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Registration Handbook Appendix Q MoD Civilian Route to CEng Registration Version 1c 11 June 2014

GUIDANCE ON THE

MINISTRY OF DEFENCE

CIVILIAN ROUTE TO REGISTRATION

CHARTERED ENGINEER

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Contents 1 Introduction 2 Applying for CEng via the MoD Civilian Route to Registration 3 Applicants without the exemplifying qualifications 4 Initial Assessment of Applications 5 Professional Review and Interview 6 Appeals Procedure 7 Continuing Professional Development Annexes Annex I The key distinctions between IEng and CEng registration Annex II What is needed to join the Society as an MRAeS and gain CEng registration Annex III Example of a List of Appointments Held (Career History) Annex IV Guide to completing the Qualifying Report Annex V Examples of competences for the Qualifying Report Annex VI Example of a List of Relevant Training Courses Attended Abbreviations used in this guide

BEng Bachelor of Engineering undergraduate degree

MEng Master of Engineering undergraduate degree

EC Engineering Council MSc Master of Science postgraduate degree

CEng Chartered Engineer MRAeS Member of the Royal Aeronautical Society

CPD Continuing Professional Development

CRR MoD Civilian Route to Registration

CV Curriculum Vitae PRI Professional Review and Interview

Hons Honours degree RAeS Royal Aeronautical Society

IEng Incorporated Engineer UK-SPEC

UK Standard for Professional Engineering Competences

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1. Introduction 1.1 The Route to Professional Registration for Civilian Ministry of Defence employees (MoD CRR) to gain Chartered Engineer is a streamlined process for civilian engineers in the MoD. They need to have achieved the grade of Member of the Society (MRAeS) or be eligible for it. The Engineering Council, which is responsible for the Register of Chartered Engineers (CEng), has licensed the Society to process applications for it. The Society aims to handle applications from initial assessment to registration within 3 months. 1.2 Chartered Engineers are professionals who:

Develop appropriate solutions to engineering problems

Use new or existing technologies, through innovation, creativity and change

Develop and apply new technologies

Promote advanced designs and design methods

Introduce new and more efficient production techniques; marketing and construction concepts

Pioneer new engineering services and management methods

Engage in technical and commercial leadership, and

Possess effective interpersonal skills.

Become competent for registration through a mixture of education and professional development.

1.3 The Engineering Council has three registers of professional engineers: Engineering Technician (EngTech), Incorporated Engineer (IEng) and Chartered Engineer (CEng). Applicants are often unsure of the differences between IEng and CEng; Annex I shows the key distinctions. A separate Guide to the CRR to gain IEng is also available. 1.4 The requirements to join the Society as an MRAeS and gain CEng registration are different; Annex II shows what is needed. 1.5 If you wish to speak to a member of RAeS staff before you submit your application, contact the Professional Standards Department. 2. Applying for CEng via the MOD CRR 2.1 This consists of:

Submission of the Application Form and CEng Qualifying Report

Assessment for membership of the Society (MRAeS) if applicable

CEng Professional Review and Interview 2.2 The application form and qualifying report are available at www.aerosociety.com/membership then click on Professional Review and Interview. The website gives dates for interviews, the Society‟s Code of Conduct and Engineering Council‟s standard for CEng registration which provides additional generic guidance to that below. The Application Form 2.3 Complete all 6 sections and note the following:

Section 1: Attach a „List of Appointments Held‟ - see Annex III for an example - or a CV if you have one. The list should include details of the responsibilities held in each appointment, in line with the example lines, e.g. details of airworthiness delegations, numbers of aircraft under charge, number of personnel under command etc.

Section 2: If you already hold the appropriate grade of RAeS membership for the level of registration applied for, you only require one Professional Referee in support of your

http://www.aerosociety.com/membership

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registration application. Please note the Referee must be CEng registered already and sign the front page of the Qualifying Report.

Section 3: Add your preferred date and venue for the interview.

Section 4: The interview fee will be deducted from the credit / debit card after you have successfully passed the interview.

The Qualifying Report 2.4 Complete it in conjunction with the Guide (Annex IV) and the Examples of Competence (Annex V). Note the format of the Report restricts the quantity of text that can be entered. This is probably the most important form in the submission and Competences A and B require particular attention by MOD to ensure that the correct examples are chosen. APPLICANTS SHOULD ATTACH THE FOLLOWING APPENDICES (IGNORE THE LIST ON THE FRONT PAGE OF THE REPORT): Appendix A: Attach a copy of each of your qualifications, including a Notification of Performance for HND / HNC qualifications and Phase 2 training end of course certificate (where applicable). Include also a translation if any qualification is not in English and legal evidence of any change to your surname if it has changed since you obtained them.

Appendix B: Attach a „List of Relevant Training Courses Attended‟ (Annex VI), include both technical and relevant non-technical courses; the latter should be cross-referred to Competences C, D and E to show their relevance. List only those courses relevant to your application; quality rather than quantity is what is required. Appendix C: Attach a Development Action Plan to show your plans for Continuing Professional Development in the short, medium and long term. Currently there is no specific exemplar as it is a straightforward exercise in indicating how you see your engineering career developing, for example in terms of experiential learning, additional education and training, and future career direction over the next 5 years. A simple set of statements would suffice, rather than a formal document signed off by a manager. Appendix D (Optional): Attach an Account of a Technical Task; this is compulsory for the normal application process and its waiver is a concession to applicants using the MoD CRR. However, the advantage of including it is that it demonstrates clearly to the assessors at the interview the depth of your technical knowledge through a detailed account of one task. The task should ideally demonstrate your technical responsibility for the job as well as your managerial responsibility (such as cost, resources, and schedule). It could include:

Design or modification of a piece of equipment, indicating the requirements which need to be taken into account from other groups and disciplines (e.g. structure / aerodynamics trade-offs, fuel system / engine / structure interaction)

Introduction of new technology or components, again showing cross discipline interaction and requirements

Investigation into a failure explaining the methodology employed to get to the cause of the problem and the analysis and design work leading to recommendations for a fix

Design of a test campaign for a piece of equipment showing which tests were selected and why and how the testing supports the design / certification / verification of the process

2.5 The Qualifying Report and the portfolio of any supporting evidence the applicant wishes to bring to the interview should not include information that is commercially sensitive or that needs security clearance. It should be presented in such a way that it allows all committee members and registered assessors to view it; they are bound by the professional Code of Conduct.

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2.6 Send the submission to: Professional Standards Officer (MoD CRR), Royal Aeronautical Society, No. 4 Hamilton Place, London, W1J 7BQ. 3 Applicants without the exemplifying qualifications 3.1 Once the application has been submitted to the Society, your qualifications will be checked to see if you have the exemplifying qualifications for registration. If not, the Society‟s Individual Assessment Panel will assess those held together with your work based learning to decide if you have the equivalence to the qualifications required. It may decide Further Learning is required (see Section 3 in the Society‟s Registration Handbook on www.aerosociety.com/membership). 4 Initial Assessment of Applications 4.1 The application is initially assessed for RAeS membership by the Membership Committee, who meet approximately every two months. Nobody can gain Eng C registration without becoming a member of a Professional Engineering Institute first. If the applicant has successfully achieved membership of the RAeS at the minimum level of MRAeS – AND – has indicated that he/she wishes to be registered CEng with the Engineering Council by providing a completed Qualifying Report Form, then coincidentally with the membership scrutiny, the file sent in will be scrutinised by the Registration Committee. If successful, they will be invited to their Professional Review Interview at the location chosen and as close as possible to the date requested. It is essential for applicants to tick the relevant box on the front of their Application Form that they do seek registration, to speed up staff processing. 5 Professional Review and Interview (PRI) 5.1 This will be held at one of the Society‟s interview centres, currently Filton (near Bristol), Derby, London and Warton (near Preston), though the Society will consider other venues if feasible. The interview will be conducted by two trained registered assessors of the Society. 5.2 The interview will last approximately one hour. Interviews for applicants without the exemplifying qualifications may be extended to include a supplementary section to determine whether their knowledge and understanding is equivalent to those with the qualifications; it is likely to focus on Competencies A and B in depth. A technical paper, authored by the applicant, or work with universities can be a good way of demonstrating this requirement. 5.3 The assessors will take the opportunity to develop a particular technical issue or aspect of the applicant‟s responsibilities. This may take the form of an in-depth question and answer session on the engineering principles involved, or the development of an innovative process review to establish understanding of the technical aspects of the issues involved. 5.4 Copies of supporting documents (technical instructions, reports etc) are not normally required for MoD CRR candidates and will not be requested for scrutiny at PRI, however, candidates should be able to explain any examples quoted in the Qualifying Report in detail at interview and may wish to bring whatever documents they believe necessary as aide-memoire or for illustration. 5.5 After the interview has taken place, the assessors will make a recommendation to the Society‟s Registration Committee. Successful applicants will have their achievement confirmed and their names will be forwarded to the Engineering Council for inclusion in its Register of Chartered Engineers. Unsuccessful applicants will receive feedback plus support and encouragement to re-apply in due course, together with details of the appeals procedures (see Section 7 in the Society‟s Registration Handbook). 6 Continuing Professional Development (CPD) 6.1 CPD can be defined as the systematic maintenance, improvement and broadening of knowledge, understanding and skill, and the development of personal qualities necessary for the execution of professional duties throughout the individual‟s working life. Most people are undertaking professional development activity all the time and may not realise it.

http://www.aerosociety.com/membership

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6.2 Typical CPD activities include: attending in-house or external courses, work-based learning, distance learning programmes, self-directed private study, preparation and delivery of lectures and presentations, preparation of refereed papers, attendance at lectures, seminars or conferences, acting as a mentor, relevant voluntary work, learning a new computer application or learning a foreign language. 6.3 Registered engineers are required to undertake CPD. When members become registered, the Society advises them of the following:

MyCareerPath: This is the Society‟s online professional development tool. It is an online log book that benefits registered members looking for an effective way to record their CPD. Recording it can help with upgrading membership and progressing professional registration where appropriate.

Open University: If members are looking for a programme of academic study, the Open University is one of a number of providers that offers a range of CPD programmes; the Society has an agreement with the OU to offer these programmes to members at a significant discount.

Special Interest Groups: The Society has over 20 groups ranging from Aerodynamics to Weapon Systems and Technologies and members are encouraged to join to maintain and enhance their competences; the link gives details of each one.

Mentoring: As a registered engineer, members are expected to assist others with their CPD and, if they wish, be more involved with the Society. One way is to be a mentor for engineers looking for registration. The link has been created to offer advice on what to do if they are asked or are interested.

http://www.raes.org.uk/cmspage.asp?cmsitemid=Membership_ProfessionalDevelopment

http://www.open.ac.uk/cpd/index.php?q=node/49

http://www3.open.ac.uk/study/explained/special-fees.shtml

http://www3.open.ac.uk/study/explained/special-fees.shtml

http://www.raes.org.uk/cmspage.asp?cmsitemid=0013

http://www.raes.org.uk/cmspage.asp?cmsitemid=Membership_Mentoring

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THE MAIN DIFFERENCES BETWEEN IEng AND CEng ANNEX I

Below are the competence statements A to E from Engineering Council‟s UK-SPEC to show the differences between IEng and CEng registered engineers with the key distinctions underlined.

