GUIDE TO THE MILITARY ROUTE TO REGISTRATION · BEng Bachelor of Engineering undergraduate degree...

Registration Handbook Appendix O Military Route to CEng Registration Version 1c 11 June 2014

GUIDE TO THE

MILITARY ROUTE TO REGISTRATION

CHARTERED ENGINEER

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Contents 1 Introduction 2 Applying for CEng via the Military 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 (Military Career History) Annex IV Guide to completing the Qualifying Report Annex V Examples of competences for the Qualifying Report Annex VI Example of a List of Relevant Training Courses Attended Abbreviations used in this guide

BEng Bachelor of Engineering undergraduate degree

MEng Master of Engineering undergraduate degree

EC Engineering Council MSc Master of Science postgraduate degree

CEng Chartered Engineer MRAeS Member of the Royal Aeronautical Society

CPD Continuing Professional Development

MRR Military Registration Route

CV Curriculum Vitae PRI Professional Review Interview

Hons Honours degree RAeS Royal Aeronautical Society

IEng Incorporated Engineer UK-SPEC UK Standard for Professional Engineering Competences

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1. Introduction 1.1 The Military Route to Registration (MRR) to gain Chartered Engineer registration is a streamlined process for members of the UK armed forces. They need to have, as a minimum, 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 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 MRR to gain IEng is 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 Lynn Beattie (020 7670 4321) or Margaret Breugelmans (020 7670 4323). 2. Applying for CEng via the MRR 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 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 the most attention for military applicants to ensure that the correct examples are chosen; military applicants tend to have fewer issues finding suitable evidence for Competences C, D and E. APPLICANTS SHOULD ATTACH THE FOLLOWING APPENDICES (IGNORE THE LIST ON THE FRONT PAGE OF THE QUALIFYING REPORT FORM): Appendix A: Attach a copy of each of your qualifications, including a Notification of Performance for HND / HNC qualifications (where applicable) and Phase 2 training end of course certificate. 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 military 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 MRR. 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 evidence 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 Submit the submission to: Professional Standards Officer (MRR), 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 of 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 A copy of supporting documents (technical instructions, reports etc) are not normally required for military 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. 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 and 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 expected to carry out CPD. When members become registered, the Society advises them of the following:

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

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

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

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

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

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

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

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

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THE MAIN DIFFERENCES BETWEEN IEng AND CEng ANNEX I

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

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

Chartered Engineer (CEng)

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

Shared competences

D. Demonstrate effective communication and interpersonal skills

E. Make a personal commitment to live by the appropriate code of professional conduct, recognising obligations to society, the profession and the environment

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ANNEX II

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

Member (MRAeS) Education / work experience Applicants must (a) *Hold an academic or vocational qualification and have had four years’ integrated training and experiential learning including not less than two years’ experience at an appropriate level of responsibility, OR (b) Have had not less than 15 years’ appropriate experience of which the last seven are in a position of responsibility at a level appropriate to the grades of Member. *Typical qualification: An honours degree or international equivalent Typical rank level for academically qualified applicants: Commander, Lieutenant Colonel, Wing Commander, Lieutenant Commander, Major, Squadron Leader, or Lieutenant RN, Captain and Flight Lieutenant with a minimum of 2 years' seniority. Typical rank level for non-academically qualified applicants: Lieutenant (RN), Captain or Flight Lieutenant with 7 years' seniority or 15 years’ experience, including 7 years’ commissioned service; or Warrant Officer with a minimum of 5 years' seniority.

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

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

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

EXAMPLE

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

Jun 08 – Jan 10

Sqn Ldr HQ Air RAF Halton

Post: SO2 A4 Eng Branch Sponsor Type: Staff Appointment In Branch Responsibilities Implement plans and polices to ensure sufficient suitably qualified and trained Engineer Officers are available to meet Service needs.

Apr 06 – Jun 08

Sqn Ldr DE&S RAF Wyton

Post: Sentry 2a Sentry Integrated Project Team Type: Staff Appointment In Branch Responsibilities: Engineering Authority for Sentry airframe responsible for aircraft structural integrity; holder of Airworthiness Delegation. Development of aircraft scheduled maintenance policy and introduction of single track maintenance concept under integrated support contract. Management of legacy aircraft scheduled maintenance contract

Apr 04 – Apr 06

Sqn Ldr RAF Lossiemouth

Post OC Mechanical Engineering (Air) Squadron Type: Practical Appointment In Branch Responsibilities: Command of maintenance squadron (200 personnel) providing scheduled aircraft maintenance, off ac propulsion and airframe component maintenance capabilities to a fleet of 60 Tornado GR1/4 aircraft Authority to sign-off ac limitations, acceptable deferred faults and maintenance extensions for Tornado and Jaguar aircraft.

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GUIDE TO COMPLETING THE QUALIFYING REPORT ANNEX IV

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

UK-SPEC Competence and Generic Examples

Military Environment

Typical Examples of Evidence of Competence Gained in Each Environment

A1

Maintain and extend a sound theoretical approach in enabling the introduction and exploitation of new and advancing technology and other relevant developments.

This could include an ability to:

Identify the limits of own personal knowledge and skills.

