MoD Civilian Route to CEng Registration

GUIDANCE ON THE
MINISTRY OF DEFENCE
CIVILIAN ROUTE TO REGISTRATION
CHARTERED ENGINEER
Registration Handbook Appendix Q

MoD Civilian Route to CEng Registration
Version 1c 11 June 2014
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 MEng Master of Engineering undergraduate

undergraduate degree degree
EC Engineering Council MSc Master of Science postgraduate degree
CEng Chartered Engineer MRAeS Member of the Royal Aeronautical Society
CPD Continuing Professional CRR MoD Civilian Route to Registration
Development
CV Curriculum Vitae PRI Professional Review and Interview
Hons Honours degree RAeS Royal Aeronautical Society
IEng Incorporated Engineer UK- UK Standard for Professional Engineering
SPEC 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
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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.
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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.
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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) Chartered Engineer (CEng)
A. Use a combination of general and specialist A. Use a combination of general and specialist
engineering knowledge and understanding to engineering knowledge and understanding to
apply existing and emerging technology. optimise the application of existing and
emerging technology
B. Apply appropriate theoretical & practical B. Apply appropriate theoretical and practical
methods to design, develop, manufacture, methods to the analysis and solution of
construct, commission, operate & maintain engineering problems
products, equipment, processes, systems and
services C. Provide technical and commercial leadership
C. Provide technical and commercial

management
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) Chartered Engineer (CEng)
Education / work experience Exemplifying Qualifications
Applicants must Applicants who started their studies before 31

August 1999 need an accredited BEng Hons
(a) Either *Hold an academic or vocational degree.
qualification and have had four years‟
integrated training and experiential learning Applicants who started their studies after 1
including not less than two years‟ experience September 1999 need an accredited BEng
at an appropriate level of responsibility, OR honours degree in engineering or technology, plus
an appropriate accredited MSc degree or
(b) Have had not less than 15 years‟ appropriate further learning to Masters level OR an
appropriate experience of which the last accredited MEng degree.
seven are in a position of responsibility at a
level appropriate to the grade of Member. (The Society will accept any accredited / approved
course for CEng registration. The Engineering
*Typical qualification: An honours degree Council‟s website (www.engc.org.uk) has a list of all
or international equivalent accredited courses including those accredited by the
Society)
Typical career grade/band/level for

academically qualified applicants: Bands C2, Plus evidence to demonstrate competences and
C1 (or above), or Dstl Career Level 4 commitment for registration
(Performance Zone) or Level 5 (or above).
NB: Registration is not based on the number of
Typical rank level for non-academically years in work or a job title; it is based purely on
qualified applicants: Band C1 or Dstl Career demonstrating competences and commitment for
Level 5 (or above). registration
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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 – B2 Defence Post: Resident Project Officer
Present Equipment & Type: Management
Support: Responsibilities: Providing technical and airworthiness
Project Team support to the PT Typhoon Acquistion Manager and Typhoon
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 Post: Programme Leader
Innovation Type: Research
Technology: Responsibilities: Responsible for the construction,
Defence contracting and delivery of Unmanned Air Systems research
Technology programme valued at approximately £13m per annum, to
& Innovation meet future capability requirements. Responsible for
Centre 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 Post: Systems Safety Engineering & Integration
Equipment & Type: Project Management
Support: C17 Responsibilities: Responsible for System Safety,
Project Team 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 Post: Assistant Resident Project Officer
Logistics Type: Technical Lead
Organisation: Responsibilities: Responsible to the Harrier RPO for
Harrier provision of support for airworthiness and configuration
Project Team 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 Post: Systems Procurement
Procurement Type: Technical Project Management
Executive: St Responsibilities: Responsible for the Tender Assessment of
Giles Court 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 Environment Typical Examples of Evidence of Competence Gained in Each
Examples Environment
Practical Within - Engineering (preferably Aero-Engineering related) Apprenticeship with MOD or with
A1 Engineering Engineering Industry.
Maintain and extend a sound theoretical Discipline - BTEC Diploma/HND/HNC/City & Guilds qualifications in relevant engineering subjects.
approach in enabling the introduction and (Industry or - Other Professional related training courses such as Technician/Mechanic Training.
exploitation of new and advancing MOD based) - Continuous Development training (e.g. formal training in AeroEng, Quality or
technology and other relevant Engineering Project Management).
developments. - Post Graduate Qualifications & Further Continuous Development.- Achieve
Airworthiness Certificate of Competency/authority to sign entries in the aircraft
This could include an ability to: Limitations and Acceptable Deferred Faults logs and authorize scheduled
maintenance extensions; briefly outline the level of authority attained and how you
 Identify the limits of own personal achieved it.
knowledge and skills. - Apply engineering codes, standards and specifications, such as DefStan 00-970,
JAP100A.
 Strive to extend own technological
- Evaluate the effectiveness of existing or new systems/technology by appropriate
capability.
modelling or analysis.
 Broaden and deepen own knowledge
- Experiential learning; what did you learn and how?
base through research and
- Platform Managers‟ Courses.
experimentation.
- Aircraft Structural Integrity Course. Explain briefly how you applied the
- Airworthiness of Military Aircraft Course. learning in the course of your work.
- 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 Not applicable – A1 Competency is engineering/technology based.

Discipline
10
Management Within - University degree(s).
Engineering - Other professionally-related training courses such as engineering management ,
Discipline 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. Explain briefly how you applied the
- Propulsion Integrity Course. learning in the course of your work.
- Experiential learning.
- Project Management Courses.
Out of Not applicable – A1 Competency is engineering/technology based.

Discipline
Training Within - University degree(s).

