BTEC First Sport Unit 17 - Pearson Schools and FE · PDF fileThe Games Makers job looked really ... A know about the organisational structures of sport and leisure ... of a selected

I really enjoyed watching the Olympics on the television. The Games Makers job looked really interesting and I want to find out more about what jobs there are like this in the future and the skills I will need to get a job in sport and leisure. When I go to sports events, the staff often seem really smiley and helpful, and it makes me enjoy things more. That’s the sort of thing I could see myself doing – making people’s experiences of sports and leisure more enjoyable!

Holly, 15-year-old Sports student

In this unit you will:

A know about the organisational structures of sport and leisure facilities, and the roles and responsibilities of those working in them

B know about safety and security in sport and leisure facilities

C deliver effective customer service for sport and leisure.

Learning aimsAssessment: This unit will be assessed through a series of assignments set by your teacher/tutor.

There is a range of facilities for sport and leisure across the country and each venue has a variety of staff. These members of staff each have an important role to play. They are responsible for the daily running of the facilities and the safety of colleagues and customers.

Sports and leisure facilities need to be kept safe and secure for the people who work within them and for the customers who visit. As part of this unit you will explore the operating procedures for these facilities and the safety and security legislation and regulations there to ensure the safety of everyone.

Customers expect high standards of customer service, and staff working in sports and leisure facilities need to ensure customers enjoy their experience and come back for repeat visits.

In this unit you will explore the variety of roles and responsibilities of staff working in this sector, including the safety requirements. You will also be able to put your sports and leisure customer service skills into practice.

Introduction

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UnIt 17 Facility Operations for Sport and Leisure

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Facility Operations for Sport and Leisure

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This table shows what you must do in order to achieve a Pass, Merit or Distinction grade, and where you can find activities to help you.Assessment Zone

BTEC

Assessment criteria

Level 1 Level 2 Pass Level 2 Merit Level 2 Distinction

Learning aim A: Know about the organisational structures of sport and leisure facilities, and the roles and responsibilities of those working in them

1A.1

Outline the organisational structure of a selected sport and leisure facility.

2A.P1

Describe the organisational structure of two different selected sport and leisure facilities.See Assessment activity 17.1

1A.2

Describe the responsibilities of two different roles from a selected sport and leisure facility.

2A.P2

Describe the responsibilities of four different roles from a selected sport and leisure facility.See Assessment activity 17.1

2A.M1

Compare the responsibilities of four different roles from a selected sport and leisure facility.See Assessment activity 17.1

Learning aim B: Know about safety and security in sport and leisure facilities

1B.3

Outline operating procedures used to ensure sport and leisure facilities are safe and secure.

2B.P3

Explain operating procedures used to ensure a safe and secure environment, within a selected sport and leisure facility.See Assessment activity 17.2

1B.4

Outline two pieces of legislation and/or regulations that relate to safety and security in sport and leisure facilities.

2B.P4

Describe four pieces of legislation and/or regulations that relate to safety and security in sport and leisure facilities.See Assessment activity 17.2

2B.M2

Explain the impact of four pieces of safety and security legislation and/or regulations on sport and leisure facilities.See Assessment activity 17.2

2B.D1

Analyse the impact of four pieces of safety and security legislation and/or regulations on a selected sport and leisure facility.See Assessment activity 17.2

Learning aim C: Deliver effective customer service for sport and leisure

1C.5

Outline the importance of, and procedures used to provide, effective customer service in sport and leisure facilities.

2C.P5

Describe the importance of, and procedures used to provide, effective customer service in sport and leisure facilities.See Assessment activity 17.3

2C.M3

For a selected sport and leisure facility, explain procedures used to provide effective customer service.See Assessment activity 17.3

1A.1 2A.P1

1A.2 2A.P2 2A.M1

1B.3 2B.P3

English1B.4 English2B.P4 English2B.M2 English2B.D1

1C.5 2C.P5 2C.M3

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UnIt 17 Facility Operations for Sport and Leisure

How you will be assessedThe unit will be assessed by a series of tasks set by your teacher/tutor. You will be expected to show an understanding of the safety and security in sport and leisure facilities and the different types of organisational structure that exist in sports and leisure facilities. You will research the variety of different job roles across the facilities and investigate the responsibilities of these different members of staff.

This unit will also allow you to demonstrate your skills in a practical setting. You will need to show that you can deal with customers effectively and respond to complaints and enquiries.

Your assessment could take the form of:

• informative materials, such as leaflets

• presentations

• case studies

• practical observations and assessments

• action plans.

Assessment criteria

Level 1 Level 2 Pass Level 2 Merit Level 2 Distinction

Learning aim C: Deliver effective customer service for sport and leisure

1C.6

Deal with one complaint and one enquiry from each of two different types of customers, with support.

2C.P6

Competently deal with two complaints and two enquiries from each of two different types of customers.See Assessment activity 17.3

1C.7

Review own performance when dealing with customers in sport and leisure, identifying strengths.

2C.P7

Review own performance when dealing with customers in sport and leisure, describing strengths and areas for improvement.See Assessment activity 17.3

2C.M4

Explain own strengths and areas for improvement when dealing with customers, making recommendations for personal development.See Assessment activity 17.3

2C.D2

Evaluate own strengths and areas for improvement when dealing with customers, justifying recommendations for personal development.See Assessment activity 17.3

English1C.6 English2C.P6

English1C.7 English2C.P7 English2C.M4 English2C.D2

Opportunity to practise English skillsEnglish

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Assessment Zone Unit 17

This court can be used for badminton, netball, basketball or volleyball.

IntroductionThere are many kinds of sport and leisure facilities that meet the needs of a range of different customers. Some target local customers and have general facilities. Others attract customers from across the country due to their specialist nature.

] Types of sport and leisure facilitiesSport and leisure facilities across the country serve a range of different customers. Some customers may be using these just for fun while others could be training for their sport or event at elite level.

Leisure or sports centres These are a good example of multi-sports facilities. They can vary in the sports provided, but could include multi-use sports halls which can be used for a range of sports (e.g. badminton, basketball, netball), as well as for large fitness classes and non-sport events, such as concerts. They can also include gyms, squash courts and possibly specialist facilities, e.g. gymnastic facilities. Leisure or sports centres often have swimming and diving pools. There may also be other facilities on offer at these centres including crèches, changing rooms, beauty facilities, sauna or steam rooms, restaurants and bars.

What types of facilities are on offer locally and what types of customers use them?

