DOCSLIB.ORG

Comhairle Nan Eilean Siar 2013/14 Emergency Planning Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Comhairle Nan Eilean Siar 2013/14 Emergency Planning Annual Report COMHAIRLE NAN EILEAN SIAR 2013/14 EMERGENCY PLANNING ANNUAL REPORT 1. INTRODUCTION This is the second annual report detailing the Emergency Planning Service within Comhairle nan Eilean Siar. It covers the financial year 2013/14 and details the framework and activities undertaken to support and deliver the statutory function across the Comhairle and wider Community. We live in a complex and increasingly interdependent society. Whilst this brings many benefits, it also leaves us, potentially, more vulnerable to a number of challenges. These challenges take many forms, both new and old. Irrespective of the nature of the challenge, maintaining the continuity of our way of life or returning to relative normality after a disruptive event, requires resilience. Resilience is defined as “the capacity of an individual, community or system to adapt in order to sustain an acceptable level of function, structure and identity”. In all of this, a robust civil contingencies planning process is a key factor in establishing resilience. 2. LEGISLATION 2.1 The Civil Contingencies Act 2004 The Civil Contingencies Act 2004 seeks to minimise disruption in the event of an emergency and to ensure that the UK is better prepared to deal with a range of emergencies. The Act applies to the whole of the UK, reflects the various devolution settlements and is separated into two substantive parts: • Part 1: focuses on local arrangements for civil protection, establishing a statutory framework of roles and responsibilities for local responders; • Part 2: focuses on emergency powers, establishing a framework for the use of special legislative measures that may be required to deal with exceptionally serious emergencies. 2.2 The Civil Contingencies Act 2004 (Contingency Planning) (Scotland) Regulations 2005 Whilst responsibility for most resilience and civil contingencies matters is devolved, some key issues, such as national security, counter-terrorism and energy policy, are reserved to the UK. In 2006 the UK and Scottish governments agreed a concordat to ensure effective cooperation on civil contingencies issues and consistent application of the Act across the UK. Whilst this is not a legally binding document, there is a strong expectation that both governments will continue to observe its terms. 2.3 Other Legislation • Control of Major Accident Hazards Regulations 1999 (COMAH) • Pipelines Safety Regulations 1996 (PSR) 2.3 New Resilience Structures in Scotland As a consequence of the move to a single Police and Fire Service in Scotland, the existing 8 Strategic Co-ordinating Group (Constabulary areas, SCG’s) were changed to 3 Regional Resilience Partnerships areas (RRP’s) – each supported by Local Resilience Partnerships (LRP’s) on 1st November 2013. The 3 RRP areas mirror the North, East and West areas established by Police and Fire to support strategic management of their local activity. However the local flexibility that exists for partners to determine the most effective area- based, and functional, working will be maintained. It is widely agreed that the majority of multi-agency response activity would continue to be managed at a localised level. Amendments to the Civil Contingencies Act Regulations were included in the Police and Fire reform process, these Regulations simply change the name SCG to RRP and re-designate the boundary areas. 3. RESPONDERS The Act imposes specific duties on two categories of ‘responders’: • Category 1 responders are defined as the police, ambulance, fire and rescue services, local authorities, NHS Health Boards and the Scottish Environment Protection Agency. Whilst the majority of Scottish Category 1 responders operate exclusively within Scotland, the responsibilities of the Maritime & Coastguard Agency (MCA) extends to the entire UK. • Category 2 responders are defined as gas and electricity companies, transport operators, highway and harbour authorities, telecommunications providers, Scottish Water, the Health and Safety Executive and NHS National Services Scotland. 4. THE ACT’S 7 DUTIES There are seven main duties under Part 1 of the Act, aimed at ensuring effective arrangements are in place for planning for emergencies, responding to emergencies and the continued delivery of services. i. Duty to assess risk ii. Duty to maintain emergency plans iii. Duty to maintain business continuity plans iv. Duty to promote business continuity v. Duty to communicate with the public vi. Duty to share information vii. Duty to co-operate. 