(Engineering Engineering - Burnham Lecturer Training
only) Discipline - City & Guilds Further Education Teaching Certificate Explain briefly how you
- Instructor Training (Instructional Officer Courses) applied the learning in
- „Train the Trainer‟ Course. the course of your work.
- PGCE.
- Project Management Course.
- Experiential learning; what did you learn and how?
11
st nd
Practical Within - Lead fault diagnosis of complex aircraft faults at 1 /2 Line bases or within depth
A2 Engineering maintenance.
nd rd
Discipline - Lead work to overcome complex problems, at 2 /3 Line Maintenance bases or within
Engage in the creative and innovative depth maintenance.
development of engineering technology - Acceptance of aircraft following maintenance, repair or modification.
and continuous improvement systems. - Authorisation of Flying and/or Engine Ground Runs & authorisation of Flight Trials.
- Authorizing limitations and acceptable deferred faults on aircraft.
This could include an ability to: - Actively review current systems of work and deliver change and continuous
improvement (NB when using CI examples, consider whether they would be more
 Establish user‟s needs. appropriate in the context of Competency C4).
 Assess marketing needs and contribute to - Research and resolve issues associated with the application of new technology and
marketing strategies. assess cost-effectiveness.
 Identify constraints and exploit nd rd
opportunities for the development and Out of - Lead work to overcome problems, at 2 /3 Line Maintenance bases or within depth
transfer of technology within one‟s own Discipline maintenance (or during deployed operations if applicable).
chosen field. - Actively review current systems of work and deliver change and continuous
 Promote new applications when
appropriate in the context of Competency C4).
appropriate.
 Secure the necessary intellectual property Management Within - Planning of Depth maintenance, fatigue or modification programmes (including return
rights. Engineering to contractors‟ works) for an aircraft fleet – in a DE&S Project Team or Logistics
 Develop and evaluate continuous Discipline Operations Centre in Industry.
improvement systems. - 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
- Critically assess technical reports from contractors, identify issues or shortcomings
and make appropriate recommendations.
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Out of - Actively review current systems of work, and deliver change and continuous
Discipline 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 - Actively review current systems of work and deliver change and continuous
Discipline improvement (NB when using CI examples, consider whether they would be more
- 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 Environment Typical Examples of Evidence of Competence Gained in Each Environment
Examples
Practical Within - Contribute to Continuous Improvement (CI) work.
B1 Engineering - Originate and champion GEMS (MOD‟s suggestions, ideas and innovations scheme).
Discipline - Lead F760 Fault Investigation Action.
Identify potential projects and - Lead Serious Fault Reporting.
opportunities. - Lead DFSOR and/or Annex A/B investigations.
- Review and revalidate equipment safety cases/hazard logs.
Examples could include an ability to: - Identify areas where new research is needed to properly inform engineering
assessments.
 Explore the territory within own
responsibility for new opportunities. Out of Not applicable, as Competence B is focused on „analysis and solution of engineering
Discipline problems‟.
13
Examples
 Review the potential for enhancing Management Within - Propose and initiate modifications and Urgent Operational Requirements.
engineering products, processes, systems Engineering - Contingency and business continuity planning.
and services. Discipline - Engineering Audit planning and execution.
 Use own knowledge of the employer‟s - Engineering Competence planning and execution
position to assess the viability of - Contribute to Continuous Improvement (CI) work.
opportunities. - 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 Not applicable, as Competence B is focused on „analysis and solution of engineering

Training Within - Identify external/internal stakeholders with a view to designing and implementing
Engineering Engineering improvements.
only) Discipline - Undertake Training Needs Analyses of engineering courses.
- Set/validate Operational Performance Statements/Formal Training Statements.
- Influence Defence training projects i.e.: Defence Training Review.
Practical Within - SME or member of Board of Enquiry or Unit Enquiry

B2 Engineering - SME to Aircraft Accident Investigation Branch and/or its RN/AAC equivalent.
Discipline - Forward Support activity, e.g. 1710 NAS (MIG and/or Mobile Aircraft Support Unit
Conduct appropriate research, and undertake (MASU) or No 71 (Inspection, Repair and Design) Squadron (formerly Repair Support
design and development of engineering Squadron, Repair Design Authority) in an executive or SME role.
1
solutions - Involvement in trial and proof installations of modifications or integration of Urgent
Operational Requirements.
This could include an ability to: - Identify unsatisfactory features in Air Publications (or equivalent) and recommend
amendments.
nd rd
 Identify and agree appropriate research - Instigate research, design & development of engineering solutions at 2 /3 Line (or
methodologies. Depth) maintenance.
 Assemble the necessary resources. - 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.
14
Examples
 Carry out the necessary tests. Out of Not applicable, as Competence B is focused on „analysis and solution of engineering
 Collect, analyse and evaluate the relevant Discipline problems‟.
data.
 Draft, present and agree design Management Within - Lead the staffing of Engineering Instructions, Including Urgent Technical Instructions,
recommendations, taking account of cost, Engineering Routine Technical Instructions, Servicing Instructions, Special Technical Instructions
quality, safety, reliability, appearance, Discipline and modifications, Annex A/Bs.
fitness for purpose and environmental - Identify unsatisfactory features in Air Publications (and equivalents) and recommend
impact. amendments.
- Infrastructure planning (new platform or capability).
 Undertake engineering design.
- 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‟.
Training In or out of - Response to internal/external validation data.

Discipline - Response to course sponsor‟s direction regarding Training output requirements.
Practical Within - Involvement in embodiment of trial and proof installations of modifications/Urgent

B3 Engineering Operational Requirements and providing feedback.
Discipline
Implement design solutions, and evaluate
their effectiveness. Out of Not applicable, as Competence B is focused on „analysis and solution of engineering
discipline problems‟.
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Examples
This could include an ability to: Management Within - DE&S Project Team Engineering Authority/Deputy - lead the staffing (multiple stages
Engineering from proposal to implementation) of special technical instructions and modifications.
 Ensure that the application of the design Discipline - Fleet manage the implementation of Special Technical Instructions and modifications.
results in the appropriate practical - Manage trial work related to aircraft material, structures or systems such as that
outcome. conducted through FLCs, DSTL or MIG/1710 NAS.
 Implement design solutions, taking - Air-Ship Interface planning.
account of critical constraints. - Infrastructure planning (new platform or capability).
 Determine the criteria for evaluating the - Evaluate UORs and other capability insertions.
design solutions. - Evaluate new engineering procedures and/or quality processes.
 Evaluate the outcome against the original
Out of Not applicable, as Competence B is focused on „analysis and solution of engineering
specification.
 Actively learn from feedback on results to
improve future design solutions and build Training In or out of - Implement training objective amendments for course sponsor.
best practice. Discipline - Introduce appropriate validation procedures.
Standard C: Provide technical and commercial leadership
UK-SPEC Competence and Generic

Environment Typical Examples of Evidence of Competence Gained in Each Environment
Examples
Practical Within - Lead and project manage an engineering initiative.