Getting started

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Sport and leisure facility organisational structures

Sport stadiumsThese can include athletics tracks, facilities for track and field events, and sports pitches, for example, football or rugby.

Gyms and health clubsThese can include fitness suites, studios for classes, swimming pools and other facilities including restaurants, bars and beauty facilities.

Outdoor activity centresThese offer land- and water-based activities, including mountain biking, climbing, canoeing, windsurfing and sailing.

National Sports Centres These are examples of specialist elite facilities. Their function is to provide elite training facilities for a range of sports.

1 Bisham Abbey in Buckinghamshire has been a Sport England training venue for over 20 years. It is home to the south-east regional English Institute of Sport (EIS). Bisham Abbey is used by a range of national governing bodies (NGBs) as a training centre. These include British Cycling, England Netball, GB Rowing, the Lawn Tennis Association, British Swimming, England Hockey and the British Olympic Association.

2 Lilleshall is near Newport in Wales and is the specific home of British Gymnastics and GB Archery. Other NGBs and associations also use Lilleshall as a training facility. These include Badminton England, the English Table Tennis Association, UK Sport and the Rugby Football Union. Lilleshall is also a regional Institute of Sport.

3 Crystal Palace National Sports Centre is in London and has been home to Diamond League Athletics. There are a range of sports facilities on offer there, to athletes as well as the general public, including swimming, gymnastics, hockey, football and athletics.

4 Plas y Brenin is one of two National Sports Centres specifically built for outdoor activities. The centre is in Snowdonia National Park in north Wales. The activities catered for include climbing, canoeing, kayaking, mountain biking, mountaineering and hill walking.

5 The National Watersports Centre is situated in Nottingham and has been the venue for elite competition and training. It caters for canoeing, kayaking and rafting.

6 The National Cycling Centre in Manchester is home to British Cycling and provides facilities for elite-level training and competition. It also provides schemes for all levels of cycling from novices upwards.

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Facility Operations for Sport and Leisure UnIt 17

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Figure 17.1 Typical hierarchical structure of a large sports and leisure facility.

TradingTeam

Leader

CrècheTeam

Leader

Gym TeamLeader

Play CentreTeam

Leader

Swim SchoolTeam Leader

AssistantDuty

Managers

CaféTeam

CrècheTeam

Gym Instructors

Play CentreTeam

Swim Teachers

CentreAttendants/

Coaches

FinanceTeam

CustomerRelationsAdvisers

SalesCoordinator

DutyManagers

OperationsManager

PersonalAssistant

ChiefExecutive

HRAssistant

HRManager

FinanceTeam

Leader

FinanceManager

CustomerRelations

Team Leader

Sales andMarketingManager

]Organisational structureThe various types of sports and leisure facilities can differ in their organisational structure. An organisational structure is the way a business identifies the people who work within it, their titles, and their roles and responsibilities. This helps to define what people do and how they work together. This is important in order for any business to work effectively.

In sport and leisure facilities, there are three types of structure. Which one an organisation uses will depend on its needs.

Hierarchical structureA hierarchical structure has lots of layers between the senior management and the lowest level employees. This structure is usually seen in larger organisations with lots of employees and specific job roles. Figure 17.1 shows an example of a hierarchical structure which clearly defines the role of each person and who they work with. It also identifies each department and the layers of management across an organisation.

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Sport and leisure facility organisational structuresA.1tOPIC

Flat structureA flat organisational structure is one with only a few levels between the management and other employees of a company. These are often used by smaller companies. An example would be a small privately owned gym. There could be a gym manager at the top with deputies, who would in turn supervise gym instructors and administrators.

Figure 17.3 A committee structure.

Club Captain

Membership Secretary Fixtures SecretaryTreasurer

Figure 17.2 An example of a typical flat structure.

Gym Manager

Gym Instructor

Deputy Gym Manager Deputy Gym Manager

Gym InstructorGym Instructor

Committee structureA committee structure will be seen in most non-professional voluntary sector sports clubs – for example football, hockey and basketball clubs. They will typically have a chairperson or club captain/president at the top of the structure, with a supporting committee. The other committee roles might include:

• treasurer

• membership secretary

• fixtures secretary

• club captains.

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Facility Operations for Sport and Leisure UNIT 17

It is important for all staff to have a good relationship with their customers.

]Different roles in sport and leisure facilitiesManagementThe management team for facilities have a range of roles. These can include:

• the development of activities at the centres

• management of employees

• ensuring the health and safety of employees and customers

• managing budgets and generating income, including applications for funding

• developing excellent customer care

• writing weekly or monthly reports for centre owner or local councils.

InstructorsThe role of instructors includes the planning and delivery of their sessions. They also need to ensure that their customers and sessions are safe, including risk assessing potential hazards. Instructors need to work effectively with customers and often in smaller facilities their role can include receptionist and cleaning duties.

IntroductionThere is a wide range of people who work in sport and leisure facilities in a variety of different roles. These roles involve specific responsibilities. The following are some examples of positions in sports and leisure facilities, and the roles that they have.

Think of a local sports and leisure facility you have been to. How many different types of jobs did you notice being filled?

Getting started

Roles – the key functions of a job.

Responsibilities – the things a person is accountable for in their job, e.g. customer service.

Key terms

Reception staffReception staff’s main role is dealing with customers and employees. They are often the first person customers see when they enter a facility. It is their responsibility to ensure that customers receive excellent service. Their role may include:

• taking bookings

• keeping up-to-date records, e.g. membership records

• ensuring information is safe.

They may also be required to deal with purchases and ordering items for their sports and leisure facility.

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The roles and responsibilities of individuals in sport and leisure facilities

There are many different jobs in the sport and leisure industry. From centre managers to recreation assistants, all play a vital role in the effective running of their facilities. Research the range of jobs on offer at sports and leisure facilities, and select one that you are particularly interested in.

• Identify what that job is and the qualifications and experience you would need for it.

• What are the roles for that job?

• What are the responsibilities for that job?

Using this information, produce a job description for the job you have researched.

Activity 17.1 Jobs in the sport and leisure industry

Lifeguards not only keep people safe, they also help ensure a risk free environment.

Maintenance staffMaintenance staff have an important role in the daily upkeep of facilities. Their roles can include making sure the facilities are working properly, routine maintenance and making sure the facilities are safe for customers to use.

LifeguardsThe role of a lifeguard is primarily to keep swimming-pool users safe. This includes supervising swimming activities and being able to identify and minimise any potential hazards by enforcing the rules of the pool that are always displayed on the walls. They are also there to rescue swimmers in an emergency and provide first aid, including CPR, if necessary.