Incorporated Engineer (IEng) A. Use a combination of general and specialist engineering knowledge and understanding to apply existing and emerging technology. B. Apply appropriate theoretical & practical methods to design, develop, manufacture, construct, commission, operate & maintain products, equipment, processes, systems and services C. Provide technical and commercial management

Chartered Engineer (CEng)

A. Use a combination of general and specialist engineering knowledge and understanding to optimise the application of existing and emerging technology B. Apply appropriate theoretical and practical methods to the analysis and solution of engineering problems C. Provide technical and commercial leadership

Shared competences

D. Demonstrate effective interpersonal skills

E. Demonstrate a personal commitment to professional standards, recognising obligations to society, the profession and the environment

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ANNEX II

WHAT IS NEEDED TO JOIN THE SOCIETY AS AN MRAeS AND GAIN CEng REGISTRATION

Member (MRAeS) Education / work experience Applicants must (a) Either *Hold an academic or vocational qualification and have had four years‟ integrated training and experiential learning including not less than two years‟ experience at an appropriate level of responsibility, OR (b) Have had not less than 15 years‟ appropriate experience of which the last seven are in a position of responsibility at a level appropriate to the grade of Member. *Typical qualification: An honours degree or international equivalent Typical career grade/band/level for academically qualified applicants: Bands C2, C1 (or above), or Dstl Career Level 4 (Performance Zone) or Level 5 (or above). Typical rank level for non-academically qualified applicants: Band C1 or Dstl Career Level 5 (or above).

Chartered Engineer (CEng) Exemplifying Qualifications Applicants who started their studies before 31 August 1999 need an accredited BEng Hons degree. Applicants who started their studies after 1 September 1999 need an accredited BEng honours degree in engineering or technology, plus an appropriate accredited MSc degree or appropriate further learning to Masters level OR an accredited MEng degree. (The Society will accept any accredited / approved course for CEng registration. The Engineering Council‟s website (www.engc.org.uk) has a list of all accredited courses including those accredited by the Society) Plus evidence to demonstrate competences and commitment for registration NB: Registration is not based on the number of years in work or a job title; it is based purely on demonstrating competences and commitment for registration

http://www.engc.org.uk/

http://www.engc.org.uk/registration/acad/search.aspx

http://www.engc.org.uk/registration/acad/search.aspx

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LIST OF APPOINTMENTS HELD (CAREER HISTORY) ANNEX III (Most recent first)

EXAMPLE

Date from/to Grade Unit Full Job Title, Type & Responsibilities

2008 – Present

B2 Defence Equipment & Support: Project Team Typhoon

Post: Resident Project Officer Type: Management Responsibilities: Providing technical and airworthiness support to the PT Typhoon Acquistion Manager and Typhoon Chief Engineer on all aspects of Typhoon flight trials and flight certification. Responsible for flight certification of new production and development aircraft together with co-ordination and management of Typhoon guided missile firing trials. Budgetry responsibility for the provision and management of associated equipment and facilities support requirements. Line Management responsibiity for 5 staff.

2005 - 2008

B2 Science Innovation Technology: Defence Technology & Innovation Centre

Post: Programme Leader Type: Research Responsibilities: Responsible for the construction, contracting and delivery of Unmanned Air Systems research programme valued at approximately £13m per annum, to meet future capability requirements. Responsible for delivering effective relationship between research programme and relevant MoD sponsor(s). Maintain understanding of relevant external supplier capabilities, intentions and motivations and to develop a strategy for effective exploitation of research. Lead on development of innovative research procurement and exploitation strategies. Line Management responsibility for 2 staff.

2002 – 2005

C1 Defence Equipment & Support: C17 Project Team

Post: Systems Safety Engineering & Integration Type: Project Management Responsibilities: Responsible for System Safety, Airworthiness and Configuration Control of the C-17 Aircraft. Primarily responsible for the Safety Case, Military Aircraft Release and Structural Integrity. Financial responsibility for related activities and acted as the technical focal point for all contracts placed with Boeing and QinetiQ. Technical Lead for Urgent Operational Requirements and the Crisis Management Team. Acted as deputy to the Line Manager with responsibility for 3 staff.

1998 - 2002 C1 Defence Logistics Organisation: Harrier Project Team

Post: Assistant Resident Project Officer Type: Technical Lead Responsibilities: Responsible to the Harrier RPO for provision of support for airworthiness and configuration management of Harrier aircraft. Responsible for Post Design Services contract for Harrier maintenance support. Programme Manager for Avionic Systems Development Rigs support contract. Co-ordination and secretariat duties for Harrier GR7A/9/9A Final Conference.

1996 - 1998 C2 Defence Procurement Executive: St Giles Court

Post: Systems Procurement Type: Technical Project Management Responsibilities: Responsible for the Tender Assessment of the Mission Management Systems of the Replacement Maritime Patrol Aircraft. Co-ordination of the Lead and Technical Assessors, and Tender Assessment Panel. Attendee at the Quarterly Progress meetings, and Chairman of the Software Management Working Party. Responsible for the implementation of a Data Requirements Capture Tool (DOORS).

NB: A CV can be submitted in lieu of the List of Appointments Held – see para 2.3

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GUIDE TO COMPLETING THE QUALIFYING REPORT ANNEX IV

Standard A: Use a combination of general and specialist engineering knowledge and understanding to optimise the application of existing and emerging technology

UK-SPEC Competence and Generic Examples

Environment Typical Examples of Evidence of Competence Gained in Each Environment

A1

Maintain and extend a sound theoretical approach in enabling the introduction and exploitation of new and advancing technology and other relevant developments. This could include an ability to:

Identify the limits of own personal knowledge and skills.

Strive to extend own technological capability.

Broaden and deepen own knowledge base through research and experimentation.

Practical Engineering

Within Engineering Discipline (Industry or MOD based)

- Engineering (preferably Aero-Engineering related) Apprenticeship with MOD or with Industry.

- BTEC Diploma/HND/HNC/City & Guilds qualifications in relevant engineering subjects. - Other Professional related training courses such as Technician/Mechanic Training. - Continuous Development training (e.g. formal training in AeroEng, Quality or

Engineering Project Management). - Post Graduate Qualifications & Further Continuous Development.- Achieve

Airworthiness Certificate of Competency/authority to sign entries in the aircraft Limitations and Acceptable Deferred Faults logs and authorize scheduled maintenance extensions; briefly outline the level of authority attained and how you achieved it.

- Apply engineering codes, standards and specifications, such as DefStan 00-970, JAP100A.

- Evaluate the effectiveness of existing or new systems/technology by appropriate modelling or analysis.

- Experiential learning; what did you learn and how? - Platform Managers‟ Courses. - Aircraft Structural Integrity Course. - Airworthiness of Military Aircraft Course. - Propulsion Integrity Course. - Equivalent Industry Courses NB Do not quote generic training/courses here (such as financial management); list under „Relevant Non-Engineering Courses‟ and quote (if applicable) in Competence Section D – Demonstrate Effective Interpersonal Skills.

Out of Discipline

Not applicable – A1 Competency is engineering/technology based.

Explain briefly how you applied the learning in the course of your work.

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Management Within Engineering Discipline

- University degree(s). - Other professionally-related training courses such as engineering management , project management or technical leadership training. - Continuous Development training (e.g. formal training in AeroEng, Quality (inc Quality Auditing) or Engineering Project Management). - Post Graduate Qualifications & Further Continuous Development. - Apply the Acquisition Operating Framework to the management of engineering systems. - Analyse engineering-related operations and management processes and make appropriate recommendations. - Achieve Letter of Airworthiness Delegation; outline the level of authority attained and how you achieved it. - Platform Managers‟ Courses. - Advanced Pre Employment Training (work-related master‟s degree). - Aircraft Structural Integrity Course. - Airworthiness of Military Aircraft Course. - Propulsion Integrity Course. - Experiential learning. - Project Management Courses.

Out of Discipline

Not applicable – A1 Competency is engineering/technology based.

Training (Engineering only)

Within Engineering Discipline

- University degree(s). - Burnham Lecturer Training - City & Guilds Further Education Teaching Certificate - Instructor Training (Instructional Officer Courses) - „Train the Trainer‟ Course. - PGCE. - Project Management Course. - Experiential learning; what did you learn and how?



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A2

Engage in the creative and innovative development of engineering technology and continuous improvement systems. This could include an ability to:

Establish user‟s needs.

Assess marketing needs and contribute to marketing strategies.

Identify constraints and exploit opportunities for the development and transfer of technology within one‟s own chosen field.

Promote new applications when appropriate.

Secure the necessary intellectual property rights.

Develop and evaluate continuous improvement systems.

Practical Within Engineering Discipline

- Lead fault diagnosis of complex aircraft faults at 1st/2

nd Line bases or within depth

maintenance. - Lead work to overcome complex problems, at 2

nd/3

rd Line Maintenance bases or within

depth maintenance. - Acceptance of aircraft following maintenance, repair or modification. - Authorisation of Flying and/or Engine Ground Runs & authorisation of Flight Trials. - Authorizing limitations and acceptable deferred faults on aircraft. - Actively review current systems of work and deliver change and continuous

improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).

- Research and resolve issues associated with the application of new technology and assess cost-effectiveness.

Out of Discipline

- Lead work to overcome problems, at 2nd

/3rd

Line Maintenance bases or within depth maintenance (or during deployed operations if applicable).

- Actively review current systems of work and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).


- Planning of Depth maintenance, fatigue or modification programmes (including return to contractors‟ works) for an aircraft fleet – in a DE&S Project Team or Logistics Operations Centre in Industry. - PT Engineering Authority/Deputy - drafting and issuing technical instructions; leading the staffing of defect investigations, modifications or urgent operational requirements. - Leading and drafting work on technical failure analysis such as Serious Fault Signal and DE&S Annex A/B investigations - Analysing manufacturers‟ service letters/bulletins technical instructions, fault investigations, modifications and urgent operational requirement implementation plans. - PT Airworthiness & Safety Systems Manager – managing the platform Safety Case and the associated Hazard Log to ensure all risks are tolerable and ALARP. - Actively review current systems of work, and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4). - Critically assess technical reports from contractors, identify issues or shortcomings and make appropriate recommendations.

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Out of Discipline

- Actively review current systems of work, and deliver change and continuous improvement e.g. Business Systems Re-engineering and/or applying LEAN concepts such as leading Rapid Improvement Workshops/Events. (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).

Training In or out of Discipline

- Actively review current systems of work and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4). - Undertake Training Needs Analyses. - Course review, amendment and design. - Design and respond to validation, either internal or external.

Standard B: Apply appropriate theoretical and practical methods to the analysis and solution of engineering problems

UK-SPEC Competence and generic Examples


B1

Identify potential projects and opportunities. Examples could include an ability to:

Explore the territory within own responsibility for new opportunities.