C1 Engineering - Lead Scheduled Maintenance (including repair and overhaul programme) planning.
Discipline - Implement the introduction of multi-skilled engineering trades, or resourcing
Plan for effective project implementation pool/flexible working initiative.
- Lead Continuous Improvement or a discrete restructuring study (e.g. Business Process
This could include an ability to: Re-engineering or LEAN Event).
- Carry out deployment planning.
 Identify the factors affecting the project
implementation. Out of - Lead Continuous Improvement or a discrete restructuring study.
Discipline
16
Examples
 Lead on preparing and agreeing Management Within - Develop modification strategy.

implementation plans and method Engineering - Lead introduction of a new support solution.
statements. Discipline - Develop a Through Life Support Strategy.
 Ensure that the necessary resources are - Carry out capability upgrade programme planning.
secured and brief the project team. - Planning of major projects, exercises, operations etc.
 Negotiate the necessary contractual - Plan for upgrades/modifications/Urgent Operational Requirements/Trials.
arrangements with other stakeholders - Plan for new infrastructure.
(client, subcontractors, suppliers etc).
Out of - Planning of major projects, exercises, operations etc.
Discipline - Plan for new infrastructure.
Training - Planning of major course changes (could be content, location, volume, timescales).
nd rd
Practical Within - Leadership and management of engineering workforce, in 2 /3 Line or Depth
C2 Engineering environment.
Discipline - Engineering Production. maintenance supervision.
Plan, budget, organise, direct and control - Secondary duty roles, e.g. safety management, flight safety management, FOD officer,
tasks, people and resources. quality co-ordinator.
- Technical leadership of engineering research
This could include an ability to:
Out of - Leadership and management of personnel in any environment.
2
Discipline - Charitable or local government roles, e.g. town council, football committee appointments .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).
17
Examples
 Set up appropriate management systems. Management Within - Project management

 Agree quality standards, programme and Engineering - Business Case formulation and compilation of funding bids.
budget within legal and statutory Discipline - Management of repair, overhaul and spares budgets.
requirements. - Plan and manage resources for modification programmes.
 Organise and lead work teams, - If applicable, Role Office/Integrated Logistics Operations Centre-type functions, e.g.
coordinating project activities. fleet planning
 Ensure that variations from quality - DE&S Safety & Airworthiness Team Leadership.
standards, programmes and budgets are - Detachment and exercise planning, with emphasis on budgeting to meet resource
identified, and that corrective action is constraints (e.g. limited manpower to deliver surge requirements, limited AT assets for
taken. deployment/recovery, limited deployed manpower and equipment footprint etc).
 Gather and evaluate feedback, and
recommend improvements. Out of - Line manager
Discipline - Project manager
- Business Case formulation and compilation of funding bids.
- HQ planning and budgeting roles.
Training In or out of - Planning of major course changes.

Discipline - Course leader duties.
- Course programme planning, integration of external lecturers and presenters.
- Budget management.
- Management of students who require additional training or suspension.
C3 Practical Within - Leading team to meet engineering production programme or maintenance milestones
nd rd
Engineering (2 /3 Line or Depth).
Lead teams and develop staff to meet Discipline - Apprentice Master duties within OJT.
changing technical and managerial needs. - Chargehand/Supervision of technicians/mechanics.
- Personnel management of technicians/mechanics to achieve airworthiness
This could include an ability to: authorizations, Q competences, OJT, etc.
- Personnel development activity, such as objective-setting, annual appraisal (MOD Staff
 Agree objectives and work plans with Appraisals/OJAR/SJAR) and mid-year reviews.
teams and individuals. - Implement Continuous Improvement and lead change events.
 Identify team and individual needs, and - Implement HF(M)EMS/DAEMS.
plan for their development. - Technical leader for research.
 Lead and support team and individual - Project or line manager
development. - Mentoring or coaching staff.
18
Examples
 Assess team and individual performance, Out of - Leading team to meet task.
and provide feedback. Discipline - 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.
Management Within - Leading team to deliver Integrated Project Team output.

Engineering - Implement Continuous Improvement and lead change events.
Discipline - 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 - Implement Continuous Improvement and lead change events.

Discipline - 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
Training In or out of - Carry out Training Needs Analysis.

Discipline - 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 Practical Within - Develop, implement and/or deliver a local quality management system.
Engineering - Implement Continuous Improvement and/or lead change events.
Bring about continuous improvement Discipline - Lead quality audit team and deliver recommendations.
19
Examples
through quality management Out of - Develop, implement and/or deliver quality management system.
Discipline - Implement Continuous Improvement and/or lead change events.
This could include an ability to:
Management Within - Manage delivery of DE&S PT output (including accountable airworthiness advice) in
 Promote quality throughout the Engineering accordance with quality assurance and applicable standards.
organisation and its customer and supplier Discipline - Implement Continuous Improvement and/or lead change event.
networks. - Develop, implement and/or deliver quality management system such as ISO
 Develop and maintain operations to meet 9000:2000.
quality standards. - Ensure compliance with quality management system across an organisation, e.g. a
 Direct project evaluation and propose DE&S PT system under the control of an Operating Centre.
recommendations for improvement. - Ensure compliance with Continuous Improvement strategy across an organization, e.g.
a Unit under the control of a HQ.
Out of - Implement Continuous Improvement and/or lead change event.

Discipline - 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.
Training In or out of - Managing delivery of Defence Systems Approach to Training-compliant Training.