Grounds staffGrounds staff maintain the land around a sports and leisure centre as well as ensuring pitches are fit for use. Their primary job is to make sure the playing surfaces are ready for use and meet the standards for participants and national governing bodies if they work for elite clubs. They will also need to carry out regular safety checks of the facilities, for example checking the goalposts on a football pitch or the throwing cages at athletics grounds.

Cleaning staffCleaning staff in sport and leisure facilities make sure that the equipment, floors, changing rooms and reception areas are clean and ready for use. Other people working in a facility may also be involved in cleaning facilities and equipment – for example, a gym instructor may also need to clean the equipment, or recreation assistants may need to clean surfaces if they are setting up equipment and there is mud on the floor.

Security staffSecurity staff are employed by some sport and leisure facilities. They make sure employees and customers are safe, and monitor the facilities to keep the property secure. Larger facilities (for example, sports stadiums) may also employ security staff when there are matches, to ensure the safety of spectators.

CPR – cardiopulmonary resuscitation, an emergency procedure to keep someone alive and breathing.

Key term

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]ResponsibilitiesAll employees have responsibilities linked with their job. Some are specific to their role and others are more general and cover all employees. The following are some examples of the key responsibilities of employees working in sports and leisure facilities.

• Personal presentation: employees may receive a uniform and name badge. Clothes should be clean. The centre may have guidelines about jewellery, clothing and hygiene.

Good personal presentation gives the customers a good impression of that person and the facility as a whole.

Remember •Attitude: a good attitude towards each other and customers can give a good first impression. All employees need to demonstrate a positive and helpful attitude towards others working in and using the facilities.

• Professionalism: employees should demonstrate their knowledge or ability and show how skilful they are, for example, when dealing with customers.

• timekeeping: employees need to be punctual and meet deadlines.

•Accountability: all employees are responsible for their actions and outcomes. For example, poor customer service could lead to a customer making a formal complaint about a member of staff.

• Reporting to line management: there must be clear methods of reporting to managers, particularly for issues that may require urgent attention – for example, safety issues.

• Communication skills: all employees must be able to communicate effectively with colleagues and customers. Communication skills are the ways in which we are able to convey information to people. This could be verbally or in writing.

•updating skills: employers should provide training for their employees, including an induction, to ensure continuing professional development (CPD).

• Financial responsibilities: the centre manager may be the budget holder. Other members of staff may also need to handle cash (for example, at reception).

Communication is key to running a class effectively.

Induction – the process of introducing a person to a job or job role. This can include familiarising them with the building, working procedures, policies, and their roles and responsibilities.

Key term

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the roles and responsibilities of individuals in sport and leisure facilitiesA.2tOPIC

As part of your position in a sports and leisure facility, you may also be required to:

• open and close the facility

• help ensure it is kept tidy

• take bookings

• keep records.

]Different types of employmentPeople can be employed on a range of different types of employment contracts depending on the needs of their job role and the employer’s needs. They may work as:

• full-time employees

• part-time employees

• casual staff

• seasonal staff.

Full-time or part-time employeesFull-time employees work on a regular daily basis and are expected to work a full week. This is often identified in the job description as the number of hours per week or the days required. This could involve shift work, including evenings and weekends. Part-time employees work a fraction of the full-time equivalent, but again on a regular basis – for example, an evening receptionist in a sports centre may work Monday to Friday 6pm to 9pm. They are still entitled to the same rights as full-time employees, such as holiday leave and sick pay.

Casual staffCasual staff work on an irregular basis and their hours are usually determined by need. For example, a lifeguard could be employed as casual staff when the pool is hired. These staff can work more or fewer hours, depending on the employer’s requirements.

Seasonal staffSeasonal staff contracts are similar to casual staff, but at specific times of the year. An example of seasonal staff could be coaches employed by a local authority to deliver summer coaching sessions and activities for young people. They would only be employed during the summer holiday period.

You have been asked to produce some careers advice leaflets for a Year 9 group who are interested in finding out more about the jobs available in sports and leisure facilities. They will need to know more about the types of facilities that are available, and the roles and responsibilities of employees who work in them. You have been asked to provide the following information in your leaflets:

1 Identify two different types of sports and leisure facilities. Describe the organisational structure of each and the different job roles of employees.

2 Compare four different job roles. Explain what their roles and responsibilities are.

Assessment activity 17.1 English 2A.P1 | 2A.P2 | 2A.M1

Tips• Task 1: You will need to select two different types of facilities, for example a private gym and an outdoor

activity centre. You will need to give examples of the different types of job roles and their responsibilities giving examples for each facility. A pictorial example of the organisational structure would also help.

• Task 2: You will need to explain the similarities and differences between the different job roles and responsibilities. You should use examples for each facility and each role. Also think about the responsibilities that may be unique to a given role. Can you give specific examples of why that is the case?

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]Normal operating procedures (NOP)NOPs are guidelines for the day-to-day operating of a sport or leisure facility. They outline the procedures for all aspects of the facility and can include the following.

Facility opening procedureThis outlines the procedures for opening the facility. It can include what needs to be done, by whom and by when. The opening procedures can include details on what time the facility needs to be unlocked and in what order.

End-of-day proceduresSimilar to opening procedures, there are clear procedures for closing a facility at the end of the day. These can include locking-up procedures to ensure buildings are empty and secure, cashing up money taken and recording daily takings, switching telephone calls to answerphone and checking that alarms have been set.

IntroductionThe safety and security of customers and employees is vitally important for sport and leisure facilities.

Checking of facilitiesAll facilities need to be safe for use and regular checks need to be carried out. The NOP may have a rota of checks including the frequency and process for checking. For example, checks for a swimming pool could include checking the changing facilities, rescue equipment, safety signage, chemical test (chlorine tests) procedures and water quality. These checks can be carried out regularly during the day, on a daily or weekly basis. A named position in the facility will be responsible – for example, the duty manager may be required to do this.

Risk assessmentRisk assessments are carried out in all areas of sports and leisure facilities to keep employees and customers safe. The primary aim of any risk assessment is to identify potential hazards. Once these have been identified, the risk needs to be assessed and the potential level of any injury that could occur. The person responsible for risk assessing would need to calculate the risk and evaluate what action needs to be taken to reduce the risks and make the activities safe.

Hazard – something that could cause harm.

Risk – the result of any accident or event caused by the hazard.

Key terms

A chlorine test has to be done regularly in swimming pools.