- Contribute to Continuous Improvement (CI) work. - Originate and champion GEMS (MOD‟s suggestions, ideas and innovations scheme). - Lead F760 Fault Investigation Action. - Lead Serious Fault Reporting. - Lead DFSOR and/or Annex A/B investigations. - Review and revalidate equipment safety cases/hazard logs. - Identify areas where new research is needed to properly inform engineering

assessments.

Out of Discipline

Not applicable, as Competence B is focused on „analysis and solution of engineering problems‟.

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Review the potential for enhancing engineering products, processes, systems and services.

Use own knowledge of the employer‟s position to assess the viability of opportunities.


- Propose and initiate modifications and Urgent Operational Requirements. - Contingency and business continuity planning. - Engineering Audit planning and execution. - Engineering Competence planning and execution - Contribute to Continuous Improvement (CI) work. - Assess GEMS (MOD‟s suggestions, ideas and innovations scheme) proposals. - Work with stakeholders to identify how new technology or new ways of working might

provide greater operational effectiveness, efficiency or availability.

Out of Discipline


Training Engineering only)

Within Engineering Discipline

- Identify external/internal stakeholders with a view to designing and implementing improvements.

- Undertake Training Needs Analyses of engineering courses. - Set/validate Operational Performance Statements/Formal Training Statements. - Influence Defence training projects i.e.: Defence Training Review.

B2

Conduct appropriate research, and undertake design and development of engineering solutions

1

This could include an ability to:

Identify and agree appropriate research methodologies.

Assemble the necessary resources.


- SME or member of Board of Enquiry or Unit Enquiry - SME to Aircraft Accident Investigation Branch and/or its RN/AAC equivalent. - Forward Support activity, e.g. 1710 NAS (MIG and/or Mobile Aircraft Support Unit

(MASU) or No 71 (Inspection, Repair and Design) Squadron (formerly Repair Support Squadron, Repair Design Authority) in an executive or SME role.

- Involvement in trial and proof installations of modifications or integration of Urgent Operational Requirements.

- Identify unsatisfactory features in Air Publications (or equivalent) and recommend amendments.

- Instigate research, design & development of engineering solutions at 2nd

/3rd

Line (or Depth) maintenance.

- Plan, undertake or assess applied engineering research. - Plan, undertake or report on laboratory, field or operational trials.

1 NB Can be interpreted as including the design and development of temporary engineering solutions, eg Limitations, Acceptable Deferred Faults, workarounds/inspection regimes contained in UTI/RTI etc.

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Carry out the necessary tests.

Collect, analyse and evaluate the relevant data.

Draft, present and agree design recommendations, taking account of cost, quality, safety, reliability, appearance, fitness for purpose and environmental impact.

Undertake engineering design.

Out of Discipline



- Lead the staffing of Engineering Instructions, Including Urgent Technical Instructions, Routine Technical Instructions, Servicing Instructions, Special Technical Instructions and modifications, Annex A/Bs.

- Identify unsatisfactory features in Air Publications (and equivalents) and recommend amendments.

- Infrastructure planning (new platform or capability). - Develop and implement new engineering procedures. - Lead safety/airworthiness developments to manage new or revised hazards and/or

safety risks. - Direct or manage applied engineering research or trials (project or programme level)

Out Of Branch Not applicable, as Competence B is focused on „analysis and solution of engineering problems‟.


- Response to internal/external validation data. - Response to course sponsor‟s direction regarding Training output requirements.

B3

Implement design solutions, and evaluate their effectiveness.


- Involvement in embodiment of trial and proof installations of modifications/Urgent Operational Requirements and providing feedback.

Out of discipline


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This could include an ability to:

Ensure that the application of the design results in the appropriate practical outcome.

Implement design solutions, taking account of critical constraints.

Determine the criteria for evaluating the design solutions.

Evaluate the outcome against the original specification.

Actively learn from feedback on results to improve future design solutions and build best practice.


- DE&S Project Team Engineering Authority/Deputy - lead the staffing (multiple stages from proposal to implementation) of special technical instructions and modifications.

- Fleet manage the implementation of Special Technical Instructions and modifications. - Manage trial work related to aircraft material, structures or systems such as that

conducted through FLCs, DSTL or MIG/1710 NAS. - Air-Ship Interface planning. - Infrastructure planning (new platform or capability). - Evaluate UORs and other capability insertions. - Evaluate new engineering procedures and/or quality processes.

Out of Discipline



- Implement training objective amendments for course sponsor. - Introduce appropriate validation procedures.

Standard C: Provide technical and commercial leadership



C1

Plan for effective project implementation This could include an ability to:

Identify the factors affecting the project implementation.


- Lead and project manage an engineering initiative. - Lead Scheduled Maintenance (including repair and overhaul programme) planning. - Implement the introduction of multi-skilled engineering trades, or resourcing

pool/flexible working initiative. - Lead Continuous Improvement or a discrete restructuring study (e.g. Business Process

Re-engineering or LEAN Event). - Carry out deployment planning.

Out of Discipline

- Lead Continuous Improvement or a discrete restructuring study.

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Lead on preparing and agreeing implementation plans and method statements.

Ensure that the necessary resources are secured and brief the project team.

Negotiate the necessary contractual arrangements with other stakeholders (client, subcontractors, suppliers etc).


- Develop modification strategy. - Lead introduction of a new support solution. - Develop a Through Life Support Strategy. - Carry out capability upgrade programme planning. - Planning of major projects, exercises, operations etc. - Plan for upgrades/modifications/Urgent Operational Requirements/Trials. - Plan for new infrastructure.

Out of Discipline

- Planning of major projects, exercises, operations etc. - Plan for new infrastructure.

Training - Planning of major course changes (could be content, location, volume, timescales).

C2

Plan, budget, organise, direct and control tasks, people and resources. This could include an ability to:


- Leadership and management of engineering workforce, in 2nd

/3rd

Line or Depth environment.

- Engineering Production. maintenance supervision. - Secondary duty roles, e.g. safety management, flight safety management, FOD officer, quality co-ordinator. - Technical leadership of engineering research

Out of Discipline

- Leadership and management of personnel in any environment. - Charitable or local government roles, e.g. town council, football committee appointments

2.s.

2 NB Do not overlook secondary duty roles involving financial responsibility, leadership or personal development – they may provide worthwhile examples that are fully acceptable (for one of the 4 examples

required) in the QRF; anything with a charitable dimension also provides evidence of your breadth and involvement in the wider community (and may also be applicable at E3).

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Set up appropriate management systems. Agree quality standards, programme and

budget within legal and statutory requirements.

Organise and lead work teams, coordinating project activities.

Ensure that variations from quality standards, programmes and budgets are identified, and that corrective action is taken.

Gather and evaluate feedback, and recommend improvements.


- Project management - Business Case formulation and compilation of funding bids. - Management of repair, overhaul and spares budgets. - Plan and manage resources for modification programmes. - If applicable, Role Office/Integrated Logistics Operations Centre-type functions, e.g.

fleet planning - DE&S Safety & Airworthiness Team Leadership. - Detachment and exercise planning, with emphasis on budgeting to meet resource

constraints (e.g. limited manpower to deliver surge requirements, limited AT assets for deployment/recovery, limited deployed manpower and equipment footprint etc).

Out of Discipline

- Line manager - Project manager - Business Case formulation and compilation of funding bids. - HQ planning and budgeting roles.


- Planning of major course changes. - Course leader duties. - Course programme planning, integration of external lecturers and presenters. - Budget management. - Management of students who require additional training or suspension.

C3 Lead teams and develop staff to meet changing technical and managerial needs. This could include an ability to: Agree objectives and work plans with

teams and individuals. Identify team and individual needs, and

plan for their development. Lead and support team and individual

development.


- Leading team to meet engineering production programme or maintenance milestones (2

nd/3

rd Line or Depth).

- Apprentice Master duties within OJT. - Chargehand/Supervision of technicians/mechanics. - Personnel management of technicians/mechanics to achieve airworthiness

authorizations, Q competences, OJT, etc. - Personnel development activity, such as objective-setting, annual appraisal (MOD Staff

Appraisals/OJAR/SJAR) and mid-year reviews. - Implement Continuous Improvement and lead change events. - Implement HF(M)EMS/DAEMS. - Technical leader for research. - Project or line manager - Mentoring or coaching staff.

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Assess team and individual performance, and provide feedback.

Out of Discipline

- Leading team to meet task. - Personnel management of staff to achieve Authorizations, Q competences, OJT, etc. - Personnel development activity, such as objective-setting, annual appraisal (MOD Staff

Appraisals/OJAR/SJAR) and mid-year reviews. - Implement Continuous Improvement and lead change events.


- Leading team to deliver Integrated Project Team output. - Implement Continuous Improvement and lead change events. - Personnel development activity, such as objective-setting, annual appraisal

(OJAR/SJAR) and mid-year reviews. - Lead planning teams for Operations, Exercises, Trials etc. - Project or line manager. - Design, development, coordination or delivery of an engineering or research

programme.

Out of Discipline

- Implement Continuous Improvement and lead change events. - Personnel development activity, such as objective-setting, annual appraisal (MOD

appraisals/OJAR/SJAR) and mid-year reviews. - Lead planning teams for Operations, Exercises, Trials etc. - Lead planning teams within a charitable or other voluntary setting. - Project or line manager


- Carry out Training Needs Analysis. - Management of relevant training. - Course responsibilities for student development - Recruitment duties - Ensure instructors/staff represent broad spectrum of employment and maintain their own

development/credibility with student body. - Personnel development activity, such as objective-setting, annual appraisal (MOD

Appraisal/OJAR/SJAR) and mid-year reviews.

C4 Bring about continuous improvement


- Develop, implement and/or deliver a local quality management system. - Implement Continuous Improvement and/or lead change events. - Lead quality audit team and deliver recommendations.

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through quality management This could include an ability to: Promote quality throughout the

organisation and its customer and supplier networks.

Develop and maintain operations to meet quality standards.

Direct project evaluation and propose recommendations for improvement.

Out of Discipline

- Develop, implement and/or deliver quality management system. - Implement Continuous Improvement and/or lead change events.


- Manage delivery of DE&S PT output (including accountable airworthiness advice) in accordance with quality assurance and applicable standards. - Implement Continuous Improvement and/or lead change event. - Develop, implement and/or deliver quality management system such as ISO 9000:2000. - Ensure compliance with quality management system across an organisation, e.g. a DE&S PT system under the control of an Operating Centre. - Ensure compliance with Continuous Improvement strategy across an organization, e.g. a Unit under the control of a HQ.

Out of Discipline

- Implement Continuous Improvement and/or lead change event. - Develop, implement and/or deliver quality management system. - Ensure compliance with quality management system across an organisation. - Ensure compliance with Continuous Improvement strategy across an organization.


