Approved Security Consultancy Full Suite PDF

National Occupational Standards for Security Consultancy
National Occupational Standards for
Security Consultancy
Approved by UKCG
January 2007
Final Version approved January 2007 Page 2 of 115


Units and Elements for Security Consultancy
Unit SCN 1 Confirm clients’ security aims and objectives

Element SCN 1.1 Respond to clients who require security services
Element SCN 1.2 Record details of clients’ security aims and objectives
Element SCN 1.3 Provide proposals to identify clients’ security requirements
Unit SCN 2 Determine security risks to clients’ assets

Element SCN 2.1 Identify and evaluate clients’ assets
Element SCN 2.2 Identify and evaluate threats to clients’ assets
Element SCN 2.3 Identify and evaluate vulnerabilities in clients’ current security
arrangements
Element SCN 2.4 Determine the risks to the protection of clients’ assets
Unit SCN 3 Propose solutions to meet clients’ security aims and objectives
Element SCN 3.1 Research options to meet clients’ security aims and objectives
Element SCN 3.2 Determine potential costs, benefits and effectiveness of options
Element SCN 3.3 Make recommendations to clients for meeting their security aims and
objectives
Unit SCN 4 Oversee the implementation of security measures

Element SCN 4.1 Oversee the implementation of security measures against agreed
specifications
Element SCN 4.2 Research and maintain compliance with current legal and regulatory
requirements during implementation of security measures
Element SCN 4.3 Co-ordinate implementation of security measures against agreed project
plans
Element SCN 4.4 Assess the effectiveness of implementing security measures
Unit SCN 5 Determine the effectiveness of security measures

Element SCN 5.1 Determine the quality and relevance of security provision against given
criteria
Element SCN 5.2 Report potential weakness in security provision
Element SCN 5.3 Provide support to clients
Unit 30 Build and maintain effective customer relations

Element 30.1 Establish effective customer relations
Element 30.2 Maintain and develop effective customer relations
This unit is taken from NOS developed by the Institute of Customer
Services
Unit 36 Develop customer relationships

Element 36.1 Build your customer’s confidence that the service you give will be
excellent
Element 36.2 Meet the expectations of your customers
Element 36.3 Develop the long term relationship between your customer and your
organisation
This unit is taken from NOS developed by the Institute of Customer
Services
Unit A2 Manage your own resources and professional development

This unit is taken from NOS developed by the Management
Standards Centre
Unit A3 Develop your personal networks

Standards Centre

Unit B1 Develop and implement operational plans for your area of

responsibility
Standards Centre
Unit B2 Map the environment in which your organisation operates

Standards Centre
Unit B6 Provide leadership in your areas of responsibility

Standards Centre
Unit B8 Ensure compliance with legal, regulatory, ethical and social

requirements
Standards Centre
Unit C5 Plan change

Standards Centre
Unit D2 Develop productive working relationships with colleagues and

stakeholders
Standards Centre
Unit E1 Manage a budget

Standards Centre
Unit E2 Manage finance for your area of responsibility

Standards Centre
Unit E6 Ensure health and safety requirements are met in your area of
responsibility
Standards Centre
Unit F1 Manage a project

Standards Centre
Unit F2 Manage a programme of complementary projects

Standards Centre
Unit A Ensure your own actions reduce risks to health and safety
Element A1 Identify the hazards and evaluate the risks in your workplace
Element A2 Reduce the risks to health and safety in your workplace
This unit is taken from the ENTO (formerly Employment National
Training Organisation) suite of Standalone National Occupational
Standards for Health and safety, where it appears as unit A.
Unit L6 Develop training sessions

Element L6.1 Identify options for training sessions
Element L6.2 Deliver training sessions for learners


Training Organisation) suite of NOS for Learning and Development
Unit L19 Provide learning and development in international settings

Element L19.1 Identify the things that influence international learning and development
Element L19.2 Design learning and development programmes for international settings
Element L19.3 Produce learning and development materials and support in
international settings
Element L19.4 Deliver training internationally
Training Organisation) suite of NOS for Learning and Development

Manage your own resources and professional Confirm clients’ security aims and objectives Manage a project
development SCN1 F1
A2 • Respond to clients who require security services
• Record details of clients’ security aims and objectives
Manage programme of complementary projects
• Provide proposals to identify clients’ security requirements
Develop your own personal networks F2
A3
Build and maintain effective customer relations

Develop and implement operational plans for Determine security risks to clients’ assets Unit 30
your area of responsibility SCN2 • Establish effective customer relations
B1 • Identify and evaluate clients’ assets • Maintain and develop effective customer relations
• Identify and evaluate threats to clients’ assets
• Identify and evaluate vulnerabilities in clients’ current
Map the environment in which your organisation
security arrangements
operates Develop customer relationships
• Determine the risks to the protection of clients’ assets
B2 Unit 36
• Build your customer’s confidence that the service
you give will be excellent
Provide leadership in your areas of Propose solutions to meet clients’ security aims and • Meet the expectations of your customers
responsibility objectives • Develop the long term relationship between your
B6 SCN3 customer and your organisation
• Research options to meet clients’ security aims and
objectives
Ensure compliance with legal, regulatory, ethical
• Determine potential costs, benefits and effectiveness of
and social requirements Develop training sessions
options
B8 L6
• Make recommendations to clients for meeting their security
• Identify options for training sessions
aims and objectives
• Delivering training sessions for learners
Plan change
C5
Oversee the implementation of security measures
SCN4
Develop productive working relationships with Provide learning and development in international
• Oversee implementation of security measures against
colleagues and stakeholders settings
agreed specifications
D2 L19
• Research and maintain compliance with current legal and
regulatory requirements during implementation of security
Manage a budget measures
E1 • Assess the effectiveness of implementing security
Ensure your actions reduce risks to health and safety
measures
Unit A
• Identify the hazards and evaluate the risks in your
Manage finance for your area of responsibility workplace
E2 • Reduce the risks to health and safety in your
Determine the effectiveness of security measures workplace
SCN5
Ensure health and safety requirements are met • Determine the quality and relevance of security provision
in your area of responsibility against given criteria
E6 • Report potential weakness in security provision against Provide Security Consultancy
given criteria
• Provide support to clients
Services

Key words and phrases
In the Security Industry business sector common usage words such as “risk” and “threat”
have particular meanings. The following is a list of key words and their meanings, in the
context of Skills for Security’s National Occupational Standards.
Asset Anything with value and in need of protection (normally includes people,
information, property and reputation)
Threat An action or potential action likely to cause damage, harm or loss
Risk The probability of a threat occurring
Vulnerability A weakness that can be exploited to damage or harm an asset or to

cause loss
Impact The amount of expected loss or damage
Note that Unit A in this suite,” Ensure your own actions reduce risks to health and safety”, is taken
from the National Occupational Standards developed by ENTO, the standards setting body for
employment and associated areas. Fundamental to this unit is the meaning of the terms “hazard” and
“risk” the Unit includes a definition of both, as used in the specific context of health and safety.

Unit SCN 1
Confirm clients’ security aims and objectives
Overview
This unit defines the national standard of occupational competence covering the area of
confirming clients’ security aims and objectives and applies to clients who may be
government, commercial, and private or not for profit entities. The unit encourages you to
respond to your clients effectively using appropriate methods of communication by setting the
standard for you to :
• Respond to clients who require security services (Element SCN 1.1)

• Record details of clients’ security aims and objectives (Element SCN 1.2)
• Provide proposals to identify clients’ security requirements (Element SCN 1.3)
You must know how and why it is important to communicate with your clients effectively and
how, why and when to use different communication methods. This includes confirming your
understanding of your clients’ requirements and your clients’ understanding of information you
provide.
You must always carry out your work activities following current relevant legislation,
regulations, codes of practice and guidelines relating to providing security measures. You
may have to explain and confirm the limitations of the actions that you and your organisation
can take.
You must be able to record details accurately whilst ensuring you record sufficient relevant
information to develop proposals to meet clients’ security aims and objectives. You should be
able to provide clients with advice on the implications of accepting, modifying or rejecting
proposals.
The knowledge you will need to be competent in this area includes knowing and
understanding from where to access information. You should also know how and why it is
important to maintain the security and confidentiality of recorded information, proposals, your
clients and their security objectives.

Unit SCN 1
Element SCN 1.1

Respond to clients who require security services
Performance Criteria Knowledge Criteria
You must be able to – You must know and understand –

a) respond effectively and promptly 1) how and why it is important to
to clients, using appropriate communicate with clients effectively
methods of communication that and promptly
suit your clients 2) how, why and when to use different
communication methods
b) confirm the authority and
responsibility of the person 3) current relevant legislation,
regulations, codes of practice and
seeking security consultant guidelines relating to providing security
services measures
c) confirm your understanding of 4) the scope and limitations of actions
your clients’ requirements that you and your organisation can
take i.e. determined by capabilities,
d) confirm your clients’ current relevant legislation, codes of
understanding of any information practice, limits of your remit within your
you provide organisation
5) the limits of your remit within your
e) confirm you have access to organisation
sufficient information from which
to develop security proposals 6) the limits of your knowledge and
from where to obtain further
f) explain and confirm your clients’ specialist assistance
understanding of the scope and
limitations of the actions that you 7) how to interpret information from
clients to determine security needs
and your organisation can take
8) how and why you should maintain the
g) maintain the security and security and confidentiality of
confidentiality of information information
relevant to clients and their
security objectives
Range Statement
You must be competent to deal with the following types of –

1. clients: government, commercial, not for profit entities, private
2. methods of communication: verbal, written, face to face
3. requirements : products, services, upgrades, personnel, advice
4. proposals: plans, manuals, procedures, systems, financial budgets
5. limitations: personal, organisational, legal

Unit SCN 1
Element SCN 1.2

Record details of clients’ security aims and objectives
a) record details accurately and in a 1) how and why you should store accurate
retrievable format details of clients’ requirements
2) where and how to access information
b) record relevant information
from other sources when needed
sufficient to develop proposals to
meet clients’ security aims and 3) how and why it is important to maintain
the security and confidentiality of
objectives recorded information
c) take prompt and appropriate
action to deal with identified gaps
of information
d) maintain the security and
confidentiality of information
relevant to clients and their
security objectives
Range Statement
You must be competent to deal with the following types of: –
1. format: text, graphic, electronic, photograph

2. proposals: plans, manuals, procedures, systems, cost estimates

Unit SCN 1
Element SCN 1.3

Provide proposals to identify clients’ security requirements
a) provide clear and accurate details in 1) current relevant legislation, regulations,

proposals to identify clients’ security codes of practice and guidelines relating
requirements to providing security measures
b) provide reports to the appropriate person 2) how and why it is important to include
within agreed timescale clear and accurate details in proposals to
c) ensure proposals are sufficient to identify the appropriate person and within agreed
clients’ security aims and objectives timescales
d) take account of potential constraints 3) how and why it is important to ensure

when developing proposals your proposals are sufficient to identify
your clients’ security aims and objectives
e) provide sufficient details and supporting
information to your clients to enable them 4) typical constraints that might impact on
to make informed decisions about your proposals and how to address them
proposals 5) how and why it is important to provide
f) provide clients with advice on the clients with advice on accepting,
implications of accepting, modifying or modifying or rejecting proposals
rejecting proposals 6) how and why you should maintain the
g) maintain the security and confidentiality security and confidentiality of information
of information relevant to proposals, your
clients and their security objectives.
Range Statement
You must be competent to deal with the following types of: –
1. proposals: financial, budgets, constraints, timescales, resources, activities, outcomes
2. constraints: financial, timescales, resource requirements, legal

Unit SCN 2
Determine security risks to clients’ assets
Overview
determining security risks to clients’ assets and applies to clients who may be government,
commercial, private or not for profit entities. The unit encourages you to identify and evaluate
your clients’ assets and determine the risks to the protection of those assets by setting the
standard for you to :
• Identify and evaluate clients’ assets (Element SCN 2.1)

• Identify and evaluate threats to clients’ assets (Element SCN 2.2)
• Identify and evaluate vulnerabilities in clients’ current security arrangements
(Element SCN 2.3)
• Determine the risks to the protection of clients’ assets (Element SCN 2.4)
You must always carry out your work activities following current relevant legislation,
regulations, codes of practice and guidelines relating to gathering, storing and maintaining
information.
You must be able to gather relevant and sufficient information from different sources to
identify and evaluate clients’ assets. You must be able to collate and take account of relevant
information whilst using logical and systematic analysis of this information to evaluate the
assets.
You must be able to identify and categorise threats and possible methods of attacks on
assets and identify actual and potential vulnerabilities in security arrangements.
The knowledge that you should have to be competent in this area includes understanding
how and why it is important to have sufficient information regarding assets and what to do if
there are any gaps in information. In addition you will be expected to know and understand
how and why it is important to use systematic analysis methods when identifying and
evaluating threats and vulnerabilities.
When determining the risks to the protection of clients’ assets you must ensure you take
account of sufficient valid information and inform clients of situations where there are
imminent risks to assets.
You should be able to produce reports that contain accurate and complete details of risk and
security measure options.
You must know and understand how and why you should maintain the security and
confidentiality of information relevant to your clients’ assets.

