Autumn 2009 - Marshall Group

news
A review of what’s happening in Marshall Aerospace
Autumn ‘09
New C-130 Hercules for the Royal
Netherlands Air Force completes
successful first flight at Cambridge

02 News
Friendship Rewarded
Marshall Aerospace prides itself on the long term relationships the company has built up with its
customers, and parallel to these working relationships, many friendships have been struck between
customers and MA employees.
A worthy example of this was demonstrated when the Spanish Air Force found out about the retirement
of Kenny Hines, from the role of Commercial Account Manager for “Business & General Aviation” (as it was
previously known). Whilst on a trip to the air force at Base Aerea de Cuatro Vientos, Madrid on the 15th June
to close his outstanding actions and say his goodbyes, Coronel D. Fulgencio Saura, of 403 Squadron,
presented Kenny with a Commemorative Plaque in appreciation of all the work performed on their behalf
over the past 15 years.
Allan McGreal, Head of Marshall Business Aviation, said “As an authorised Cessna Service Centre for over 35 years, we have many
longstanding customers with whom we have got to know on a personal as well as professional level. This plaque to Kenny represents the
level of customer service that we are proud to offer to all of our clients. There is further good news as we are very pleased to have Kenny
continue with us part time by arrangement, even after his retirement, to help the business transition to new procedures for Parts Warranty!”
EUROPEAN
EMS Conference Returns to Cambridge
At the end of April, Marshall Aerospace was
pleased to host the European Maintenance
Symposium – an annual conference which is open to
European operators of the C-130K. The EMS 2009 was the
10th meeting of the operators and the event returned to
Cambridge where the very first EMS was initiated and hosted
by MA and chaired by the Swedish Air Force in 2000.
EMS
28-30 April, 2009
10th Anniversary
MAINTENANCE
SYMPOSIUM
The event is mainly directed at the engineering problems of the
C-130 operators and how difficulties can be overcome. It also
develops good international working relationships and with 11
operating nations (UK, Austria, France, The Netherlands, Belgium,
Spain, Portugal, Greece, Poland, Sweden and Norway)
represented, the operating systems vary considerably. Although
A Uniform Solution
the operators are the principal members of the EMS, there were a
total of 75 attendees with guests from Lockheed Martin, the
international aerospace industry and MA.
As the hosts for EMS 2009, MA invited all the attendees to the
Cambridge facility and provided a guided tour of the current
projects in work in the hangars. Following the tour the company
sponsored the Gala Dinner held in Peterhouse College. On the last
day of the Symposium, with a view to the future, some of the
invited members of the international aerospace industry gave
presentations on the latest modifications and upgrades.
The event was deemed a huge success and Marshall Aerospace
has been invited to host next year’s event.
Back in April 2008 the Lean Team headed
up by Paul Marshall were tasked by Neal
Jennion to tackle the lack of corporate
identity within the hangars and not feeling
part of a team. Workshops were held with a
team of volunteers from across the hangars,
and suppliers were invited in to share their
ideas for the new corporate workwear. After
trials of the workwear and group feedback,
Lindstrom were chosen as the preferred
supplier to give the best quality garments,
service and value for money. During the
contract agreement stage, the coveralls
were replaced with a choice of superior ones
and for a marginal increase, three work
trousers, five shirts and two sweat shirts
were also included for all.
The colour scheme came about from
using the MA shades in the logo and after
much mixing and matching the corporate
style was established and agreed by Mr
Michael Marshall. To promote the ‘one
team approach,’ there are no colour
differences between departments, and
trade groups were incorporated breaking
down area differences.
The first phase of replacing the current user
garments has now been completed in
Production, Manufacturing, Facilities, HIOS
Forward support team at Lyneham, and the
TRIOS team at Brize Norton. Phase two of
implementing uniform for the contactors
will be underway in the next few weeks.
The Sports & Social Club can now offer
these new garments if extras are required or
if other groups would like to follow suit.