- Managing delivery of Defence Systems Approach to Training-compliant Training. - Implement Continuous Improvement and/or lead change event. - Develop, implement and/or deliver quality management system within a training environment. - Update course design to ensure training output meets requirement. - Analysis of course evaluation.

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Standard D: Demonstrate effective interpersonal skills



D1

Communicate in English with others at all levels. This could include an ability to: Contribute to, chair and record meetings

and discussions. Prepare letters, documents and reports on

complex matters. Exchange information and provide advice

to technical and non-technical colleagues.

Practical or Management or Training

In or out of Discipline

Common Examples: - Team briefings to subordinates, shift handover briefings etc. - Formal presentations to line managers and external agencies. - Establishing Communication Plans & Stakeholder Engagement Plans. - Chair or act as secretary to committees. - Write instructions, orders, procedures, and terms of reference. - Host VIP visitors. - Write Visit orders, - Write Post Project Evaluation Reports. - Compilation and debriefing of staff annual performance appraisals (MOD

Appraisals/OJAR/SJAR). - Compilation of Aircraft Job Cards (RAF F700). - Table-top briefings. - Brief industry partners. - Instructional/teaching roles.

D2

Present and discuss proposals. This could include an ability to: Prepare and deliver presentations on

strategic matters. Lead and sustain debates with audiences. Feed the results back to improve the proposals.



Common examples: - Present options and plans. - Brief executives, e.g. PT Leader and DE&S OC Directors, Group staffs, senior officers

etc. - Presentations and table-top briefings to line managers and external agencies (including

to courses and conferences) etc. - Brief industry partners. - Lectures to RAeS Branches etc.

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D3

Demonstrate personal and social skills. This could include an ability to:

Know and manage own emotions, strengths and weaknesses.

Be aware of the needs and concerns of others.

Be confident and flexible in dealing with new and challenging interpersonal situations.

Identify, agree and lead work towards collective goals.

Create, maintain and enhance productive working relationships, and resolve conflicts.



Common examples: - Normal qualities expected of an MOD Civilian officer – leading teams by example, at

times under extreme pressure, such as during air-safety emergencies and responding to AOGs etc.

- Conduct disciplinary interviews. - Debrief subordinates with poor or contentious annual performance appraisals (MOD

Appraisals/OJAR/SJAR). - Secondary duty roles, including mess committee duties, involvement in the work of

professional bodies, union branch committee, safety representative. - Interaction with civilian contractors and other organizations. - Mentoring duties for MOD Engineering Graduates. - Liaison with NATO and other foreign armed forces. - Host VIP visitors. - Organise and lead external activities, e.g. sports events, expeditions, etc. - Proficient discharge of formal instructional roles. - Proficient discharge of training for youth organisations (e.g. Air Cadets). - Charitable or local government roles, e.g. town council, school governor, sport/social

club/committee appointments

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Standard E: Demonstrate a personal commitment to professional standards3, recognising obligations to society, the profession and the environment



E1

Comply with relevant codes of conduct. This could include an ability to: Comply with the rules of professional

conduct of own professional body. Lead work within all relevant legislation

and regulatory frameworks, including social and employment legislation.



Common examples: - Compliance with Official Secrets Act and Civil Service Code. - Compliance with technical publications, e.g. Joint Air Publications, Air Engineering

Standing Orders, Military Aviation Regulation Document Set, Defence Standards. - Working within limits of personal delegations and authorisations. - Compliance with Civil Service HR regulations. - Compliance with the Health and Safety at Work Act, COSHH regulations etc. - Compliance with Host Nation legislation and regulations when deployed. - Compliance with RAeS Code of Conduct, - HMG Universal Ethical Code for Scientists, - Engineering Council Code of Coduct - Royal Academy of Engineering Statement of Ethical Principles.

3 NB that it is strongly advised that you access the Engineering Council and Royal Aeronautical Society websites to understand the standards, regulations and obligations of the bodies with and through which you

seek to register, as this subject may be raised at PR&I.

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E2

Manage and apply safe systems of work. This could include an ability to: Identify and take over responsibility for

own obligations for health, safety and welfare issues.

Ensure that systems satisfy health, safety and welfare requirements.

Develop and implement appropriate hazard identification and risk management systems.

Manage, evaluate and improve these systems.



Common examples: - Carry out a significant risk assessment. - Manage work in accordance with Joint Air Publications, Health and Safety at Work etc

Act4, COSHH regulations, JSPs, platform safety case etc; be specific rather than

generic in your examples, e.g. state how these have affected your decisions and actions; cite specific examples of legislation complied with, e.g. working at height, COSHH etc.

- Ensuring safety is incorporated in all technical documentation, e.g. that is associated with modifications, Special Technical Instructions etc.

- Working within Head of Establishment‟s Risk Assessment and Duty of Care documentation.

- Compliance with risk assessment and/or safety instructions when engaged on operations, exercises or trials.

E3

Undertake engineering activities in a way that contributes to sustainable development This could include an ability to: Operate and act responsibly, taking

account of the need to progress environmental, social and economic outcomes simultaneously.

Use imagination, creativity and innovation to provide products and


- Lead roles in compliance with Environmental Policies (e.g. POEMS) including aircraft disposal plans, fuel spill plan, aircraft washing orders, FOD prevention, noise abatement etc.

- Lead implementation of POEMS within a DE&S PT. - Deliver Environmental & Sustainable Development O&A Statement, Strategy &

Implementation Plan. - Implement use of an Environmental Feature Matrix (EFM) to manage and prioritise

environmental issues. - Establish Environmental Impact & Sustainable Development Maturity Level targets for

Project Teams (Maturity Level 4 by ???) against the DE&S Project Orientated Environmental Management System (POEMS) Maturity Scale.

- Identify or contribute to initiatives in synthetic & bio-fuel introduction to military aircraft. - Contribute to developing concepts that might reduce system energy requirements or

harmful emissions.

4 Rather than merely state that you worked in accordance with the H&SW Act, your examples would carry more weight if you were conversant with the specific provisions with which you were complying.

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services which maintain and enhance the quality of the environment and the community, and meet financial objectives.

Understand and secure stakeholder involvement in sustainable development.

Out of Discipline

Nil


- Significant role in development and/or management of Through Life Support Contracts, with emphasis on aspects related to impact on environmental, social and economic outcomes.

- Management of modification programmes to eliminate substances hazardous to health.

Out of Discipline

- Lead role in community projects, charitable work, outreach initiatives, development of young engineers etc.

- Significant role in relevant aspects of infrastructure planning.


- Instruct requirements as detailed above. - Seek to design instruction which is credible and effective, whilst also reducing carbon

footprint to minimal level (maximizing use of emulation/synthetic training). - Sponsor an E&SD awareness course for Project Managers, Engineers and

Commercial Staffs in the organisation.

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E4 Carry out continuing professional development necessary to maintain and enhance competence in own area of practice. This could include an ability to: Undertake reviews of own

development needs. Prepare action plans to meet personal

and organisational objectives. Carry out planned (and unplanned)

CPD activities. Maintain evidence of competence

development. Evaluate CPD outcomes against the

action plans. Assist others with their own CPD.



Common examples: - Undertake reviews of own development needs, e.g. in preparation for annual

appraisal. - Study for and attain additional academic qualifications, e.g. MSc, MBA etc (rather than

merely state that you are studying/have studied for academic qualifications, explain why and how you have benefitted).

- Undertake CPD courses (specific examples required). - Member of RAeS committee or active member of a Specialist Group; - Active member of local RAeS branch. - Carry out planned (and unplanned) CPD activities, e.g. attending or presenting during

relevant courses, seminars, conferences. - Complete work-based learning. - Assist others with their CPD, e.g. work-up to Certificate of Competency qualification. - Maintain Personal Development Record. - Maintain contact with emerging technology through reading relevant publications,

magazines, journals etc. Training: - Undertake reviews of other instructors and gain 360 degree feedback on own

competence/performance.

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GENERIC GUIDANCE The following generic guidance is provided to assist you when completing your QR with evidence of your competency: a. Complete every evidence box provided in the pdf QR; leaving empty boxes implies that you have insufficient relevant experience. A mentor or experienced colleague may be able to suggest ways you might identify suitable examples.

b. Remember that PRI assessors have many applicants‟ QRs to read and which they have to use to prepare for interview. Consequently, it is in your best interests to keep your examples relevant, to the point and easy to understand; as such, you are advised to:

(1) Set out your evidence in bullet point format wherever practical, albeit remembering that a single block of text may be more appropriate in a minority of cases.

(2) Spell out all acronyms you need to use, asking yourself in each case whether it is necessary to use them at all – the limited space available is best used for evidence.

(3) Avoid jargon – chartered engineers should be able to explain themselves clearly.

c. You might wish to use the same example in several sections, but remember to read the wording in each Competency statement and keep your evidence relevant to it.

d. Take care in the evidence chosen and the way you present it - it is important to remember that the PR&I assessors are required to establish that YOU possess the required degree of competency, consequently:

(1) Use examples where you can state that „I led‟, „I investigated‟, „I acted‟, „I planned‟, „I was specifically responsible for‟, „I researched‟, „I held authority for‟, „I organized‟ etc.

(2) Avoid very broad examples which do not explain what you were actually responsible for or delivered.

(3) Avoid using one type of example only for all evidence of a competency, e.g. do not cite 4 instances of detachment planning for Competency C1.

(4) Be very careful when using examples which involve stating that „you led a team which....‟ then describing what the team achieved; the obvious question in the mind of a PRI assessor would be: „but what did you actually contribute?‟. Ask yourself the same question and state what your contribution was.

(5) Remember that if questioned on an example which you have quoted, you will be required to discuss it in depth.

(6) Remember to highlight (where applicable) that your activities were „airworthiness related‟ or „flight safety critical‟.

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EXAMPLES OF COMPETENCES FOR THE CENG QUALIFYING REPORT5 APPENDIX V

A1

Aerospace engineering degree

Obtained an MEng degree in Aerospace Systems Engineering from Southampton University.

Aero-Engineering Apprenticeship.

4-year Indentured Aircraft Avionics Apprenticeship at RAF Sealand, culminating in a City & Guilds Full Technological Certificate in Instrumentation & Control Engineering.

Degree in physical science and applied electronic engineering.

Obtained a degree from the Open University in on the physics of materials and applied electronic engineering.

MSc in Airworthiness Currently studying for an MSc in Airworthiness Engineering at Cranfield University, a part time course comprising 10 one-week Modules, each followed by an assessed written assignment; a research-based thesis completes the course. I have taken and passed 6 Modules and on track to complete the MSc by July 2012 - I am applying the knowledge gained from the course in my current job.

Tornado Managers‟ Course

Attended 2-week Tornado GR1/4 Managers' Course to provide me with a systems-level overview of the aircraft, prior to taking up employment in an engineering management role on type.

Procurement Training Attended Principles of Integrated Logistics Support and Through Life Management Training courses to provide me with necessary knowledge to perform my role as scrutineer of future procurement programmes in the Defence Equipment & Support (DE&S) Organisation.