Unit SCN 2
Element SCN 2.1

Identify and evaluate clients’ assets

a) gather relevant information from 1) current relevant legislation, regulations,
different sources sufficient to codes of practice and guidelines relating
identify and evaluate clients’ to gathering, storing and maintaining
information
assets
2) how to find information to evaluate
b) collate and take account of all clients’ assets
relevant information to support the
3) why you need to have sufficient
evaluation of assets information regarding clients’ assets and
c) use logical and systematic what to do if there are any gaps in this
information
analysis of information to evaluate
clients’ assets 4) how and why it is important to evaluate
information according to its relevance
d) determine the potential impact to and significance to the security of clients’
your clients through the loss of assets
identified assets 5) how and why it is important to use
systematic analysis methods when
e) take account of critical identifying and evaluating clients’ assets
requirements that could impact
6) how to determine the potential impact to
on the security of your clients’
clients if an asset was to be lost or
assets damaged
f) prioritise the value of identified 7) how and why it is important to take
assets in accordance with criteria account of critical requirements that may
agreed with your clients impact on the security of clients’ assets
g) evaluate relevant information
security and confidentiality of information
according to its usefulness
h) maintain the security and
relevant to your clients’ assets
Range Statement
1. information about assets: nature, value, cost of replacement, potential impact to client
2. sources of information: internal to the client, external to the client, publicly available,
confidential, official or restricted
3. assets: people, property, premises, information, reputation, brand,

4. impact: financial, commerce, reputation, operational, business interruption
5. critical requirements: commercial, contractual, regulatory, insurance

Unit SCN 2
Element SCN 2.2

Identify and evaluate threats to clients’ assets
Performance Criteria - Knowledge Criteria -

to gathering information
identify and evaluate threats to
clients’ assets 2) how to find information to identify and
evaluate threats to the security of clients’
b) collate and take account of all assets
relevant information to support the 3) why you need to have all the relevant
evaluation of threats, including the information regarding the threat to the
sources of threats security of clients’ assets and what to do
if there are any gaps in this information
c) use logical and systematic
4) how and why it is important to evaluate
analysis of information to evaluate
threats to the security of clients’ and significance to the security of clients’
assets assets
d) categorise threats and possible 5) how and why it is important to use
methods of attack on assets and systematic analysis methods when
identifying and evaluating threats to
potential security measures
clients’ assets
e) evaluate relevant information to 6) how and why you should maintain the
determine its usefulness security and confidentiality of information
f) maintain the security and
relevant to threats to your clients’
assets.
Range Statement
1. information about threats: sources, possibility and probability of attack, capability of

source
confidential or restricted, official or restricted
3. assets: people, property, premises, information, reputation, brand
4. sources of threats: external to the client, internal to the client
5. threats: commercial, financial, criminal, natural disaster or hazard, political, actual,
potential, accidental, deliberate

Unit SCN2
Element SCN 2.3

Identify and evaluate vulnerabilities in clients’ current security arrangements
Performance Criteria - Knowledge Criteria -

to providing security of assets
identify and evaluate
vulnerabilities in clients’ security 2) how to identify and evaluate threats to
clients’ assets
arrangements
3) why it is essential to have all the relevant
b) collate and take account of all information regarding the vulnerabilities
relevant information to support the in security arrangements and what to do
evaluation of vulnerabilities if there are any gaps in this information
c) use logical and systematic 4) how and why it is important to evaluate

analysis of information to identify
and significance to the security of clients’
and evaluate vulnerabilities in assets
clients’ security arrangements
5) how and why it is important to use
d) evaluate relevant information systematic analysis methods when
according to its usefulness identifying and evaluating vulnerabilities
in security arrangements
e) identify actual and potential
vulnerabilities in clients’ security security and confidentiality of information
arrangements
f) maintain the security and
relevant to the vulnerabilities in
your clients’ security
arrangements
Range Statement
1. information about threats: sources, possibility and probability of attack, capability of

source
confidential, official or restricted
3. vulnerabilities: unauthorised access, theft (of property or information), damage,
interference to operations (by internal or external parties), kidnapping of or harm to staff,
contractors

4. security arrangements: permanent, temporary, staff security awareness

Unit SCN 2
Element 2.4
Determine the risks to the protection of clients’ assets
a) take account of sufficient valid 1) current relevant legislation, regulations,

information to determine the risks to the codes of practice and guidelines relating
protection of clients’ assets to providing security of assets
b) determine the levels of actual and 2) how to take account of all relevant
acceptable risk to clients’ assets, based information to determine the risks to the
on systematic analysis and evaluation of protection of clients’ assets
threats and vulnerabilities
3) how and why it is important to use
c) inform clients promptly of situations systematic analysis methods when
where there are imminent risks to assets determining risks to clients’ assets
d) produce reports that contain accurate 4) how and why it is important to produce
and complete details of risk and security accurate and complete details of analysis
measure options, where applicable
5) the reason for recording information in a
e) record information in a suitable and suitable and retrievable format
retrievable format
f) maintain the security and confidentiality security and confidentiality of information
of information relevant to risks to clients’
assets
.
Range Statement

1. information about: assets, threats, vulnerabilities, other relevant factors
2. risks to assets: very high, high, medium, low

Unit SCN 3
Propose solutions to meet clients’ security aims and objectives
Overview
proposing solutions to meet clients’ security aims and objectives and applies to clients who
may be government, commercial, private or not for profit entities. The unit encourages you to
research relevant data to meet clients’ aims and objectives, determine outline costs and
provide clients with recommendations of security options by setting the standard for you to :
• Research options to meet clients’ security aims and objectives (Element SCN 3.1)
• Determine potential costs, benefits and effectiveness of options (Element SCN 3.2)
• Make recommendations to clients for meeting their security aims and objectives
(Element SCN 3.3)
You must be able to confirm you understand the security aims and objectives of your clients.
You will be expected to research relevant data required to meet these aims and objectives
based on the evaluation of assets, risk and threats. You must know and understand how and
why it is important to identify constraints that may have an impact on proposed security
options.
The knowledge that you must have to be competent in this area includes understanding how
and why it is important to identify the expected costs and resources needed to meet security
aims and objectives. You must also understand current relevant legislation, regulations,
codes of practice and guidelines relating to security provision.
When making recommendations to clients for meeting their aims and objectives you must be
able to provide complete and accurate details of potential costs, benefits, effectiveness,
limitations and constraints of security options.
You will be expected to know and understand how and why it is important to consider costs
and resources, and why it is important to provide accurate advice on the implications of
accepting, modifying or rejecting security options. You must also know how to maintain the
security and confidentiality of information relating to your clients and recommendations.

Unit SCN 3
Element 3.1
Research options to meet clients’ security aims and objectives
a) confirm that you have sufficient complete 1) current relevant legislation, regulations,
and accurate details of and understand codes of practice and guidelines relating
the security aims and objectives of your to security provision
clients
2) how and why it is important to determine
b) research relevant data required to meet relevant data requirements when
clients’ aims and objectives based on the researching options to meet clients’
evaluation of assets, risks and threats, security aims and objectives
c) consider options that are objective and 3) how to search and find information
that have no bias relating to clients’ needs and
requirements
d) identify and record details of constraints
that may have an impact on the proposed 4) how and why it is important to identify
security options and record details of constraints that may
impact on the proposed security options
e) maintain the security and confidentiality
of information relating to your clients’ 5) how and why it is important to maintain
security aims and objective the security and confidentiality of
. information
Range Statement
1. clients: government, commercial, not-for-profit entities, private

2. research sources: industry, documentation, statistics, trends, surveys, reports, studies
3. bias: commercial, financial, conflict of interest
4. constraints: operational capabilities and limitations, financial, timescales, availability of
resources

Unit SCN 3
Element SCN 3.2

Determine potential costs, benefits and effectiveness of options
Performance Criteria Knowledge Requirements
a) confirm you have sufficient accurate 1) current relevant legislation, regulations,

information on which to determine codes of practice and guidelines relating
potential costs, benefits and to security provision
effectiveness of proposed options,
2) how and why it is important to confirm
including possible constraints
you have sufficient information to
b) identify and determine the outline of determine potential costs, benefits and
costs for proposed security options, effectiveness of security options
based on valid information
3) how and why it is important to identify the
c) identify and determine the potential expected costs and resources needed to
benefits and effectiveness of proposed meet the security provision aims and
options, based on valid assumptions, objectives
considerations and information
4) how and why it is important to identify
d) identify, assess and record the details of and assess the impact of any areas of
any areas of concern affecting the concern affecting the proposed options
potential effectiveness of proposed
5) how to record and store information in a
options
suitable format
e) maintain the security and confidentiality
6) how and why it is important to maintain
of information relating to your proposals
the security and confidentiality relating to
your recommendations
7) how and why it is important to take into
account of constraints when identifying
security options
Range Statements

1. sources of information: industry documentation, statistics, trends, survey, electronic,
social economic, data, reports, studies
2. security options: physical, human, electronic, procedural
resources

Unit 3
Element 3.3
Make recommendations to clients for meeting their security aims and objectives
Performance Criteria Knowledge Requirements
a) prepare recommendations that have the 1) current relevant legislation, regulations,

potential to meet the security aims and codes of practice and guidelines relating
objectives of your clients to security provision
b) provide complete and accurate details of 2) how and why it is important to consider
potential costs, benefits, effectiveness, the expected costs and resources
limitations and constraints of needed to meet the security provision
recommendations aims and objectives
c) provide recommendations of security 3) how to record and store information in a
options in the agreed format to the suitable format
specified person within agreed
4) why it is important to provide accurate
timescales
advice on the implications of accepting,
d) provide sufficient details and supporting modifying or rejecting security options
information to your clients to enable them
5) how and why it is important to present
to make informed decisions about your
your recommendations in a clear and
recommendations
precise manner
e) provide clients with considered advice on
6) how and why it is important to provide
the implications of accepting, modifying
information which is unbiased
or rejecting security options
7) why it is important to take account of your
f) provide clients with information which has
clients’ culture and nature of business
no bias
8) how and why it is important to maintain
g) take account of your clients’ culture and
the security and confidentiality relating to
nature of business
your recommendation
h) maintain the security and confidentiality .
of information relating to your clients and
recommendations
Range Statement

resources
3. format: text, graphic, electronic, photograph

Unit SCN 4
Overview
This unit defines the national standard of occupational competence covering overseeing the
implementation of security measures. The unit encourages you take account of working to agreed
specifications whilst maintaining compliance with current legal and regulatory requirements during
implementation of security measures. This unit sets the standard for you to:
• Oversee the implementation of security measures against agreed specifications

(Element SCN 4.1)
• Research and maintain compliance with current legal and regulatory requirements during
implementation of security measures (Element SCN 4.2)
• Co-ordinate implementation of security measurers against agreed project plans
(Element SCN 4.3) and
• Assess the effectiveness of implementing security measures (Element SCN 4.4)
You must be competent to confirm with appropriate persons clearly the responsibilities which
individuals have for meeting design requirements and specifications. You must be able to confirm
arrangements for inspecting and controlling the quality of work and recording the outcomes. This
means that you must know and understand how and from where to obtain specifications relevant to
contract and how and why it is important to confirm the responsibilities for meeting specifications
with the appropriate persons. When you complete inspections you must be able to identify work
which fails to meet the agreed specifications and agree corrective action.
During the implementation of security measures you must obtain, know and understand current
relevant legal and regulatory requirements. You must be able to confirm with appropriate persons
their legal and statutory responsibilities before work starts. The knowledge that you have to be
competent in this area includes understanding how to identify situations, which do not meet legal or
regulatory requirements, and what action to take.
You must know and understand why it is important to inform clients about significant variations in
project implementation, which means that you may need to provide advice to assist decision
making. You will be expected to identify potential improvements and highlight benefits of the
improvements to your clients.
You must be able to identify and determine the implications of any deviations or variations from
planned progress, which have occurred. This means that you should know how to agree with the
appropriate persons any necessary action to be taken.
You must be able to complete any required documentation accurately and within agreed timescale.
You should also know and understand how and why you should maintain the security and
confidentiality of information relevant to your clients and their security aims and objective.

Unit SCN 4
Element SCN 4.1

Oversee the implementation of security measures against agreed specifications
a) confirm that people responsible for 1) current relevant legislation, regulations,

implementation have and understand the codes of practice and guidelines relating to
requirements of relevant specifications before implementation of security measures.
work is started
2) how and from where to obtain
b) confirm with appropriate persons clearly the specifications relevant to contracts
responsibilities which individuals have for
3) how and why it is important to confirm the
meeting design requirements and specifications
responsibilities for meeting specifications to
c) agree with appropriate persons arrangements appropriate persons
for inspecting and controlling the quality of work
4) how and why it is important to discuss with
and recording the outcomes
clients significant variations in project
d) ensure at agreed intervals that work meets the implementation and to provide advice to
agreed design requirements and specifications assist decision making
e) identify work which fails to meet the 5) how to identify and recommend potential
recommended specifications and agree improvements to the contract specification
corrective action to your clients
f) inform clients promptly about significant 6) how and why it is important to identify work
variations from design requirements and which fails to meet specifications and to
specifications, and suggest remedial actions advise on corrective action options
when necessary
7) how to ensure work conforms to design
g) identify potential improvements and recommend requirements and quality standards
to client, highlighting benefits of the
improvements
security and confidentiality of information.
h) negotiate and agree amendments to contract
specifications with clients and accurately record
relevant details
i) maintain the security and confidentiality of
information relevant to clients and their security
aims and objectives.
Range Statement
1. specifications: statutory requirements, project design, Industry Standards (BSI, ISO), Codes
of Practice, organisational standards
2. appropriate persons: clients, contractors, consultants, sub-contractors ,suppliers, workforce,
agents
3. arrangements for inspections: visual inspection, design requirements, documentation, testing,
reports, meetings
4. variations: progress, security and safety implications
5. benefits: efficiency in implementation, effectiveness of measures, financial, operational

Unit SCN 4
Element SCN 4.2

Research and maintain compliance with current legal and regulatory requirements during
implementation of security measures
1) current relevant legislation, regulations,

a) obtain current legal and regulatory
codes of practice and guidelines relating to
requirements from relevant sources
providing security measures
b) confirm with appropriate persons their legal
2) how and from where to obtain legal and
and statutory responsibilities before
regulatory requirements
implementation work starts
3) how and why it is important to confirm the
c) agree arrangements with appropriate persons
legal and regulatory responsibilities with
for inspecting and controlling compliance with
the appropriate persons
legal and regulatory requirements
4) how to identify situations which do meet
d) identify situations which do not meet legal and
legal or regulatory requirements and take
regulatory requirements and take appropriate
appropriate action
action
5) how and why it is important to identify new
e) identify any new legal and regulatory
legal and regulatory requirements which
requirements which may impact on the project
may impact on projects
and provide this information to the appropriate
persons 6) how and why you should complete
documentation accurately and within
f) complete required documentation accurately
agreed timescale
and within agreed timescale
g) maintain the security and confidentiality of
security and confidentiality of information.
Range Statement
1. legal and statutory requirements: current relevant legislation, regulations, codes of practice,
guidelines health and safety, fire, licences
2. appropriate person: client contractor consultant sub-contractor suppliers workforce agent
3. arrangements: visual inspection design requirements documentation testing reports meetings
4. documentation: electronic paper

Unit SCN 4
Element SCN 4.3

Co-ordinate implementation of security measures against agreed project plans
a) agree arrangements with appropriate persons 1) current relevant legislation, regulations,

to monitor and record the progress of codes of practice and guidelines relating to
implementation of measures against agreed providing security measures
project plans
2) how to identify and quantify any deviations
b) identify and determine the implications of any from planned progress
deviations from planned progress which have
3) how to evaluate the implications of
occurred
deviations from project plans
c) agree with the appropriate person and
4) how and why you should identify deviations
implement any action necessary to prevent
which may disrupt the project and agree
disruption to progress of implementation of
and implement any necessary action
project plans
5) how to identify resource needs and how to
d) inform clients at agreed intervals about
identify alternative resources
progress, changes to the operational
programme or resource needs and suggest any 6) how to identify and recommend
actions that could improve the implementation improvements to your clients
of security measures
e) complete required documentation accurately security and confidentiality of information.
and within agreed timescale
f) maintain the security and confidentiality of
Range Statement
1. arrangements visual inspections, records, reports, meetings, payments