Strive to extend own technological capability.

Broaden and deepen own knowledge base through research and experimentation.

Practical In Branch - University degree(s). - Phase 2 (Professional) training course; if Phase 2 training course is accredited by RAeS

1, state this and do not list course content.

- Achieve Airworthiness Certificate of Competency/authority to sign entries in the aircraft Limitations and Acceptable Deferred Faults logs and authorize scheduled maintenance extensions; briefly outline the level of authority attained and how you achieved it. - Experiential learning; what did you learn and how? - Platform Managers’ Courses. - Aircraft Structural Integrity Course. - Airworthiness of Military Aircraft Course. - Propulsion Integrity Course. NB Do not quote generic Staff courses here; list under ‘Relevant Non-Engineering Courses’ and quote (if applicable) in Competence Section D – Demonstrate Effective Interpersonal Skills.

1 RAF: Basic Aerosystems Engineering Course, Engineer Officer Training, Engineer Specialist Training, Engineer Officer Foundation Training. RN: Systems Engineering & Management Course.

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

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Out of Branch Not applicable – A1 Competency is technology based.

Staff In Branch - University degree(s). - Phase 2 (Professional) training course; if Phase 2 training course is accredited by RAeS

1, state that it is and do not list course content.

- Achieve Letter of Airworthiness Delegation; outline the level of authority attained and how you achieved it. - Platform Managers’ Courses. - Advanced Pre Employment Training (Work-related master’s degree). - Aircraft Structural Integrity Course. - Airworthiness of Military Aircraft Course. - Propulsion Integrity Course. - Experiential learning. - Project Management Course.

Out of Branch Not applicable – A1 Competency is technology based.


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Trg (Engineering only)

In Branch

- University degree(s). - Phase 2 (Professional) training course; if Phase 2 training course is accredited by RAeS

1, state that it is and do not list course content.

- ‘Train the Trainer’ Course. - PGCE. - Project Management Course.

- Experiential learning; what did you learn and how?

A2

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

Establish user’s needs.

Assess marketing needs and contribute to marketing strategies.

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

Practical In Branch - Authorizing limitations and acceptable deferred faults on aircraft. - Leading fault diagnosis of complex aircraft faults. - Leading work to overcome complex problems, at main operating base or during deployed operations. - Actively review current systems of work and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).

Out of Branch - Leading work to overcome problems, at main operating base or during deployed operations. - Actively review current systems of work and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).

Staff In Branch - Planning of Depth maintenance, fatigue or modification programmes (including return


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Promote new applications when appropriate.

Secure the necessary intellectual property rights.

Develop and evaluate continuous improvement systems.

to contractors’ works) for an aircraft fleet – in an Integrated Project Team or Integrated Logistics Operations Centre. - IPT Engineering Authority/Deputy - drafting and issuing technical instructions; leading the staffing of defect investigations, modifications or urgent operational requirements. - Analysing manufacturers’ service letters/bulletins, technical instructions, fault investigations, modifications and urgent operational requirement implementation plans. - Actively review current systems of work, and deliver change and continuous improvement (NB when using CI examples, consider whether they would be more appropriate in the context of Competency C4).

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

Trg In or out of Branch

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

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

UK-SPEC Competence and generic Examples

Military Environment Typical Examples of Evidence of Competence Gained in Each Environment

B1

Identify potential projects and

Practical In Branch - Leading and contributing to Continuous Improvement (CI) work. - Originating and championing GEMS (MOD’s suggestions, ideas and innovations scheme). - Leading F760 Fault Investigation Action.

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opportunities. Examples could include an ability to:

Explore the territory within own responsibility for new opportunities.

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

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

- Leading Serious Fault Reporting.

Out of Branch Not applicable, as Competence B is focused on ‘analysis and solution of engineering problems’.

Staff In Branch - Propose and initiate modifications and Urgent Operational Requirements. - Contingency planning, op and ex planning. - Leading and contributing to Continuous Improvement (CI) work. - Assessment of GEMS (MOD’s suggestions, ideas and innovations scheme).


Training Engineering only)

In Branch -Identification of external/internal stakeholders with a view to designing and implementing improvements. - Setting/validating Operational Performance Statements/Formal Training Statements. -Influencing Defence training projects i.e.: Defence Training Review.

B2

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

2

This could include an ability to:

Identify and agree appropriate research methodologies.

Assemble the necessary resources.

Practical In Branch - Abnormal Flying Characteristic (including Uncommanded Flying Control Movement) investigation officer. - President or member of Board of Enquiry or Unit Enquiry. - Forward Support activity, e.g. Mobile Aircraft Support Unit or No 71 (Inspection & Repair) Squadron (formerly Repair Support Squadron) executive role. - Involvement in trial and proof installations of modifications or integration of Urgent Operational Requirements. - Identify unsatisfactory features in Air Publications and recommend amendments. - Carry out detachment planning in an engineering context. NB this example is more appropriate under Competence C1 – Plan for Effective Project Implementation, but can be quoted under Competence B2 as a ‘fourth example’ if you lack a stronger alternative, provided the engineering context is significant and clear.

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

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Carry out the necessary tests.

Collect, analyse and evaluate the relevant data.