Continuous Development. Completed a City & Guilds Further & Adult Education Teaching Certificate over 2 years: included teaching practice in aircraft systems. Attended a number of company and private short courses/seminars to broaden and deepen my technical and professional knowledge; e.g. EFQM Award Assessor Training, Leadership Programme, Microsoft Project 2003, ISO 9000:2000 QMS Foundation Training, Aircraft Structural Integrity Course, PRINCE 2 Project Management (Foundation & Practitioner), Technology Insertion Management.

Post Graduate Qualifications & Further Continuous Development.

Completed a Post Grad Certificate in Programme & Project Management from Cranfield University. Completed the following Airworthiness related training: Airworthiness for Military Aircraft Course, Safety Management Systems: a piece of the Airworthiness Jigsaw - IMechE seminar, Airworthiness Management (Initial Surveyor Course) from the CAA.

Courses

Whilst at RAF Sealand as a '3rd Line' Avionics Production Engineer, I Attendance of relevant missile and system courses. Examples include: the 4 week Guided Weapon Short Course and the 1 week Radar Systems Course at DTMC Shrivenham; 1 week C++ coding course; 1 week missile autopilot course in Washington DC.

Operational Research Advanced Excel course

2 day condensed Operational Analysis (OA) course in Excel. Increased my confidence in employing new techniques to carry out OA. I gained hands-on experience in developing and improving Excel models.

Year In Industry & summer placements

Before undertaking my degree, I did a one-year, industrial placement with Dstl, working in the area of operational analysis for rotary wing aircraft. This was followed by three summers of working at Dstl in analysis of fast-jets and UAVs.

NVQ in Business Management

Obtained an NVQ Level 1 in Business Management from the NEBS Management School, covering aspects of commercial/business law, accounting, team management, interviewing.

5 There are many more examples here than would be expected on any actual Qualifying Report.

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A2

Expert Systems Concept as applied to Tornado Aircraft Command Stability & Augmentation System (CSAS) Module repair., No 30 MU, RAF Sealand

Whilst at RAF Sealand as a '3rd Line' Avionics Production Engineer, developed and trialled an Expert Systems approach to diagnosing faults on Tornado CSAS Modules that often had difficult to locate defects. Using company algorithms, and hands-on experience, a fault tree programme was developed and fielded within the Tornado 3rd Line Maintenance Wing. The concept led to further work by the company to develop and broaden the system to other Modules and systems, leading to a suite of diagnosis tools available to engineers.

Harrier 3rd Line Inertial Navigation System (INS) Rig, No 30MU, RAF Sealand.

Due to a high level of No Fault Founds (NFFs) received by the 3rd Line Avionics Maintenance Cell, I personally established the cost-benefit of establishing a 3rd Line INS rig at 30MU. This was accepted by higher management and using equipment from surplus stock, an INS rig was set-up and NFFs were reduced by 35% by locating the faults prior to dispatch. Further work by the company led to omissions in the 3rd-Line Test Regime being modified out, but by then the 'rig' was firmly established and provided additional confidence to the Forward Squadrons.

Stall warning system for XXXXX project

In the final year of my apprentice training, I completed a short placement project at The Company to assess the feasibility of installing a stall warning system on XXX aircraft for one of The Company‟s customers. I successfully demonstrated that the proposed system will not provide a sufficient improvement to safety of this aircraft but will give pilots a false sense of security. The customer agreed with the findings.

Harrier PT, RAF Wyton. Responsible as Harrier Engineering Authority for managing the upgrade and introduction to Service of the Harrier major avionics modification programme. This encompassed all support issues, including: training, publications, spares and intra fleet management including close consultation with the Requirements Manager in the Harrier Project Team.

Merlin Integrated Project Team Mk1 Software Lead.

As the lead for software development on the Merlin helicopter I routinely developed embodiment plans for new software releases. This planning required engaging numerous organisations (Service and civilian) and coordinating aircraft disposition to enable software uploading at specific sites.

Military Airworthiness Authority Technical Regulator Maintenance Approved Organisation Scheme (MAOS)

Responsible for the development, upkeep and promulgation of the Service MAOS. I continually review the MAOS policy publication, which forms part of the MoD's Airworthiness Document Set. The aim of these reviews is to ensure the policy is continually improved in light of in-Service experience. In parallel I analyse civil regulations to ensure best practice between military and civilian regulation is followed.

Fault Diagnosis and Application of Aircraft Systems Knowledge.

- Fault investigation into secondary hydraulic pump quill drive failure whilst in military use. The aircraft had lost secondary hydraulic system pressure during hydraulic switching checks at start up. - Once the initial course of action failed to rectify the fault, I directed an alternative course of investigation. This investigation proved successful and the subsequent maintenance rendered the aircraft serviceable for continued operations.

Safety Systems Manager for VC10, RAF Wyton.

Responsible for the adoption and population of a web-based hazard management tool for the VC10 aircraft (e-cassandra) and its associated hazard „ownership‟ protocols which resulted in each hazard being owned and managed by a named Engineering Authority within the PT..

Final Year University Project

Final year group project at University was a future supersonic trans-Pacific airliner (“Pygar”). My role was aerodynamics and airframe design and involved much research into past SST wind and body design and integration. This project won the 1993 Smallpiece Design Prize and is still exhibited at UOB. We worked with BAE systems who provided technical information on SST design.

30

Modelling of novel control systems

Prediction, identification and modelling of alternative missile control methods. These include dual aerodynamic control sets (such as canards and tail controls), thruster units (attitude + lateral) endo- and exo-atmospheric, and aerodynamic / thruster control. The modelling includes both the physical aspects and the rapid creation of digital autopilots for use in 6-DOF models.

Future platform technology capture

Identified deficiency in organisation‟s broad capture of analysis of future fast jet technologies. I collated an agreed inventory of most probable technology road maps and gathered a comprehensive record of levels of analysis conducted for the UK‟s future fast jet capability.

HMD integration into Air Combat Simulator

I was responsible for integrating a COTS Helmet Mounted Display system into the Cutlass air combat simulator. This is an augmented reality system which allows the pilot to see the virtual cockpit and virtual world around them, but still see their real head down displays through the visor when looking into the cockpit. This has vastly improved the situational awareness of pilots flying in the simulator, particularly for close-in air combat, and air-to-ground missions such as close air support.

Formation Flight study I carried out a literature review of all the studies that had been carried out on the potential use of close formation flight for drag reduction (and hence improved performance and reduced fuel consumption) to determine whether UK MoD should be considering it.

B1

Topic 2 and Support Policy Statement Lead, DE&S Abbeywood.

- I Identified that long term maintenance plan was failing & that an increasing level of maintenance was reactive. - I initiated a fixed flying programme which enabled detailed planning of maintenance; effect was increased flying rate and fewer recurring faults.

Merlin software testing, Merlin Integrated Project Team Software Lead

- I identified that rig testing of Merlin software was causing significant delays to software releases; my conclusion was that this was due to inefficient rig usage. - I developed a test plan & obtained buy-in from other stakeholders outside my area of responsibility; the result was a significant reduction in delays.

Desert Hawk UAV Engineering Authority, DE&S Abbeywood

- Following a brief on the scarcity of UAVs in Afghanistan, I approached the Army users of the Desert Hawk regarding the potential design a new repair scheme. - With access to the manufacturer's generic repair manual, I drafted a repair scheme that was subsequently endorsed by the PT Project Engineer.

Flight Safety Investigation Report into a fuel transfer incident on a Typhoon aircraft

- I was nominated as investigating officer for a Typhoon fuel transfer incident. - My investigation identified a number of Human Factors & technical issues associated with the introduction of a new aircraft. - My recommendations to prevent reoccurrence were implemented.

Typhoon Fleet Management.

With the introduction of Typhoon into the RAF I was responsible for developing the fleet management processes to ensure effective management and allocation of aircraft between 'Forward' (frontline day-to-day operations - RAF responsibility) and 'Depth' (MOD/Industry partnership carrying out scheduled maintenance).

New Starter Newsletter I took personal ownership of starting off a STEPS newsletter – sent across the organisation – which has never been carried out before. I identified a potential gap in making new starters aware of the organisation, and took it upon myself to set targets with the STEPS project manager to improve the synergy and awareness of Dstl. The Newsletter has seen me learn many new skills in different software packages and has been modified to accommodate for all the feedback it has received. Its importance is now evident and has been made a necessity for future committees.

Future platform technology capture

Identified deficiency in organisation‟s broad capture of analysis of future fast jet technologies. I collated an agreed inventory of most probable technology road map and gathered a comprehensive record of levels of analysis conducted for the UK‟s future fast jet capability.

31

Identify potential Operational Degradation model and employ in potential opportunities

Past Dstl high level accounts of air operations conducted by fast jets lacked accurate representation of “real world” factors. I conducted a study to fulfil this gap and promoted its use amongst the organisation (including its benefits in areas beyond my immediate scope of work). The work was a ground-breaking improvement over any related previous studies receiving great praise from senior colleagues.

Novel Controls Investigation

I have identified the need to review the maturity of novel control effectors for UCAVs. I will lead a MoD study on this topic.

Modelling Capability Identified the value to my team of a modelling tool that was dormant in another team and facilitated its adoption.

Merlin Eng Authority (EA), DE&S RNAS Yeovilton

As the Senior Engineering Authority in the Merlin PT , I have been responsible for the compilation and validation of the aircraft‟s Statements of Operating Intent & Usage (SOIU)

B2

Military Airworthiness Authority Technical Regulator Maintenance Approved Organisation Scheme (MAOS)

As part of my current tasking, I routinely research civil airworthiness regulations and develop military equivalents for publication within the Military Airworthiness Regulatory Documentation Set.

Materials Integrity Group, 1710NAS. Military Non-Destructive Testing (NDT) 'on-wing' delivery.

Over a period of 6-months, I studied and developed a full understanding of the NDT 'distributed competence' model outlined in BS EN4179. I established a small development team (1 contractor) and prepared a technical proposal on how EN4179 could be applied to the military delivery of NDT, highlighting 4 possible future options, of which the preferred option was endorsed by COS(Spt) in Air Cmd.

AAM Research

I have conducted many research projects into Air to Air missile performance, both WVR and BVR. Results from these have been used by the MoD. One output is a lecture on the effectiveness of modern SRAAMs which I have presented at the DTMC for the past 7 years.

Development of Urgent Technical Instruction to address failure of engine intake ramp actuator locking device, Tornado Integrated Project Team.

- On receipt of a report of a failed intake ramp actuator retaining bolt locking device, I researched and wrote an Urgent Technical Instruction for a 'before next flight' fleet check and recovery action, due to the potential airworthiness implications. - I followed-up by recommending an alternative locking mechanism to PANAVIA.

Facilitated HOVERS trial I was responsible for the oversight of the HOVERS man-in-the-loop trial which aimed to improve the survivability of military transport vehicles. The trials lasted in excess of 2 weeks and it involved the continuous testing and evaluation of military transport aircraft.