2. deviations: resource shortage, design problems, constraints, legal
3. appropriate person: client contractor, consultant, sub-contractor, suppliers, agent
4. resource: people, equipment materials, components finance, specialist services
5. documentation: progress reports, test results

Unit SCN 4
Element SCN 4.4

Assess the effectiveness of implementing security measures
a) set up and apply processes for monitoring the 1) how to investigate any variations from
effectiveness of implementing security expected effectiveness and implement
measures appropriate action which rectify
unacceptable variations
b) investigate any variations from expected
effectiveness, and agree with appropriate 2) how to identify realistic opportunities for
persons and initiate appropriate remedial improving security measures and
action recommending them to clients
c) identify potential improvements to security 3) why it is important to maintain the
measures and recommend them to your security of assets when implementing
clients, emphasising the benefits of the new arrangements
improvements
d) maintain the security of assets whilst security and confidentiality of
implementing new arrangements information.
e) maintain the security and confidentiality of
information relevant to your clients and their
security aims and objectives.
Range Statement
1. variations: financial operations

2. appropriate persons: clients, contractors, consultants, sub-contractors, suppliers

Unit SCN 5
Determine the effectiveness of security measures
Overview
This unit defines the national standard of occupational competence covering determining the
effectiveness of security measures. The unit encourages you determine the quality and relevance of
security provision against given criteria whilst setting the standard for you to :
• Determine the quality and relevance of security provision against given criteria
(Element SCN 5.1)
• Report potential weakness in security provision (Element SCN 5.2) and
• Provide support to clients (Element SCN 5.3)
You must be able to carry out sufficient and appropriate actions to verify the effectiveness of current
security arrangements. This means you must know and understand how to identify and take
account of the limitations or restrictions in the effectiveness of security measures and
arrangements. You must know how to obtain other specialist help and advice if needed. You will
be expected to inform you clients where there are imminent risks to assets.
When determining the quality and relevance of security provision against given criteria you must
know how to compare security arrangements against given security objectives.
The knowledge that you have to be competent in this area includes understanding current relevant
legislation, regulations, codes of practice and guidelines relating to security provision.
You must be able to take account of relevant information from different sources to identify potential
weaknesses in security provision. You will be expected to know how to categorise weaknesses and
determine potential countermeasures. You should be able to produce reports and present your
findings to you clients.
When providing support to clients you must be able to communicate with them using appropriate
methods. You must be able to provide clients with relevant, accurate and unbiased information
relating to the effectiveness of security measures.
You must understand how and why it is important to ensure that your clients are aware of all
relevant information. You will also be expected to understand why it is important to maintain the
security and confidentiality of information relating to security provision.

Unit SCN 5
Element SCN 5.1

Determine the quality and relevance of security provision against given criteria
a) collate and take account of relevant information 1) current relevant legislation, regulations,
sufficient to determine the effectiveness of codes of practice and guidelines relating to
current security arrangements security provision
b) carry out sufficient and appropriate actions to 2) how to identify and take account of the
verify the effectiveness of current security limitations or restrictions in the
arrangements effectiveness of security measures and
arrangements
c) obtain other specialist help and advice when
needed 3) how and why it is important to match
security options against aims and
d) compare capabilities of current security
objectives
measures against agreed security aims and
objectives or criteria 4) how to compare security arrangements
against given security objectives
e) inform clients promptly of situations where
there are imminent risks to assets 5) how to prepare reports in a clear and
concise manner and in different formats
f) identify and record accurate details of any
limitations or restrictions in the effectiveness of 6) how and why you should maintain the
current security arrangements security and confidentiality of information
relating to security provision.
g) prepare and produce reports in a style and
format that helps clients and other relevant
persons understand the effectiveness and
limitations of current security provision
h) maintain the security and confidentiality of
information relating to security provision
.
Range Statement
1. security arrangements: physical, procedural, electronic

3. report: written, verbal

Unit SCN 5
Element SCN 5.2

Report potential weakness in security provision
a) collate and take account of relevant information 1) current relevant legislation, regulations,
from different sources to identify potential codes of practice and guidelines relating to
weaknesses in security provision security provision
b) identify limitations or restrictions that affect the 2) how and why it is important to use different
security provision sources to identify potential weaknesses in
security provision
c) categorise weaknesses to determine potential
measures 3) how and why it is important to consider the
limitations or restrictions that may be a
d) present details of weaknesses in a
potential weakness to current security
presentation to the appropriate person in a
provision
style that draws attention to and helps clients
and other relevant persons to understand the 4) how to categorise weaknesses and
potential weaknesses in current security determine potential measures
provision
5) how to prepare reports in a clear and
e) inform clients immediately of situations where precise manner and in different formats
there is a critical weakness in security provision
6) who to present your findings to
f) maintain the security and confidentiality of
7) how and why it is important to maintain the
information relating to security provision
security and confidentiality of information
.
relating to security provision.
Range Statement
1. sources: trade, official, commercial

2. weaknesses: commercial, financial, criminal, natural disaster or hazard, political
3. presentation: written, verbal, visual
4. appropriate person: manager, director, partner

Unit SCN 5
Element SCN 5.3

Provide support to clients
a) provide clients with relevant and accurate 1) current relevant legislation, regulations,
information relating to the effectiveness of codes of practice and guidelines relating to
security measures within agreed timescale security provision
b) communicate with your clients using appropriate 2) how and why it is important to provide
communication methods information which is unbiased
c) present information in a style and format that 3) how and why it is important to
helps your clients and other relevant people communicate effectively and in a style and
become aware of weaknesses and assist in format suitable to your clients
decisions about security measures if necessary
4) how and why it is important to ensure that
d) provide clients with information which has no your clients are aware of all relevant
bias in line with codes of practice information relating to the effectiveness of
security measures
e) maintain the security and confidentiality of
information relating to security provision 5) how and why it is important to maintain the
. security and confidentiality of information
relating to security provision
Range Statement
1. communication methods: written, verbal

2. style and format: formal, informal, written, verbal, visual
3. client: government, commercial, not for profit entities, private

Unit 30
Overview
Note: This unit has been taken from the National Occupational Standards developed by the
Institute of Customer Services. It sits within the Institute of Customer Services Customer
Service Theme of Delivery. This Theme covers Customer Service behaviours and processes
that have most effect on the customer experience during Customer Service delivery,
The format of the unit is different from that used by Skills for Security for the units which it has
developed.
What this unit is about
Building and developing effective customer relations is a vital aspect of customer service.
Strong customer relations will help your organisation to identify and understand your
customers’ expectations, encourage a way of working that is based on partnership and
mutual trust, and establish and maintain customer loyalty.
This unit is about establishing and maintaining such relations. For some organisations this
means encouraging loyalty and repeat business from large numbers of customers. For
others it is all about nurturing and relating to a smaller number of valued customers who
make an important strategic contribution to your organisation’s success.
Key words and phrases for this unit
• build customer relations

• build longer term relationships
• promote loyalty
• two way communication
• accept criticism
• collect feedback
• analyse relationships

Unit 30
30.1
Establish effective customer relations
When you build and develop effective To be competent at building and developing
customer relations you must effective customer relations you need to
know and understand
30.1.1 identify the types of people with 30a how to identify and prioritise types of
whom you should build longer term customers with whom you should be
customer relations and promote building a longer term relationship
loyalty
30b the most appropriate method of
30.1.2 communicate with these customers establishing relationships with
so that they know they are important customers targeted for longer term
to your organisation relationships
30.1.3 explain your role, the purpose of 30c the importance of effective
making contact and the mutual communication skills when dealing
benefits of building a longer term with customers
relationship
30d how to explore and agree with
customers the mutual benefits of
30.1.4 make it clear that you welcome two-
maintaining and developing a longer
way communication about customer
expectations
term relationship
30e how to communicate with customers,

especially when they are dissatisfied
with products and services
30f how to negotiate with customers in a

way that balances their expectations
with the expectations of your
organisation
30g the types of compromises that would

be acceptable to your organisation
when meeting customer expectations
30h how to use your influence and

authority in your organisation to meet
or exceed customer expectations
30i methods of monitoring customer

satisfaction appropriate to your level
of authority in the organisation

Unit 30
30.2
Maintain and develop effective customer relations

customer relations you must effective customer relations you need to
know and understand
30.2.1 keep customers informed and accept
criticism from customers openly and 30a how to identify and prioritise types of
constructively customers with whom you should be
building a longer term relationship
30.2.2 regularly assess whether customer
expectations are being consistently 30b the most appropriate method of
met establishing relationships with
customers targeted for longer term
30.2.3 use your influence and authority in relationships
your own organisation to ensure that
customer needs and expectations 30c the importance of effective
are being met and, where possible, communication skills when dealing
exceeded with customers
30.2.4 collect feedback from customers and 30d how to explore and agree with
staff to ensure that solutions are customers the mutual benefits of
being provided that result in maintaining and developing a longer
customer satisfaction term relationship
30.2.5 analyse customer relations and 30e how to communicate with customers,
propose changes that will develop especially when they are dissatisfied
longer term loyalty to people with with products and services
authority in your organisation
organisation




Unit 36
Develop customer relationships
Unit Overview
Note: This unit has been taken from the National Occupational Standards developed by the
Institute of Customer Services. It sits within its Customer Service Theme of Development and
Improvement. This theme covers activities and approaches that play a vital part in customer
service by seeking and implementing improvements and developments.
The format of the unit is different from that used by Skills for Security for the units which it has
developed.
What this unit is about
When you deal with your customer regularly, you want to make each encounter a good
customer experience. The impression you create and the way the service is delivered affects
this in just the same way as when you deal with a customer only once.
However, a longer-term relationship with a repeat customer also depends on building up your
customer’s confidence in the service you offer. Loyalty and a long-term relationship rely on
your customer having a realistic view of your organisation’s service and being comfortable
with it.
Your customer will return to your organisation if they feel confident that they will receive
excellent service because they have enjoyed good customer experiences with you before.
Key words and phrases for this unit
• retaining customers
• customer confidence
• allocate time
• reassure customers
• meet expectations
• balance expectations
• work with others
• give additional help
• long-term relationships
• advise others
• gather feedback

Unit 36
36.1
To develop customer relationships you must consistently
Build your customer’s confidence that the service you give will be excellent
customer relations you must consistently: effective customer relations you need to
know and understand
36.1.1 show that you know and understand 30a how to identify and prioritise types of
your organisation’s services or customers with whom you should be
products building a longer term relationship
30b the most appropriate method of

36.1.2 allocate the time you take to deal establishing relationships with
with your customer according to customers targeted for longer term
organisational guidelines relationships
36.1.3 reassure your customer that you are 30c the importance of effective
doing everything possible to keep the communication skills when dealing
promises made by your organisation with customers

term relationship


organisation




Unit 36
36.2
Meet the expectations of your customers
When you build and develop effective customer To be competent at building and developing
relations you must consistently: effective customer relations you need to
know and understand
36.2.1 recognise when there may be a conflict 30a how to identify and prioritise types of
between your customer’s expectations customers with whom you should be
and your organisation’s service offer building a longer term relationship
36.2.2 balance your customer’s expectations 30b the most appropriate method of
with your organisation’s service offer by establishing relationships with
offering an alternative or explaining the customers targeted for longer term
limits of the service offer relationships
36.3.3 work effectively with others to resolve any 30c the importance of effective
difficulties in meeting your customer’s communication skills when dealing
expectations with customers

term relationship


organisation




Unit 36
36.3
Develop the long-term relationship between your customer and your
organisation
customer relations you must consistently: effective customer relations you need to
know and understand
36.3.1 give additional help and information 30a how to identify and prioritise types of
to your customers in response to customers with whom you should be
their questions and comments about building a longer term relationship
your organisation’s services or
products 30b the most appropriate method of
establishing relationships with
customers targeted for longer term
36.3.2 discuss expectations with your relationships
customer and explain how these
compare with your organisation’s 30c the importance of effective
services or products communication skills when dealing
with customers
36.3.3 advise others of feedback received
from your customer 30d how to explore and agree with
36.3.4 identify new ways of helping your term relationship
customers based on the feedback
they have given you 30e how to communicate with customers,
36.3.5 identify extra added-value that your with products and services
organisation could offer to long-term
customers 30f how to negotiate with customers in a
organisation




Unit A2
Manage your own resources and professional development
Overview
This unit has been taken from the National Occupational Standards developed by the
Management Standards Centre (MSC) the standards-setting body for management and
leadership. The format of the unit is different from that used by Skills for Security for the units
which it has developed.
What is the unit about?
This unit is about managing your personal resources (particularly knowledge, understanding,
skills, experience and time) and your professional development in order to achieve your work
objectives and your career and personal goals.
You need to understand your work role and how it fits into the overall vision and objectives of
the organization whilst also understanding what is driving you in terms of your values and
your career and wider personal aspirations. Identifying and addressing gaps in your skills and
knowledge and understanding is an essential aspect of this unit.
Who is the unit for?
The unit is recommended for first line managers, middle managers and senior managers.
Skills
Listed below are the main generic skills which need to be applied in managing your own
resources and professional development. These skills are explicit/implicit in the detailed
content of the unit and are listed here as additional information.
• Setting objectives
• Evaluating
• Planning
• Learning
• Reviewing
• Communicating
• Self-assessment
• Time management
• Stress management
• Obtaining feedback
• Reflecting
• Prioritising
Links with other units
This unit is linked to units A1 Manage your own resources and A3 Develop your personal
networks in the overall suite of National Occupational Standards for management and
leadership. If your organisation is a small firm, you should look at unit A3 Check your own
skills which has been developed by the Small Firms Enterprise and Development
Initiative (SFEDI) specifically for small firms and which may be more suitable to your needs.
You can obtain information on the unit from SFEDI on tel 0114 241 2155 or at the SFEDI
website (www.sfedi.co.uk).

Unit A2
Manage your own resources and professional development
Outcomes of effective performance Knowledge and understanding
You must be able to do the following: You need to know and understand the
following:
1 Evaluate, at appropriate intervals, the
current and future requirements of your work- General knowledge and understanding
role taking account of the vision and
objectives of your organisation. 1 The principles which underpin professional
development.
2 Consider your values and your career and
personal goals and identify information which 2 The importance of considering your values
is relevant to your work role and professional and career and personal goals and how to
development. relate them to your job role and professional
development.
3 Discuss and agree personal work
objectives with those you report to and how 3 How to evaluate the current requirements
you will measure progress. of a work role and how the requirements may
evolve in the future.
4 Identify the learning styles which work best
for you and ensure that you take these into 4 How to set objectives which are SMART
account in identifying and undertaking (Specific, Measurable, Achievable, Realistic
development activities. and Time-bound).
5 Identify any gaps between the current and 5 How to identify development needs to
future requirements of your work-role and address any identified gaps between the
your current knowledge, understanding and requirements of your work-role and your
skills. current knowledge, understanding and skills.
6 Discuss and agree, with those you report 6 What an effective development plan should
to, a development plan to address any contain and the length of time that it should
identified gaps in your current knowledge, cover.
understanding and skills and support your
own career and personal goals. 7 The range of different learning style(s) and
how to identify the style(s) which work(s) best
7 Undertake the activities identified in your for you.
development plan and evaluate their
contribution to your performance. 8 The type of development activities which
can be undertaken to address identified gaps
8 Review and update your personal work in your knowledge, understanding and skills.
objectives and development plan in the light
of performance, any development activities 9 How to identify whether/how development
undertaken and any wider changes. activities have contributed to your
performance.
9 Get regular and useful feedback on your
performance from those who are in a good 10 How to update work objectives and
position to judge it and provide objective and development plans in the light of
valid feedback. performance, feedback received,
any development activities undertaken and
10 Ensure that your performance consistently any wider changes.
meets or goes beyond agreed requirements.
11 How to monitor the quality of your work
and your progress against requirements and
plans.