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

Undertake engineering design.


Staff In Branch - Lead the staffing of Engineering Instructions, Including Urgent Technical Instructions, Routine Technical Instructions, Servicing Instructions, Special Technical Instructions and modifications. - Identify unsatisfactory features in Air Publications and recommend amendments. - Infrastructure planning (new platform or capability). - Development and implementation of new engineering procedures.

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

Trg In or out of Branch

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

B3

Implement design solutions, and evaluate their effectiveness. This could include an ability to:

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

Implement design solutions, taking account of critical constraints.

Determine the criteria for evaluating the design solutions.

Evaluate the outcome against the original specification.

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

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


Staff In Branch - Integrated Project Team Engineering Authority/Deputy - lead the staffing (multiple stages from proposal to implementation) of special technical instructions and modifications. - Fleet manage the implementation of Special Technical Instructions and modifications. - Infrastructure planning (new platform or capability). - Evaluate UORs and other capability insertions. - Evaluate new procedures.


Training In or out of - Implement training objective amendments for course sponsor.

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practice.

Branch - Introduce appropriate validation procedures.

Standard C: Provide technical and commercial leadership



C1

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

Identify the factors affecting the project implementation.

Lead on preparing and agreeing implementation plans and method statements.

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

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

Practical In Branch - Lead Scheduled Maintenance (including repair and overhaul programme) planning. - Implement the introduction of multi-skilled engineering trades. - Lead Continuous Improvement or a discrete restructuring study. - Carry out deployment planning.

Out of Branch - Lead Continuous Improvement or a discrete restructuring study. - Carry out deployment planning.

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

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

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

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C2

Plan, budget, organise, direct and control tasks, people and resources. This could include an ability to: Set up appropriate management systems. Agree quality standards, programme and

budget within legal and statutory requirements. Organise and lead work teams, coordinating

project activities. Ensure that variations from quality standards,

programmes and budgets are identified, and that corrective action is taken.

Gather and evaluate feedback, and recommend improvements.

Practical In Branch - Leadership and management of engineering workforce, in Forward or Depth environments. - Detachment and exercise planning, with emphasis on budgeting to meet resource constraints (e.g. limited manpower to deliver surge requirements, limited AT assets for deployment/recovery, limited deployed manpower and equipment footprint etc). - Secondary duty roles, e.g. squadron welfare fund, mess committee appointments

3.

Out of Branch - Leadership and management of personnel in any environment. - Secondary duty roles, e.g. welfare fund, mess committee appointments.

Staff In Branch - Compilation of funding bids. - Management of repair, overhaul and spares budgets. - Plan and manage resources for modification programmes. - Role Office/Integrated Logistics Operations Centre-type functions, e.g. fleet planning - Detachment and exercise planning, with emphasis on budgeting to meet resource constraints (e.g. limited manpower to deliver surge requirements, limited AT assets for deployment/recovery, limited deployed manpower and equipment footprint etc).

Out of Branch - Compilation of funding bids. - HQ planning and budgeting roles.

Training In or out of Branch

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

3 NB Do not overlook secondary duty roles involving financial responsibility – they 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.

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C3

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

and individuals. Identify team and individual needs, and plan for

their development. Lead and support team and individual

development.

Assess team and individual performance, and provide feedback.

Practical In Branch - Leading team to meet flying programme (Forward) or maintenance milestones (Depth). - Personnel management of technicians/mechanics to achieve Authorizations, Q competences, OJT, etc. - Personnel development activity, such as objective-setting, annual appraisal (OJAR/SJAR) and mid-year reviews. - Implement Continuous Improvement and lead change events. - Implement HF(M)EMS.

Out of Branch - Leading team to meet task. - Personnel management of staff to achieve Authorizations, Q competences, OJT, etc. - Personnel development activity, such as objective-setting, annual appraisal (OJAR/SJAR) and mid-year reviews. - Implement Continuous Improvement and lead change events.

Staff In Branch - Leading team to deliver Integrated Project Team output. - Implement Continuous Improvement and lead change events. - Personnel development activity, such as objective-setting, annual appraisal (OJAR/SJAR) and mid-year reviews. - Lead planning teams for Operations, Exercises, Trials etc.

Out of Branch - Implement Continuous Improvement and lead change events. - Personnel development activity, such as objective-setting, annual appraisal (OJAR/SJAR) and mid-year reviews. - Lead planning teams for Operations, Exercises, Trials etc.


- Carry out Training Needs Analysis. - Management of Phase 1, 2 and 3 training. - Course Officer/flight commander 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 (OJAR/SJAR) and mid-year reviews.

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C4

Bring about continuous improvement through quality management This could include an ability to: Promote quality throughout the organisation

and its customer and supplier networks. Develop and maintain operations to meet

quality standards.

Direct project evaluation and propose recommendations for improvement.

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

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

Staff In Branch - Manage delivery of IPT output (including accountable airworthiness advice) in accordance with quality assurance and applicable standards. - Implement Continuous Improvement and/or lead change event. - Develop, implement and/or deliver quality management system. - Ensure compliance with quality management system across an organisation, e.g. the command under the control of a HQ. - Ensure compliance with Continuous Improvement strategy across an organization, e.g. the command under the control of a HQ.