Research on auto-routing and threat avoidance

I have previously conducted work on representing a simple threat avoidance routing algorithm for mission level modelling of UAVs and for mission planning of routes for manned aircraft within the Cutlass air combat simulation. In addition, I developed a spreadsheet based parametric methodology for generating air platform sector based RF signature predictions based on threat radar performance, aircraft sensor and weapon ranges

Typhoon Air Vehicle Performance Model Validation

Validated our Typhoon Air Vehicle Performance model against the Operating Data Manual. Liaised with industry and wider MOD to gather supplementary information and understand underlying assumptions. Wrote detailed technical report and briefed stakeholders.

Support to MOD Studies Provided relevant and timely air vehicle performance advice to inform wider MOD studies, usually as range and endurance predictions for various Typhoon configurations.

Post graduate degree in Aerospace Engineering

I designed a novel control law and tested it through simulation in MATLAB on a UCAV model.

B3

Typhoon Fleet Management, Typhoon PT.

Responsible for implementation of Technical Instructions and modifications across the Typhoon fleet. Required liaison with Industry, prioritisation of limited resources and allocation of tools/equipment. Also evaluated effectiveness of modifications by monitoring and examining fleet data.

32

Introduction, Trial and Assessment of new Merlin Main Rotor Blades

- I led end-user involvement with the introduction, trial fitment and assessment of new BERP IV technology Main Rotor Blades on Merlin aircraft. - This included development and fitment of new erosion protection measures on the blades to extend their life during desert operations.

Tornado Technical Collision Avoidance System.

As project manager for the introduction of TCAS to the Tornado GR4 Fleet, I lead the design & implementation planning phases of the TCAS installation which included the post-trial evaluation of the chosen system.

Merlin software trial, Merlin Integrated Project Team Software Lead

- I managed an on-aircraft trial of a piece of software that could not be rig-tested. - As the trial involved a unique release of software, I had to seek a Service Deviation - which required a carefully argued case to obtain high-level approval. - I ran the trial, which resulted in the software's subsequent introduction.

Management of Urgent Operational Requirement modifications Introduced on Hercules and Merlin aircraft

In 2 different posts, I have been responsible for fleet management of both Hercules and Merlin aircraft undergoing modifications introduced under Urgent Operational Requirement; this included the embodiment of trial and proof installations, ensuring that suitable feedback is provided to the Design Authority.

Hydrogen Embrittlement of Gazelle Control Rod Eye-Ends.

Following material analysis at MIG, 1710NAS which established that Hydogen Embrittlement of Gazelle Eye-Ends was the cause of the failure of the control rods. I led the work to establish the specification for a suitable hardness tester and an appropriate robust & portable model was procured 'off-the-shelf'. Following extensive trials, this was deployed and subsequently a follow-up investigation by the Materials Integrity Team has established its effectiveness.

MIPS

I designed the Multiple Inert Penetrator as part of an MoD research programme into novel technology. This involved aerodynamic research, design and manufacture, and testing of the final warhead design in a supersonic exit tunnel and sled ejection trials.

Replacement Plotting Software

Worked with another MOD department to source a replacement for a key piece of plotting software. This involved identifying key requirements, researching alternatives and several iterations of evaluation and testing.

Occlusion Study In leading this study, I had to solve a complicated problem of determining the amount of land a sensor can see without obstruction from buildings in regions across the world. I shortlisted a set of 3 possible solution methods ranging from utilising readily available programming solutions to engaging in a novel technique. I chose the final process using soft operational analysis techniques taking careful account of funding and time available.

Setup of man-in-the-loop air combat simulation facility

As part of the core-team involved in the setup of this facility, I was responsible for accurately dimensioning the facility, creating a CAD representation of possible layouts, and evaluating them for long-term suitability. The facility is of limited size, therefore best use of space is essential. The layout I created is still in use 5 years on.

C1

Joint FLC/DE&S Aviation Services Transformation (AST) Project.

I acted as the Project Manager responsible for the leadership and programme management of the transformation of Aircraft Forward Design & Repair and Materials Integrity Group Project Teams - c330 staff & £35M p.a. budget. Established an early stakeholder map with a RACI (Responsible, Action, Consult, Inform) identifier and used force-field analysis to identify initial support/non-support. A communications plan was then used to manage dialogue.

Military Non-Destructive Testing (NDT) 'on-wing' delivery Project.

Under the oversight of the AST Project Board (above), I established a project specifically examining the future delivery of military (predominantly FW/RAF) NDT. Set-up under PRINCE 2 principles, with senior supplier & customer representation, I established a phased (spiral-type) approach towards concept development. Prepared alongside the customer & supplier, an overall test plan and testing schedule based on the make-up of the NDT requirement (URD).

33

Relocation of Tornado squadron from RAF Bruggen, Germany to RAF Marham, Norfolk.

- I was appointed as the lead for the relocation of 31 Squadron (a squadron of 12 Tornado GR1 aircraft, 30 aircrew and 150 engineering tradesmen) from RAF Bruggen to RAF Marham. - I was responsible for the planning, preparation and movement of aircraft, personnel and equipment; I was also tasked with organization of new technical accommodation to receive the squadron, including layout, comms and fittings.

Future Command Guidance Missile

I was responsible for the planning and management of a piece of work under the Future GBAD research project. This involved looking at using new missile concepts with legacy ground equipment. This work was subcontracted to QinetiQ, and I managed the work on both financial and technical levels. The work was completed to time and budget.

Measures of Merit Study Plan

This work investigated the various measures utilised in a very large suite of studies within the air domain. I thus put a plan together that minimised the interruption caused to the numerous studies. I staggered the order of the work required to best fit in with their schedules, ensuring that I build in sufficient redundancy. The plan proved useful & successful assisting me to conclude the study within the timeframes allowed.

Fixed Target Characterisation Plan

I set out a plan to carry out a scenario characterisation exercise that assesses the prevalence of targets and associated complexities. I organised the plan into 4 major phases which consequently helped carry out and budget the task. I set clear and concise deadlines and budgetary limits for all those involved, whilst allowing redundancy for both time and finances. The plan was intentionally kept simple in order to communicate its contents easily and practically.

JSF support transition I led the development of a succession plan that transitioned MoD Flight Control support from one very experienced colleague to another. I chaired discussions, identified the tasks that would need to be carried out to help facilitate the transition and planned the tasks in sympathy of budget constraints.

Cutlass Trial HOPLITE IV Leading this simulation trial required interpreting the customer requirements through email and face-to-face meetings, and turning that into a development plan and task list. This task list was updated as tasks were completed but also as new tasks emerged due to changing requirements. This made it clear to the team what tasks remained outstanding. Attended a two-day meeting at Lockheed Martin to refine requirements and garner latest information for inclusion into the simulator.

Assistant Project Manager Supporting the Project Manager in project planning, weekly monitoring of project spend and progress and preparing monthly reporting to DE&S customer.

DE&S Air Safety & Airworthiness Management Improvement Strategy.

I established a new Safety Management System and Airworthiness & Aviation Safety Governance Framework. This included selecting project processes and tools required for planning, implementation and embedding change whilst ensuring staff 'buy-in' (HF aspects). This project required two interlinking components: establishment of systems & processes, and culture/behavioural change. As such, I have established an over-arching 'improvement' & risk plan which uses the introduction of 'hard systems' (e.g. e-Cassandra Hazard Management) as the catalyst to 'soft' cultural change.

C2

Project Manager Joint FLC/DE&S Aviation Services Transformation (AST) Project.

Established a Project Board (Steering Group), chaired by the 2*, and a Project Initiation Document (PID) & User Requirements Document (URD). Established a Project Plan, Work Breakdown (WBS) & Work Processes (battle-rhythm), Risk Plans with owners and scheduled risk mitigation charts. WBS used to establish work teams/owners who then worked to established processes (sign offs etc). Project Budget (£2M pa) established and personally managed through Financial Letter of Delegation.

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Military Non-Destructive Testing (NDT) 'on-wing' delivery Project.

My planning resulted in the requirement for contractor staff to assist in project implementation/trial work (a project budget of c£2M was established & managed) as well as the identification of key personnel (RAF & Industrial Partner) affected by implementation in order that arrangements could be made for their future 'matrix' management (by me) during trial work. Work breakdown acknowledged the feasibility phase where 4 potential options needed to be evaluated and post down-selection when 1 or 2 of the options would be taken forward. Theory of Constraints used to mature project plan due to interface issues.

Structures Support Authority for RAF Tornado Fleets, Tornado PT, DE&S.

- I managed a £29M annual budget for purchase of all RAF Tornado structural spares (major aircraft components, modification kits and consumables) and 5 separate components repair & overhaul contracts. - I was required annually to produce a costed 4 year plan to justify funding allocation and personally present it for scrutiny to my Project Team Leader. - I routinely led meetings with repair contractors to review contract performance.

Military Aviation Authority, Technical Regulator Maintenance Approved Organization Scheme

- In my current role, I manage all aspects of an enabling contract with an external company (Baines Simmons). This includes forecasting expenditure and managing the spend against changing funding limits. - I also task the company on behalf of my section and coordinate all tasking from external sections; in this area I set the priories for the contractor and manage any conflicts.

Support to Beneficial Collaboration

This project involved the managing of a number of pieces of work under the MOUDEP between the Australian and UK Governments for modelling and research. I was responsible for budget planning, funding allocation, managing the completion of the various work items and the completion of a yearly report. All work was completed on time and to budget.

Cutlass Air Combat Simulator

For a recent simulation trial I led the simulation team in the development and running of the event. This required interpreting the customer‟s requirements in terms of simulation capability, breaking that down into tasks, and allocating those tasks accordingly. As this project required substantial working away from home, it was necessary to negotiate for people‟s time with both themselves and their line management.

Secondment work My work on secondment in London involved a number of UK projects for which I was project leader. This involved the planning, management and delegation of tasks to staff and other groups and organisations.

Assistant Project Manager Forecast spend to end of current FY, cost estimation for planned activity, budget planning for following year, prepared proposal to MOD customer to secure uplift in funding for rest of contract.

Charity Functions Secretary

- I was responsible for the efficient running of a Charity Function Account, including decisions on stock ordering, independent monthly stock checks and end-of-month financial reconciliation of the account. Turnover was circa £60 000 per year. - I was also responsible for planning, in terms of stock lines, quantities and costings for 3 major functions (circa 300 guests at each) per year; accurate cost forecasting was essential, as either an element of the drinks/wine at these functions were included in the ticket price.

C3

Line Manager, all appointments held throughout career

- In all my appointments in Industry/MOD I have been responsible for managing the morale, welfare and development of personnel for whom I have been a line manager or supervisor. - My responsibilities include the personal development of individuals by setting objectives and writing annual reports on their performance. Also included in this is an element of welfare type care during difficult periods in individual‟s lives.

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Project Manager Joint FLC/DE&S Aviation Services Transformation (AST) Project.