Discipline - 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

Examples
D1 Common Examples:
Practical or In or out of
Communicate in English with others at all Management Discipline - Team briefings to subordinates, shift handover briefings etc.
levels. or Training - Formal presentations to line managers and external agencies.
- Establishing Communication Plans & Stakeholder Engagement Plans.
This could include an ability to: - Chair or act as secretary to committees.
- Write instructions, orders, procedures, and terms of reference.
 Contribute to, chair and record meetings - Host VIP visitors.
and discussions. - Write Visit orders,
 Prepare letters, documents and reports on - Write Post Project Evaluation Reports.
complex matters. - Compilation and debriefing of staff annual performance appraisals (MOD
 Exchange information and provide advice Appraisals/OJAR/SJAR).
to technical and non-technical colleagues. - Compilation of Aircraft Job Cards (RAF F700).
- Table-top briefings.
- Brief industry partners.
- Instructional/teaching roles.
D2 Common examples:
Present and discuss proposals. Management Discipline - Present options and plans.
or Training - Brief executives, e.g. PT Leader and DE&S OC Directors, Group staffs, senior officers
This could include an ability to: etc.
- Presentations and table-top briefings to line managers and external agencies (including
 Prepare and deliver presentations on to courses and conferences) etc.
strategic matters. - Brief industry partners.
 Lead and sustain debates with audiences. - Lectures to RAeS Branches etc.
 Feed the results back to improve the proposals.
21
Examples
D3 Common examples:
Demonstrate personal and social skills. Management Discipline - Normal qualities expected of an MOD Civilian officer – leading teams by example, at
or Training times under extreme pressure, such as during air-safety emergencies and responding to
This could include an ability to: AOGs etc.
- Conduct disciplinary interviews.
 Know and manage own emotions, - Debrief subordinates with poor or contentious annual performance appraisals (MOD
strengths and weaknesses. Appraisals/OJAR/SJAR).
 Be aware of the needs and concerns of - Secondary duty roles, including mess committee duties, involvement in the work of
others. professional bodies, union branch committee, safety representative.
 Be confident and flexible in dealing with - Interaction with civilian contractors and other organizations.
new and challenging interpersonal - Mentoring duties for MOD Engineering Graduates.
situations. - Liaison with NATO and other foreign armed forces.
 Identify, agree and lead work towards - Host VIP visitors.
collective goals. - Organise and lead external activities, e.g. sports events, expeditions, etc.
 Create, maintain and enhance productive - Proficient discharge of formal instructional roles.
working relationships, and resolve - Proficient discharge of training for youth organisations (e.g. Air Cadets).
conflicts. - Charitable or local government roles, e.g. town council, school governor, sport/social
club/committee appointments
22
Standard E: Demonstrate a personal commitment to professional standards3, recognising obligations to society, the profession
and the environment

Examples
E1 Common examples:
Comply with relevant codes of conduct. Management or Discipline - Compliance with Official Secrets Act and Civil Service Code.
Training - Compliance with technical publications, e.g. Joint Air Publications, Air Engineering
This could include an ability to: Standing Orders, Military Aviation Regulation Document Set, Defence Standards.
- Working within limits of personal delegations and authorisations.
 Comply with the rules of professional - Compliance with Civil Service HR regulations.
conduct of own professional body. - Compliance with the Health and Safety at Work Act, COSHH regulations etc.
 Lead work within all relevant legislation - Compliance with Host Nation legislation and regulations when deployed.
and regulatory frameworks, including - Compliance with RAeS Code of Conduct,
social and employment legislation. - 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.
23
Examples
E2
Practical or In or out of Common examples:
Manage and apply safe systems of Management or Discipline
work. Training - Carry out a significant risk assessment.
- Manage work in accordance with Joint Air Publications, Health and Safety at Work etc
4
This could include an ability to: Act , COSHH regulations, JSPs, platform safety case etc; be specific rather than
 Identify and take over responsibility for generic in your examples, e.g. state how these have affected your decisions and
own obligations for health, safety and actions; cite specific examples of legislation complied with, e.g. working at height,
welfare issues. COSHH etc.
 Ensure that systems satisfy health, - Ensuring safety is incorporated in all technical documentation, e.g. that is associated
safety and welfare requirements. with modifications, Special Technical Instructions etc.
 Develop and implement appropriate - Working within Head of Establishment‟s Risk Assessment and Duty of Care
hazard identification and risk documentation.
management systems. - Compliance with risk assessment and/or safety instructions when engaged on
 Manage, evaluate and improve these operations, exercises or trials.
systems.
E3 Practical Within - Lead roles in compliance with Environmental Policies (e.g. POEMS) including aircraft
Engineering disposal plans, fuel spill plan, aircraft washing orders, FOD prevention, noise
Undertake engineering activities in a Discipline abatement etc.
way that contributes to sustainable - Lead implementation of POEMS within a DE&S PT.
development - Deliver Environmental & Sustainable Development O&A Statement, Strategy &
Implementation Plan.
This could include an ability to: - Implement use of an Environmental Feature Matrix (EFM) to manage and prioritise
environmental issues.
 Operate and act responsibly, taking - Establish Environmental Impact & Sustainable Development Maturity Level targets for
account of the need to progress Project Teams (Maturity Level 4 by ???) against the DE&S Project Orientated
environmental, social and economic Environmental Management System (POEMS) Maturity Scale.
outcomes simultaneously. - Identify or contribute to initiatives in synthetic & bio-fuel introduction to military aircraft.
 Use imagination, creativity and - Contribute to developing concepts that might reduce system energy requirements or
innovation to provide products and 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.
24
Examples
services which maintain and enhance Out of Nil
the quality of the environment and the Discipline
community, and meet financial
objectives. Management Within - Significant role in development and/or management of Through Life Support Contracts,
 Understand and secure stakeholder Engineering with emphasis on aspects related to impact on environmental, social and economic
involvement in sustainable Discipline outcomes.
development. - Management of modification programmes to eliminate substances hazardous to health.
Out of - Lead role in community projects, charitable work, outreach initiatives, development of
Discipline young engineers etc.
- Significant role in relevant aspects of infrastructure planning.
Training In or out of - Instruct requirements as detailed above.

Discipline - 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.
25
Examples
E4 Common examples:
Carry out continuing professional Management or Discipline - Undertake reviews of own development needs, e.g. in preparation for annual
development necessary to maintain and Training appraisal.
enhance competence in own area of - Study for and attain additional academic qualifications, e.g. MSc, MBA etc (rather than
practice. merely state that you are studying/have studied for academic qualifications, explain
why and how you have benefitted).
This could include an ability to: - Undertake CPD courses (specific examples required).
- Member of RAeS committee or active member of a Specialist Group;
 Undertake reviews of own - Active member of local RAeS branch.
development needs. - Carry out planned (and unplanned) CPD activities, e.g. attending or presenting during
 Prepare action plans to meet personal relevant courses, seminars, conferences.
and organisational objectives. - Complete work-based learning.
 Carry out planned (and unplanned) - Assist others with their CPD, e.g. work-up to Certificate of Competency qualification.
CPD activities. - Maintain Personal Development Record.
 Maintain evidence of competence - Maintain contact with emerging technology through reading relevant publications,
development. magazines, journals etc.
 Evaluate CPD outcomes against the
action plans. Training:
 Assist others with their own CPD.
- Undertake reviews of other instructors and gain 360 degree feedback on own
competence/performance.
26
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‟.
27
EXAMPLES OF COMPETENCES FOR THE CENG QUALIFYING REPORT5 APPENDIX V
A1 Aerospace engineering Obtained an MEng degree in Aerospace Systems Engineering from