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Safety and security procedures

Think about your last visit to a sport and leisure facility. Why was it important for you to be safe when you were visiting? What checks do you think have to be done in sports and leisure facilities?

Getting started

Health and safetyEvery sport and leisure facility is required by law to have a health and safety policy. In the NOP there should be clear guidelines for the safe practice of work-related tasks – for example, the safe setting up and putting down of equipment. Employees should be aware of their responsibilities for health and safety, and employers should provide training.

Reporting of injuriesThe NOP will include procedures for the reporting of injuries. For example, if the facility is a sports centre, there should be a nominated and trained first aider. There should be an accident book where all first aid incidents are recorded and there should be appropriately stocked first aid kits. Some centres also now have defibrillators (which use electrical energy to kick-start the heart) in case of the need to administer CPR.

1 Why do sport and leisure facilities need to have a set of normal operating procedures (NOP)?

2 Who will use the NOP?

3 What is the benefit to the staff of using the NOP?

4 What is the benefit to the customer of using the NOP?

Just checking

Instructors should go through health and safety procedures with all new joiners.

Safety procedures and protocolsThere should be clear guidance of safety procedures and protocols in the NOP. This will include procedures for:

• first aid

• health and safety

• swimming pool rescue

• checking procedures.

It is vital that employees and customers are kept safe and all staff have a responsibility to make sure procedures are followed.

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] Emergency operating procedures (EOP)Emergency operating procedures are the guidelines that employees need to follow when there is an emergency incident at their sport and leisure facility. These procedures can form part of an employee’s regular training and development, and will often require rehearsals or drills where employees practise what needs to be done in an emergency.

Everyone at the sport and leisure facility has a role and responsibility should an emergency happen. It is good practice to update and train staff frequently on what needs to be done.

The following are types of emergencies and the associated responsibilities of staff.

Procedures for fireIn the event of a fire, there needs to be a clear evacuation process. The staff should know:

• what the alarm sounds like

• where the emergency exits are

• where the assembly points are

• where the different fire extinguishers are located.

A first-aid sign.

First aidIN THE EVENT OF

ACCIDENT/ILLNESS1. Call a �rst aider

Your area �rst aider is

2. Your nearest �rst aid boxis located at

3. For sick bay use contactYour sick bay is loctaed at

TO CALL AN AMBULANCEDial

Customers must be given clear instructions and directions to the location of assembly points outside the building. The guidance in the EOP should include the procedure for checking that the sports and leisure facility has been effectively cleared of employees and customers, and the procedure for re-entering the building.

Major first-aid incidentAn example of a major first aid incident could be one where a life is in danger. The EOP should include:

• who the first aiders are

• clear instructions for first aiders

• what the duty rota is for the first aiders

• how to contact them, as some sports and leisure facilities may be on large sites.

There should be guidance about what reporting needs to be done, and by whom.

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Safety and security proceduresB.1tOPIC

All emergency exits open outwards. Why do you think this is?A fire extinguisher.

Emergency evacuationEOP should also cover emergency evacuations. The guidance may be similar to the fire evacuation procedure. An example of an incident requiring emergency evacuation would be a chemical leak, e.g. chlorine gas from a swimming pool. The EOP would need to include clear guidance on the responsibilities of all staff should such an incident occur.

Contacting emergency servicesThe guidance in the EOP will need to include who is responsible for calling the emergency services – for example, in the case of fire or a major first aid incident.

Theft and vandalismThe EOP should also have a clear procedure for dealing with theft and damage to property, including:

• who is responsible for taking details and completing paperwork

• who should contact the police.

This should help to resolve the situation as quickly as possible and minimise any potential complaints from customers.

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]Applying safe working practicesEmployers in sport and leisure facilities need to make sure that all staff have a safe working environment. They have to comply with relevant legislation and regulations, or they can be sued if people have accidents at work. All employers must have a health and safety policy for their employees. This will include procedures for dealing with incidents in the workplace, and staff may need training about their safety responsibilities. An employer will also need to make sure the sport and leisure facility is secure. This might include procedures for dealing with difficult behaviour from customers, security for property and guidance about lone working.

IntroductionAll sport and leisure facilities need to provide a safe and secure environment for employees and customers. Employers have a duty of care to both, and they need to make sure they are following the law.

Think about the sports facilities at a local sports centre. These facilities could include swimming pools, changing facilities, sports halls, all weather sports pitches, park grass pitches, etc. Why would these facilities need to be safe and secure for customers?

Getting started

Legislation – laws or Acts that have been passed by Parliament.

Key term

A gym instructor spotting weights with a customer.

These are all important as they minimise the risk of harm to employees and customers. If these risks were not addressed, accidents or incidents could occur – for example, broken equipment could lead to customers injuring themselves, or not checking chlorine levels in swimming pools could lead to illness. It is important that employers in sports and leisure facilities provide safe and secure environments, to:

• protect staff and customers from illness and injury

• protect the sports and leisure facilities against prosecution

• follow regulations set out in law

• protect the reputation of the sports and leisure facilities

• protect the sports and leisure facilities against loss of business.

It is important to check constantly that any sport and leisure facility is safe for its customers and employees. When you next visit a sport and leisure facility, try to answer the following.

• Can you spot different safety signs? What are they for?

• What could be improved?

• What types of safety checks did you see taking place, or what checks need to be done to maintain the safety of customer and employees?

Activity 17.2 Safety in sport and leisure facilities

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Importance of providing a safe and secure environment

WorkSpace

18


Think about it7 What other types of job roles are

there in sport and leisure facilities?

8 How do their roles vary?

9 What qualifications do you need to be employed in these roles?

10 What customer service skills do you need when working with members of the public?

11 What responsibilities do staff have towards the safety of customers?

] James StevensLeisure and Recreation AssistantI work as a Leisure and Recreation Assistant at a large sports centre. My job is varied and I really enjoy working with lots of different customers. My main role is to meet the requirements of our customers. That can include making sure they have all the information they need about our memberships, prices and classes. It can also mean responding to their specific requirements – for example, we have some disabled customers that need a hoist to get in and out of the swimming pool. I also deal with any customer complaints.

I am responsible for:

• setting up and putting away sports equipment

• conducting safety checks on equipment to ensure it is fit for use

• ensuring a safe and secure environment for customers and colleagues

• maintaining the cleanliness of all areas

• giving appropriate levels of customer service to all customers and colleagues

• using the correct procedures when dealing with customer queries or complaints

• working within specific guidelines, e.g. equal opportunities, health and safety, including legal requirements

• following emergency procedures correctly.