Out of Branch - Implement Continuous Improvement and/or lead change event. - Develop, implement and/or deliver quality management system. - Ensure compliance with quality management system across an organisation, e.g. the command under the control of a HQ. - Ensure compliance with Continuous Improvement strategy across an organization, e.g. the command under the control of a HQ.


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

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Standard D: Demonstrate effective interpersonal skills



D1

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

discussions. Prepare letters, documents and reports on

complex matters.

Exchange information and provide advice to technical and non-technical colleagues.

Practical In Branch Common Examples: - Team briefings to subordinates, shift handover briefings etc. - Formal presentations to line managers and external agencies. - Chair or act as secretary to committees. - Write instructions, orders, procedures, and terms of reference. - Host VIP visitors. - Write Operation/Exercise orders, - Write post Operation/Exercise reports. - Compilation and debriefing of staff annual performance appraisals (OJAR/SJAR). - Compilation of Operational Record Log (RAF F540) inputs. - Table-top briefings. - Brief industry partners. - Instructional roles.

Out of Branch

Staff In Branch

Out of Branch


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D2

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

matters. Lead and sustain debates with audiences.

Feed the results back to improve the proposals.

Practical In Branch Common examples: - Present options and plans. - Brief executives, e.g. flying station executives, Group staff senior officers etc. - Presentations and table-top briefings to line managers and external agencies (including to courses and conferences) etc. - Brief industry partners.

Out of Branch

Staff In Branch

Out of Branch


D3

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

Know and manage own emotions, strengths and weaknesses.

Be aware of the needs and concerns of others.

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

Identify, agree and lead work towards collective

Practical In Branch

Common examples: - Normal qualities expected of a military officer – leading teams by example, at times under extreme pressure, such as during aircraft emergencies and on operations. - Conduct disciplinary interviews. - Debrief subordinates with poor or contentious annual performance appraisals (OJAR/SJAR). - Secondary duty roles, including mess committee duties, involvement in the work of professional bodies. - Interaction with civilian contractors and other organizations. - Liaison with NATO and other foreign armed forces. - Hosting of VIP visits. - Organise and lead Force Development activities, e.g. sports events, expeditions, Staff

Out of Branch

Staff In Branch

Out of Branch

Training In or out of

[Type text]

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goals.

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

Branch Rides etc. - Proficient discharge of formal instructional roles.

Standard E: Demonstrate a personal commitment to professional standards4, recognising obligations to society, the profession and the environment



E1

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

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

and regulatory frameworks, including social and employment legislation.

Practical In Branch Common examples: - Compliance with Queen’s Regulations and the Armed Forces Act. - Compliance with technical publications, e.g. Joint Air Publications, Air Engineering Standing Orders, military aircraft document set. - Working within limits of personal delegations and authorisations. - Compliance with Civil Service HR regulations. - Compliance with the Health and Safety at Work Act, COSHH regulations etc. - Compliance with Host Nation legislation and regulations when deployed.

Out of Branch

Staff In Branch

Out of Branch


4 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 PRI.

[Type text]

23



E2

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

own obligations for health, safety and welfare issues.

Ensure that systems satisfy health, safety and welfare requirements.

Develop and implement appropriate hazard identification and risk management systems.

Manage, evaluate and improve these systems.

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

5, COSHH regulations, AESIs, AESOs, platform safety case etc; be specific rather

than generic in your examples, e.g. cite specific examples of legislation complied with, e.g. working at height, COSHH etc. - Ensuring safety is incorporated in all technical documentation, e.g. that associated with modifications, Special Technical Instructions etc. Training only: - Working within Commander’s Risk Assessment and Duty of Care documentation.

Out of Branch

Staff In Branch

Out of Branch


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

[Type text]

24



E3

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

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

Use imagination, creativity and innovation to provide products and services which maintain and enhance the quality of the environment and the community, and meet financial objectives.

Understand and secure stakeholder involvement in sustainable development.

Practical In Branch - Lead roles in compliance with Environmental Orders including fuel spill plan, aircraft washing orders, FOD prevention, noise abatement etc.

Out of Branch

Nil

Staff In Branch - Significant role in development and/or management of Through Life Support Contracts, with emphasis on aspects related to impact on environmental, social and economic outcomes. - Management of modification programmes to eliminate substances hazardous to health.

Out of Branch - Lead role in community projects, charitable work, outreach initiatives, development of young engineers etc. - Significant role in Infrastructure planning.


- Instruct requirements as detailed above. - Seek to design instruction which is credible and effective, whilst also reducing carbon footprint to minimal level (maximizing use of emulation/synthetic training).

E4

Carry out continuing professional development necessary to maintain and enhance competence in own area of practice.

Practical In Branch Common examples: - Undertake reviews of own development needs, e.g. in preparation for annual appraisal. - Study for and attain additional academic qualifications, e.g. MSc, MBA etc. - Member of RAeS committee; rather than merely state that you are studying/have studied for academic qualifications, explain why and how you have benefitted. - Active member of local RAeS branch. - Carry out planned (and unplanned) CPD activities, e.g. attending or presenting during

Out of Branch

Staff In Branch

[Type text]

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This could include an ability to: Undertake reviews of own

development needs. Prepare action plans to meet personal

and organisational objectives. Carry out planned (and unplanned)

CPD activities. Maintain evidence of competence

development. Evaluate CPD outcomes against the

action plans. Assist others with their own CPD.