5. INTEGRATED EMERGENCY MANAGEMENT: DOCTRINE AND PRINCIPLES How we develop resilience in the Western Isles is based on the doctrine of Integrated Emergency Management (IEM). The aim of IEM is to develop flexible and adaptable arrangements in response to emergencies, whether foreseen or unforeseen. It is based on a multi-agency approach and the effective co-ordination of those agencies. It involves Category 1 and Category 2 responders (as defined in the Act) and also the voluntary sector, local businesses and our communities. This wider approach to the concept of resilience will ensure that we make use of all skills and resources at our disposal and will play a central role in working towards the outcome of having strong, resilient and supportive communities. 6. WESTERN ISLES EMERGENCY PLANNING COORDINATING GROUP (WIEPCG) The WIEPCG was formed in the late 1990’s, in 2005 it was reviewed and restructured to reflect the requirements of the Civil Contingencies Act and to respond to the gaps identified during the Severe Weather event in January 2005. It represents the interests of all the Category 1, 2 organisations and voluntary groups in the Western Isles. The role of WIEPCG is to promote effective integrated emergency preparedness in the Western Isles. The Group meets 4 times per annum in its multi-agency planning mode and as required during the response to and recovery from a major emergency or significant disruptive event in the community. The Chair of the WIEPCG is currently the Police Area Commander; the Vice Chair is the Local Maritime & Coastguard Agency Rescue Team Manager. The Group is administered by CNES Emergency Planning. The Uist and Barra Emergency Planning sub-group meets twice a year in planning mode (October & February) the Chair Alasdair MacEachan CNES, attends WIEPCG planning meetings in Stornoway. The Barra Emergency Planning Group was formed in 2013, the multi-agency Group is chaired by Police Scotland. The Group received training in the form of the Scottish Resilience “Integrated Emergency Management” course in November 2013 which was delivered by CNES, blue light planning partners and the RRP training and Exercising Coordinator. 6.1 Partnership Working CNES Emergency Planning are leading on a number of Resilience workstreams and are represented on the following Regional & Local Groups; • CNES Chief Executive, Malcolm Burr is a member of the North Area Regional Resilience Partnership (RRP) and the Highlands & Islands Local Resilience Partnership (LRP). • Andy MacDonald, CNES Risk & Emergency Planning Manager attends the H&I LRP and is a member of the Highlands & Islands LRP working group. • Regional Animal Health Group • Outer Hebrides local Flood Risk Management Plan District Partnership • Western Isles Care for People affected by Emergencies Group • HIAL Airport(s) Planning Groups • WIEPCG Exercise Planning Group • Western Isles Community Risk Register Group • West of Scotland Marine Safety Committee • Western Isles Public Health Outbreak Control Team 7. EMERGENCY PLANS Emergency Planning meets the Comhairles statutory and humanitarian obligations to be prepared, in the form of contingency plans, to respond to and mitigate the effects of Emergencies on Communities in the Western Isles. The Comhairle also supports local businesses with advice on Business Continuity matters to ensure essential services can be delivered during and following any disruptive challenge to our Communities. 7.1 Current Comhairle Plans: • CNES Emergency Plan • CNES Severe Weather Plan • Western Isles Emergency Rest Centre(s) Plan • Western Isles Mass Fatalities Plan • Western Isles Multi Agency Response Plan • Recovery Plan • Control of Major Accident Hazards Plan (COMAH) (Off Site) SGN Top Tier Site, Stornoway • Pipeline Safety Plan, SGN Site - No2 Pier/SGN Site, Stornoway • Oil Pollution Plans (Technical Services Department) 8. COMMUNITY RESILIENCE Community resilience is defined by the Scottish Government as: "Communities and individuals harnessing resources and expertise to help themselves prepare for, respond to and recover from emergencies, in a way that complements the work of the emergency responders." It is based on a culture of preparedness, in which individuals, communities and organisations take responsibility to prepare for, respond to and recover from emergencies. Preparing Scotland, Scottish Guidance on Resilience states that all responders should support the development of community resilience and should apply and encourage an innovative approach. Building community resilience should not be seen as an add-on, but should be carried out as part of responders' day-to-day activities. The potential return on investment for responders in promoting community resilience is high, as they can unlock skills, knowledge and resources held by the entire community. CNES Emergency Planning have fully supported the principles of Community Resilience in 2013/14 and encouraged Community Groups to prepare Community Emergency Plans using the National templates. Community Resilience Workshops were held in
Load more

Recommended publications
  • CH-CP-UK-Gabs Reno-Isle of Benbecula Scotland