My project team was 32 strong and personally selected: Consisted of Military engineering staff, MoD engineering, scientific and commercial staff, contractor support (3 in total) plus the matrix management of BAeS and AWL staffs. I ensured that as part of the communications piece, I made time to visit and talk to all of these direct staffs as well as those in the wider 'affected' areas (c330). During the project, staff development remained a priority and the variety of project tasks enabled staffs to stretch themselves within a 'controlled' project environment.

Military Non-Destructive Testing (NDT) 'on-wing' delivery Project

During this project, I have used the 9-box professional competence/potential matrix to evaluate and discuss development opportunities with all the project team. I have also benefited from personally undertaking 360-degree feedback and through overtly undertaking development activity (often as a result of feedback), have led the team 'from the front'. I take my responsibility to the team and staff development in general very seriously and undertake regular performance reviews to ensure and sustain open and honest dialogue.

Technical Mentoring Acted as technical lead on missile modelling within the Group. This entails mentoring and teaching junior members of the Group on missile technology and its applications. This task is ongoing.

Buddy – New Starter I have actively become a “buddy” for a few junior colleagues in my team. I strongly encourage them to get involved in extra-curricular activities (active member of; STEPS, Schools Ambassador‟s Scheme, University Liaison Officer, lunchtime briefings, technical events etc). Technically, I have endeavoured to coach and mentor them in areas I have experience in and acted as a supervisor in when possible. I try to identify gaps in workload (ensuring they are well utilised) and ability (providing support and direction, including identifying suitable training).

Deputy Team Leader As Deputy TL I lead the team in the absence of the TL reviewing the teams output for the Dept management and I develop people through taking the lead on dissemination and interpretation of management updates.

UAV Project Acting as the mission level analysis lead for this team, I am responsible for leading a team of three staff. I have actively encouraged the junior member of the team to become involved with activities related to this project but that are outside of his day-to-day technical area, in order to broaden his experience.

Mentoring Identified development opportunities for new team member, including a niche area of expertise to enhance team capability.

Subject Matter Expert Coordination

Managed the tasking of a team of subject matter experts to support XYZ project. Coordinated their engagement with the customer or used their input to brief the customer myself.

1st & 2

nd Reporting

Officer (RO) for Junior and Senior Military Engineering Officers on different aircraft appointments

- I have been responsible throughout my career writing and debriefing officers' and tradesmen's formal Annual Appraisals, covering their performance and potential, to ensure successful development of individuals. - As 1

st & 2

nd Reporting Officer (RO) during different appointments, I have

also been responsible for ensuring engineering and general service standards and practices were maintained, and been specifically responsible for the maintenance of discipline.

C4 Principal Quality Officer (Quality Assurance Lead), Harrier PT, DE&S.

On appointment as Principle Quality Officer (Quality Assurance Lead) for the Harrier PT, the Teams internal QA system was under close scrutiny from 3

rd

party auditors as the previous audit had been unsatisfactory. - I implemented a complete review of the Team‟s QA system and over a six-month period I raised the profile of QA within the Team and improved the system; on completion of the next 3

rd party audit the Team was graded very

satisfactory.

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Lead Quality Auditor, Harrier Team

- Within this appointment I was a 3rd party Auditor. - Prior to taking part in audits I gained the ISO 9000:2000 Lead auditor qualification; once qualified I took part in a number of audits of Harrier Functions. - My role involved pre-audit planning, and post-audit out-briefing & report writing. - Whilst conducting these audits I was able to impart my previous experience as PQO to aid Teams/Squadrons in improving their QA systems.

Harrier Lean/Continuous Improvement Programme.

- Following pre-training in Lean Concepts, I was involved in a number of Air Management Organisation Continuous Improvement Events as a syndicate leader, participating in a contractor facilitated programme of work looking into Flight Deck Cycles, Sortie Generation Rate, Aircrew Briefing and Hangar Flow. - The procedures and routines generated as the outcome of this work were proven on subsequent Carrier deployments.

Technical Review I regularly review work results and reports across a number of technical areas as part of the Dstl quality process.

Micro UAV research programme

I am the technical advisor to a MoD research programme on Micro UAVs. I technically review the work carried out by industry and offer continuous input to the programme to ensure that it progresses in a way that provides a high quality, exploitable technical output.

All projects Whilst mentoring junior staff I ensure that I pass on methods of best practice to ensure that their work is robust and reliable. I actively encourage them to think in new ways, and to consider the possible outcomes to different ways of completing a task.

Systems Engineering Development

Worked with a small team of Dstl Fellows to develop a Systems Engineering Report intended to promote systems engineering within Dstl. Organised a series of meetings, captured key points and produced a report in conjunction with two Dstl Fellows.

All projects I always prepare all design documentation including User & System Requirements, specifications, project initiation documents, statement of work (SOW), and test & demonstration documents in accordance with Departmental procedures and obtain sign-off from the respective endorsing authority. I prepare & assist with, the compilation of Departmental policy relevant to military airworthiness as well as proposing and endorsing implementation processes & procedures, keeping these up to date as overarching legislation & policy changes.

D1 Project Manager Joint FLC/DE&S Aviation Services Transformation (AST) Project.

As the Project Director for such a high-profile pan-Service (RAF,RN, AAC), Fixed-Wing & Rotary-Wing service delivery project, I established a stakeholder management plan so that I could tailor my communications for effective delivery & devote sufficient time & effort to the right areas.

Military Non-Destructive Testing (NDT) 'on-wing' delivery Project

Personally I maintained & managed all high-level official and technical correspondence between the Project Board/Team, customer (Front-Line Units/& Higher Formations), and suppliers (both internal (RAF 71 Sqn) & external (BAeS, Marshalls etc): included presentations, meetings, video/telephone conferences etc.

Scrutineer in the Defence Logistics Organisation (fore-runner of DE&S)

- I was responsible for providing scrutiny and briefing up to and including Chief of Defence Logistics (4-Star level) on probity of Investment Approvals Board (IAB) Business Cases (Initial Gate, Main Gate, Review Notes and Information Notes). - I routinely produced written briefs and delivered face-to-face briefings.

Internal Dstl Symposium Before my secondment to London I presented 3 years in a row at the Dstl Internal Symposium. This is a showcase for Dstl to exchange ideas and information on cutting edge technology within the organisation.

Wargames / Capability Audit

I facilitated major project meetings by recording and coordinating the views and comments of subject matter experts (both civil and military) and documented them electronically. The details of all the discussions were fed into major reports and presentations informing the customer.

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Deputy Team Leader As Deputy Team Leader it is often my responsibility to chair and record the minutes from team meetings.

Customer reports I have produced several customer reports for UAV work including work conducted as part of international collaboration, requiring clear description of the modelling and analysis undertaken and clear presentations of results, conclusions and recommendations.

RAeS Careers and Young Members activities

Manned a stand at a careers fair and gave a presentation. Participated in RAeS Young Members‟ events, including Merlin Flight Simulator Competition, Aerochallenge and conferences.

RIAT and Farnborough Air Shows 2008

As a part of the Avionics team I worked at both Air Show exhibitions promoting the MOD/RAF and providing technical advice and expertise to VIPs, Senior Military Officers, other interested parties and visitors of the stand.

D2 Project Manager Joint FLC/DE&S Aviation Services Transformation (AST) Project.

As Project Manager, I regularly presented and facilitated follow-on discussions with senior stakeholders (MoD/DE&S, RAF, RN, AAC, BAeS, AWL) at Quarterly Project Boards. Presentations covered technical proposals, financial/commercial implications and organisational/management arrangements.

Team Leader Aircraft Materials integrity Group (MiG)

As a Team Leader in MiG, all Technical Papers, Tech Memos and Technical Risk Mitigation proposals were always signed-off individually and I often presented these technical proposals to Presidents of Aircraft Boards of Inquiry (BOIs), Aircraft Accident Investigation Branch, Industry and Project Team Executives.

Military Aviation Authority, Technical Regulator

- In my current post I present any new amendments to Policy to my Command and also to Industry. - This often involves resolving proposals that have conflicting requirements from stakeholders.

Future Technology Modelling

My role as missile modelling lead often requires presenting past, current and future work projects and subject to a number of potential customers and work partners.

School Ambassador - Presentations

Prepared and given numerous science and engineering based presentations to school children from different age groups across a wide variety of schools with an objective to raise their awareness and perhaps enthuse interest in the science and engineering profession

A-AAR QPRM I brief the MoD customers on Autonomous Air-to-air Refuelling at Quarterly Progress Review Meetings with the aid of PowerPoint presentations.

Visitor Presentations I have been asked numerous times, often at very short notice to present/demonstrate to important visitors on the Cutlass Air Combat Simulation. This has included a brief to the head of DRDC (Canada‟s government research agency), various flag officers from across US services, as well as wider Dstl/MoD staff.

Technical presentations to Industry – Typhoon Performance

The Typhoon Model Validation required independent briefing to industry and MOD and several detailed technical discussions with industry regarding modelling assumptions and shortfalls.

Technical Presentation to Project Team

Performed performance assessment of a UCAV concept, presented findings and answered questions at a project team meeting involving three companies, as well as Dstl and DE&S.

Support Authority /Desk Officer for Tornado GR4, Tornado PT.

- With any technical issue that had fleet-wide implications I was required to present and discuss my proposed solution to my superiors. - This would include aspects such as priorities, resource limitations, manpower constraints and operational requirements and drafting of Annex A‟s, UTIs/RTIs etc.

D3 Annual Appraisals, Mid-Year Reviews and Continuous Development.

I always discuss my own work objectives, personal strengths, weaknesses and development needs with my line manager (Air Cdre) mid-year & year-end and my development/potential with my countersigning officer annually. As a core-competence, 'working together' is always commented upon positively. I am also required to debrief subordinates on the content of their annual appraisals, including those with poor or contentious performance/discipline.

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MEng Graduate placement and supervision.

Each year, I personally receive a different MEng Graduate placement and a major objective is to help him/her to integrate into the team and the wider Airworthiness Management Functional Group in order for him/her to be able to fulfil both the technical and social elements of the placement.

Voluntary secondary duties

- Outside of my primary duties I have undertaken numerous secondary duties. Examples include organising a function at the Henley Regatta, arranging Team functions and summer events. - All involving working as part of, and leading, teams to meet common objectives.

Multiple projects Many of my projects require that I set up a working relationship with multiple stakeholders, including customers, contractors and members of industry and academia that are not on contract. I also need to communicate with them regularly on both programmatic and technical levels.

Mini UAS assessment At a flight trial in 2008 I had to work in a very different environment to the usual office environment, work with a team of people that were mostly unknown to me and work long hours in difficult conditions. Despite this we were able to successfully collect the required information in support of a procurement decision.

Mentoring Across a number of projects I work on, I have over recent years been helping newer members of staff to adjust to working in Dstl, familiarising them with Dstl practices and processes, helping them develop their technical skills and tasking them accordingly.

Building Networks with Industry

While undertaking the Typhoon validation exercised I developed new links between the OneCompany team and my team. I have also worked to maintain existing links between my team and AnotherCompany.

Education Outreach Participated in numerous events designed to engage with students of all ages and encourage them to follow a career in engineering. Recent activities involved networking lunches with local schools and school science fairs.