Out of Branch relevant courses, seminars, conferences. - Achieve work-based learning. - Assist subordinates/mentees with their CPD, e.g. work-up to Certificate of Competency qualification. - Maintain Personal Development Record. - Assist others with their CPD. - Maintain contact with emerging technology through reading relevant publications, magazines, journals etc. Training: - Undertake reviews of other instructors and gain 360 degree feedback on own competence/performance.


GENERIC GUIDANCE The following generic guidance is provided to assist you when completing your Qualifying Report (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.

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. Remember to read the wording in each Competency statement and keep your evidence relevant to it

[Type text]

26

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

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

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

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

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

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

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

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EXAMPLES OF COMPETENCES FOR THE CENG QUALIFYING REPORT APPENDIX V

A1 Aerospace engineering degree

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

Royal Navy (RN) Systems Engineering & Management Course (SEMC)

- Completed Royal Navy Systems Engineering & Management Course of 12 months duration at HMS Sultan, Gosport. - Course accredited by RAeS.

Certificate of Competency (CofC) Training

- Four month workplace learning course to consolidate and test generic knowledge gained during SEMC; course was aircraft specific, for me based on the Aircraft X (on 123 Naval Air Squadron). - The course tested a thorough knowledge of quality assurance, standards and practices, aircraft technical knowledge, airworthiness policy, safety and risk assessment. - Culminated in a 3 hour oral board and award of CofC (airworthiness delegation).

MSc in Airworthiness - Currently studying for an MSc in Airworthiness Engineering at Cranfield University. - 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 I am on track to complete the MSc on schedule by July 2010. - I am applying the knowledge gained from the course in my current job.

Aircraft X Managers’ Course

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

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

A2 123 Naval Air Squadron – Assistant Air Engineer Officer (AAEO)

- Deployed to XYZ Test Range in Country Y for 2 months as the Senior Engineer; it was a highly demanding deployment in very inhospitable conditions. - I was responsible for all engineering aspects for 4 Aircraft Xs and the supporting maintenance team. - I led my team in detailed fault finding and repair activities on radar and Electronic Counter Measures equipment, which was essential to the trials. - My input was used to modify and refine the testing regime.

Headquarters Strike Command Aircraft X Role Office

- I was responsible for managing the upgrade and introduction to Service of the Aircraft X major avionics modification programme. This encompassed all support issues, including: training, publications, spares and intra fleet management including close consultation with the Operational Fleet Manager and Aircraft X Integrated Project Team. - I also provided support to senior management on engineering and supply issues in support of military operations and major exercises/deployments.

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Aircraft X Integrated Project Team Software Lead

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

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

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

Fault Diagnosis and Application of Aircraft Systems Knowledge, Detachment Air Engineer Officer, 123 Naval Air Squadron

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

Deferral of aircraft faults by application of aircraft structures knowledge and aircraft repair manual principles, whilst Detachment Commander, Mobile Aircraft Support Unit

- An Aircraft X aircraft suffered structural damage resulting from tail rotor strike on operations in Country Y. I lead a team of maintainers into an operational field location, undertook a survey of the aircraft and authorised a work package including deferral of a number of faults to permit a 'one flight' recovery back to the Main Operating Base (MOB). - The aircraft recovered safely to the MOB where I subsequently schemed a permanent repair which was implemented by team, rendering the aircraft at the disposal of the theatre commander.

Development and Authorisation of Temporary Repair Solution for Aircraft X Port Upper Longeron embarked in HMS ABC, Repair Officer, Mobile Aircraft Support Unit

- An Aircraft X aircraft embarked in a frigate in dock in Country Y was found to have a crack to its main port upper longeron. The aircraft was required for anti-piracy tasking and its repair was an operational priority. Due to compatibility issues, neither of the spare parts provided would fit the aircraft and delivery of new spares would entail unacceptable delay. - I led the development of a temporary repair, based upon schemes in the repair manual, which was later endorsed by Company X for the duration of the deployment.

Aircraft X Whole Aircraft Scheduled Maintenance and Upgrade programme (WASMU).

- As Officer Commanding Integrated Aircraft X Operations Centre, I was responsible for working with Company X in the development of WASMU to improve aircraft availability. - This programme involved combining deep strip maintenance with the upgrade of the aircraft to the latest standard. - I represented the customer to ensure requirements were articulated and understood by both the MOD’s Aircraft X Integrated Project Team and Company X.

Continuous Improvement (CI) on 123 Squadron (Aircraft X) as Senior Engineering Officer.

- I championed the implementation of CI across the Squadron (140 tradesmen supporting up to 16 aircraft), along with integration with the rest of the station; I established a CI team to examine and implement ideas and opportunities. - As head of engineering I was responsible for ensuring flying output was achieved and thus maximising the effectiveness of limited

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resources through CI was key to success.

B1 Scheduled Maintenance Planning, 123 Naval Air Sqn.