    CASE HISTORY Ref: UK / CH / CP — Rev:03, February 17 COASTAL EROSION PROTECTION AT AIRPORT ISLE OF BENBECULA, SCOTLAND, UK COASTAL PROTECTION Product: Polymeric Woven Gabions & Reno® Mattresses Problem Located in the Outer Hebrides, the Isle of Benbecula is among the most westerly places in the British Isles. It is exposed to the constant erosion and storm force winds of the Atlantic Ocean. This coastal erosion was encroaching on the South Western perimeter of Benbecula airport, a vital link with the mainland for those living on the Island. Client, Highlands and Islands Airports Ltd wanted to limit this erosion, thereby protecting their airport operations. Solution Project Consulting Engineers, Pick Everard designed a robust revetment that could withstand the exposure conditions. The 500m long revetment structure would stabilise and protect the sand dune system. 0.5m thick Reno Mattresses were selected to protect the sloped revetment and a low height crest wall constructed from gabions would retain the runway and control wave Location of the Isle of Benbecula overtopping. A similar solution had been adopted successfully at a MOD Firing Range elsewhere on Benbecula Due to the dynamic loading conditions and potential for the foundation conditions to change over the life of the structure, there was the possibility of differential settlement. Therefore, double twist woven steel wire mesh gabions were selected as their inherent flexibility would enable the structure to accommodate differential settlement without sustaining damage. Preserving the natural shoreline, the box gabions and heavy Reno Mattresses were filled with more than 8,000 tonnes of locally quarried stone. These heavy revetment mattresses, provided a natural looking solution, which would soon accrete sands and silts in which vegetation can establish.
    [Show full text]
  • A Review of Air Services in the Highlands & Islands
    A Review of Air Services In the Highlands & Islands For HITRANS and ZetTrans By Mott MacDonald Ltd FINAL REPORT February 2010 Mott MacDonald House 8-10 Sydenham Road Croydon CR0 2EE UK www.mottmac.com Review of Air Services in the Highlands and Islands Issue and revision record Revision Date Originator Checker Approver Description 01 04.01.10 ACUC CJC LNP Draft Final Report 02 09.02.10 ACUC CJC LNP Final Report This document is issued for the party which commissioned We accept no responsibility for the consequences of this it and for specific purposes connected with the above- document being relied upon by any other party, or being captioned project only. It should not be relied upon by any used for any other purpose, or containing any error or other party or used for any other purpose. omission which is due to an error or omission in data supplied to us by other parties This document contains confidential information and proprietary intellectual property. It should not be shown to other parties without consent from us and from the party which commissioned it. February 2010 2 Final Report Review of Air Services in the Highlands and Islands Table of Contents A Executive Summary 5 B Introduction 12 C Objectives for Aviation in the Highlands and Islands 14 1 Introduction 14 2 The Government Economic Strategy (GES), November 2007 14 3 National Planning Framework Scotland 2 (NPF2), June 2009 17 4 Scotland’s National Transport Strategy (NTS), December 2006 20 5 HITRANS – Regional Transport Strategy for Highlands & Islands, March 2007 22 6 ZetTrans:
    [Show full text]
  • NHS Western Isles COVID 19 Contact Tracing Practitioner
    COVID- 19 Contact Tracing Practitioner Twitter @NHSWI Facebook facebook.com/NHSWesternIsles Web wihb.scot.nhs.uk Western Isles Health Board The best at what we do Job Advert COVID-19 Contact Tracing Practitioner NHS Western Isles (Lewis & Uist) Salary £25,100 - £31,649 (pro rata) Plus Distant Islands Allowance of £1,074 (pro rata) Offered on a part-time or full-time basis (over 7 days, Sunday-Saturday from 8.00am- 8.00pm) Shifts will be either six hours or twelve hours in duration Fixed Term Contract for 23 months NHS Western Isles is looking to employ a number of Contact Tracer/Call Handlers who will form part of a team who will normally provide the first point of contact of cases of COVID-19 (i.e the people who have just received a positive lab result). They will deal with calls to COVID-19 cases, ensuring that all information is recorded accurately on the Case Management System and escalated where required. They will also be required to deal with calls from members of the public through the local COVID-19 Helpline. Full training will be provided. The post holder must be educated to degree level or equivalent relevant experience, effective communication, interpersonal skills with an excellent telephone manner. Relevant IT skills are also required, including the ability to use Microsoft Office, internet, and e-mail. There is a requirement to maintain databases for the recording and analysis of data. The successful applicant will be required to register with the PVG (Protecting Vulnerable Groups) Scheme. This post is not eligible for relocation expenses.