First-aid kits should always be fully stocked.

]Current legislation and regulationsHealth and Safety at Work Act 1974This Act sets out the responsibilities employers have to their employees. It also includes the duty they have to members of the public – in this case, customers who use their facilities. The Act covers accidents that can happen and the requirement that all activities are made safe. If the facility has five or more employees, the Health and Safety at Work Act must be on display and a copy of it must be given to each employee.

Other aspects of this law include the need to store hazardous or dangerous substances safely. For a sport and leisure facility, this could include cleaning products and chlorine for swimming pools.

Management of Health and Safety at Work (Amendment) Regulations 1994This is an amendment of the Health and Safety at Work Act 1974. The key responsibilities remain the same, but there are some important changes.

One of the key responsibilities of an employer is to risk assess and to ensure the safety of employees and customers. Employers need to make sure that their facilities, including all equipment, are safe for use and any potential hazards are minimised.

IntroductionThere are a number of Acts of Parliament that sport and leisure facilities need to abide by. These promote health and safety for several key reasons, including to:

• protect employees and users from harm

• encourage safety at facilities and minimise accidents and incidents.

Think about your local sports centre. How many types of risks can you identify for customers? What does the centre do to protect customers from these risks?

Getting started

Find a risk assessment online for a sport and leisure facility. Look at the risks and potential hazards identified. What actions have been put in place to ensure the safety of customers?

Take it Further

Health and Safety (First Aid) Regulations 1981All employers have a duty of care to provide adequate first aid facilities for their employees. For sports and leisure facilities, this also extends to the customers that will be using the facilities.

Sport and leisure employers need to ensure the following:

• There is enough first aid provision for employees and customers.

• Adequate first aiders are in place to deal with first aid incidents. The number will depend on the number of employees present, but should be no less than one first aider for every 50 employees and/or customers.

• Employers need to inform employees and customers of the provision they have for first aid – for example who the first aider is, what first aid facilities they have and what equipment is available.

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Legislation and regulations for sport and leisure facilities

Parts of Bradford City football club had to be rebuilt after the fire in 1985.

Control of Substances Hazardous to Health (COSHH) 2002Employers are required by law to control all substances that are hazardous to health, by making sure they can reduce or prevent exposure to hazardous substances for employees and customers.

Some hazardous substances that might be found in a sports and leisure facility include:

• chemicals

• fumes

• vapours

•mists

• dusts

• packaging.

Did you know?Each substance needs to be risk assessed and staff need to be trained in how to keep the substances safe. Staff will also need to use the correct protective equipment and procedures for handling these substances. They will need to know how to deal with any potential incidents involving these substances.

Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995The main focus of these regulations is the accurate and prompt reporting of injuries, diseases and dangerous occurrences to ensure that action is taken so they do not happen again.

These can fall into three different categories.

• Injuries.

• Diseases – RIDDOR outlines the specific diseases that have to be reported.

• Dangers associated with the environment people are working in – for example in 2009 there was an incident at Harrow Leisure Centre that involved ammonia and resulted in a member of staff being treated in hospital.

Examples of injuries include:

• loss of sight

• dislocation of a shoulder, knee, hip or spine

• fracture to bones other than fingers, thumbs or toes

• chemical or hot metal burn to the eye

• any injury that leads to resuscitation or admittance to hospital for more than 24 hours

• death.

Did you know?

Children Act 2004This Act is focused on the safety and well-being of children. It aims to ensure that children are safe in the environment they are in and are healthy. The Act has specific requirements for staff working with young people and vulnerable adults. These include the need to:

• be appropriately qualified, e.g. having a national governing body sports coaching qualification, first aid training, safeguarding and reporting training

• have DBS (Disclosure and Barring Service) clearance to work with children.

All sport and leisure facilities must abide by these regulations to keep children safe.

Fire Safety and Safety of Places of Sport Act 1987In May 1985, 56 people died in a fire at Bradford City Football Club. This Act came into effect to try to make sure that in future all spectators would be safe when watching sport in stadiums. The Act covers the need for stadiums to have:

• safety certificates

• regular checks

• defined spectator capacities so there are not too many people in one area

• fire safety

• means of escape for spectators.

All facilities need to meet these safety standards for spectators, or they may have their licences removed.

20


ContInueD

]How legislation and regulations shape daily working practicesLegislation and regulations are in place to make sure that customers have safe sport and leisure facilities, and that employees have a safe working environment. It is also important that facilities meet the legislation and regulations to comply with the law. If a facility did not do this and customers and/or staff were injured, the facility could be sued for failing to protect them. Facilities must make sure that in emergencies there are procedures for the safety and security of staff and customers.

Another impact of legislation and regulations is the need for appropriate, accurate and timely reporting of accidents and incidents. People working in sport and leisure facilities must make sure that procedures are in place that will ensure that accidents and incidents are reported as required.

IntroductionIn all sport and leisure facilities, the legislation and regulations that you need to comply with will shape your organisation’s daily working practices. The normal operating procedures give not only clear guidance about roles and responsibilities for staff, but also a structure of appropriate working practices. These practices are important for the safe running of sports and leisure facilities. Without them, injury and accidents would be much more likely.

Why is it so important to have legislation for sport and leisure facilities? What could happen if legislation is not followed?

Getting started

It is not just the responsibility of managers in sport and leisure facilities to meet legislation and regulations. All employees have a responsibility to keep each other and customers safe, and to comply with the law.

Remember

Adhering to legislation plays an important part in the running of sport and leisure facilities. It affects the policies, procedures and daily running of them.

Reflect on what you have learnt so far and how you would respond to the following situations.

1 The fire alarm goes off in your sport and leisure facility. What would you do? What procedures would need to be followed? What would happen afterwards?

2 A gym user has fallen from a treadmill and appears to be injured. What would you do? What procedures would need to be followed? What would happen afterwards? Is there any reporting required?

3 Whilst completing daily checks, you and a co-worker find some chemicals for the swimming pool left out unattended. It appears some chlorine has been spilt. What would you do? What procedures would need to be followed? Is there any reporting required?

Activity 17.3

21 BTEC First Sport

B.4tOPIC

Impact of legislation and regulations on sport and leisure facilities

You have been asked to produce an induction pack for new employees at your sport and leisure facility. The information will be used in their basic training and as a reference guide. You will need to include the following information in your induction pack:

1 Explain the two sets of operating procedures for your sport and leisure facility: the normal operating procedures (NOP) and the emergency operating procedures (EOP).