degree Southampton University.
Aero-Engineering 4-year Indentured Aircraft Avionics Apprenticeship at RAF Sealand,
Apprenticeship. culminating in a City & Guilds Full Technological Certificate in Instrumentation
& Control Engineering.
Degree in physical Obtained a degree from the Open University in on the physics of materials
science and applied and applied electronic engineering.
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‟ Attended 2-week Tornado GR1/4 Managers' Course to provide me with a
Course 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 Completed a Post Grad Certificate in Programme & Project Management
Qualifications & Further from Cranfield University.
Continuous Development. 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.
Whilst at RAF Sealand as a '3rd Line' Avionics Production Engineer, I
Attendance of relevant missile and system courses. Examples include: the 4
Courses 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 2 day condensed Operational Analysis (OA) course in Excel. Increased my
Advanced Excel course confidence in employing new techniques to carry out OA. I gained hands-on
experience in developing and improving Excel models.
Year In Industry & Before undertaking my degree, I did a one-year, industrial placement with
summer placements 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 Obtained an NVQ Level 1 in Business Management from the NEBS
Management 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.
28
A2 Expert Systems Concept Whilst at RAF Sealand as a '3rd Line' Avionics Production Engineer,
as applied to Tornado developed and trialled an Expert Systems approach to diagnosing faults on
Aircraft Command Tornado CSAS Modules that often had difficult to locate defects. Using
Stability & Augmentation company algorithms, and hands-on experience, a fault tree programme was
System (CSAS) Module developed and fielded within the Tornado 3rd Line Maintenance Wing. The
repair., No 30 MU, RAF concept led to further work by the company to develop and broaden the
Sealand system to other Modules and systems, leading to a suite of diagnosis tools
available to engineers.
Harrier 3rd Line Inertial Due to a high level of No Fault Founds (NFFs) received by the 3rd Line
Navigation System (INS) Avionics Maintenance Cell, I personally established the cost-benefit of
Rig, No 30MU, RAF establishing a 3rd Line INS rig at 30MU. This was accepted by higher
Sealand. 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 In the final year of my apprentice training, I completed a short placement
XXXXX project 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 As the lead for software development on the Merlin helicopter I routinely
Team Mk1 Software developed embodiment plans for new software releases. This planning
Lead. required engaging numerous organisations (Service and civilian) and
coordinating aircraft disposition to enable software uploading at specific sites.
Military Airworthiness Responsible for the development, upkeep and promulgation of the Service
Authority Technical MAOS. I continually review the MAOS policy publication, which forms part of
Regulator Maintenance the MoD's Airworthiness Document Set. The aim of these reviews is to
Approved Organisation ensure the policy is continually improved in light of in-Service experience. In
Scheme (MAOS) parallel I analyse civil regulations to ensure best practice between military
and civilian regulation is followed.
Fault Diagnosis and - Fault investigation into secondary hydraulic pump quill drive failure whilst in
Application of Aircraft military use. The aircraft had lost secondary hydraulic system pressure
Systems Knowledge. 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 Responsible for the adoption and population of a web-based hazard
for VC10, RAF Wyton. 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 group project at University was a future supersonic trans-Pacific
airliner (“Pygar”). My role was aerodynamics and airframe design and
Final Year University involved much research into past SST wind and body design and integration.
Project 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.
29
Prediction, identification and modelling of alternative missile control methods.
These include dual aerodynamic control sets (such as canards and tail
Modelling of novel control
controls), thruster units (attitude + lateral) endo- and exo-atmospheric, and
systems
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 Identified deficiency in organisation‟s broad capture of analysis of future fast
technology capture 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 I was responsible for integrating a COTS Helmet Mounted Display system
Combat Simulator 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 - I Identified that long term maintenance plan was failing & that an increasing
Policy Statement Lead, level of maintenance was reactive.
DE&S Abbeywood. - I initiated a fixed flying programme which enabled detailed planning of
maintenance; effect was increased flying rate and fewer recurring faults.
Merlin software testing, - I identified that rig testing of Merlin software was causing significant delays
Merlin Integrated Project to software releases; my conclusion was that this was due to inefficient rig
Team Software Lead 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 - Following a brief on the scarcity of UAVs in Afghanistan, I approached the
Engineering Authority, Army users of the Desert Hawk regarding the potential design a new repair
DE&S Abbeywood 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 - I was nominated as investigating officer for a Typhoon fuel transfer incident.
Report into a fuel transfer - My investigation identified a number of Human Factors & technical issues
incident on a Typhoon associated with the introduction of a new aircraft.
aircraft - My recommendations to prevent reoccurrence were implemented.
Typhoon Fleet With the introduction of Typhoon into the RAF I was responsible for
Management. 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 Identified deficiency in organisation‟s broad capture of analysis of future fast
technology capture 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.
30
Identify potential Past Dstl high level accounts of air operations conducted by fast jets lacked
Operational Degradation accurate representation of “real world” factors. I conducted a study to fulfil
model and employ in this gap and promoted its use amongst the organisation (including its benefits
potential opportunities 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 I have identified the need to review the maturity of novel control effectors for
Investigation 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), As the Senior Engineering Authority in the Merlin PT , I have been
DE&S RNAS Yeovilton responsible for the compilation and validation of the aircraft‟s Statements of
Operating Intent & Usage (SOIU)
B2 Military Airworthiness As part of my current tasking, I routinely research civil airworthiness
Authority Technical regulations and develop military equivalents for publication within the Military
Regulator Maintenance Airworthiness Regulatory Documentation Set.
Approved Organisation
Scheme (MAOS)
Materials Integrity Group, Over a period of 6-months, I studied and developed a full understanding of
1710NAS. Military Non- the NDT 'distributed competence' model outlined in BS EN4179. I
Destructive Testing (NDT) established a small development team (1 contractor) and prepared a
'on-wing' delivery. 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.
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
AAM Research
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 - On receipt of a report of a failed intake ramp actuator retaining bolt locking
Technical Instruction to device, I researched and wrote an Urgent Technical Instruction for a 'before
address failure of engine next flight' fleet check and recovery action, due to the potential airworthiness
intake ramp actuator implications.
locking device, Tornado - I followed-up by recommending an alternative locking mechanism to
Integrated Project Team. 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 I have previously conducted work on representing a simple threat avoidance
and 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 Validated our Typhoon Air Vehicle Performance model against the Operating
Performance Model Data Manual. Liaised with industry and wider MOD to gather supplementary
Validation 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 I designed a novel control law and tested it through simulation in MATLAB on
Aerospace Engineering a UCAV model.
B3 Typhoon Fleet Responsible for implementation of Technical Instructions and modifications
Management, Typhoon across the Typhoon fleet. Required liaison with Industry, prioritisation of
PT. limited resources and allocation of tools/equipment. Also evaluated
effectiveness of modifications by monitoring and examining fleet data.
31
Introduction, Trial and - I led end-user involvement with the introduction, trial fitment and
Assessment of new Merlin assessment of new BERP IV technology Main Rotor Blades on Merlin
Main Rotor Blades aircraft.
- This included development and fitment of new erosion protection measures