    [Show full text]
  • Benbecula (Potentially Vulnerable Area 02/06)
    Benbecula (Potentially Vulnerable Area 02/06) Local Plan District Local Authority Main Catchment 02 Outer Hebrides Comhairle nan Eilean Siar Benbecula Coastal Background This Potentially Vulnerable Area (PVA) The main access route, the A865, runs comprises the entire island of down the centre of the PVA, with minor Benbecula. It has an area of roads and small populated areas spread approximately 76km² (Figure 1). mainly on the western side of the island. The airport which provides an important Topographically, the area is low-lying transport link is located close to the coast with numerous lochs throughout the on the northwest of the island. PVA. To the west the PVA is fringed by dunes. The total Annual Average Damages (AAD) for all flood sources is £469,000. Nearly 80% of the damages are attributed to coastal flooding, with river flooding contributing 20% of damages (Figure 2). Figure 2: Annual Average Damages by Figure 1: Benbecula Potentially Flood Source Vulnerable Area This area was designated as a PVA due to flood risk to properties, roads, Benbecula airport and to cultural heritage sites based on information available at the time of the National Flood Risk Assessment in 2009. Designation as a PVA means that further investigation of that flood risk was required. This has been carried out based on the flood hazard and risk maps published by SEPA in January 2014 together with input from the Local Plan District Partnership. Summary of Impacts from all sources of flooding Over 65% of the Annual Average Damages (AAD) result from flooding to residential properties, with a smaller proportion of damages coming from flooding to non- residential properties, agriculture, roads.
    [Show full text]
  • A Review of Cardiff Airport's Performance And
    Y Pwyllgor Cyfrifon Cyhoeddus / Public Accounts Committee PAC(5)-08-20 P2 BRIEFING PAPER A REVIEW OF CARDIFF AIRPORT’S PERFORMANCE AND PROSPECTS IN THE CONTEXT OF CURRENT UK REGIONAL AIRPORT ECONOMICS Prepared by February 2020 Contents 1 Introduction 2 Historical Perspectives 3 Recent Achievements 4 Benchmarking Financial Performance 5 Future Plans, Ambitions and Ownership 6 Conclusions Executive Summary I This paper was commissioned by Cardiff International Airport Ltd (CIAL) from Northpoint Aviation, in order to provide independent expert evidence with which to: Apprise CIAL’s Board and the Airport’s shareholder about a number of matters relating to the Airport that have arisen in the public domain; address the ongoing close scrutiny of its performance (and its public ownership by the Welsh Government), by Welsh Assembly committees and members, and respond to the significant interest shown by other strategic stakeholders, including local MPs, the media and Welsh taxpayers. II It will also help to inform CIAL’s representations to the impending UK Government Regional Aviation Review and ongoing discussions between the Welsh Government and the Office of the Secretary of State for Wales, HM Treasury and DfT about the devolution of APD to Wales, route development from Cardiff and other initiatives which may contribute to maximising the connectivity and economic value of the Airport to Wales. Introduction III The paper provides an overview of Cardiff Airport’s recent performance under CIAL and compares it with that under its previous owners Abertis Infraestructuras, S.A; it also benchmarks Cardiff relative to peer airports elsewhere in the UK over the last 10-15 years with a view to: Measuring Cardiff’s outputs against both the best and worst in class; explaining the factors in Wales that impact significantly upon that analysis (e.g.