2 The second section of your pack needs to consider the impact of four key pieces of safety and security legislation related to your sports and leisure facility.

Assessment activity 17.2 English 2B.P3 | 2B.P4 | 2B.M2 | 2B.D1

Tips• Task 1: You will need to explain what NOP and EOP are. You should explain which procedures should be

included and why they are important. You will need to make sure your new members of staff understand what is in both sets of procedures and the importance of them both in keeping your sport and leisure facility safe and secure for customers and other employees.

• Task 2: You will need to give an analysis of each piece of legislation chosen. When did it come into existence and why? Has it been updated and why did it need updating? Why is each important in protecting staff and customers? It would be useful to include examples for sports and leisure centres. You could also include an analysis of the impact it has upon the safety and security at these facilities. Has it helped to improve safety and security, and if so, why? You will need to explain the legal requirements of each and what they mean for your facility. You will need to make clear the responsibilities of all staff in following the legislation, and the benefits of doing so. You will also need to make new employees aware of the consequences if legislation and regulations are not implemented effectively.

1 Which Act gives guidance about infectious diseases?

2 Which Act would govern working practices when using chemicals at a swimming pool?

3 Which Act must be displayed if you have five or more employees at a leisure centre?

4 Which Act stipulates that you need DBS clearance when working with children and vulnerable adults?

5 If you were a manager of a sports centre, what would you need to do to make sure all staff and customers had appropriate first aid care?

Just checking

22


Always make sure you give excellent customer service.

IntroductionEffective customer service is essential for all sport and leisure facilities. It influences whether customers return to a facility or not, and affects a facility’s reputation.Can you think of a time

when you received good customer service? What made it so good?

Getting started

Greater customer satisfactionIf customers are happy with the service they receive, they will want to return. This type of customer loyalty is very good for sports and leisure facilities as it provides a regular income.

Positive feedbackThe reputation of a sport and leisure facility can be enhanced by the feedback it receives from its customers. Lots of facilities display in their centres and online the positive feedback gained from customers. Many facility websites use a rating system to score their service. Poor scores and bad reviews could make customers decide not to use the facility.

Increased membershipPositive feedback and a good reputation are likely to increase membership, and help a sport and leisure facility gain a competitive edge. This will also help the facility to increase profits and grow its business.

] Importance of effective customer serviceEffective customer service is essential if you work in sport and leisure facilities. It has an impact on the customers, staff and the reputation of any facility. A good reputation for excellent customer service can be invaluable. The key to having a successful sport and leisure facility is loyal customers who come back time after time and spread your good reputation by word of mouth.

23 BTEC First Sport

C.1tOPIC

Effective customer service

Meeting quality standardsHaving excellent customer service can also contribute to meeting external quality assurance standards – for example, Quest. Quest is a national scheme for sports and leisure facilities that highlights best practice and industry quality standards.

Quest is aimed at the continuous improvement of the management of sport and leisure facilities. What is the benefit of having Quest status for a sport and leisure facility?

Discussion point

] Impact of effective customer serviceEffective customer service has an impact on the staff who work within the sport and leisure facility, the customers who visit it, and the business itself.

Improved public imageA sport and leisure facility can increase its business by raising its profile. There are online review sites that encourage users to rate sport and leisure facilities, and effective customer service will help to increase the number of positive reviews a facility gains. These can then influence others to visit or become members.

Increase in customers and salesEffective customer service can lead to new customers joining or visiting a facility and is likely to lead to increased customer loyalty and repeat business. Customers returning will ensure regular income for the facility. It could also lead to increased sales within facilities – for example, if friends go swimming together and are enjoying their time at the centre, they may also stay and purchase drinks or food before they leave.

Increased staff satisfactionIf staff are effective in their customer service skills, it should lead to a reduction in customer complaints. This will in turn lead to a happier and more effective workforce. No one wants to deal with complaints, so minimising these will make working in sport and leisure facilities more enjoyable. If the staff working in facilities are enjoying their jobs, this is likely to reduce staff turnover as well, as people will be less inclined to leave their jobs.

1 What are the key reasons for effective customer service?

2 How can a bad experience affect a sports and leisure facility?

3 Who is responsible for giving good customer service in sports and leisure facilities?

4 What are the key benefits to staff of good customer service?

5 Why is a sport and leisure facility’s reputation so important?

Just checking

24


]ProceduresManaging customer complaints and enquiriesAll customer feedback is useful to help facilities improve their experience for customers. Not all feedback is positive and facilities need to have a formal process in place to deal with customer complaints as well as enquiries effectively. The procedure will need to include:

• who is responsible for responding to customer complaints

• who is responsible for investigating any complaint

• what the timescale is for responding to customers

• what the process is for contacting the customer – e.g. email, letter.

Dealing with customer enquiriesCustomer enquiries can be received in a number of ways, such as:

• face-to-face – customers can come into the sport and leisure facilities to physically ask for or collect information

• by phone

• online

• in writing – by letter, report or other correspondence.

There will need to be clear guidance on who deals with these requests, the reply process and timescale for replying.

IntroductionThere need to be procedures for dealing effectively with customers in sport and leisure facilities. These should ensure that their needs are met and that they are satisfied with the service they receive.

As a customer at a sport and leisure facility, what would you expect as good customer service and what makes it good?

Getting started

What method of feedback is being shown here?

Improving customer serviceFor any sport and leisure facility to improve its practice and quality of service, it needs to seek feedback from its internal and external customers. There are a variety of methods that can be used to get this feedback:

• Informal feedback can be gained through the daily conversations that take place between staff and customers. These can include requests for particular information or services, special requests (for example, if someone has a particular access need that has not been identified before) or a sales need (for example, sports equipment).

25 BTEC First Sport

C.2tOPIC

Procedures for dealing with customers in sport and leisure facilities

Customers should feel comfortable approaching staff directly.

Even negative feedback can be used constructively.

• Surveys are a more formal way of getting feedback from customers. A survey may be a formal questionnaire that has been conducted by a member of staff, or an online survey asking for feedback about your last visit.

• Mystery shoppers are people paid by the management to act as customers. Their role is to feed back what the experience was like – for example, what they thought the customer service was like at the facility. They may be given key questions or themes to investigate and their feedback goes directly to the employers.

• Suggestion boxes are a more informal way of collecting and sharing ideas from staff and customers on how to improve the services they receive. These suggestions are shared with the staff and where possible, they may be put into practice to improve the customer experience.

