock turnover, debtor / creditor days) 'City' measures Investment (interest / dividend cover, earnings per share, dividend yield)

This training day will help managers explore what they need to do to create a motivating environment at work and learn some theory, tools and ideas to inspire motivation at individual and team level. Motivation is a key factor in effective people management and successful team performance. It involves engaging and inspiring your people and developing them in such ways as to improve their effectiveness and thus have a greater benefit to customers. It can also involve having tough conversations with those who do not seem to be motivated. By the end of the workshop participants will be able to: Identify key motivating factors at work and learn and create ideas to better engage staff Learn a conversation tool to use for challenging discussions Explain their role in motivating staff and understand a range of techniques and approaches to use in the workplace Review learning and have an action plan to take back and implement at work 1 Welcome, housekeeping, objectives Breaking the ice Setting personal objectives 2 Group work: identifying personal motivators and where they come from 3 Defining motivation The characteristics of a motivated team Input and group discussion 4 Factors impacting on motivation at work Using pre-work to identify challenges, hotspots and obstacles Feedback in plenary Exploring the benefits of motivation that address current challenges and agreeing outcomes for change 5 Commitment vs. compliance - organisational engagement and the manager's approach to buy in 6 Team challenge task using a theory about motivation Trainer input and review in plenary 7 Group task - complete a plan for individuals identified in pre-workshop task 8 Skill / will - a motivation tool: trainer input, followed by tasks that are assessed and discussed in peer groups 1-2-1 feedback task on approaches and plans to be taken back and used at work Feedback and plenary review 9 DEAL - a conversation tool: how to construct a conversation plan about motivation with an individual Peer professional 1-2-1s to practice the discussion planned and gain feedback 10 Review, evaluation and action planning

Many managers question the value of appraisal programmes and many line managers believe appraisals are unduly time-consuming and bureaucratic. Yet the appraisal is a vital starting point when it comes to managing performance effectively and it is vital that managers appreciate this. Handled well, the benefits of formal appraisals are enormous. This thoroughly practical workshop has been designed to give line managers the knowledge, skills and confidence to deliver a well-structured appraisal - even in the most challenging circumstances. This course will help participants: Appreciate the benefits of the appraisal process Assess standards of performance objectively Plan and prepare for appraisals effectively Conduct a well-structured appraisal meeting Acquire the essential skills required for effective appraisals Improve their ability to discuss difficult issues more confidently Identify training and development requirements Agree clear and measurable development objectives Complete essential paperwork Understand the need to facilitate continual informal dialogue between appraisals 1 Introduction and course objectives 2 The appraisal process The aim of the appraisal process Understanding the bigger picture - the appraisal process as part of the employee development process The benefits of the appraisal process Common pitfalls Five steps to an effective performance appraisal 3 Step 1 - Assessment Using job standards as the basis for objective assessment Assessment of previous objectives 4 Step 2 - Preparation Documentation required Data on each appraisee Planning the meeting 5 Step 3 - The meeting The skills of appraisal interviewing The structure of the appraisal interview Dealing with poor performance and difficult situations Taking notes and completing documentation 6 Step 4 - Planning ahead and objective setting Identifying action to improve performance and enhance skills Establishing relevant training needs Agreeing SMART performance objectives Formulating a personal development plan 7 Step 5 - Action after the interview Essential paperwork Follow-up and action required between appraisal interviews Continuing informal dialogue 8 Video case study Bullets 9 Conclusion Course review / discussion Preparation of action plans for building on the skills learnt Close

The duty of care is a legal requirement and comes with the job role for any Care worker. It is part of the code of conduct for healthcare support workers and adult social care workers in England and applies as soon as someone receives treatment or care. Employees also have a duty of care to other workers.

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