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Unlike our competition which has taken an engine from another aircraft and modified it for use in the Joint Strike Fighter, we’ve designed one to be highly integrated with this platform. So, we actually have a larger fan, we’re able to create some additional growth opportunities for the customer in the future if they need it, but it’s a form fit and function replaceable engine. You can put either one in, but this one will offer a lot more growth capability in the future, so it’s one of the things that the customer is worried about mission critical needs are very attuned to. We continue to have strong support in congress, but we’ll have to wait and see how it turns out. We had a nice support where they asked the House Armed Services Committee to put in $485 million for this alternate engine. There was a full house vote a few weeks back that you might have heard about, where they affirmed the need to continue the alternate engine programme, but they’re now getting ready to go into conference before long, and we have to work through that process and continue to work with our customers to deliver this need. The EJ200 – operating on the Euro Fighter Typhoon. Over 150,000 hours in service – continues to perform very well, and we also see the ability to export this engine into other markets around the world. Technology – one of the things that we do across Rolls Royce, but is also a very strong push for us in defence, is leveraging our technology centres around the world. It’s always nice to use other people’s money to work on your research and technology, and so we look at universities as a strong place, and we also invest in the universities, but it’s joint investment in research and technology to drive propulsion. The US government, as I mentioned earlier, in addition to other governments around the world, continue to invest in research and technology. So, we take that, we leverage that, and we can leverage it across our business because we are a broad based power systems company. We can take the best of technologies from around our business, and use them as appropriate, within export control laws, of course. One of those technology thrusts, right now, on the one end I’d like to spend just a minute or two on, is Advent. Advent is a US-led technology programme, really trying to develop the next generation in engine technologies that can be used on numerous aircraft types. It’s the cornerstone of all R&T that’s going into propulsion in the word today. It’s driving for 25% greater fuel efficiency in aircraft propulsion. The way it does that, and what makes it so unique, is that it’s able to vary, essentially, the configuration of the engine to the type of mission you’re doing at that point in time. So, it can be a very efficient engine when you’re
in cruise or loitering in a platform, but when you need high capability, when you need a lot of thrust in, maybe, a combat environment, it’s able to, essentially, morph into a different type of engine using a variable fan plate and variable core technology to do that. There was the phase 2 investment, there was only one winner of that contract in the US, and that was Rolls Royce. Rolls Royce beat both General Electric and Pratt and Whitney to get the lion share of the funds, to do a full engine demonstrator in the phase 2 Advent programmes. We think we’ve got some pretty nice technology here, that’s going to take us into that next generation of engine technology. So, we talk about today, this is out into the next decade of military needs, and, again, that technology, one of the things we’re working very closely with our US customer on, is the exportability of that technology, so some if it can find its way into commercial marketplaces as well, into Mark’s business. Again, that tight linkage between all of our businesses is very crucial in Rolls Royce, and one of the underpinnings of our success. That investment continues to occur. I was just speaking to some customers yesterday, and following this phase 2, there’ll be a technical maturation programme, and the US military is very committed to make that programme happen. So, we look forward to that. So, in summary, we’ve got a very wellbalanced portfolio across a number of segments of the defence marketplace. We support a very broad customer base as I mentioned. We’ve got good market positions in the markets that we serve today. And, going forward, we’ve got a nice balance between development, original equipment manufacturer, production of engines today, and of aftermarket solutions and after market service revenue. We have long product lives, and we’ve got a strong mix of both and established engines in many of those key markets. And the services business continues to drive a substantial revenue inside the sector. So, with that, I’d like to turn it back over to Mike Terrett. I think he’s going to wrap us up. Thank you.
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Page 3 and 4: segments. You’ll hear our custome
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