12 How to evaluate your performance against
the Requirements of your work-role.
13 How to identify and use good sources of

feedback on your performance.
Industry/sector specific knowledge

and understanding
1 Industry/sector requirements for the

development or maintenance of knowledge,
skills and understanding and continuing
professional development.
Context specific knowledge and

understanding
1 The requirements of your work-role

including the limits of your responsibilities.
2 The vision and objectives of your

organisation.
3 Your own values and career and personal

goals.
4 Your personal work objectives.
5 Your preferred learning style(s).
6 Your current knowledge, understanding

and skills.
7 Identified gaps in your current knowledge,

understanding and skills.
8 Your personal development plan.
9 Available development opportunities and

resources in your organisation.
10 Your organisation’s policy and procedures

in terms of personal development.
11 Reporting lines in your organisation.
12 Possible sources of feedback in your

organisation.
Behaviours which underpin effective performance
1 You address multiple demands without losing focus or energy.
2 You recognise changes in circumstances promptly and adjust plans and activities accordingly.
3 You prioritise objectives and plan work to make best use of time and resources.
4 You take personal responsibility for making things happen.

5 You take pride in delivering high quality work.
6 You show an awareness of your own values, motivations and emotions.
7 You agree achievable objectives for yourself and give a consistent and reliable performance.
8 You recognise your own strengths and limitations, play to your strengths and use alternative
strategies to minimise the impact of your limitations.
9 You make best use of available resources and proactively seek new sources of support when
necessary.
10 You reflect regularly on your own experiences and use these to inform future action.

Unit A3
Develop your personal networks
Overview
leadership. The format of the unit is different from that used by Skills for Security for the
units which it has developed.
This unit is about developing your personal networks to support both your current and future
work. Your personal networks may include people in your own organisation, people you
meet from other organizations and people you are in contact with over the phone or the
internet.
Developing personal networks is based on the principles of reciprocity (exchanging things

with others for mutual benefit) and confidentiality. People only want to network if there are
mutual benefits from exchanging information and other resources. There must also be
clearly agreed boundaries of confidentiality – certain information and resources may not be
exchanged because they are confidential.
The unit is recommended for middle managers and senior managers.
Skills
Listed below are the main generic skills which need to be applied in developing your
personal networks. These skills are explicit/implicit in the detailed content of the unit and are
listed here as additional information.
• Communicating
• Questioning
• Time management
• Information management
• Presenting information
• Influencing and persuading
• Reflecting
• Learning
• Evaluating
• Risk management
This unit is linked to units A2 Manage your own resources and professional
development and D2 Develop productive working relationships with colleagues and
stakeholders in the overall suite of National Occupational Standards for management and
leadership.
If your organisation is a small firm, you should look at unit A3 Check your own skills which
has been developed by the Small Firms Enterprise and Development Initiative (SFEDI)
specifically for small firms and which may be more suitable to your needs. You can obtain
information on the unit from SFEDI on tel 0114 241 2155 or at the SFEDI website
(www.sfedi.co.uk).

Unit A3
Develop your personal networks
following:
1 Develop and maintain personal networks of
contacts, which are appropriate to meet your General knowledge and understanding
current and future needs for information and
resources. 1 The benefits for individuals and
organisations of networking.
2 Ensure that key members of your personal
networks have an accurate idea of your 2 Principles of effective communication and
knowledge, understanding, skills, abilities how to apply them in developing personal
and experience and are aware of the benefits networks.
of networking with you.
3 The range of different types of questions,
3 Establish boundaries of confidentiality and how and when to use them.
between yourself and members of your
personal networks and where appropriate, 4 The range of different communication
develop guidelines for exchanging styles and how people prefer to
information and resources. communicate.
4 Develop your personal networks to reflect 5 The range of methods for developing
your changing interests and needs. effective relationships with others in the work
context and, where necessary, how to end
5 Make active use of the information and relationships which are no longer of use.
resources gained through your personal
networks. 6 How to make active use of the information
and resources gained through personal
6 Introduce people and organisations with networks.
common interests to each other.
7 The principles of confidentiality, and how to
develop guidelines for exchanging
information between individuals and
organisations.

and understanding
1 Industry/sector legislation, requirements,

regulations, policies and professional codes
that are relevant to networking and
confidentiality of information.
Context specific knowledge

and understanding
1 Your own values, motivations and

emotions, and the effect of these on your
own actions.
2 Your own interests and how these may

conflict with the interests of others.
3 Your own objectives in developing your

personal networks.
4 Your current and likely future needs for

information and resources.
5 Your knowledge, understanding, skills,

abilities and experience.
6 People and organisations that can support

your work, and vice versa.
7 The range of information and resources

people may need.
8 People and organisations in your current

personal networks.
1 You acknowledge when your own interests are in conflict with common goals.
2 You state your own position and views clearly and confidently in conflict situations.
3 You encourage others to share information and knowledge within the constraints of
confidentiality.
4 You identify and work with people and organizations that can provide support for your work.
5 You work to develop an atmosphere of professionalism and mutual support.
6 You clarify your own and other’s expectations of relationships.
7 You model behaviour that shows respect, helpfulness and co-operation.
8 You keep promises and honour commitments.
9 You consider the impact of your own actions on others.
10 You reflect regularly on your own experiences and use these to inform future actions.

Unit B1
Develop and implement operational plans for your area of responsibility
Overview
Every organisation should have an overall strategic business plan and each identified area of
responsibility should also have an operational plan that will contribute to achieving the
objectives set out in the strategic business plan. The ‘area of responsibility’ may be, for
example, a branch or department or functional area or an operating site
within an organisation.
The unit is recommended for middle managers.
Skills
Listed below are the main generic skills which need to be applied in developing and
implementing operational plans for your area of responsibility. These skills are explicit/implicit
in the detailed content of the unit and are listed here as additional information.
• Planning
• Risk management
• Delegating
• Networking
• Involving others
• Innovating
• Consulting
• Communicating
• Monitoring
• Evaluating
• Building consensus
Links to other units
This unit is linked to units B6 Provide leadership in your area of responsibility and E2 Manage
finance for your area of responsibility in the overall suite of National Occupational Standards
for management and leadership.

Unit B1
Develop and implement operational plans for your area of responsibility
following:
1 Balance new ideas with tried and tested
solutions. General knowledge and understanding
2 Balance risk with desired outcomes. 1 Principles and methods of short-to medium-
term planning.
3 Make sure your plans are consistent with
the objectives of your area of responsibility. 2 The importance of creativity and innovation
in operational planning.
4 Make sure your plan is flexible and
complements related areas of work. 3 How to develop and assign objectives
which are SMART (Specific, Measurable,
5 Develop and assign objectives to people Achievable, Realistic and Time–bound).
together with the associated resources.
4 How to analyse and manage risk.
6 Win the support of key colleagues and
other stakeholders. 5 How to develop and plan for contingencies.
7 Monitor and control your plan so that it 6 Principles and methods of delegation.
achieves its overall objectives.
7 How to use resources effectively to achieve
8 Evaluate the implementation of your plan objectives.
and make recommendations that identify
good practice and areas for improvement. 8 How to consult with colleagues and other
key stakeholders.
9 How to monitor and control operational

plans to achieve their objectives.
10 How to develop and use an evaluation

framework.

and understanding
1 Legal, regulatory and ethical requirements

in your sector.
2 Market developments in your sector.
3 Actual and potential competitors, and their

strategies and plans.
4 Actual and potential partners, and their

strategies and plans.

and understanding
1 The market in which your organisation

works.

2 The overall vision of your organisation and
the goals you are responsible for achieving.
3 Your organisation’s actual and potential

customer base.
4 Available market opportunities.
5 How to respond to market opportunities.
6 Colleagues and other key stakeholders,

and their needs and expectations.
7 Processes for consultation.
8 Sources of information you can use to

monitor and evaluate plans.
9 Procedures for reporting and making

recommendations.
1 You constantly seek to improve performance.
2 You work towards a clearly defined vision of the future.
3 You present information clearly, concisely, accurately and in ways that promote
understanding.
4 You reflect regularly on your own and other’s experiences, and use these to inform future
action.
6 You set demanding but achievable objectives for yourself and others.
7 You create a sense of common purpose.
8 You balance agendas and build consensus.

Unit B2
Map the environment in which your organisation operates
Overview
This unit has been taken from the National Occupational Standards developed by the Management
Standards Centre (MSC) the standards-setting body for management and leadership. The format of
the unit is different from that used by Skills for Security for the units which it has developed.
This unit is about making sure you have a clear and up-to-date picture of the environment in which
your organisation operates and can produce information which could be used for planning and
operational purposes. The ‘environment’ includes the ‘external’ operating environment – for example,
customers and their needs, market trends, new technologies and
methods, legislation, and the activities of competitors and partners. It also includes the ‘internal’
operating environment – for example, resources available to and the culture of the organisation. For
the purposes of this unit, an ‘organisation’ can mean a self-contained entity such as a private sector
company, a charity or a local authority or a significant operating unit, with a relative degree of
autonomy, within a larger organisation.
The unit is recommended for senior managers.
Skills
Listed below are the main generic skills which need to be applied in mapping the environment in which
your organisation operates. These skills are explicit/implicit in the detailed content of the unit and are
listed here as additional information.
• Thinking strategically
• Networking
• Analysing
• Decision-making
• Communicating
• Consulting
• Monitoring
• Evaluating
• Scenario building
This unit is linked to units B3 Develop a strategic business plan for your organisation and B4 Put
the Strategic business plan into action in the overall suite of National Occupational Standards for
management and leadership. If your organisation is a small firm, you should look at unit A1 Review
the business which has been developed by the Small Firms Enterprise and Development Initiative
(SFEDI) specifically for small firms and which may be more suitable to your needs. You can obtain
information on the unit from SFEDI on tel 0114 241 2155 or at the SFEDI website (www.sfedi.co.uk).

Unit B2
Map the environment in which your organisation operates
following:
1 Obtain information on customers and
competitors from a wide variety of sources General knowledge and understanding
and actively use the information to support
planning and decision making. 1 Different sources of information on
customers and competitors and how to use
2 Monitor and evaluate trends and them effectively.
developments inside and outside your
organisation. 2 How to measure and review organisational
performance.
3 Identify and prioritise the strengths and
weaknesses of your organisation and 3 How to analyse organisational culture.
opportunities and threats in your
organisation’s external environment. 4 How to undertake a strengths,
weaknesses, opportunities and threats
4 Explore and assess a range of future (SWOT) analysis.
scenarios within the environment in which
your organisation operates. 5 How to undertake an analysis of the
political, economic, social, technological,
5 Consult with all relevant colleagues and legal and environmental (PESTLE) factors in
other key stakeholders on future market and the external environment.
organizational development in order to inform
and support organisational decisions. 6 How to analyse stakeholder interests.
6 Organise information and knowledge in a 7 How to build future scenarios and assess
way that supports effective planning. their implications.

and understanding
1 Sources of information on trends and

developments in your sector, including those
at a global level and how to access these.
2 Current and emerging trends and

developments in your sector internationally,
nationally and locally.

in your sector.

and understanding
1 Relevant factors in the international,

national and local market in which your
organisation works.
2 Your organisation’s actual and potential

customer base.

3 The needs and expectations of your actual
and potential customers and other key
stakeholders.
4 Your actual and potential competitors,

including their activities and relative
performance levels.
5 Your actual and potential partners,

including their activities and relative
performance levels.
6 Your organisation’s structure.
7 Your organisation’s culture.
8 Your organisation’s performance and the

factors that influence this.
1 You recognise changes in circumstances promptly and adjust plans and activities
accordingly.
2 You analyse and structure information to develop knowledge that can be shared.
3 You develop systems to gather and manage information and knowledge effectively,
efficiently and ethically.
4 You identify strengths, weaknesses, opportunities and threats to current and future work.
5 You identify systemic issues and trends and recognize their impact upon current and future
work.
6 You anticipate likely future scenarios based on realistic analysis of trends and
developments.
7 You articulate the assumptions made and risks involved in understanding a situation.

Unit B6
Provide leadership in your area of responsibility
Overview
The unit is about providing direction to people in a clearly and formally defined area or part of
an organisation and motivating and supporting them to achieve the vision and objectives for
the area. The ‘area of responsibility’ may be, for example, a branch or department or
functional area or an operating site within an organisation.
The unit is recommended for first line managers and middle managers.
Skills
Listed below are the main generic skills which need to be applied in providing leadership in
your area of responsibility. These skills are explicit/implicit in the detailed content of the unit
and are listed here as additional information.
• Communicating
• Leading by example
• Motivating
• Consulting
• Planning
• Providing feedback
• Coaching
• Mentoring
• Valuing and supporting others
• Empowering
• Learning
• Following
• Managing conflict
This unit is linked to units B1 Develop and implement operational plans for your area of
responsibility, B5 Provide leadership for your team, B7 Provide leadership for your
organisation and D6 Allocate and monitor the progress and quality of work in your area
of responsibility in the overall suite of National Occupational Standards for management and
leadership.