on the blades to extend their life during desert operations.
Tornado Technical As project manager for the introduction of TCAS to the Tornado GR4 Fleet, I
Collision Avoidance lead the design & implementation planning phases of the TCAS installation
System. which included the post-trial evaluation of the chosen system.
Merlin software trial, - I managed an on-aircraft trial of a piece of software that could not be rig-
Merlin Integrated Project tested.
Team Software Lead - 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 In 2 different posts, I have been responsible for fleet management of both
Operational Requirement Hercules and Merlin aircraft undergoing modifications introduced under
modifications Introduced Urgent Operational Requirement; this included the embodiment of trial and
on Hercules and Merlin proof installations, ensuring that suitable feedback is provided to the Design
aircraft Authority.
Hydrogen Embrittlement Following material analysis at MIG, 1710NAS which established that
of Gazelle Control Rod Hydogen Embrittlement of Gazelle Eye-Ends was the cause of the failure of
Eye-Ends. 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.
I designed the Multiple Inert Penetrator as part of an MoD research
programme into novel technology. This involved aerodynamic research,
MIPS
design and manufacture, and testing of the final warhead design in a
supersonic exit tunnel and sled ejection trials.
Worked with another MOD department to source a replacement for a key
Replacement Plotting
piece of plotting software. This involved identifying key requirements,
Software
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 As part of the core-team involved in the setup of this facility, I was
air combat simulation responsible for accurately dimensioning the facility, creating a CAD
facility 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 I acted as the Project Manager responsible for the leadership and programme
Services Transformation management of the transformation of Aircraft Forward Design & Repair and
(AST) Project. 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 Under the oversight of the AST Project Board (above), I established a project
Testing (NDT) 'on-wing' specifically examining the future delivery of military (predominantly FW/RAF)
delivery Project. 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).
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Relocation of Tornado - I was appointed as the lead for the relocation of 31 Squadron (a squadron of
squadron from RAF 12 Tornado GR1 aircraft, 30 aircrew and 150 engineering tradesmen) from
Bruggen, Germany to RAF Bruggen to RAF Marham.
RAF Marham, Norfolk. - 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.
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
Future Command
concepts with legacy ground equipment. This work was subcontracted to
Guidance Missile
QinetiQ, and I managed the work on both financial and technical levels. The
work was completed to time and budget.
Measures of Merit Study This work investigated the various measures utilised in a very large suite of
Plan 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 I set out a plan to carry out a scenario characterisation exercise that
Characterisation Plan 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 & I established a new Safety Management System and Airworthiness &
Airworthiness Aviation Safety Governance Framework. This included selecting project
Management processes and tools required for planning, implementation and embedding
Improvement Strategy. 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 Established a Project Board (Steering Group), chaired by the 2*, and a
FLC/DE&S Aviation Project Initiation Document (PID) & User Requirements Document (URD).
Services Transformation Established a Project Plan, Work Breakdown (WBS) & Work Processes
(AST) Project. (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.
33
Military Non-Destructive My planning resulted in the requirement for contractor staff to assist in project
Testing (NDT) 'on-wing' implementation/trial work (a project budget of c£2M was established &
delivery Project. 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 - I managed a £29M annual budget for purchase of all RAF Tornado
Authority for RAF Tornado structural spares (major aircraft components, modification kits and
Fleets, Tornado PT, consumables) and 5 separate components repair & overhaul contracts.
DE&S. - 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, - In my current role, I manage all aspects of an enabling contract with an
Technical Regulator external company (Baines Simmons). This includes forecasting expenditure
Maintenance Approved and managing the spend against changing funding limits.
Organization Scheme - 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.
This project involved the managing of a number of pieces of work under the
MOUDEP between the Australian and UK Governments for modelling and
Support to Beneficial
research. I was responsible for budget planning, funding allocation, managing
Collaboration
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 For a recent simulation trial I led the simulation team in the development and
Simulator 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.
My work on secondment in London involved a number of UK projects for
Secondment work which I was project leader. This involved the planning, management and
delegation of tasks to staff and other groups and organisations.
Forecast spend to end of current FY, cost estimation for planned activity,
Assistant Project Manager budget planning for following year, prepared proposal to MOD customer to
secure uplift in funding for rest of contract.
Charity Functions - I was responsible for the efficient running of a Charity Function Account,
Secretary 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 - In all my appointments in Industry/MOD I have been responsible for
appointments held managing the morale, welfare and development of personnel for whom I have
throughout career 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 My project team was 32 strong and personally selected: Consisted of Military
FLC/DE&S Aviation engineering staff, MoD engineering, scientific and commercial staff,
Services Transformation contractor support (3 in total) plus the matrix management of BAeS and AWL
(AST) Project. 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 During this project, I have used the 9-box professional competence/potential
Testing (NDT) 'on-wing' matrix to evaluate and discuss development opportunities with all the project
delivery 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.
Acted as technical lead on missile modelling within the Group. This entails
Technical Mentoring 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 Managed the tasking of a team of subject matter experts to support XYZ
Coordination project. Coordinated their engagement with the customer or used their input
to brief the customer myself.
st nd
1 & 2 Reporting - I have been responsible throughout my career writing and debriefing
Officer (RO) for Junior officers' and tradesmen's formal Annual Appraisals, covering their
and Senior Military performance and potential, to ensure successful development of individuals.
st nd
Engineering Officers on - As 1 & 2 Reporting Officer (RO) during different appointments, I have
different aircraft also been responsible for ensuring engineering and general service
appointments standards and practices were maintained, and been specifically responsible
for the maintenance of discipline.
C4 Principal Quality Officer On appointment as Principle Quality Officer (Quality Assurance Lead) for the
rd
(Quality Assurance Lead), Harrier PT, the Teams internal QA system was under close scrutiny from 3
Harrier PT, DE&S. 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
rd
system; on completion of the next 3 party audit the Team was graded very
satisfactory.
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Lead Quality Auditor, - Within this appointment I was a 3rd party Auditor.
Harrier Team - 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 - Following pre-training in Lean Concepts, I was involved in a number of Air
Improvement Programme. 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.
I regularly review work results and reports across a number of technical areas
Technical Review
as part of the Dstl quality process.
Micro UAV research I am the technical advisor to a MoD research programme on Micro UAVs. I
programme 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 Worked with a small team of Dstl Fellows to develop a Systems Engineering
Development 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 As the Project Director for such a high-profile pan-Service (RAF,RN, AAC),
FLC/DE&S Aviation Fixed-Wing & Rotary-Wing service delivery project, I established a
Services Transformation stakeholder management plan so that I could tailor my communications for
(AST) Project. effective delivery & devote sufficient time & effort to the right areas.
Military Non-Destructive Personally I maintained & managed all high-level official and technical
Testing (NDT) 'on-wing' correspondence between the Project Board/Team, customer (Front-Line