• Focus groups can be used to target specific customers to gain more precise feedback. Small groups can be asked about the services they receive and help from staff, and feedback can lead to change.

Dealing with feedback from customers is a valuable process that can help to highlight and celebrate the good practice that happens in sport and leisure facilities. However, it is also an important way of identifying where customer service is not so good and should allow for improvements to be made in dealing with customers.

Arrange to visit a local sports and leisure centre as a mystery shopper. This will involve you being a potential customer at the sports and leisure facility. You will need to do the following:

• Use a variety of different methods to get information. This could include an email request, a telephone call to ask for information or a face-to-face enquiry.

• Make notes on the information you received. Did it answer your questions? Did you get a response quickly or did you have to wait? How were you spoken to? How did you feel?

• Identify what could be improved and suggest how the centre could implement your recommendations.

Activity 17.4 Mystery shopper

If you were a customer visiting a sport and leisure facility, what method of feedback would you use? Do you look at reviews for facilities? Would a bad review make you think twice about using the facilities?

Discussion point

26


]Customer service skillsCustomer service skills are important for all staff who work in sport and leisure facilities. These employees can make a lasting impression on the customers who use the facilities and the people they work with. To show good customer service, staff should be able to use:

• communication skills, including written, oral and non-verbal communication – staff need to be able to communicate effectively with one another and customers

• active listening (such as maintaining eye contact or leaning forwards when you are listening) and effective questioning skills

• appropriate body language – for example, folded arms can appear closed and negative

• facial expression – such as looking interested when talking to customers

• good posture – for example, not slouching if sat on reception

• problem-solving skills, which are essential when dealing with customer requests or complaints. The ability to think on your feet and to solve problems quickly can often stop things from becoming issues.

All these skills need to be practised by staff working in sport and leisure facilities to make sure that customers receive good service.

] Types of customersThere are many different types of customers who use sports and leisure facilities. They will vary depending on the activities and facilities on offer. Types of customers that may use facilities include:

• families – adults with children

• groups – these can be mixed age groups, for example, a group of participants for an exercise class or a specialist group like a basketball team

• cultural groups – this could be ethnic groups or religious community groups

• people with specific needs – this could include those with learning difficulties or specific physical disabilities, such as visual or hearing impairments.

Each type of customer will have a range of individual needs that any facility must be aware of and support.

IntroductionGood service has a lasting effect upon customers. The wrong first impression can turn customers away, but great customer service can lead to positive feedback, recommendations, returning business and new customers.

27 BTEC First Sport

Practically deal with customers in a variety of sport and leisure contexts

C.3tOPIC

A new gym has opened in town and you have gone to an open day to look at their facilities. What sort of customer service from their staff would encourage you to join their gym?

Getting started

]Customer complaintsWhen a customer complains, it can often be seen as purely negative. For every customer who makes a formal complaint, there will be many others who do not. However, this is still a good opportunity to review the quality of the services that customers receive. Customers may complain about a variety of issues, such as the following:

• Poor communication – if information is not passed to the customer appropriately, than this can lead to complaints. This could include exercise classes being cancelled and participants not being told about this until they arrive. Customers may have travelled some distance, arranged childcare or had to pay to get to the facility.

• Dissatisfaction with products and services – for example, the food provided in a sports centre café. The complaint could be about the quality of the food or a long wait to be served.

• Stolen personal belongings – if a customer is exercising in a gym and leaves their belongings in a locker, they would expect their possessions to be secure. To find that these things have been stolen would lead to a complaint and further action – for example, contacting the police.

ContInueD

What type of customer is being shown here?

28


ContInueD

]Customer enquiriesAll employees need to respond to customer enquiries in a timely fashion. It might be something that the employee can deal with immediately or it may require further investigation and follow-up action. Types of customer enquiries include:

• requests for information – for example, about products and services, such as the types of fitness classes on offer, cost of hiring facilities, how to book, and membership information and costs

• taking and relaying messages – for example, a customer who is unable to attend an induction or a message from a supplier that requires a call back

• providing assistance or help with access – for example, particular requests, such as access to a hoist for disabled access to the swimming pool.

Select a local sports and leisure centre, and answer the following questions:

1 List the different types of customers that would use that facility.

2 Why might any of types of customer complain?

3 What different methods are there for a customer to give feedback?

4 What can the centre do to reduce the likelihood of complaints?

5 What is their process for dealing with complaints?

Activity 17.5 Customer complaints

]Methods of receiving complaints and enquiriesCustomers can feed back their complaints in sport and leisure facilities in various ways. Some centres may actively encourage customers to complete feedback forms for sessions or have customer satisfaction surveys available in reception or online. Customers can make a formal complaint:

• face-to-face – for example, at reception or to a duty manager while still in the facility. It could be on a one-to-one basis or to a group, depending on the issue

• in writing – this could be by letter, email or other written communication, such as a customer satisfaction survey. This could be seen as a more formal route

• by phone – this could require a call back, for example from a duty manager.

29 BTEC First Sport

Practically deal with customers in a variety of sport and leisure contextsC.3tOPIC

]Competently deal with customersFor any complaint to be resolved effectively, employees need to demonstrate appropriate customer service skills. These skills will also help to reduce customer complaints. Employees need to deal with customers in sport and leisure in a timely and effective manner, following appropriate processes and procedures to reach a satisfactory resolution. Appropriate skills include those shown in Table 17.1.

table 17.1 Effective customer service skills

Skill employees will need to…

Communication and interpersonal skills

• be able to communicate with customers

• use a range of skills including problem solving and confidence when dealing with people

Listening skills • be able to listen effectively to what customers say

• be able to respond appropriately to what they have said

Knowledge • demonstrate they are competent – e.g. a gym instructor knowing how to use fitness equipment and its benefits for customers – as this will give customers confidence in the staff

Etiquette • be able to conduct themselves professionally and courteously with customers

• be respectful and demonstrate good manners with colleagues and customers alike

In pairs, role play a face-to-face complaints service in a sports facility. Think about what types of complaints could arise in a sporting environment, and how you would deal with them as a member of staff.

Activity 17.6

30


]Keeping a diary or logbookKeeping records of your experiences can help you to review your performance. Writing a log or journal helps to record your progress during the practical aspects of this unit. You should also keep records or copies of all the feedback you receive. This can be from a customer, colleague, supervisor or assessor. The more information you keep, the more detail you will have to plan improvements.

IntroductionAn important part of any job in a sport and leisure facility is the ability to be able to review your own performance and make changes to improve in the future. Developing effective customer service skills is an important part of any role and requires you to reflect on your strengths and areas for improvement.