    [Show full text]
  • Outer Hebrides Local Plan District Document
    PUBLIC Outer Hebrides Local Plan District (LPD 2) Draft flood risk management plans 2022-2028 PUBLIC PUBLIC For information on accessing this document in an alternative format or language please contact SEPA by email at [email protected] If you are a user of British Sign Language (BSL) the Contact Scotland BSL service gives you access to an online interpreter enabling you to communicate with us using sign language. http://contactscotland-bsl.org/ www.sepa.org.uk 07747 627671 If you wish to post your comments, please mark them for the attention of FRM consultation and send them to: Scottish Environment Protection Agency Angus Smith Building 6 Parklands Avenue Eurocentral Holytown North Lanarkshire ML1 4WQ This document has been produced in collaboration with: Flood risk management plans consultation July 2021 page 2 of 30 PUBLIC PUBLIC Outer Hebrides Local Plan District (LPD 2) Draft flood risk management plans 2022-2028 The Outer Hebrides Local Plan District covers an area of around 3,100km² and has a population of approximately 30,000 people. It includes all of the islands in the Outer Hebrides of which 14 are inhabited. The islands are diverse, varying from mountainous terrain on Harris to flat, low-lying land on Benbecula. Land cover is dominated by bog, heather grassland and smaller areas of agricultural land. Of particular importance is machair grassland on the west coast which supports crofting and has a large amount of biodiversity unique to the far north west of Europe. Inland lochs are widespread, often with complex water level management undertaken through a series of ditches and watercourse diversions.
    [Show full text]
  • REGISTERED NURSE BARRA NURSING TEAM Band 5 - £24,670 to £30,742 Pro Rata Plus £1,043 Distant Islands Allowance Pro Rata 37.5 Hours Per Week Permanent Post
    Registered Nurse Barra Twitter @NHSWI Facebook facebook.com/NHSWesternIsles Web wihb.scot.nhs.uk Western Isles Health Board The best at what we do Job Advert REGISTERED NURSE BARRA NURSING TEAM Band 5 - £24,670 to £30,742 pro rata Plus £1,043 Distant Islands Allowance pro rata 37.5 Hours per Week Permanent Post For more information on living and working in the Western Isles visit the website: http://www.wihb.scot.nhs.uk/wihrr.pdf An exciting opportunity has arisen for a motivated and enthusiastic Band 5 nurse with previous experience to join the Barra Nursing Team. If you would like to work on an island that’s interesting, rewarding and challenging, with lots of opportunities to develop your career, then the Barra Nursing Team has plenty to offer. This is an excellent opportunity to become a member of an integrated team, working within the hospital (5 beds), treatment room and community setting. We are working closely with Social Care, providing patient-centred care to the community of Barra and Vatersay, and moving towards a new ‘Community Hub’ planned for the island. The Isle of Barra is the smallest of the islands in the archipelago of the Western Isles and is renowned for its idyllic ‘Caribbean-like’ beaches, sporting activities, sense of community and the Gaelic culture. The island has the only airport beach runway in the UK, which provides an excellent air service twice per day to the mainland, an exhilarating daily ferry service from Oban on the mainland, and four sailings per day to the adjacent island.