delivery Project 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 - I was responsible for providing scrutiny and briefing up to and including
Logistics Organisation Chief of Defence Logistics (4-Star level) on probity of Investment Approvals
(fore-runner of DE&S) Board (IAB) Business Cases (Initial Gate, Main Gate, Review Notes and
Information Notes).
- I routinely produced written briefs and delivered face-to-face briefings.
Before my secondment to London I presented 3 years in a row at the Dstl
Internal Dstl Symposium Internal Symposium. This is a showcase for Dstl to exchange ideas and
information on cutting edge technology within the organisation.
Wargames / Capability I facilitated major project meetings by recording and coordinating the views
Audit 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.
36
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 Manned a stand at a careers fair and gave a presentation. Participated in
Members activities RAeS Young Members‟ events, including Merlin Flight Simulator Competition,
Aerochallenge and conferences.
RIAT and Farnborough As a part of the Avionics team I worked at both Air Show exhibitions
Air Shows 2008 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 As Project Manager, I regularly presented and facilitated follow-on
FLC/DE&S Aviation discussions with senior stakeholders (MoD/DE&S, RAF, RN, AAC, BAeS,
Services Transformation AWL) at Quarterly Project Boards. Presentations covered technical
(AST) Project. proposals, financial/commercial implications and organisational/management
arrangements.
Team Leader Aircraft As a Team Leader in MiG, all Technical Papers, Tech Memos and Technical
Materials integrity Group Risk Mitigation proposals were always signed-off individually and I often
(MiG) presented these technical proposals to Presidents of Aircraft Boards of
Inquiry (BOIs), Aircraft Accident Investigation Branch, Industry and Project
Team Executives.
Military Aviation Authority, - In my current post I present any new amendments to Policy to my
Technical Regulator Command and also to Industry.
- This often involves resolving proposals that have conflicting requirements
from stakeholders.
My role as missile modelling lead often requires presenting past, current and
Future Technology
future work projects and subject to a number of potential customers and work
Modelling
partners.
School Ambassador - Prepared and given numerous science and engineering based presentations
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 The Typhoon Model Validation required independent briefing to industry and
Industry – Typhoon MOD and several detailed technical discussions with industry regarding
Performance modelling assumptions and shortfalls.
Technical Presentation to Performed performance assessment of a UCAV concept, presented findings
Project Team and answered questions at a project team meeting involving three
companies, as well as Dstl and DE&S.
Support Authority /Desk - With any technical issue that had fleet-wide implications I was required to
Officer for Tornado GR4, present and discuss my proposed solution to my superiors.
Tornado PT. - 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- I always discuss my own work objectives, personal strengths, weaknesses
Year Reviews and and development needs with my line manager (Air Cdre) mid-year & year-end
Continuous Development. 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.
37
MEng Graduate Each year, I personally receive a different MEng Graduate placement and a
placement and major objective is to help him/her to integrate into the team and the wider
supervision. 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 - Outside of my primary duties I have undertaken numerous secondary
duties 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 While undertaking the Typhoon validation exercised I developed new links
Industry 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 - I enabled a superior team performance by application of action centred
and Leadership. 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 I observe the Official Secrets Act, National Legislation, Government &
expected of a Civil Departmental Policy, Defence Equipment & Support (DE&S) Policies and the
Servant, all Projects Civil Service Code.
Training Aircraft Safety In my Safety and Airworthiness Team Leader role, I comply with the
Manager, Training Aircraft requirements of EC216/2008 and the Air Navigational Order (ANO) 2006 for
PT, DE&S. 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 For Training Aircraft air vehicles, I ensure that relevant policy, regulations and
Manager, Training Aircraft codes of conduct are followed as appropriate. These include Def Stds (00-
PT, DE&S continued. 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.
Dstl‟s role in assessing industrial proposals necessitates confidentiality and
Industry
trust between the MoD and industry with which I fully comply.
STEPS Newsletter / Dstl I always work within Dstl‟s report/presentation format standards undertaking
Output Documents 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.
38
Compliance with - As an MOD Civilian Engineering Officer, I am personally required to comply
airworthiness & with the regulations contained in the both Airworthiness Document Set and
engineering regulations 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 Managed the specification and the drawing up of test plans for a suitable
of Gazelle Control Rod hardness tester acknowledging aircraft safety requirements for ground use.
Eye-Ends - Introduction of In conjunction with scientists within the Materials Integrity Team, evaluated
Hardness Tester. 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 & Responsible as S&E TL for the assurance of VC10 Occupational Health &
Environmental Team Safety (OHS) plans & processes. I have delivered a revised Safety &
Leader. 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 - I managed my team's work in accordance with HASAWA and COSHH
accordance with regulations and ensured compliance by adherence to a QA schedule
rd
legislation, 3 Line maintained in accordance with the Quality Assurance Manual.
Production Supervisor - As Deputy Health and Safety Officer, responsible for the implementation of
(Chargehand), 30MU, safe systems of work, I reported to the local Health and Safety Committee
RAF Sealand. and managed the annual external Health and Safety Audit.
rd
E3 3 Line Production - I was responsible for briefing Squadron personnel on routines and
Supervisor, RAF St procedures surrounding spillage and containment of fuels, oils and greases in
Athan. 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.
rd
Compliance with - As a 3 Line MOD Engineering Engineer Officer I am required to ensure
Environmental Legislation 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.
39
Sustainable Development Building on my Environmental Systems work in VC10, I have established an
(SD) & Procurement., A400M Sustainable Development (SD) improvement action plan that
A400M PT, DE&S. 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.
As part of a Dstl-wide policy to reduce paper holdings, I took the lead for the
Document Holdings acquisition and use of scanning at the Group level. This has resulted in a
Reduction 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 As the organiser of the training course I actively aimed to keep the entire
Course 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 I have recently gained MoD funding to undertake a number of the Aero-
Development (CPD) engineering & Airworthiness courses within a suite of CPD offered by
Cranfield University in conjunction with the Defence College of Management
– Military Aerospace & & Technology. I am enrolled on three 1-week courses beginning in the new
Airworthiness year:
Management & Initial - Safety Assessment of Aircraft Systems.
Aircraft Surveyor Course, - Air Transport Engineering - Maintenance Operations.
Civil Aircraft Authority - Safety Management Systems in Aviation.
International (CAAi). 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 - As Head of EA, I am responsible for my subordinates' professional
Authority (EA), VC 10 PT, development; this includes identifying their development needs, writing and
DE&S. 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 I have been a member of the RAeS‟s non-corporate grading committee since
Committee 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.
Attendance of a number of courses at the Defence College of Management
DCMT Courses and Technology Shrivenham. Examples include the 4 week Guided Missiles
Short Course and the 1 week Introduction to Radar Systems Course.
Regular attendance of Airshows and Defence Exhibitions to keep up-to-date
Airshows and Defence
with new technologies and products. Examples include the Farnborough and
Exhibitions
Paris Airshows and the DSEI Exhibition.
Training requirements are regularly discussed and updated where required in
Continuous Development accordance with the Dstl PDA process to support my roles as a recognised
SME and Technical Leader.
40
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 Attended the Military Aircraft Technolgy course (Cranfield University) to assist
role 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.
41
LIST OF RELEVANT COURSES ATTENDED ANNEX VI
EXAMPLE
Engineering-related Courses Attended