Unit B6
Provide leadership in your area of responsibility
following:
1 Create a vision of where your area is going
and clearly and enthusiastically communicate it, General knowledge and understanding
together with supportive objectives and
operational plans, to the people working within 1 The fundamental differences between
your area. management and leadership.
2 Ensure that people working within your area
2 How to create a compelling vision for an
understand and can see how the vision,
area of responsibility.
objectives and operational plans link to the
vision and objectives of the overall organisation.
3 How to select and successfully apply
3 Steer your area successfully through different methods for communicating with
difficulties and challenges, including conflict people across an area of responsibility.
within the area.
4 A range of different leadership styles and
4 Create and maintain a culture within your how to select and apply these to different
area which encourages and recognises situations and people.
creativity and innovation.
5 How to get and make use of feedback from
5 Develop a range of leadership styles and people on your leadership performance.
select and apply them to appropriate situations
and people. 6 Types of difficulties and challenges that
may arise, including conflict within the area,
6 Communicate regularly, making effective use and ways of identifying and overcoming
of a range of different communication methods, them.
with all the people working within your area and
show that you listen to what they say.
7 The benefits of and how to create and
maintain a culture which encourages and
7 Give people in your area support and advice
when they need it especially during periods of
recognises creativity and innovation.
setback and change.
8 The importance of encouraging others to
8 Motivate and support people in your area to take the lead and ways in which this can be
achieve their work and development objectives achieved.
and provide recognition when they are
successful. 9 How to empower people effectively.
9 Empower people in your area to develop their 10 How to select and successfully apply
own ways of working and take their own different methods for encouraging, motivating
decisions within agreed boundaries. and supporting people and recognising
achievement.
10 Encourage people to give a lead in their own
areas of expertise and show willingness to Industry/sector specific knowledge
follow this lead. and understanding
11 Win, through your performance, the trust and 1 Leadership styles common in the
support of people within your area for your industry/sector.
leadership and get regular feedback on your
performance.
in the industry/sector.

and understanding
1 Your own values, motivations and

emotions.
2 Your own strengths and limitations in the

leadership role.
3 The strengths, limitations and potential of

people that you lead.
4 Your own role, responsibilities and level of

power.
5 The vision and objectives of the overall

organisation.
6 The vision, objectives, culture and

operational plans for your area of
responsibility.
7 Types of support and advice that people

are likely to need and how to respond to
these.
8 Leadership styles used across the

organisation.
1 You articulate a vision that generates excitement, enthusiasm and commitment.
4 You make complex things simple for the benefit of others.
5 You encourage and support others to take decisions autonomously.
6 You act within the limits of your authority.
7 You make time available to support others.
8 You show integrity, fairness and consistency in decision-making.
9 You seek to understand people’s needs and motivations.
10 You model behaviour that shows respect, helpfulness and co-operation.
11 You encourage and support others to make the best use of their abilities.

Unit B8
Ensure compliance with legal, regulatory, ethical and social
requirements
Overview
Organisations must show that they act responsibly in relation to their staff, customers,
investors and the communities in which they work. All types of organisations must obey the
law in key areas such as health and safety, employment, finance and company law. Many
organisations also have to work within specific regulations for their industry and ethical
frameworks. Organisations who want to maintain a good reputation also have to take account
of the views of people in their communities on a whole range of issues such as the
environment and other ways in which the organization affects people’s quality of life.
Skills
Listed below are the main generic skills which need to be applied in ensuring compliance with
legal, regulatory, ethical and social requirements. These skills are explicit/implicit in the
detailed content of the unit and are listed here as additional information.
• Communicating
• Analysing
• Monitoring
• Assessing
• Motivating
• Decision making
• Reporting
• Risk management
• Leadership
This unit is linked to all other units in the overall suite of National Occupational Standards for
management and leadership where compliance with legal, regulatory, ethical and social
requirements is a possible requirement.

Unit B8
Ensure compliance with legal, regulatory, ethical and social requirements
following:
1 Monitor the relevant legal, regulatory,
ethical and social requirements and the effect General knowledge and understanding
they have on your area of responsibility,
including what will happen if you don’t meet 1 The importance of having an ethical and
them. value-based approach to governance and
how to put this into practice.
2 Develop effective policies and procedures
to make sure your organisation meets all the 2 Relevant legal requirements governing the
necessary requirements. running of organisations.
3 Make sure relevant people have a clear 3 Current and emerging social attitudes to
understanding of the policies and procedures management and leadership practice and the
and the importance of putting them into importance of being sensitive to these.
practice.
4 Monitor the way policies and procedures and understanding
are put into practice and provide support.
5 Encourage a climate of openness about in your sector.
meeting and not meeting the requirements.
2 Procedures to follow if you do not meet the
6 Identify and correct any failures to meet the requirements.
requirements.
3 Particular current and emerging social
7 Identify reasons for not meeting concerns and expectations that are relevant
requirements and adjust the policies and to your sector.
procedures to reduce the likelihood of failures
in the future. 4 Ways in which other organisations deal
with current and emerging social concerns
8 Provide full reports about any failures to and expectations.
meet the requirements to the relevant
stakeholders. Context specific knowledge
and understanding
1 The culture and values of your organisation

and what effect they have on corporate
governance.
2 Policies and procedures that make sure

people meet the requirements.
3 The processes for maintaining the relevant

policies and procedures and making sure
they continue to be effective.
4 The different ways in which people may not

meet the requirements and the risks of these
actually happening.

5 The procedures for dealing with people
who do not meet the requirements, including
requirements for reporting.
accordingly.
2 You make time available to support others.
3 You give feedback to others to help them improve their performance.
4 You identify and raise ethical concerns.
5 You are vigilant for potential risks.
6 You make appropriate information and knowledge available promptly to those who need it
and have a right to it.
7 You encourage others to share information and knowledge within the constraints of
confidentiality.
8 You show sensitivity to stakeholders’ needs and manage these effectively.

Unit C5
Plan change
Overview
This unit is about the planning that is needed to make a specific change or put into practice a
programme of change. It involves developing a strategy to make the change that is needed,
taking note of barriers, risks and the need to put appropriate monitoring and communication
systems in place.
The unit is recommended for first line managers, middle managers and senior managers.
Skills
Listed below are the main generic skills which need to be applied in planning change. These
skills are explicit/implicit in the detailed content of the unit and are listed here as additional
information.
• Communicating
• Planning
• Analysing
• Team building
• Negotiating
• Influencing
• Problem solving
• Monitoring
• Risk management
• Contingency planning
• Decision making
This unit is closely linked to units C4 Lead change, C6 Implement change, B6 Provide
leadership in your area of responsibility and B7 Provide leadership for your
organisation in the overall suite of National Occupational Standards for management and
leadership.

Unit C5
Plan change
following:
1 Identify the procedures, systems, structures
and roles that need to be changed, and General knowledge and understanding
assess the gap between their current and
required future state. 1 The main models and methods for
managing change effectively, and their
2 Identify and assess barriers to change. strengths and weaknesses.
3 Develop strategies and plans that set out 2 Effective planning techniques.
the way forward.
3 Theory and application of the
4 Assess the risks and benefits associated change/performance curve.
with the strategies and plans and develop
contingency arrangements. 4 Theory and understanding of teams,
including an understanding of team-building
5 Make sure your plans include short-term techniques and how to apply them.
‘wins’ as well as longer-term deliverables.
5 How to assess the risks and benefits
6 Develop systems for monitoring and associated with strategies and plans.
assessing progress.
6 The importance of contingency planning
7 Develop a communication strategy for the and how to do so effectively.
change process that allows people to give
feedback. 7 How to make critical decisions.
8 Identify training and support needs and 8 The political, bureaucratic and resource
plan how to meet these. barriers to change, and the techniques that
deal with these.
9 Stakeholder expectations and how they

influence the process.

and understanding
1 Your organisation’s current position in the

sector and market in which it works,
compared with its main competitors, relevant
to the change programme.
2 The range of information sources that are

relevant to the sector, and related sectors, in
which your organisation operates.
3 Current and emerging political, economic,

social, technological, environmental and legal
developments in the sector and in related
sectors.

and understanding
1 Your vision for the future, the reasons for

change, the risks and expected benefits.
2 Business critical activities and

interdependencies.
3 Those factors (for example, strategy,

procedures, policies and structure) that need
to be changed, and the associated priorities
and reasons.
4 Your organisation’s communication

channels, both formal and informal.
1 You find practical ways to overcome barriers.
understanding.
3 You are vigilant for potential risks.
4 You give people opportunities to provide feedback and you respond appropriately.
5 You set demanding but achievable objectives for yourself and others.
6 You work towards a clearly defined vision of the future.
7 You identify the implications or consequences of a situation.

Unit D2
Develop productive working relationships with colleagues and stakeholders
Overview
This unit is about developing productive working relationships with colleagues, within your
own organization and within other organisations with which your organisation works, and with
identified stakeholders. It involves being aware of the roles, responsibilities, interests and
concerns of colleagues and stakeholders and working with and supporting them in various
ways. The need to monitor and review the effectiveness of working relationships with
colleagues and stakeholders is also a key requirement of this unit. ‘Colleagues’ are any
people you are expected to work with, whether they are at a similar position or in other
positions in terms of level of responsibility. For the purposes of this unit, ‘Stakeholder’ refers
to individuals or organisations that have a material, legal or political interest in or who may be
affected by the activities and performance of your organisation.
Skills
Listed below are the main generic skills which need to be applied in developing productive
working relationships with colleagues and stakeholders. These skills are explicit/implicit in the
detailed content of the unit and are listed here as additional information.
• Communicating
• Consulting
• Reviewing
• Prioritising
• Empathising
• Networking
• Balancing competing needs and interest
• Monitoring
• Providing feedback
• Problem solving
• Leadership
• Problem solving

This unit is closely linked to units A3 Develop your personal networks, B2 Map the
environment in which your organisation operates and D1 Develop productive
working relationships with colleagues in the overall suite of National Occupational
Standards for management and leadership.

Unit D2
Develop productive working relationships with colleagues and stakeholders
following:
1 Identify stakeholders and the background
to and nature of their interest in the activities General knowledge and understanding
and performance of the organisation.
1 The benefits of developing productive
2 Establish working relationships with working relationships with colleagues and
relevant colleagues and stakeholders. stakeholders.
3 Recognise and respect the roles, 2 Different types of stakeholder and key
responsibilities, interests and concerns of principles which underpin the ‘stakeholder’
colleagues and stakeholders. concept.
4 Provide colleagues and stakeholders with 3 How to identify your organisation’s

appropriate information to enable them to stakeholders, including background
perform effectively. information and the nature of their interest in
your organisation.
5 Consult colleagues and stakeholders in
relation to key decisions and activities and 4 Principles of effective communication and
take account of their views, including their how to apply them in order to communicate
priorities, expectations and attitudes to effectively with colleagues and stakeholders.
potential risks.
5 Why it is important to recognise and
6 Fulfil agreements made with colleagues respect the roles, responsibilities, interests
and stakeholders and let them know. and concerns of colleagues and
stakeholders.
7 Advise colleagues and stakeholders
promptly of any difficulties or where it will be 6 How to identify and meet the information
impossible to fulfil agreements. needs of colleagues and stakeholders.
8 Identify and sort out conflicts of interest and 7 What information it is appropriate to provide
disagreements with colleagues and to colleagues and stakeholders and the
stakeholders in ways that minimise damage factors that need to be taken into
to work and activities and to the individuals consideration.
and organisations involved.
8 How to consult with colleagues and
9 Monitor and review the effectiveness of stakeholders in relation to key decisions and
working relationships with colleagues and activities.
stakeholders, seeking and providing
feedback, in order to identify areas for 9 The importance of taking account, and
improvement. being seen to take account, of the views of
colleagues and stakeholders, particularly in
10 Monitor wider developments in order to relation to their priorities, expectations and
identify issues of potential interest or concern attitudes to potential risks.
to stakeholders in the future and to identify
new stakeholders 10 Why communication with colleagues and
stakeholders on fulfilment of agreements or
any problems affecting or preventing
fulfilment is important.
11 How to identify conflicts of interest with

colleagues and stakeholders and the

techniques that can be used to manage or
remove them.
12 How to identify disagreements with

colleagues and stakeholders and the
techniques for sorting them out.
13 The damage which conflicts of interest

and disagreements with colleagues and
stakeholders can cause to individuals and
organisations.
14 How to take account of diversity issues

when developing working relationships with
colleagues and stakeholders.
15 How to recognise and take account of

political issues when dealing with colleagues
and stakeholders.
16 How to manage the expectations of

17 How to monitor and review the

effectiveness of working relationships with
18 How to get and make effective use of

feedback on the effectiveness of working
relationships from colleagues and
stakeholders.
19 How to provide colleagues and

stakeholders with useful feedback on the
effectiveness of working relationships.
20 The importance of monitoring wider

developments in relation to stakeholders and
how to do so effectively.
Industry/sector specific knowledge and

understanding
1 Current and emerging political, economic,

social, technological, environmental and legal
developments in the industry or sector.
2 Sector-specific legislation, regulations,

guidelines and codes of practice.
3 Standards of behaviour and performance in

the industry or sector.
4 The culture of the industry or sector.
5 Developments, issues and concerns of

importance to stakeholders in the industry or
sector.

understanding
1 The vision, values, objectives, plans,

structure and culture of your organisation.
2 Relevant colleagues, their work roles and

responsibilities.
3 Identified stakeholders, their background

and interest in the activities and performance
of the organisation.
4 Agreements with colleagues and

stakeholders.
5 The identified information needs of

6 Mechanisms for consulting with colleagues

and stakeholders on key decisions and
activities.
7 The organisation’s planning and decision

making processes.
8 Mechanisms for communicating with

9 Power, influence and politics within the

organisation.
10 Standards of behaviour and performance

that are expected in the organisation.
11 Mechanisms in place for monitoring and

reviewing the effectiveness of working
relationships with colleagues and
stakeholders.

1 You present information clearly, concisely, accurately and in ways that promote understanding.
2 You show respect for the views and actions of others.
3 You seek to understand people’s needs and motivations.
4 You comply with and ensure others comply with legal requirements, industry regulations,
organizational policies and professional codes.
6 You work towards win-win solutions.
7 You show sensitivity to internal and external politics that impact on your area of work.
8 You keep promises and honour commitments.
10 You use communication styles that are appropriate to different people and situations
11 You work to develop an atmosphere of professionalism and mutual support.

Unit E1
Manage a budget
Overview
What is this unit about?
This unit is about having ownership of and being responsible for a budget for a defined area
or activity of work. It initially involves preparing, submitting and agreeing a budget for a set
operating period. It also involves monitoring actual performance against the agreed budget
and taking necessary action in response to identified variances and any unforeseen
developments.
Who is this unit for?
The unit is recommended for first line managers.
Skills
Listed below are the main generic skills which need to be applied in managing a budget.
These skills are explicit/implicit in the detailed content of the unit and are listed here as
additional information.
• Communicating
• Decision making
• Monitoring
• Acting assertively
• Reporting
• Learning
• Negotiating
• Consulting
• Evaluating
• Problem solving
This unit is linked to units D6 Allocate and monitor the progress and quality of work in your
area of responsibility and E2 Manage finance for your area of responsibility in the overall suite
of National Occupational Standards for management and leadership.