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

Aircraft X software testing, Aircraft X Integrated Project Team Software Lead

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

UAV X repair scheme, detachment commander, Mobile Aircraft Support Unit

- Following a brief on the scarcity of UAVs in Country Y, I approached the users of the UAV X Hawk regarding the potential design a new repair scheme. - With access to the manufacturer's generic repair manual, I drafted a repair scheme that was subsequently endorsed by the engineering authority.

Flight Safety Investigation Report into a fuel transfer incident on a Aircraft X aircraft

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

Aircraft X Fleet Management.

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

Compilation of Statements of User Requirement for Enhancing Aircraft X Capability

As the Senior Engineering Officer on the Aircraft X Force, I have been responsible for compiling Statements of User Requirement for enhancing Aircraft X capability and establishing the Force on operations in Country Y; specifically: Aircraft X Air Transportation Kit modification & in-theatre infrastructure requirements.

B2 Military Airworthiness Authority Technical Regulator Maintenance Approved Organisation Scheme (MAOS)

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

Development of engineering procedures required to support Aircraft X on Quick Reaction Alert (QRA).

- I was responsible for the development of the policy & procedures required to provide high readiness, 24/7 engineering support to the Aircraft X on QRA. - I also led on team composition and specialist equipment requirements. - To ensure success, I specified and led a thorough pre-implementation trial.

Design and development of Helicopter Fast Roping and Abseiling Frames, Joint Air Transport Evaluation Unit.

- I assessed the requirement, designed and led the installation of helicopter fast roping and abseiling frames, both on-aircraft and fitted to gantries. - This was necessary to facilitate training of personnel in rapid insertion techniques from helicopters.

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

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

Ship's Investigation, Assistant Air Engineering Officer, HMS ABC

- I led the technical investigation into the prolonged unserviceability of the Ship's midships air defence system. - My investigation, across ship's departments and engineering disciplines, led to the introduction of new local engineering orders which improved serviceability.

B3 Aircraft X Fleet Management, Aircraft X Integrated Operations Centre.

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

Introduction, Trial and Assessment of new Aircraft X Main Rotor Blades

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

Proof Modification Appraisal, Detachment Commander, Mobile Aircraft Support Unit

I was tasked with the review of the port machine gun modification/proof installation to an Aircraft X. I led the attempted installation and drafted feedback for DO design revision. I concluded that it was an immature modification, and made recommendations of revision of equipment and documentation.

Aircraft X software trial, Aircraft X Integrated Project Team Software Lead

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

Management of Urgent Operational Requirement Modifications Introduced on Aircraft X and Aircraft Y

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

C1 Squadron Deployment to Country Y; Detachment Air Engineering Officer, 123 Naval Air Squadron

- I planned and led the engineering elements of a 3 aircraft/30 technician detachment to Country Y in support of aircrew mountain flying training. - I was responsible for all engineering, quality assurance and logistical elements of the detachment.

Typed Air Group embarkation, Assistant Air Engineering Officer, HMS ABC

- I planned and led the embarkation of engineering, logistical and support elements for Aircraft Carrier Typed Air Group (TAG) deployments. Air Groups vary, though typically comprise 10-16 aircraft and 300-400 personnel. - TAGs comprise a combination of fixed and rotary wing aircraft

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including Aircraft Xs, Aircraft Ys and Aircraft Zs.

Relocation of Aircraft X squadron from RAF ABC, Germany to RAF XYZ, UK.

- I was appointed as the lead for the relocation of 123 Squadron (a squadron of 12 Aircraft Xs, 30 aircrew and 150 engineering tradesmen) from RAF ABC to RAF XYZ. - 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.

123 Naval Air Squadron, Deputy Air Engineer Officer

- I was responsible for the planning of all squadron line-level maintenance activity on 7 Aircraft Xs. - Where tasks could not be carried out at this level, I was responsible for planning and coordinating any further action necessary. This included aircraft moves on or off the Squadron and planning access to the aircraft for specialist teams as required.

C2 Civilian Contractor Support Budget Manager, Deputy Air Engineering Officer, 123 Naval Air Squadron

- I was responsible for the administration and budgeting associated with the pool of civilian maintainers contracted in support of aircraft maintenance on 123 Naval Air Squadron. - I was responsible for manpower planning, overtime authorisation and interaction with Air Station level Company Y management; budget value was approximately £1M per year.

Duty Air Engineer Officer (AEO), 123 Naval Air Squadron

- As Duty AEO, my task was to direct the daily and long term maintenance of 9 Aircraft X aircraft at high readiness for contingency operations; the task required the management, direction and leadership of 90 technicians and affiliated support staff to meet the flying requirement, ashore and afloat. - Long term maintenance included budgeting of flying hours provisioned versus tasking aspirations and flying requirement.

Structures Support Authority for RAF Aircraft X Fleet

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

Military Aviation Authority, Technical Regulator Maintenance Approved Organization Scheme

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

Bar Officer, Officers' Mess

- I was responsible for the efficient running of an Officers' Mess bar, including decisions on stock ordering, independent monthly stock checks and end-of-month financial reconciliation of the bar accounts. 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 all/an element of the drinks at these functions were included in the ticket price.