How do you know when you can do something well?

Getting started

Keep a log of all the positive ways in which you have been able to help customers. From this you should be able to identify techniques that have worked well and given good results. This could be problem-solving skills, clear communication or knowing and implementing the correct process or procedure.

Remember

]Collecting and using feedbackFeedback from observers and customers is a good way of finding out what you do well and what you could improve. There are various ways that feedback can be collected from customers and assessors.

• Verbal feedback can be gained immediately. You can get this by asking an observer or assessor to comment on what you did well and what you could improve.

• Comment cards can be used to give brief initial feedback and general comments about your performance. You can give these to customers to complete.

• Questionnaires and surveys can be used to gain specific feedback on your performance.

] Strengths of own performanceYou need to think about the standards you wish to be judged against. What is good customer service? Why are these things strengths? You will need to review your performance and give actual examples of good practice in a range of skills, for example:

• communication skills

• active listening and effective questioning skills

• appropriate use of body language

• problem-solving skills

• dealing with complaints effectively

• responding to customer enquiries

• ability to work with others

• conflict resolution

• confidence in dealing with members of the public.

31 BTEC First Sport

Review performanceC.4tOPIC

]Areas for improvementEffective customer service skills take time to develop and even the most experienced of employees working in sport and leisure facilities can still improve on their performance. To improve, you first need to identify the areas that you need to develop.

These areas could include:

• personal communication skills

• timely and appropriate follow-up action for customer enquiries and complaints

• use of body language

• conflict resolution

• problem-solving

• self-confidence

• any personal training needs you may have.

]Recommendations for personal developmentFrom your evaluation of your performance, recommendations about your personal development can be made. Making an action plan will help you to see what needs improvement and how. Using SMART targets will help:

• Specific – be clear about what needs to improve

•Measurable – make sure you can judge if you have improved

•Achievable – it must be possible for you to achieve the goal

• Realistic – take any barriers into account that may prevent you from achieving your goal

• time bound – give yourself a deadline.

You can then review and amend your action plan as your performance and customer service skills improve.

You have just been appointed to the role of recreation assistant at a local sport and leisure facility. You will have a range of roles and responsibilities, but the key one will be dealing effectively with customers.

As part of your induction programme you have been asked to do the following:

1 Discuss with your line manager the importance of effective customer service in your sports and leisure facility.

2 Demonstrate your communication skills by using a range of methods to deal with enquiries from different customers (e.g. email, telephone, face-to-face). You will need to demonstrate to your line manager that you have dealt with their complaints/enquiries to the expected standard.

3 Reflect on your performance and produce an action plan to improve your customer service skills in the future.

Assessment activity 17.3 English 2C.P5 | 2C.P6 | 2C.P7 | 2C.M3 | 2C.M4 | 2C.D2

Tips• Task 1: Prepare notes to take with you to support you in your discussion. Think of examples from your experiences of effective customer service and

describe why these are important. Make sure you can give examples and explain some of the procedures that the facility has in place to support effective customer service.

• Task 2: Don’t forget all customers are different, with different needs. Can you respond to their enquiries politely and effectively?

• Task 3: You will need to reflect on your customer service skills. What went well? What did not go so well? What would have been even better if…? You should include examples of your strengths. What made them strengths? You will also need to explain what your areas for improvement are. What can you do to improve these and what will the impact be? You will need to identify any training you need, and a timescale for completion

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33 BTEC First Sport33

GlossaryCCPR – cardiopulmonary resuscitation, an emergency

procedure to keep someone alive and breathing.

HHazard – something that could cause harm.

IInduction – the process of introducing a person to a job

or job role. This can include familiarising them with the building, working procedures, policies, and their roles and responsibilities.

LLegislation – laws or Acts that have been passed by

Parliament.

RResponsibilities – the things a person is accountable for in

their job, e.g. customer service.Risk – the result of any accident or event caused by the

hazard.Roles – the key functions of a job.

AcknowledgementsThe publisher would like to thank the following for their kind permission to reproduce their photographs:

(Key: b-bottom; c-centre; l-left; r-right; t-top)

unit 17 Alamy Images: Gianni Muratore (10); Chuck Franklin (13/b); 2ebill (21/l). DK Images: Claire Cordier (16/l). Pearson education Ltd: Naki Kouyioumtzis (19/b); David Sanderson (16/r). Shutterstock.com: Steve Woods (26/c); Marek Uliasz (4, 5, 9, 13, 17, 19, 21, 23, 25, 27, 31). Veer/Corbis: William (3); stefano lunardi (9/b, 23/b); .shock (11); phakimatas (28); lightpoet (5/b); Kzenon (17/l); Karramba Production (2); iodrakon (1); Hieng Ling Tie (25/b); Deklofenak (14, 26/t); CandyBoxImages (18)

Cover images: Front: Getty Images: OJO Images / Paul Bradbury

All other images © Pearson Education

Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edition of this publication.

Published by Pearson Education Limited, Edinburgh Gate, Harlow, Essex, CM20 2JE.

www.pearsonschoolsandfecolleges.co.uk

Text copyright © Pearson Education Limited 2013.Typeset by Phoenix Photosetting, Chatham, Kent, UKOriginal illustrations © Pearson Education Limited 2013Illustrated by Vicky Woodgate, Phoenix Photosetting and Oxford Designers and IllustratorsPicture research by Harriet Merry and Caitlin Swain

The rights of Julie Haines to be identified as author of this work have been asserted by her in accordance with the Copyright, Designs and Patents Act 1988.

First published 2013.

17 16 15 14 1310 9 8 7 6 5 4 3 2 1

British Library Cataloguing in Publication DataA catalogue record for this book is available from the British Library

ISBN 978 1 446901 61 8

Copyright noticeAll rights reserved. No part of this publication may be reproduced in any form or by any means (including photocopying or storing it in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright owner, except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, Saffron House, 6 –10 Kirby Street, London EC1N 8TS (www.cla.co.uk). Applications for the copyright owner’s written permission should be addressed to the publisher.

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Copies of official specifications for all Pearson qualifications may be found on: www.edexcel.com A note from the publisherIn order to ensure that this resource offers high-quality support for the associated BTEC qualification, it has been through a review process by the awarding organisation to confirm that it fully covers the teaching and learning content of the specification or part of a specification at which it is aimed, and demonstrates an appropriate balance between the development of subject skills, knowledge and understanding, in addition to preparation for assessment.

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