Direction, Management and Leadership.

- I enabled a superior team performance by application of action centred leadership principles, underpinned by empowerment of my team members. - This was recognised by the RAeS (award of RAeS Bronze Team Medal) and Worshipful Company of Engineers‟ Award.

E1 Adherence to standards expected of a Civil Servant, all Projects

I observe the Official Secrets Act, National Legislation, Government & Departmental Policy, Defence Equipment & Support (DE&S) Policies and the Civil Service Code.

Training Aircraft Safety Manager, Training Aircraft PT, DE&S.

In my Safety and Airworthiness Team Leader role, I comply with the requirements of EC216/2008 and the Air Navigational Order (ANO) 2006 for civil type aircraft and the Military Aviation Regulation Document Set (MARDS) - JSP 550 series for Military Aircraft types. I also adhere to the generic requirements of the ICAO and the CAA for the Safety Management Systems I have established for Training Aircraft.

Training Aircraft Safety Manager, Training Aircraft PT, DE&S continued.

For Training Aircraft air vehicles, I ensure that relevant policy, regulations and codes of conduct are followed as appropriate. These include Def Stds (00-970 for Design & Airworthiness Standards, 07-85 for Design of Weapon Systems, 05-57 for Configuration Management, 05-123 for Certificates of Design (DAOS), 00-56 for Safety Management, 05-130 for Maintenance (MAOS). Where these are not enforced I ensure alternative acceptable means of compliance are in place and endorsed.

Industry Dstl‟s role in assessing industrial proposals necessitates confidentiality and trust between the MoD and industry with which I fully comply.

STEPS Newsletter / Dstl Output Documents

I always work within Dstl‟s report/presentation format standards undertaking all the guidelines suggested. As the editor of the Newsletter I additionally comply with all Dstl‟s branding guidelines

FCAC Costs Study In conducting this study I took great care to adhere to MOD‟s Joint Service Publications with regards to Costing. These are an authoritative set of rules/ guidelines with defence-wide applicability and hence to stay aligned with costing work conducted in other organisations (DE&S, MOD) I followed it rigorously.

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Compliance with airworthiness & engineering regulations

- As an MOD Civilian Engineering Officer, I am personally required to comply with the regulations contained in the both Airworthiness Document Set and Joint Air Publications. - I am also required to ensure that the personnel working under my command work in strict accordance with the above regulations.

E2 All projects I always personally observe all Health & Safety requirements according to Departmental procedures and DE&S OHS policy as detailed in JSP 375 & DE&S SI No 13.

Hydrogen Embrittlement of Gazelle Control Rod Eye-Ends - Introduction of Hardness Tester.

Managed the specification and the drawing up of test plans for a suitable hardness tester acknowledging aircraft safety requirements for ground use. In conjunction with scientists within the Materials Integrity Team, evaluated the safety of the tester that was required for the hardness range specification. Conducted also a risk and environmental assessment of the equipment to ensure its safety within the environment anticipated.

VC10 PT, Safety & Environmental Team Leader.

Responsible as S&E TL for the assurance of VC10 Occupational Health & Safety (OHS) plans & processes. I have delivered a revised Safety & Environmental Organisation & Arrangements Statement (O&A) and the first Safety & Environmental Management Plan (SEMP) for the VC10 PT. Both of these overarching 'procedural' documents include a section on OHS requirements and means of compliance. Following audit, I am putting into place a revised governance process.

Range Safety I have produced range safety plots for a variety of projects.

All projects I have undertaken a number of annual mandatory training courses on SHEF (Safety, Health, Environment and Fire) whilst working at Dstl and fully observe Dstl‟s Health & Safety requirements at all times.

All projects I have attended many meetings and events at non-Dstl and non-UK sites, and have at all times observed the relevant safety regulations and requirements in operation at the time (eg, hard hats, safety boots, removal of personal effects to prevent foreign object damage).

Manage team's work in accordance with legislation, 3

rd Line

Production Supervisor (Chargehand), 30MU, RAF Sealand.

- I managed my team's work in accordance with HASAWA and COSHH regulations and ensured compliance by adherence to a QA schedule maintained in accordance with the Quality Assurance Manual. - As Deputy Health and Safety Officer, responsible for the implementation of safe systems of work, I reported to the local Health and Safety Committee and managed the annual external Health and Safety Audit.

E3 3rd

Line Production Supervisor, RAF St Athan.

- I was responsible for briefing Squadron personnel on routines and procedures surrounding spillage and containment of fuels, oils and greases in the Hangar‟s aviation spaces. - I devised and led spillage exercises as part of the induction routine for embarking personnel, to ensure all were fully prepared to react to spillage/contamination incidents. - One of my additional duties was as the Unit Foreign Object Damage (FOD) prevention officer. - In this role I provided the Unit's working level lead for action to eliminate damage to aircraft arising from foreign objects. - I investigated FOD occurrences and formally reported on them, publicised FOD prevention activity across the Unit and conducted audits of work areas across the Unit to evaluate their FOD prevention procedures.

Compliance with Environmental Legislation

- As a 3rd

Line MOD Engineering Engineer Officer I am required to ensure that all engineering activities for which I am responsible are conducted in accordance with appropriate environmental legislation. - This has included activities such as the correct conduct of aircraft washing, acting in accordance with aircraft fuel spill plans and the disposal of waste fuel, oils and lubricants.

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Sustainable Development (SD) & Procurement., A400M PT, DE&S.

Building on my Environmental Systems work in VC10, I have established an A400M Sustainable Development (SD) improvement action plan that innovatively stipulates objectives for SD investment assurance using the Sustainable Operation Targets for Government [Estate] (SOGE targets) for climate change & energy, water consumption and waste that are normally applied purely to Government Estate (buildings etc). To facilitate meeting these objectives, I have Sponsored the subject 1-day course for Project Managers, Engineers and Commercial Staffs.

Document Holdings Reduction

As part of a Dstl-wide policy to reduce paper holdings, I took the lead for the acquisition and use of scanning at the Group level. This has resulted in a large reduction in filing space, and has also allowed a searchable database of old reports and has focussed the addition of new reports to this database.

CUTLASS Training Course

As the organiser of the training course I actively aimed to keep the entire event as sustainable as possible by avoiding travel by cars altogether where convenient. I organised timetables for attendees to utilise public transport from home and hotel to the Cutlass facility for the entire week.

Formation Flight Study I carried out a study that reviewed the potential use of formation flight for reduced fuel consumption which would reduce dependence on oil and be sympathetic to environmental issues.

A-AAR Technical Lead I have investigated the potential for Automating the AAR process on manned aircraft for improved safety in difficult conditions or following long missions.

E4 Continuous Professional Development (CPD) – Military Aerospace & Airworthiness Management & Initial Aircraft Surveyor Course, Civil Aircraft Authority International (CAAi).

I have recently gained MoD funding to undertake a number of the Aero-engineering & Airworthiness courses within a suite of CPD offered by Cranfield University in conjunction with the Defence College of Management & Technology. I am enrolled on three 1-week courses beginning in the new year: - Safety Assessment of Aircraft Systems. - Air Transport Engineering - Maintenance Operations. - Safety Management Systems in Aviation. Also, successfully completed in Sept 09, a short course (4 days) by the CAA (CAAi) on Airworthiness Management in the Civil Aircraft Sector. The course covered: Initial Airworthiness Type Certification, EASA & CAA Regulation, Certificates of Airworthiness (CofA's), Aircraft Maintenance (Pt 145), Continuing Airworthiness & Management (Pt M) and Flight Data Monitoring. It also included Departmental Visits to practitioners in the CAA.

Head of Engineering Authority (EA), VC 10 PT, DE&S.

- As Head of EA, I am responsible for my subordinates' professional development; this includes identifying their development needs, writing and formally de-briefing their annual appraisal and mentoring their career development. - My most rewarding role has been in the development of my Junior Engineering Officers during the early months of their time within the team, to ensure they meet the standards required for being awarded with their airworthiness delegation.

Member of RAeS Committee

I have been a member of the RAeS‟s non-corporate grading committee since 2007. In this role, I have learnt in depth about the requirements for IEng registration, which has enabled me to assist other military personnel who are seeking to register as IEng.

DCMT Courses Attendance of a number of courses at the Defence College of Management and Technology Shrivenham. Examples include the 4 week Guided Missiles Short Course and the 1 week Introduction to Radar Systems Course.

Airshows and Defence Exhibitions

Regular attendance of Airshows and Defence Exhibitions to keep up-to-date with new technologies and products. Examples include the Farnborough and Paris Airshows and the DSEI Exhibition.

Continuous Development Training requirements are regularly discussed and updated where required in accordance with the Dstl PDA process to support my roles as a recognised SME and Technical Leader.

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Dstl Chartership Scheme Enrolled in Dstl‟s structured chartership scheme soon after joining the organisation. The scheme has provided a structured set of competencies in order to guide development and training towards obtaining chartered status.

Development for current role

Attended the Military Aircraft Technolgy course (Cranfield University) to assist my transition from the civil to military environment. Participated in an internal training event to develop specific simulation skills. Attended CQWI at RAF Kinloss as an observer and was able to fly on a Hercules sortie.

Professional Development

Regularly update my training/development requirements and agree these with my line manager & the DE&S Aerospace Development Partner. Recently, I have attended a 1-day IMechE Seminar on Safety Management Systems - A Piece of the Airworthiness Jigsaw, undertaken a 1-day Sustainability Development & Procurement Seminar, about to undertake an e-course on Reliability Theory & Reliability Centred Maintenance (RCM) and have attended a number of RAeS lectures at Abbey Wood and as part of the RAeS Bristol Branch which I support regularly. I also strive to keep abreast of wider aerospace issues by reading military and civilian aerospace/engineering literature (such as Aerospace Professional) and attending relevant conferences whenever practical.

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LIST OF RELEVANT COURSES ATTENDED ANNEX VI

EXAMPLE

Engineering-related Courses Attended (most recent first)

Date Completed

Course Duration

Course Name Course Provider

2 weeks Aircraft (e.g. Typhoon) Managers Course RAF

1 week Airworthiness for Military Aircraft * (MSc Accredited course)

MoD/Cranfield University

2 days Aircraft Structural Integrity * (MSc Accredited course) RAF

1 week Safety Assessment of Aircraft Systems Cranfield University

2 days System Safety Tools & Techniques MoD

1 year MSc Defence Systems Engineering University College London

3 years BEng Aeronautical Engineering (EC Course Ref A6666)

University of London

3 years BSc Engineering University

Relevant Non Engineering-related Courses Attended (most recent first)

Date Completed

Course Duration

Course Name Course Provider UK-SPEC Competency to which Relevant

1 week Association of Project Managers Licence Level 1

National School of Government

C1

5 days Defence Procurement Quality Assurance

MoD C4

2 days Investment Appraisal MoD C2

3 days Risk Management National School of Government

E2

2 days Project Financial & Requirement Scrutiny, Submissions and Audits

MoD C2