C3 Divisional Officer, all appointments held throughout career

- In all my appointments in the Royal Navy I have been responsible for managing the morale, welfare and development of personnel under my command.

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- 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 pastoral care consummate with the demands of Service Life

Senior Engineering Officer on 123 Squadron (Aircraft X)

- With the introduction of Aircraft X into the RAF, 123 Squadron was the first operational Squadron. - As its head engineer, I was responsible for leading my team of 140 personnel through the many challenges we faced with the introduction of a new aircraft, including new technology & equipment, working round inadequate test procedures, providing on the job training for inexperienced tradesmen, building team cohesion.

Continuous improvement on operations, Detachment Commander, Mobile Aircraft Support Unit

- I led an aircraft repair team in Country Y through the changing technical requirements made inevitable by the introduction of new aircraft types into theatre. - I prepared the team for working in the ever changing environmental conditions (50C summer high to -20C winter low) and coping with constrained resources. - I generated the requirement for increased in-theatre sheet metal work resource and managed the introduction of the improved facility into service.

Junior and Senior Engineering Officer on different aircraft squadrons

- I have been responsible throughout my career writing and debriefing officers' and tradesmen's formal Annual Appraisals, covering their performance and potential, to ensure successful development of individuals. - As Senior and Junior Subordinate Commander during different appointments, I have also been responsible for ensuring engineering and general service standards and practices were maintained, and been specifically responsible for the maintenance of discipline.

C4 123 Naval Air Squadron, Assistant Air Engineer Officer

- One of my secondary duties in this appointment was that of Squadron QA Officer; on taking up the role, the Squadron’s QA system was under scrutiny from 2nd party auditors as the previous audit had been unsatisfactory. - I implemented a complete review of the Squadron’s QA system and over a six-month period I raised the profile of QA on the Squadron and improved the system; on completion of the next 2nd party audit the Squadron was graded very satisfactory.

Headquarters Strike Command, 123 Group Aircraft X Role Office

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

Lean/Continuous Improvement Programme, Assistant Air Engineering Officer, HMS ABC

- I was fully involved in an Air Management Organisation and Hangar Continuous Improvement Event 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 and will serve as the initial model of operation for the future Queen Elizabeth class Aircraft

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Carriers.

Management of Squadron Quality Management System, Deputy Air Engineer Officer (AEO)

By line of direct delegation from the AEO, I was responsible for the management and implementation of the Quality Management System on the Squadron. This included full participation in the management and conduct of first party auditing, monitoring of first and second party auditing via the Bi-Annual Squadron QA Review meetings and the direct liaison with Air Station QA Management and the Front Line Command regarding strategic QA objectives.

D1 Engineer Officer on front-line Squadrons

- On a daily basis I was required to brief my subordinates and provide leadership/ direction. Also briefed aircrew on the serviceability of aircraft, hosted VIPs and the press on the Squadron, included briefings, interviews and tours. - I regularly chaired, attended and acted as secretary to meetings.

Typed Air Group embarkation, Assistant Air Engineering Officer, HMS ABC

- I led co-ordination of embarkation and associated briefs, and induction training to embarking TAG personnel, typically 300-400 aircrew, maintainers and support staff (from Captain to Able Seaman rank and RAF equivalents). - I wrote embarkation order and delivered several briefs as part of that package.

Scrutineer in the Defence Logistics Organisation

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

Headquarters Strike Command, 123 Group Aircraft X Role Office

- I conducted pre-deployment on-site reviews for Aircraft X squadron, including one to a Country Y Air Force base that had never hosted a NATO unit before. - I had to communicate with Country Y officials to organise numerous essential logistical and engineering details, a challenging but successful experience.

D2 Engineer Officer on front-line Squadrons

- On a regular basis I was required to present technical issues to Squadron aircrew and propose solutions. - This also required discussing the issue with my technicians and presenting my direction/decision for resolution.

Integrated Aircraft X Operations Centre (IXOC)

- With the introduction of Aircraft X onto the RAF's front-line, I was required to present my proposals for the establishment of the IXOC to my chain of command up to Air Officer Commanding No 123 Group (2-Star level). - I was also engaged in discussions with industry partners at various levels.

Military Aviation Authority, Technical Regulator

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

Desk Officer for Aircraft X in Headquarters No 123 Group.

- With any technical issue that had fleet-wide implications I was required to present and discuss my proposed solution to my superiors. - This would include aspects such as priorities, resource limitations, manpower constraints and operational requirements.

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D3 Personal Skills, Moral Courage, Reporting Officer, Royal Navy

I am required to debrief subordinates on the content of their annual appraisals, including those with poor or contentious performance/discipline.

RAF Officer As an Officer in the RAF I am required to uphold the highest of standards across both my professional and private life. Promotion to Squadron Leader has demonstrated that I have the personal and socials skills required of a Senior Officer in HM Armed Forces.

Military secondary duties

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

Operational Direction, Management and Leadership, Detachment Commander

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

E1 Officer of the Day, HMS ABC

- I performed the duty of Officer of the Day (1 in 15 rota). When in dock, the Officer of the Day is the Captain's direct representative and responsible for the Ship and its Company's orderly conduct including (but not limited to) security, fire fighting, cleanliness, ceremonial drill, morale and discipline. - As Officer of the Day, I was not only required to abide by Naval codes of conduct but also to ensure that they were maintained and enforced.