Unit E1
Manage a budget
following:
1 Evaluate available information and consult
with others to prepare a realistic budget for General knowledge and understanding
the respective area or activity of work.
1 The purposes of budgetary systems.
2 Submit the proposed budget to the relevant
people in the organisation for approval and to 2 Where to get and how to evaluate the
assist the overall financial planning process. available information in order to be able to
prepare a realistic budget.
3 Discuss and, if appropriate, negotiate the
proposed budget with the relevant people in 3 The importance of spending time on and
the organization and agree the final budget. consulting with others in preparing a budget.
4 Use the agreed budget to actively monitor 4 How to discuss, negotiate and confirm a
and control performance for the respective budget with people who control the finance
area or activity of work. and the key factors that should be covered.
5 Identify the causes of any significant 5 How to use a budget to actively monitor
variances between what was budgeted and and control performance for a defined area or
what actually happened and take prompt activity of work.
corrective action, obtaining agreement
from the relevant people if required. 6 The main causes of variances and how to
identify them.
6 Propose revisions to the budget, if
necessary, in response to variances and/or 7 What different types of corrective action
significant or unforeseen developments and could be taken to address identified
discuss and agree the revisions with the variances.
relevant people in the organisation.
8 How unforeseen developments can affect a
7 Provide ongoing information on budget and how to deal with them.
performance against the budget to relevant
people in your organisation. 9 The importance of agreeing revisions to the
budget and communicating the changes.
8 Advise the relevant people as soon as
possible if you have identified evidence of 10 The importance of providing regular
potentially fraudulent activities. information on performance against the
budget to other people.
9 Gather information from implementation of
the budget to assist in the preparation of 11 Types of fraudulent activities and how to
future budgets. identify them.
12 The importance of using the

implementation of the budget to identify
information and lessons for the preparation of
future budgets.

understanding
1 Factors, processes and trends that are

likely to affect the setting of budgets in your

industry/sector.

understanding
1 The area or activity for which the budget is

for.
2 The vision, objectives and operational

plans for your area of responsibility.
3 The budgeting period(s) used in your

organisation.
4 Organisational guidelines and procedures

for the preparation and approval of budgets
and for monitoring and reporting of
performance against budgets and revising
budgets.
5 The agreed budget, how it can be used and

how much it can be changed without
approval.
6 The limits of your authority.
7 Who needs information in your organisation

about performance against your budget, what
information they need, when they need it and
in what format.
8 What to do and who to contact if you

suspect fraud has been committed.
understanding.
3 You show integrity, fairness and consistency in decision-making.
4 You say no to unreasonable requests.
5 You use communication styles that are appropriate to different people and situations.
6 You take and implement difficult and/or unpopular decisions, if necessary.
7 You respond quickly to crises and problems with a proposed course of action.

Unit E2
Manage finance for your area of responsibility
Overview
This unit is about managing finance in order to achieve the stated objectives for your area of
responsibility. It involves developing and agreeing a master budget for your area and using
this to monitor, evaluate and control performance and take action to deal with identified
variances. Delegating responsibility for budgets for clearly defined activities is a key aspect of
this unit. The ‘area of responsibility’ may be, for example, a branch or department or
functional area or an operating site within an organisation.
The unit is recommended for middle managers.
Skills
Listed below are the main generic skills which need to be applied in managing finance for
your area of responsibility. These skills are explicit/implicit in the detailed content of the unit
• Communicating
• Decision making
• Questioning
• Consulting
• Monitoring
• Assessing
• Delegating
• Negotiating
• Problem solving
• Thinking systematically
• Leadership
• Motivating
• Planning
• Prioritising
This unit is linked to units B1 Develop and implement operational plans for your area of
responsibility and E1 Manage a budget in the overall suite of National Occupational

Unit E2
following:
1 Confirm your financial responsibilities,
including the limits of your authority, with General knowledge and understanding
those to whom you report.
1 The purposes of budgetary systems.
2 Gather and evaluate available financial
information and the objectives and 2 The importance of agreeing financial
associated plans for your area and consult responsibilities, including the limits of your
with colleagues to identify priorities, authority, for your area with those to whom
potential problems and risks. you report.
3 Identify and make use of opportunities to 3 Where to get and how to evaluate the
delegate responsibility for budgets for clearly available financial information in order to be
defined activities to colleagues in your area, able to prepare a realistic master budget for
providing them with the required ongoing your area.
support and resources.
4 The importance of taking account of the
4 Discuss and, if appropriate, negotiate objectives and associated plans of your area
delegated budgets with colleagues and agree in developing and operating the master
provisional budgets. budget.
5 Consult on and develop a realistic master 5 How to identify opportunities and delegate
budget for your area and submit it to the responsibility for budgets.
relevant people in the organisation for
approval and to assist the overall 6 The importance of consulting with
financial planning process. colleagues in identifying priorities, potential
problems and risks and generally preparing
6 Discuss and, if appropriate, negotiate the the budget for your area.
proposed master budget for your area with
the relevant people in the organisation and 7 How to discuss, negotiate and confirm
communicate the final budget to colleagues budgets with colleagues in your area and
in your area. with people who control the finance and the
key factors that should be covered.
7 Establish systems to monitor and evaluate
performance against delegated budgets and 8 How to establish systems to monitor and
the master budget and put contingency plans evaluate performance against budgets.
in place.
9 The importance of contingency plans and
8 Identify the causes of any significant the type of contingencies that may occur.
variances between what was budgeted for
and what actually happened and discuss and 10 The main causes of variances and how to
ensure prompt corrective action is taken, identify them.
obtaining agreement from the relevant people
if required. 11 What different types of corrective action
could be taken to address identified
9 Propose revisions to the master budget, if variances.
necessary, in response to variances and/or
significant or unforeseen developments and 12 The importance of agreeing revisions to
discuss and agree the revisions with the the budget and communicating the changes.
relevant people.
13 The importance of providing regular

10 Provide ongoing information on the information on the financial performance of
financial performance of your area to relevant your area to relevant people and what they
people in your organisation. might want to know.
11 Advise the relevant people as soon as 14 Types of fraudulent activities and how to
possible if you have identified evidence of identify them.
any potentially fraudulent activities.
15 How to encourage colleagues to think
12 Encourage colleagues in your area to about ways of reducing expenditure and
think about and identify ways of reducing increasing income.
expenditure and increasing income, selecting
and pursuing those ideas which have 16 How to review the financial performance
potential for implementation. of your area against the stated objectives.
13 Review the financial performance of your Industry/sector specific knowledge

area, particularly in relation to achievement of and understanding
the stated objectives, and identify
improvements for the future. 1 Factors, processes and trends that are
likely to affect financial management in your
industry/sector.

in the industry/sector.

and understanding
1 The scope and nature of your area of

responsibility including the vision, objectives
and operational plans.
2 Your financial responsibilities, including the

limits of your authority.
3 The people you report to in your

organisation.
4 Financial information available in your

organisation.
5 Activities for which budgets have been

delegated.
6 The budgeting period(s) used in your

organisation.
7 Organisational guidelines and procedures

for the preparation and approval of budgets
and for monitoring and reporting of
performance against budgets and revising
budgets.
8 The agreed master budget for your area,

including delegated budgets.
9 Systems established for managing and

evaluating performance against budgets.
10 Contingency plans put in place.

11 What to do and who to contact if you
suspect fraud has been committed.
12 Who needs information on the financial

performance of your area, what information
they need, when they need it and in what
format.
2 Your are vigilant for potential risks.
3 You develop systems to gather and manage information and knowledge effectively,
Efficiently and ethically.
4 You clearly agree what is expected of others and hold them to account.
6 You comply with, and ensure others comply with, legal requirements, industry regulations,
8 You use communication styles that are appropriate to different people and situations.
9 You take and implement difficult and/or unnecessary decisions, if necessary.

Unit E6
Ensure health and safety requirements are met in your area of responsibility
Overview
This unit is concerned with managing the overall health and safety process in your area of
responsibility. It is intended to go beyond meeting health and safety legislation and move
towards a situation where health and safety considerations are firmly embedded in the
planning and decision making processes and the ‘culture’ of your area of responsibility.
The ‘area of responsibility’ may be, for example, a branch or department or functional area or
an operating site within an organisation.
The unit is recommended for first-line managers and middle managers.
Skills
Listed below are the main generic skills which need to be applied in ensuring health and
safety requirements are met in your area of responsibility. These skills are explicit/implicit in
the detailed content of the unit and are listed here as additional information.
• Consulting
• Decision making
• Questioning
• Monitoring
• Leadership
• Communicating
• Reviewing
• Prioritising
• Reporting
• Planning
This unit is linked to units D6 Allocate and monitor the progress and quality of work in your
area of responsibility, E5 Ensure your own actions reduce risks to health and safety and E7
Ensure an effective organisational approach to health and safety in the overall suite of
National Occupational Standards for management and leadership.

Unit E6
Ensure health and safety requirements are met in your area of responsibility
following:
1 Identify your personal responsibilities and
liabilities under health and safety legislation. General knowledge and understanding
2 Ensure that the organisation’s written 1 Why health and safety in the workplace is
health and safety policy statement is clearly important.
communicated to all people in your area of
responsibility and other relevant parties. 2 How and where to identify your personal
responsibilities and liabilities under health
3 Ensure that the health and safety policy and safety legislation.
statement is put into practice in your area of
responsibility and is subject to review as 3 How to keep up with legislative and other
situations change and at regular intervals developments relating to health and safety.
and the findings passed to the appropriate
people for consideration. 4 The requirement for organisations to have
a written health and safety policy statement.
4 Ensure regular consultation with people in
your area of responsibility or their 5 How to communicate the written health and
representatives on health and safety issues. safety policy statement to people who work in
your area of responsibility and other relevant
5 Seek and make use of specialist expertise parties.
in relation to health and safety issues.
6 How and when to review the application of
6 Ensure that a system is in place for the written health and safety policy statement
identifying hazards and assessing risks in in your area of responsibility and
your area of responsibility and that prompt produce/provide findings to inform
and effective action is taken to eliminate development.
or control identified hazards and risks.
7 How and when to consult with people in
7 Ensure that systems are in place for your area of responsibility or their
effective monitoring, measuring and reporting representatives on health and safety issues.
of health and safety performance in your area
of responsibility. 8 Sources of specialist expertise in relation to
health and safety.
8 Show continuous improvement in your area
of responsibility in relation to health and 9 Ways of developing a culture in your area
safety performance. of responsibility which puts ‘health and
safety’ first.
9 Make health and safety a priority area in
terms of informing planning and decision- 10 The type of hazards and risks that may
making in your area of responsibility. arise in relation to health and safety – how to
establish and use systems for identifying
10 Demonstrate that your own actions hazards and assessing risks and the type of
reinforce the messages in the organisation’s actions that should be taken to control or
health and safety policy statement. eliminate them.
11 Ensure that sufficient resources are 11 How to establish systems for monitoring,
allocated across your area of responsibility to measuring and reporting on health and safety
deal with health and safety issues. performance in your area of responsibility.
12 Develop a culture within your area of 12 Why and how health and safety should

responsibility which puts ‘health and safety’ inform planning and decision-making.
first.
13 The importance of setting a good example
to others in relation to health and safety.
14 The type of resources required to deal

with health and safety issues.

and understanding
1 Sector-specific legislation, regulations,

guidelines and codes of practice relating to
health and safety.
2 Health and safety risks, issues and

developments which are particular to the
industry or sector.

and understanding
1 Other relevant parties with an interest in

health and safety in your area of
responsibility.
2 The organisation’s written health and safety

policy statement and how it is communicated
to people who work for the organisation,
people in your area and to other relevant
parties.
3 Sources of specialist health and safety

expertise used in your area of responsibility.
4 The operational plans for your area of

responsibility.
5 The resources allocated to and across your

area of responsibility for health and safety.
6 Allocated responsibilities for health and

safety in your area and the organisation in
general.
7 Systems in place in your area of

responsibility for identifying hazards and
assessing risks and taking action.
8 Systems in place for monitoring, measuring

and reporting of health and safety
performance in your area of responsibility.
2 You identify people’s information needs.

3 You comply with, and ensure others comply with, legal requirements, industry regulations,
4 You are vigilant for possible risks and hazards.
6 You identify the implications or consequences of a situation.
8 You constantly seek to improve performance.
9 You treat individuals with respect and act to uphold their rights.

Unit F1
Manage a project
Overview
This unit is about managing a project for which you have been given responsibility. This
involves developing and agreeing a plan for the project and monitoring and controlling
implementation of and changes to the plan. It also involves ensuring that the project achieves
its key objectives and is completed to the satisfaction of the project sponsor(s) and any key
stakeholders.
The unit is recommended for first line managers and middle managers.
Skills
Listed below are the main generic skills which need to be applied in managing projects.
These skills are explicit/implicit in the detailed content of the unit and are listed here as
additional information.
• Evaluating
• Delegating
• Communicating
• Decision-making
• Leadership
• Motivating
• Negotiating
• Planning
• Problem solving
• Risk management
• Reviewing
• Consulting
• Monitoring
This unit is linked to F2 Manage a programme of complementary projects in the overall suite
of National Occupational Standards for management and leadership. There is also a suite of
National Occupational Standards for project management which are aimed at those in full-
time project management roles or whose roles have a significant project management
component. You can obtain further information from the Engineering Construction Industry
Training Board (ECITB) on tel 01923 260 000 or at the ECITB website (www.ecitb.org.uk)
or from the Association for Project Management (APM) on tel 0845 458 1944 or at the APM
website (www.apm.org.uk).

Unit F1
Manage a project
following:
1 Discuss and agree the key objectives and
scope of the proposed project and the General knowledge and understanding
available resources with the project
sponsor(s) and any key stakeholders. 1 The fundamental characteristics of projects
as opposed to routine management
2 Identify how the proposed project fits with functions/activities.
the overall vision, objectives and plans of the
organisation and any programmes of work or 2 The role and key responsibilities of a
other projects being undertaken. project manager.
3 Develop, in consultation with relevant 3 Key stages in the project lifecycle.

people, a realistic and thorough plan for
undertaking the project and achieving the key 4 The importance of the relationship between
objectives. the project manager and the project
sponsor(s) and any key stakeholders.
4 Discuss and agree the project plan with the
project sponsor(s) and any key stakeholders, 5 Why it is important to discuss and agree
making changes where necessary. the key objectives and scope of a proposed
project with the project sponsor(s) and any
5 Brief any project team members on the key stakeholders before detailed planning
project plan and their roles and commences.
responsibilities and provide ongoing support,
encouragement and information. 6 The type of information needed for effective
project planning.
6 Put processes and resources in place to
manage potential risks arising from the 7 Why it is important to be able to identify
project and deal with contingencies. and understand how a project fits with the
overall vision, objectives and plans of the
7 Implement the project plan, selecting and organisation and any programmes of work or
applying a range of basic project other projects being undertaken.
management tools and techniques to
monitor, control and review progress. 8 Why it is important to consult with relevant
people in developing a project plan and how
8 Communicate progress to the project to do effectively.
sponsor(s), any key stakeholders and any
project team members on a regular basis. 9 What should be included in a project plan,
particularly activities, required resources and
9 Identify, in the light of progress and any timescales and why the plan needs to be
problems encountered and wider discussed and agreed with the project
developments, any required changes to the sponsor(s) and any key stakeholders.
project plan, obtaining agreement from
project sponsors and any key stakeholders 10 Why it is important that any project team
where necessary. members are briefed on the project plan,
their roles and responsibilities and how to do
10 Achieve project objectives using the so effectively.
agreed level of resources.
11 Ways of providing ongoing support,
11 Confirm satisfactory completion of the encouragement and information to any
project with the project sponsor(s) and any project team members.
key stakeholders.