    [Show full text]
  • Highlands and Islands Airports Limited Guide to Information Available Through the Model Publication Scheme
    HIGHLANDS AND ISLANDS AIRPORTS LIMITED GUIDE TO INFORMATION AVAILABLE THROUGH THE MODEL PUBLICATION SCHEME The Freedom of Information (Scotland) Act 2002 (the Act) requires Scottish public authorities to produce and maintain a publication scheme. Authorities are under a legal obligation to: (i) publish the classes of information they make available; (ii) tell the public how to access the information and what it might cost. Highlands and Islands Airports Limited (HIAL) has adopted the Model Publication Scheme produced by the Scottish Information Commissioner. This scheme was last updated in July 2019. You can see this scheme on our website at https://www.hial.co.uk/hial-group/about- us/corporate-information/ or by contacting us at the address below. The purpose of this Guide to Information is to: (i) allow you to see that information is available (and what is not available) in relation to each class; (ii) state what charges may be applied; (iii) explain how you can find the information easily; (iv) provide contact details for enquiries and to get help with accessing the information; (v) explain how to request information we hold that has not been published. The information below explains how HIAL will meet each of the six principles that govern the way in which authorities must make information available. Availability and formats The information we publish through the model scheme is, wherever possible, available on our website. We offer alternative arrangements for people who do not want to, or cannot, access the information online or by inspection in person at our premises. For example, we can usually arrange to send information to you in paper copy although there may be a charge for the copying and postage.
    [Show full text]
  • Report on the Social and Cultural Importance of Remote and Peripheral Airports 2017
    Report on the Social and Cultural Importance of Remote and Peripheral Airports 2017 1 WP 7 • Deliverable 7.1 Report on the Social and Cultural Importance of Remote and Peripheral Airports Deliverable 7.1 PROJECT LEADER RANALD ROBERTSON WORK PACKAGE LEADER DAVID GRAY AUTHORS Lyndsay Bloice (Robert Gordon University), Graeme Baxter (Robert Gordon University), David Gray (Robert Gordon University) SUBMISSION DATE February | 2017 Citation Bloice L, Baxter G, Gray, D (2017) Report on the Social and Cultural Importance of Remote and Peripheral Airports. Deliverable 7.1, SPARA Project. 42 pp. 2 3 Contents Executive Summary .. .. .. .. .. 7 Introduction .. .. .. .. .. .. 9 The Case Studies .. .. .. .. .. 12 Kirkwall Airport, Scotland .. .. .. .. .. 12 Donegal Airport, Ireland .. .. .. .. .. 13 Sundsvall-Timrå Airport, Sweden .. .. .. .. 14 Isle of Skye, Scotland .. .. .. .. 15 Benbecula Airport, Scotland .. .. .. .. .. 16 Themes .. .. .. .. .. .. 18 History and Culture .. .. .. .. .. 18 The airport as part of local identity .. .. .. .. 19 Differences from ‘other’ airports .. .. .. .. 21 The Airport as a Local Employer .. .. .. .. 23 Serendipitous Social Function of the Airport .. .. .. .. 24 Lifeline Services .. .. .. .. .. .. 26 Medical and emergency services .. .. .. .. 26 Connection to the outside world .. .. .. .. 26 Social and Cultural Uses of Airport Terminal Facilities .. .. .. 28 Café or restaurant use .. .. .. .. .. 28 Meeting spaces .. .. .. .. .. 28 Use of outdoor space: festivals, air shows and fun runs .. .. 29 Events and exhibitions
    [Show full text]
  • Benbecula (Potentially Vulnerable Area 02/06)
    Benbecula (Potentially Vulnerable Area 02/06) Local Plan District Local authority Main catchment Outer Hebrides Comhairle nan Eilean Siar Benbecula coastal Summary of flooding impacts Summary of flooding impactsSummary At risk of flooding • 110 residential properties • 10 non-residential properties • £560,000 Annual Average Damages (damages by flood source shown left) Summary of objectives to manage flooding Objectives have been set by SEPA and agreed with flood risk management authorities. These are the aims for managing local flood risk. The objectives have been grouped in three main ways: by reducing risk, avoiding increasing risk or accepting risk by maintaining current levels of management. Objectives Many organisations, such as Scottish Water and energy companies, actively maintain and manage their own assets including their risk from flooding. Where known, these actions are described here. Scottish Natural Heritage and Historic Environment Scotland work with site owners to manage flooding where appropriate at designated environmental and/or cultural heritage sites. These actions are not detailed further in the Flood Risk Management Strategies. Summary of actions to manage flooding The actions below have been selected to manage flood risk. Flood Natural flood New flood Community Property level Site protection protection management warning flood action protection plans scheme/works works groups scheme Actions Flood Natural flood Maintain flood Awareness Surface water Emergency protection management warning raising plan/study plans/response study study Maintain flood Strategic Flood Planning Self help Maintenance protection mapping and forecasting policies scheme modelling 67 Section 2 Outer Hebrides Local Plan District Benbecula (Potentially Vulnerable Area 02/06) Local Plan District Local authority Main catchment Comhairle nan Eilean Outer Hebrides Benbecula coastal Siar Background This Potentially Vulnerable Area The main access route, the A865, runs comprises the entire island of down the centre of the island with minor Benbecula (shown below).