Squadron Quality Assurance (QA) Policy

- As a squadron senior engineering officer, I was required to comply with the Station Quality Management System by producing a Squadron QA Policy Statement. - I wrote the Policy document required, appointed an appropriate QA organisation, in accordance with Station Standing Orders. - I personally ensured that the Policy was implemented throughout my Squadron.

Adherence to standards expected of an RAF officer

- I am required to comply with Queen's Regulations for the Royal Air Force in my service as a commissioned officer. - I am also required to abide by the Official Secrets Act and local orders as particular to my appointment. - I am also responsible for upholding the RAF's code of social conduct, and policies on sexual harassment and equal opportunities.

Compliance with airworthiness & engineering regulations

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

E2 Application and Inspection of Standards, Assistant Air Engineer Officer (AEO), HMS ABC

- I managed my team's work in accordance with JAP 100A-01, HASAWA, COSHH regulations and Local Air Engineering Standing Orders. - I routinely acted as Ship's Duty AEO; this duty included twice daily inspection of the ship's aircraft hangar and aviation spaces (excluding the flight deck) for correct adherence to regulations and application of the ship's safe working orders.

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Discharge Queen's Regulations (QR) 641 (responsibility for engineering standards & practices) and Engineering Level J (airworthiness delegation) for the Aircraft X Force

- As Senior Engineering Officer, I was responsible for upholding engineering standards and practices, and delivery of work by my 200 staff in accordance with all relevant publications, policies and procedures. - I held authority to manage airworthiness risks, such as making entries in aircraft Limitations and Acceptable Deferred Defects logs.

Examining Officer, Aircraft Maintenance Supervisors Certificate of Competency, Deputy Air Engineering Officer

I was responsible for the award of the qualification to supervise aircraft maintenance. A key component of the oral examination leading to this award was to interrogate the candidate’s ability to supervise maintenance within the mandated safety policy, regulation and orders.

Manage team's work in accordance with legislation, Deputy Air Eng Off

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

E3 Training and Education, Assistant Air Engineering Officer, HMS ABC

- I was responsible for briefing embarking Squadron personnel on routines and procedures surrounding spillage and containment of fuels, oils and greases in the Ship'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.

Compliance with Environmental Legislation

- As an RAF Engineer Officer I am required to ensure that all engineering activities for which I am responsible are conducted in accordance with appropriate environmental legislation. - This has included activities such as the correct conduct of aircraft washing, acting in accordance with aircraft fuel spill plans and the disposal of waste fuel, oils and lubricants, regardless of whether operating in the UK or abroad.

Unit FOD Prevention Officer at RAF ABC

- Whilst a Junior Engineering Officer at RAF ABC, 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.

Impact of noise resulting from engine testing, Junior and Senior Engineering Officer on aircraft Squadrons.

- As an Engineering Officer on 2 different flying squadrons, I was responsible for assessing the noise impact of engine ground testing on the local community. - I was routinely required to balance judgements between maintaining engineering output to support squadron operations, whilst minimizing the noise impact on the local community; this involved carefully scheduling engine ground running to avoid creating an unwarranted

36

nuisance.

E4 Participation in and briefing at the Air Engineer Officers’ (AEOs’) Technical Update, HMS Sultan

- I attended the 2003, 2005 and 2007 AEO's Tech Update, a biennial cross disciplinary Naval Air Engineering conference designed to update all AEOs on relevant new developments in RN air engineering practices. - I presented at the 2005 conference as one of a 3 person briefing on Unit X re-organisation, relocation and capabilities. I gave a 15 minute brief on capability X and operations.

Subordinate Commander

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

Member of RAeS Committee

- I have been a member of the RAeS’s XYZ committee since 2000. - In this role, I have learnt in depth about the requirements for CEng registration, which has enabled me to assist other military personnel who are seeking to register as IEng.

Professional Development

- As a Naval Officer I routinely change appointments, each of which requires learning new skills, through a mix of taught courses, self study and On the job training. I routinely assess my own development needs and discuss them with my line manager throughout the annual appraisal process. - I also strive to keep abreast of wider aerospace issues by reading military and civilian aerospace / engineering literature (such as Aerospace Professional) and attending relevant conferences whenever practical.

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LIST OF RELEVANT COURSES ATTENDED (MILITARY AND CIVILIAN) ANNEX VI

EXAMPLE

Engineering-related Courses Attended (most recent first)

Date Completed

Course Duration

Course Name Course Provider

Jul 08 2 weeks Tornado Managers Course RAF

Jan 07 2 days Management of Quality RAF

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

Date Completed

Course Duration

Course Name Course Provider UK-SPEC Competency to which Relevant

Jan 05 1 week Unit Flight Safety Officers’ Course

MOD E2

Dec 04 1 week Finance for Non-financial Managers

Exeter University C2

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GUIDE TO THE MILITARY ROUTE TO REGISTRATION · BEng Bachelor of Engineering undergraduate degree...

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