12 Ways of identifying and managing
12 Evaluate the success of the project, potential risks in relation to the project.
identifying what lessons can be learned and
recognising the contributions of any project 13 The importance of contingency planning
team members. and how to do so effectively.
14 How to select from and apply a range of

basic project management tools and
techniques to monitor, control and review
progress of the project.
15 Effective ways of communicating with

project sponsor(s) and any key stakeholders
during a project.
16 The importance of agreeing changes to

the project plan with the project sponsor(s)
and any key stakeholders.
17 The type of changes that might need to be

made to a project plan during
implementation.
18 Why it is important to confirm satisfactory

completion of the project with the project
sponsor(s) and any key stakeholders and
how to do so effectively.
19 How to establish effective systems for

evaluating the success of projects and
identifying lessons for the future.
20 The importance of recognising the

contributions of project team members to the
success of projects and different ways of
doing so.

understanding
1 Project management tools and techniques

commonly used in the industry or sector.
2 Risks and contingencies common to the

industry/sector.
3 Industry/sector specific legislation,

regulations, guidelines and codes of practice

understanding
1 The project sponsor(s) – the individual or

group for whom the project is being
undertaken.
2 Key stakeholders – the individuals or

groups who have a vested interest in the
success of the project and the organisation.

3 The agreed key objectives and scope of the
proposed project and the available
resources.
4 The overall vision, objectives and plans of

the organisation and any other relevant
programmes of work or other projects being
undertaken.
5 Mechanisms for consulting on the

development of the project plan and the
views/thoughts received from relevant people
in relation to proposals.
6 The agreed project plan.
7 The roles and responsibilities of any project

team members.
8 Methods used for briefing, supporting,

encouraging and providing information to any
project team members.
9 Processes and resources put in place to

manage potential risks and deal with
contingencies.
10 Type and nature of potential risks

identified and contingencies encountered.
11 Specific project management tools and

techniques used to monitor, control and
review progress.
12 Processes in place for communicating

information on progress of the project to the
project sponsor(s), any key stakeholders and
any project team members.
13 Processes in place for identifying and

agreeing changes to the project plan and any
changes which have made.
14 Processes for confirming satisfactory

completion of the project with the project
sponsor(s) and any key stakeholders.
15 Processes for evaluating the success of

the project and any lessons which have been
learned from undertaking the project.
16 Methods used for recognising the

contributions of any project team members to
successful projects.

accordingly.
understanding.
5 You make best use of available resources and proactively seek new sources of support
when necessary.
6 You act within the limits of your own authority.
7 You are vigilant for potential risks and hazards.
8 You take pride in delivering high quality work.

Unit F2
Manage a programme of complementary projects
Overview
This unit is about managing a specific programme of different projects which are independent
but still depend on each other. Taken together, these projects will contribute to achieving a
bigger strategic aim.
Skills
Listed below are the main generic skills which need to be applied in managing a programme
of complementary projects. These skills are explicit/implicit in the detailed content of the unit
• Analysing
• Communicating
• Delegating
• Decision making
• Influencing
• Leadership
• Motivating
• Negotiating
• Planning
• Problem solving
• Questioning
• Stress management
• Time management
• Team building
This unit is linked to unit F1 Manage a project in the overall suite of National Occupational

Unit F2
Manage a programme of complementary projects
following:
1 Make sure everyone involved is clear about
how the programme links to strategic targets. General knowledge and understanding
2 Take account of all essential needs and 1 The difference between project and
translate strategic targets into practical, programme management.
efficient and effective actions.
2 The roles and key responsibilities of a
3 Make sure everyone involved understands programme manager.
the critical aspects of putting the programme
into practice and arrangements for dealing 3 Principles, processes, tools and techniques
with contingencies. for managing programmes.
4 Monitor and control the programme so that 4 The basic principles, methods and
it achieves the stated objectives in the most techniques of total quality management.
effective and efficient way, on time and within
the budget. 5 How to manage, motivate, plan, monitor,
and assess people.
5 Provide support to allow programme team
members to perform efficiently and 6 How to assess and manage risk.
effectively.
7 How to manage change within projects and
6 Make recommendations which identify programmes.
good practice and areas for improvement.
7 Tell everyone involved about important
issues and the results of putting the 1 Programme and project management tools
programme into practice. and techniques commonly used in the
industry or sector.
2 Risks and contingencies common to the

industry/sector.
3 Industry/sector specific legislation,

regulations, guidelines and codes of practice.

understanding
1 The programme sponsor(s) – the individual

or group for whom the programme is being
undertaken.
2 Key stakeholders – the individuals or

groups who have a vested interest in the
success of the programme and the
organisation.
3 General organisational policies, practices

and activities that may affect the programme
plan.

4 The agreed key objectives and scope of the
programme and the available resources.
5 The overall vision, objectives and plans of

the organisation and any other relevant
programmes of work or projects being
undertaken.
6 Procedures in your organisation for

managing finance.
7 Procedures in your organisation for buying

products and services.
8 General legal requirements that are

relevant to your organisation.
9 General quality standards and processes

within your organisation.
10 General personnel policies and

procedures within your organisation.
1 You address multiple demands without losing focus or energy.
accordingly.
4 You keep people informed of plans and developments.
understanding.
6 You monitor the quality of work and progress against plans and take appropriate corrective
action, where necessary.
8 You identify a range of elements in a situation and how they relate to each other.

Unit A
Ensure your own actions reduce risks to health and safety
Note: This unit has been taken from the National Occupational Standards developed by
ENTO, the standards-setting body for employment and associated areas. The format of the
unit is slightly different from that used by Skills for Security for the units which it has
developed.
Unit Overview
Fundamental to this unit is an understanding of the terms “hazard” and “risk”. They have been
defined overleaf and it is VERY IMPORTANT that they are understood before undertaking the
unit.
Elements in this unit are:
1 Identify the hazards and evaluate the risks in your workplace.

2 Reduce the risks to health and safety in your workplace.
This unit is for
Everyone at work (whether paid, unpaid, full or part-time).The scope of the Health and Safety
at Work Act 1974 covers “all persons” whether employers, employees, self-employed,
contractors, etc. Amongst other things the Act seeks to secure the health, safety and welfare
of people whilst they work and protect other people against risks to health or safety arising
from the activity of people at work. This unit does not require the candidate to undertake a full
risk assessment, it is about having an appreciation of significant risks in the workplace and
knowing how to identify them and deal with them.
This unit covers
• The health and safety duties for everyone in the workplace.

• It describes the competences required to ensure that:
• your own actions do not create any health and safety risks,
• you do not ignore significant risks in your workplace, and
• you take sensible action to put things right, including: reporting situations which
pose a danger to people in the workplace and seeking advice.
This is what you need to show
In element A1 you need to show that you understand the health and safety requirements and
policies in the workplace, and that you check your own working practices and work area for
any risk of you or others being harmed. You should be able to identify the risk arising from
any hazards you have identified and know which you can deal with safely yourself, and those
which you must report to the “responsible person” for attention.
Element A2 requires you to show you have taken steps to reduce those health and safety
risks with which you might come into contact during the course of your work. It covers
carrying out tasks safely and in accordance with instructions and workplace requirements.

This is what you need to do next
Read the section on “Key Words and Phrases”. This explains how some words and phrases
have been used in this unit and will help you understand it more easily.
.
Key words and phrases which you might see used frequently within the health and
safety at Work units
The Health and Safety Executive (HSE) is the body appointed to support and enforce health
and safety law. They have defined two important concepts as follows:
Hazard “a hazard is something with potential to cause harm”.
Risk “a risk is the likelihood of the hazard's potential being realised”.
Almost anything may be a hazard, but may or may not become a risk. For example:
1 A trailing electric cable from a piece of equipment is a hazard. If it is trailing across a
passageway there is a high risk of someone tripping over it, but if it lies along a wall out of the
way, the risk is much less.
2 Toxic or flammable chemicals stored in a building are a hazard, and by their nature may
present a high risk. However, if they are kept in a properly designed secure store, and
handled by properly trained and equipped people, the risk is much less than if they are left
about in a busy workshop for anyone to use – or misuse.
3 A failed light bulb is a hazard. If it is just one bulb out of many in a room it presents very little
risk, but if it is the only light on a stairwell, it is a very high risk. Changing the bulb may be a
high risk, if it is high up, or if the power has been left on, or low risk if it is in a table lamp
which has been unplugged.
4 A box of heavy material is a hazard. It presents a higher risk to someone who lifts it
manually than if a mechanical handling device is properly used.
Workplace: This word is used to describe the single or multiple areas in which you carry out
your work.
Working practices: Any activities, procedures, use of materials or equipment and working
techniques used in carrying out your job. In this unit it also covers any omissions in good
working practice which may pose a threat to health and safety.
Workplace policies: This covers the documentation prepared by the employer on the
procedures to be followed regarding health and safety matters. It could be the employer’s
safety policy statement, or general health and safety statements and written safety
procedures covering aspects of the workplace that should be drawn to the employees’ (and
“other persons’“) attention.
Other persons: This phrase refers to everyone covered by the Health and Safety at Work Act
including: visitors, members of the public, colleagues, contractors, clients, customers,
patients, students, pupils.
Personal presentation: This includes personal hygiene, use of personal protection

equipment, clothing and accessories suitable to the particular workplace.
Responsible persons: The person or persons at work to whom you should report any health
and safety issues or hazards. This could be a supervisor, line manager or your employer.

Key points regarding Health and Safety legislation and regulations
“Health and Safety At Work Act 1974”
The Health and Safety at Work Act 1974 is the main piece of legislation under which nearly all
the other regulations are made. It is for this reason that only this piece of legislation is
specifically referred to in this Unit.
Employers have a legal duty under this Act to ensure, so far as is reasonably practicable, the
health, safety and welfare at work of the people for whom they are responsible and the people
who may be affected by the work they do.
Under this Act it is also important to be aware that all people at work, not just employers, have
a duty to take reasonable care to avoid harming themselves or others through the work they
do.
Risks should be reduced “so far as is reasonably practicable”. This term means the duty-
holder (in most instances the employer) can balance the cost against the degree of risk
although obviously any Health and Safety Inspectors would expect that relevant good practice
is followed.
According to the Act:
Employers must safeguard so far as is reasonably practicable, the health, safety and welfare
at work of all the people who work for them and “other persons”. This applies in particular to
the provision and maintenance of safe plant and systems of work, and covers all machinery,
equipment and substances used.
People at work also have a duty under the Act to take reasonable care to avoid harm to
themselves or to others by their working practices, and to co-operate with employers and
others in meeting statutory requirements. The Act also requires employees not to interfere
with or misuse anything provided to protect their health, safety or welfare in compliance with
the Act.
Other Legislation
There is an array of health and safety regulations and codes of practice which affect people at
work. There are regulations for those who, for example, work with electricity, or work on
construction projects, as well as regulations covering noise at work, manual handling, working
with VDUs, or dealing with substances hazardous to health, etc. The specific requirements for
all or any of these can be obtained from HSE local offices.
As many of the regulations are only relevant to certain workplaces or working practices no
specific reference has been made in the Knowledge Requirements to any of these
regulations. The phrase “your responsibilities for health and safety as required by any specific
legislation covering your job role” is intended to relate to those specific pieces of legislation
important to your workplace and/or working practices which you should be able to find out
about.

Knowledge Requirements
Essential knowledge and understanding for this unit.
To ensure your own actions reduce risks to Health and Safety you should know and
understand the following aspects of health and safety legislation:
a your legal duties for health and safety in the workplace as required by the Health and Safety
at Work Act 1974,
b your duties for health and safety as defined by any specific legislation covering your job
role.
To ensure your own actions reduce risks to Health and Safety you should know and
understand the following relating to risks to health and safety:
a what hazards may exist in your workplace,

b the particular health and safety risks which may
be present in your own job role and the precautions you must take,
c the importance of remaining alert to the presence of hazards in the whole work place,
d the importance of dealing with or promptly reporting risks,
e the requirements and guidance on the precautions.
Evidence Requirements
o You should satisfy the assessor that you can consistently meet the standards.
o Evidence should be drawn from real working practices, and evidence must be
provided across all the performance criteria in both elements. Your assessor must
see performance evidence for the number of range items, as specified in both
elements, appropriate to your own workplace context.
o Answers to questions and other forms of evidence
o may additionally be used to demonstrate an understanding of the essential
knowledge required for the Unit, and for the specific knowledge required
o for each element.
Assessor Guidance
o In order to demonstrate competence the candidate must be able to show consistent
competent performance.
o In this unit evidence from performance is required and should be the primary source of
evidence, but this will often be supported by questioning or other forms in order to gather
evidence of the candidate’s ability to perform competently across all the range of items
listed.

Unit A
Element A1
Identify the hazards and evaluate the risks in your workplace
Performance criteria Specific knowledge for this element
You must ensure that: You must know and understand:
1 you correctly name and locate the persons a agreed workplace policies relating to
responsible for health and safety in the controlling risks to health and safety,
workplace
b responsibilities for health and safety in your
2 you identify which workplace policies are job description,
relevant to your working practices
c the responsible persons to whom to report
3 you identify those working practices in any health and safety matters.
part of your job role which could harm
yourself or other persons
4 you identify those aspects of the workplace

which could harm yourself or other persons
5 you evaluate which of the potentially

harmful working practices and the potentially
harmful aspects of the workplace are those
with the highest risk to you or to others
6 you report those hazards which present a

high risk to the persons responsible for health
and safety in the workplace
7 you deal with hazards with low risks in

accordance with workplace policies and legal
requirements
Range Statement
Risks resulting from -
I the use and maintenance of machinery or equipment,
II the use of materials or substances,
III working practices which do not conform to laid down policies,
IV unsafe behaviour,
V accidental breakages and spillages,
VI environmental factors.

Evidence requirements
Evidence must be provided to demonstrate competence in identifying hazards with reference

to working activities
or aspects of the workplace and acting upon your decisions as to whether the hazard
presents a high or low risk.
Performance evidence must be provided against each of the performance criteria. The
assessor will also need to be satisfied that you have the necessary knowledge and
understanding to perform competently in respect of all the range items listed in this unit.
You must show from the range that you have:
o identified a minimum of two types of risks resulting from those listed.
Performance evidence must be provided from real working practices.