(most recent first)
Date Course Course Name Course Provider

Completed Duration
2 weeks Aircraft (e.g. Typhoon) Managers Course RAF
1 week Airworthiness for Military Aircraft * (MSc Accredited MoD/Cranfield
course) 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 University of London
A6666)
3 years BSc Engineering University
Relevant Non Engineering-related Courses Attended

(most recent first)
Date Course Course Name Course Provider UK-SPEC

Completed Duration Competency to
which Relevant
1 week Association of Project Managers National School of C1
Licence Level 1 Government
5 days Defence Procurement Quality MoD C4
Assurance
2 days Investment Appraisal MoD C2
3 days Risk Management National School of E2
Government
2 days Project Financial & Requirement MoD C2
Scrutiny, Submissions and
Audits
42

MoD Civilian Route to CEng Registration

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MoD Civilian Route to CEng Registration

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GUIDANCE ON THE

CIVILIAN ROUTE TO REGISTRATION

Registration Handbook Appendix Q

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

7 Continuing Professional Development

Annex I The key distinctions between IEng and 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 MEng Master of Engineering undergraduate

1.2 Chartered Engineers are professionals who:

 Develop appropriate solutions to engineering problems

2. Applying for CEng via the MOD CRR

 Submission of the Application Form and CEng Qualifying Report

2.2 The application form and qualifying report are available at

The Application Form

The Qualifying Report

APPLICANTS SHOULD ATTACH THE FOLLOWING APPENDICES (IGNORE THE LIST ON

Appendix A: Attach a copy of each of your qualifications, including a Notification of Performance

 Design or modification of a piece of equipment, indicating the requirements which need to

4 Initial Assessment of Applications

5 Professional Review and Interview (PRI)

6 Continuing Professional Development (CPD)

 MyCareerPath: This is the Society‟s online professional development tool. It is an online

Incorporated Engineer (IEng) Chartered Engineer (CEng)

C. Provide technical and commercial

D. Demonstrate effective interpersonal skills

E. Demonstrate a personal commitment to professional standards, recognising obligations to

Member (MRAeS) Chartered Engineer (CEng)

Education / work experience Exemplifying Qualifications

Applicants must Applicants who started their studies before 31

Typical career grade/band/level for

Out of Not applicable – A1 Competency is engineering/technology based.

Out of Not applicable – A1 Competency is engineering/technology based.

Training Within - University degree(s).

- Experiential learning; what did you learn and how?

Out of Not applicable, as Competence B is focused on „analysis and solution of engineering

Practical Within - SME or member of Board of Enquiry or Unit Enquiry

Training In or out of - Response to internal/external validation data.

Practical Within - Involvement in embodiment of trial and proof installations of modifications/Urgent

Standard C: Provide technical and commercial leadership

UK-SPEC Competence and Generic

Practical Within - Lead and project manage an engineering initiative.

 Lead on preparing and agreeing Management Within - Develop modification strategy.

 Set up appropriate management systems. Management Within - Project management

Training In or out of - Planning of major course changes.

Management Within - Leading team to deliver Integrated Project Team output.

Out of - Implement Continuous Improvement and lead change events.

Training In or out of - Carry out Training Needs Analysis.

Out of - Implement Continuous Improvement and/or lead change event.

Training In or out of - Managing delivery of Defence Systems Approach to Training-compliant Training.

UK-SPEC Competence and Generic

UK-SPEC Competence and Generic

Training In or out of - Instruct requirements as detailed above.

A1 Aerospace engineering Obtained an MEng degree in Aerospace Systems Engineering from

Engineering-related Courses Attended

Date Course Course Name Course Provider