    [Show full text]
  • MINUTES of the DUNDEE AIRPORTS LTD (“DAL”) BOARD HELD at BENBECULA AIRPORT on 3Rd JULY 2018 at 11:00
    MINUTES OF THE DUNDEE AIRPORTS LTD (“DAL”) BOARD HELD AT BENBECULA AIRPORT ON 3rd JULY 2018 AT 11:00 Present Ms Lorna Jack Chair Mr Inglis Lyon Managing Director Mr Jim McLaughlin Non-Executive Director Mr Tim Whittome Non-Executive Director Mr David Savile Non-Executive Director Mr David Martin Dundee City Council In Attendance Mr Mark Stuart Director of Airport Operations Mr Robin MacRae Director of Ops Support, HIAL Mr Gary Cox Transport Scotland Mrs Shelly Donaldson PA HIAL (Minutes) The Board meeting commenced at 11:00. Apologies Ms Gillian Bruton, Finance Director Declarations of Interest There were no declarations of interest reported. Minutes of the DAL board phone call 8th May 2018 The board agreed that the minutes were a true reflection of the call and were approved. Chair’s Report Ministerial Team Ms Jack noted the recent change of ministerial team, welcoming the New Cabinet Secretary for Transport, Infrastructure and connectivity, Mr Michael Matheson and The Minister for Energy Connectivity and the Islands, Mr Paul Wheelhouse. She also wished the previous Minister for Transport, Mr Humza Yousaf well in his new post. She informed the board that she had sent letters of congratulations to the same and had also invited the new Cabinet Secretary and the Minister to the next Board meeting in September. Mr Martin confirmed that the new Cabinet Secretary’s brief also extends to city deals and that the Tay City deal is to conclude at end of July. He noted that previous ministerial commitments stand and that Transport has gone up to cabinet level, Islands remains with the Minister.
    [Show full text]
  • Download Aviation Capabilities Statement
    1 Bristol Airport ABOUT US 2 London Luton Airport (Master Plan 2012) 3 Bristol Airport 4 Shannon Airport 5 London Gatwick Airport Established in 1976, TODD’s have grown The TODD commission base also 1 2 to be included within the Architect’s covers public and private sectors, with Journal’s list of top 100 UK practices, specialisations developed in healthcare, with offices in Belfast, London and Dublin education, offices, retail, residential, arts, and associated studios in Edinburgh leisure and cultural facilities. and Riyadh. Their completed portfolio Our completed buildings have been of award winning work extends across delivered under a range of procurement a broad spectrum of project categories, routes, from a ‘traditional’ approach to including the iconic and globally Design & Build – where we are regularly recognised Titanic Belfast. retained by contractors in a delivery role. In addition to our core discipline MAP (McAlister Armstrong & Partners) of architecture, we offer project were one of the UK’s leading aviation management, town planning, 3 5 architects with over 30 years of masterplanning, urban design, workplace experience of working in over 28 airports and interior design services. in UK, Ireland, Europe, the Middle East and the Americas. We are quality assured under an Integrated Management System (to ISO In 2013 MAP joined the internationally 9001,14001 and OSHAS 18001), have respected TODD Architects Group as an office “Green Team” that researches a sister company and in February 2016, and disseminates sustainable design merged with TODD Architects. guidance, and through investment in appropriate software and staff training, The joining of the two companies, are increasingly engaged in projects combining our airport design expertise were BIM modelling is required.
    [Show full text]