Unit A
Element A2
Reduce the risks to health and safety in your workplace
Performance criteria Specific knowledge for this element
You must ensure that: You must know and understand:
1 you carry out your working practices in a the specific workplace policies covering
accordance with legal requirements your job role
2 you follow the most recent workplace b suppliers’ and manufacturers’ instruction for
policies for your job role the safe use of equipment, materials and
products
3 you rectify those health and safety risks
within your capability and the scope of your c safe working practices for your own job role
job responsibilities
d the importance of personal presentation in
4 you pass on any suggestions for reducing maintaining health and safety in the
risks to health and safety within your job role workplace,
to the responsible persons
e the importance of personal conduct in
5 your personal conduct in the workplace maintaining the health and safety of yourself
does not endanger the health and safety of and others,
yourself or other persons
f your scope and responsibility for rectifying
6 you follow the workplace policies and risks,
suppliers’ or manufacturers’ instructions for
the safe use of equipment, materials and g workplace procedures for handling risks
products which you are unable to deal with
7 you report any differences between

workplace policies and suppliers’ or
manufacturers’ instructions as appropriate
8 your personal presentation at work

• ensures the health and safety of yourself
and others,
• meets any legal duties, and
• is in accordance with workplace policies.

Range statement
Workplace policies covering -
I the use of safe working methods and equipment
II the safe use of hazardous substances
III smoking, eating, drinking and drugs
IV what to do in the event of an emergency
V personal presentation.
Evidence requirements
Evidence must be provided to demonstrate competence in reducing the risk to health and safety.
Performance evidence must be provided against each of the performance criteria. The assessor
will need to be satisfied that you have the necessary knowledge and understanding to perform
competently in respect of all the range items listed in this element.
You must show evidence that you have followed a minimum of four types of workplace policies.
Performance evidence must be provided from real working practices.

Unit L6
Develop training sessions
Overview
developed.
This unit is appropriate for you if your role involves:
• developing training sessions for individuals and groups
The activities you are likely to be involved in:
• reviewing different ways of delivering a session

• identifying the types of activities to use in a session
• developing exercises for learners
• deciding on the appropriate use of demonstrations and presentations
• planning instruction materials
• deciding on the appropriate use of individual and group activities
• deciding when one-to-one coaching is appropriate
• reviewing the potential for using technology-based learning and e-learning methods as
part of the session
• preparing materials and equipment for different types of sessions
• evaluating how effective the session is against learning objectives
What the unit covers:
1. identifying options for training sessions
2. delivering training sessions for learners

Unit L6
Element L6.1
Identify options for training sessions
Performance criteria Knowledge Requirements
You must be able to do the following The knowledge which you need to perform
this element and the other element (L6.2) in
a Identify the purpose of and necessary this Unit of Competence. Is listed at the end
outcomes from the training session of L6.2
b Produce specific aims and objectives for

the session
c Identify different ways you could deliver the

session
d Consider the appropriate use of

technology-based delivery and e-learning
e Choose ways of delivering the session

which meet the aims and objectives of the
session
f Identify the resources you need to deliver

the session
d Evaluate how effective the session is

against the aims and objectives

Unit L6
Element L6.2
Deliver training sessions for learners
You must be able to do the following: The knowledge which you need to perform
this element and the other element (L6.1) in
a Ensure all learning materials are available. this Unit of Competence. Is listed below.
b Ensure that the method you have chosen

will promote equal opportunities and access.
c Include a range of appropriate techniques

and activities throughout the session,
including technology-based learning.
d Evaluate how effective the session is

against the aims and objectives.
Knowledge requirements
You need the following knowledge to perform this Unit of Competence You will show this
through the outcome of your work activities and through evaluations of your systems and
processes. You need to be able to show that you have general knowledge and understanding
of the following:
The nature and role of learning sessions
1 how to produce aims and objectives for specific sessions

2 how to choose appropriate ways of delivering training in relation to the objectives of the
session and learners’ needs
3 how to ensure that the way you have chosen will help individual learners achieve the
necessary outcomes of the session
4 how to match the delivery method to the necessary outcomes of the session
5 how to monitor and review learners' progress in the session
6 how to evaluate the effectiveness of the session against aims and objectives
7 how to identify and evaluate changes and developments in technology and e-learning and
their relevance to how the organisation delivers learning and development
Principles and concepts
8 how to identify the resources you need to deliver effective learning sessions
9 how to identify and use an appropriate place and environment for effective learning
10 how to assess which materials are the most suitable for learners
11 how to get the necessary resources to deliver the session

12 how to ensure you promote equal opportunities through the materials and methods you
use
External factors influencing learning sessions
13 how to evaluate developments in education, training and qualifications which have a direct
effect on the design of learning sessions
14 how to analyse and use developments in learning and new ways of delivery, including
technology-based delivery and e-learning support

Unit L19
Provide learning and development in international settings
Overview
developed.
This unit is appropriate for you if your role involves:
• developing and adapting learning programmes for use in international settings
• delivering training to learners from different countries
• The activities you are likely to be involved in:
• identifying cultural, social and economic factors which will influence the training
• establishing procedures and conditions of training in an international setting
• choosing an appropriate language and translating facilities for delivering training
• creating appropriate training and learning materials for use in international settings
• organising the content of the course in a way which will help the learning and
development of people from differing cultures
• evaluating the potential of using technology-based learning and e-learning
• choosing and adapting delivery methods to suit the international setting
What the unit covers:
1. identifying the things that influence international learning and development
2. designing learning and development programmes for international settings
3. producing learning and development materials and support for international settings
4. delivering training internationally

Unit L19
Element L19.1
Identify the things that influence international learning and development
You must be able to do the following The knowledge needed to perform this
element this element and the other elements
a.Get appropriate information on the (L19.2, L19.3 and L19.4) in this Unit of
economic and social structure of the country Competence is listed at the end of L19.4.
where the training will take place.
b Evaluate how the economic and social

factors will affect the training.
c Identify the main sponsors of the training

and their needs.
d Identify the cultural, social and religious

needs of learners and how these may affect
their learning and development.
e Identify the nature and styles of current

learning and development in which learners
have taken part and evaluate how effective
these have been.
f Identify the mixture of people taking part

and how people from different cultures will
get on with one another.
g Find out what resources are available in the

training venue, including technology-based
and e-learning opportunities.
h Establish how you will evaluate the cross-

cultural issues of the learning and
development programme

Unit L19
Element L19.2
Design learning and development programmes for international settings
a Identify the learning outcomes you need to (L19.1, L19.3 and L19.4) in this Unit of
achieve and any cross-cultural issues which Competence is listed at the end of L19.4.
may affect them.
b Identify the needs and expectations of the

people taking part in the programme.
c Identify the most appropriate language to

deliver the programme in.
d Assess whether the people taking part are

fluent in the language the training will be
delivered in.
e Identify and plan for using interpreters and

translators if they are needed.
f Identify any difficulties that might arise from

having people from different cultural
backgrounds in the same group and how to
cope with these difficulties.
g Choose learning methods that are

appropriate to the learning outcomes and
learners, including technology-based learning
and e-learning.
h Review different styles of working which will

create a positive learning environment for all
learners.
i Identify clear procedures for carrying out

training sessions, including the times and
places.

Unit L19
Element L19.3
Produce learning and development materials and support for international settings
a Choose materials and equipment that are (L19.1, L19.3 and L19.4) in this Unit of
appropriate to the identified training Competence is listed at the end of L19.4.
outcomes and take account of any limits on
resources.
b Develop and adapt materials to meet the

needs of people from different cultures.
c Identify how the learners' linguistic skills will

affect written and visual materials and the
speed of the training.
d Identify if you need to use interpreters and

translators and what skills and preparation
they need.
e Identify and use opportunities for

technology-based learning and e-learning
support for learners
f Identify how using interpreters and

translators will affect the contents and nature
of the training materials.
g Ensure that training materials take account

of the language needs of learners.
h Identify how materials will be evaluated

during the training programme.

Unit L19
Element L19.4
Deliver training internationally
a Explain the aims of the training programme (L19.1, L19.2 and L19.3) in this Unit of
and allow learners to ask questions. Competence is listed at the end of L19.4.
b Identify how the training will be carried out

and agree the arrangements for timing,
refreshments and food.
c Agree how language issues will be

managed and the roles of any translators or
interpreters.
d Agree how technology-based learning and

e-learning will be used
e Agree an appropriate range of training

methods with learners and how these will be
used throughout the programme.
f Allow enough time at the beginning of the

course for learners to ask questions on the
course itself, for example, how it will be
delivered, its targets and any ground rules.
g Encourage learners to respect and support

each other.
h Identify the levels of learners' skills and

experience against the necessary outcomes.
i Use appropriate forms of address (for

example, calling people by Mr, Mrs and so
on) and agree an acceptable dress code.
j Use clear, simple and jargon-free

vocabulary in speech and documents.
k Ensure visual materials are appropriate to

learners' needs.
l Give learners appropriate glossaries and

explain terminology to them if necessary.
m Give learners regular opportunities to

assess how effective the programme is and
whether it meets their needs.

Knowledge requirements
You need the following knowledge to perform this Unit of Competence You will show this
through the outcome of your work activities and through evaluations of your systems and
processes. You need to be able to show that you have general knowledge and understanding
of the following:
The nature and role of international learning and development
1 how to identify and evaluate the cultural, religious and social factors that are likely to
influence the people taking part
2 how to assess the effect of political and economic conditions on learning
3 how to identify linguistic (language) issues in international programmes and a variety of

ways of coping with them, including using translators and interpreters
4 how to recognise different learning styles and procedures and their importance in different
cultures
5 how to make use technology-based learning and e-learning to support learners
6 how to match learning styles to different ways of delivering training that are appropriate to
different cultures
7 how to identify and assess the things that affect learning, including access to materials,
learning environments, social settings and relationships
8 how to access and use sources of information on the economic and social structure in
individual countries and regions
9 how cultural, social and religious differences may influence how learners get on with one
another
10 how to identify and evaluate the needs of the training sponsors and the needs and
expectations of the learners
11 how to access and use information on the training and development available in individual
countries and regions
12 how to identify and choose appropriate materials and equipment
Principles and concepts
13 how to identify the needs and expectations of the training sponsors and the learners
14 how to adapt and develop training programmes to meet the needs of sponsors and
learners
15 how to identify and respond to differences caused by different work and social structures
16 how to decide whether the learners are fluent to a high enough level to take part in the
training programme
17 how to identify the effect translators and interpreters will have on how training is delivered
and on how the people in the group get on with one another
18 how to identify and sensitively deal with any possible differences or tensions between the
learners caused by their social and religious backgrounds

19 how to choose a style of training that will help everyone taking part to learn
20 how to identify appropriate uses of names and titles and dress codes which will encourage
learners to feel at ease
21 how to identify and use criteria of success against which to evaluate training programmes
22 how to identify and provide for different cultural and social backgrounds in written and
visual materials
23 how to identify the level and nature of materials that are appropriate to the training
outcomes and the language you have chosen to deliver the training in
24 how to identify any necessary adaptations to materials to provide for social and cultural
differences
25 how to identify the language needs of learners in understanding important and specialist
terminology
26 how to use interpreters and translators if they are needed
27 how to evaluate the effectiveness of materials against clear standards of success
28 how to choose other training methods which will support the learning outcomes
29 how to allow learners to express their views and concerns openly
30 how to measure appropriate levels of skill and experience against the necessary training
outcomes
31 how to be consistent in the use of language
32 how to choose and use written and visual material to strengthen training experiences
33 how to assess the effectiveness of individual training sessions
External factors influencing human resource development
34 how to ensure that everyone acts in line with health, safety and environmental protection
legislation and best practice
35 how to identify and apply the concepts of unlawful, direct or indirect discrimination
36 how to use equal opportunities codes of practice effectively
37 how to identify and apply relevant legislation on individuals' rights
38 how to evaluate developments in education, training and qualifications which have a direct
effect on the design of learning materials
39 how to analyse and use developments in learning and new ways of delivery, including
technology-based learning and e-learning support for learners

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National Occupational Standards for Security Consultancy

National Occupational Standards for

Final Version approved January 2007 Page 2 of 115

Final Version approved January 2007 Page 3 of 115

Units and Elements for Security Consultancy

Unit SCN 1 Confirm clients’ security aims and objectives

Unit SCN 2 Determine security risks to clients’ assets

Unit SCN 4 Oversee the implementation of security measures

Unit SCN 5 Determine the effectiveness of security measures

Unit 30 Build and maintain effective customer relations

Unit 36 Develop customer relationships

Unit A2 Manage your own resources and professional development

Unit A3 Develop your personal networks

Final Version approved January 2007 Page 4 of 115

Unit B1 Develop and implement operational plans for your area of

Unit B2 Map the environment in which your organisation operates

Unit B6 Provide leadership in your areas of responsibility

Unit B8 Ensure compliance with legal, regulatory, ethical and social

Unit C5 Plan change

Unit D2 Develop productive working relationships with colleagues and

Unit E1 Manage a budget

Unit E2 Manage finance for your area of responsibility

Unit F1 Manage a project

Unit F2 Manage a programme of complementary projects

Unit L6 Develop training sessions

Final Version approved January 2007 Page 5 of 115

This unit is taken from the ENTO (formerly Employment National

Unit L19 Provide learning and development in international settings

Final Version approved January 2007 Page 6 of 115

Build and maintain effective customer relations

Final Version approved January 2007 Page 7 of 115

Threat An action or potential action likely to cause damage, harm or loss

Risk The probability of a threat occurring

Vulnerability A weakness that can be exploited to damage or harm an asset or to

Impact The amount of expected loss or damage

Final Version approved January 2007 Page 8 of 115

• Respond to clients who require security services (Element SCN 1.1)

Final Version approved January 2007 Page 9 of 115

Element SCN 1.1

You must be able to – You must know and understand –

You must be competent to deal with the following types of –

Final Version approved January 2007 Page 10 of 115

Element SCN 1.2

Performance Criteria Knowledge Criteria

You must be able to – You must know and understand –

You must be competent to deal with the following types of: –

1. format: text, graphic, electronic, photograph

Final Version approved January 2007 Page 11 of 115

Element SCN 1.3

Performance Criteria Knowledge Criteria

You must be able to – You must know and understand –

a) provide clear and accurate details in 1) current relevant legislation, regulations,

d) take account of potential constraints 3) how and why it is important to ensure

You must be competent to deal with the following types of: –

1. proposals: financial, budgets, constraints, timescales, resources, activities, outcomes

2. constraints: financial, timescales, resource requirements, legal

Final Version approved January 2007 Page 12 of 115

• Identify and evaluate clients’ assets (Element SCN 2.1)

Final Version approved January 2007 Page 13 of 115

Element SCN 2.1

Performance Criteria Knowledge Criteria

You must be able to – You must know and understand –

You must be competent to deal with the following types of –