News 03
Marshall Aerospace signs teaming agreement with Antonov
On June 15th 2009 at the Paris Le Bourget Air Show, Mr. Dmytro Kiva (left), General Designer of Antonov ASTC
(Ukraine) and Mick Milne (right), Marketing and Business Development Director of Marshall Aerospace signed a
Teaming Agreement.
Under this agreement the parties will combine their respective and complementary skills, capabilities and expertise,
initially in the field of Antonov aircraft modifications to meet customer requirements. The initial joint project will address
the provision of an in-flight refuelling capability for AN-74 aircraft.
In addition, the Companies will interact in the organisation of maintenance and integrated operational support of
Antonov aircraft.
Cambridge Aero Club Aerobatic Success!
On Saturday the 27th June, a team of pilots comprising of Aero Club members won the top five places in addition to 7th and 8th in the British
Aerobatic Association Beginner’s Day Competition held locally at Little Gransden Airfield.
In order of ranking, best first, Matt Summers, Jonathan Duke, Chris Sills, James Peoples, Alan Young, John Forster, Nigel Smith all received
their aerobatic training with Luke Hall and Anthony Cooke in the Club’s Extra 200 unlimited aerobatic aircraft.
There are four beginner competitions held by the British Aerobatic Association each year at various locations across the country. Each is
scored by the same judges who judge national competitions at the highest level.
“We wanted to use this local round of the competition as a forum on which to demonstrate the quality of the aerobatic training available at
Cambridge Aero Club and the skill and determination of our pilots who took part,” says Luke Hall, Chief Flying instructor & Manager of Aero
Club. “We all worked very hard in preparation for the event and I had no doubt that our pilots would score well against the other competitors.
Winning the top five places could best be described as a perfect result. I am very proud of what we and our members have achieved - it is
a marvellous advert for the company.”

04 News
New C-130 Hercules for the Royal Netherlands Air
Force completes successful first flight at Cambridge
Following extensive upgrade and modification work, G988 - the first of
two C-130s being upgraded for the Royal Netherlands Air Force
(RNLAF) - successfully flew on its first test flight from Marshall
Aerospace on the 2nd July 2009. The flight took place from Cambridge,
and lasted 2 hours during which G988 covered 400 nautical miles.
In 2004, due to increased operational requirements, the RNLAF
necessitated additional aircraft for their existing fleet of two Lockheed
Martin Hercules C-130Hs. Through Derco Aerospace, the RNLAF
selected two C-130 aircraft which were stored in Tucson, Arizona;
previously owned by the US Navy, both aircraft 4988 and 4781 had
amassed very few flying hours and desert conditions had preserved
their airframes making them ideal for upgrade. Having performed over
1500 modifications and upgrades for 40 C-130 military and civil
operators worldwide, MA’s experience ensured that the company
was well positioned to provide the Royal Netherlands Air Force with
two bespoke C-130 Hercules.
With technical support from MA, Derco Aerospace dismantled the
aircraft and was responsible for their transportation by land and sea to
Cambridge. 4781 and 4988 arrived separately on site in April 2006, and
have since been re-registered (as Dutch aircraft) as G781 and G988.
From the dismantle of both aircraft in Tucson, Arizona in 2006, and
their journey over the Atlantic Ocean to Cambridge through to their
current form today, remarkable progress has been made to provide
the Royal Netherlands Air Force with an exceptional solution to meet
their tactical airlift requirements.
Further test flights are scheduled for G988 in the coming weeks and
G781 is scheduled for its test flight later in the year. This broad
maintenance package, avionics upgrade and cabin safety
improvements are also currently being designed for the existing Royal
Netherlands Air Force C-130 fleet.
Martin Broadhurst, CEO, commented: “We are extremely proud of
the engineering achievements of this programme, which will provide
the Royal Netherlands Air Force with two bespoke C-130 Hercules.
Our relationship with the C-130 dates back to the mid-60s and as a
recognised Engineering Authority we have undertaken hundreds of
design and modification programmes. This total recovery and
upgrade for the RNLAF has been one of the most extensive and
complex ever undertaken by the company.”
Once located at Cambridge, MA carried out
extensive maintenance and upgrade work on the
two aircraft. Tailored to the RNLAF’s specification, the
integrated modification package for their aircraft includes:
• An extensive cockpit upgrade: replacing virtually all analogue
displays with the latest in digital technology, the cockpit upgrade
includes a Communications, Navigation and Surveillance Systems
for Air Traffic Management (CNS ATM). The CNS ATM is based on
CMC Electronics’ Flight Management System (FMS) integrated with
an Inertia reference system (INS), VHF Omni-range Radio (VOR),
Distance Measuring Equipment (DME), Automatic Direction Finder
(ADF) and Global Positioning System (GPS). In addition, the CUP also
includes a Traffic Collision Alerting System (TCAS) and an Enhanced
Ground Proximity Warning System (EGPWS). The “glass cockpit” is
designed to ease pilot workload, increase situational awareness and
comply with the latest civil airspace regulations.
Royal International Air Tattoo 2009
To mark the achievement of the first flight of the RNLAF aircraft,
it was the centrepiece of the Marshall static display at the Royal
International Air Tattoo for the weekend of 17th to 19th July. Over the
three days a number of guests were invited on board the aircraft
where they were talked through the restoration to flight programme
and the modifications. Notable guests were HRH Prince Michael of
Kent and Lieutenant Colonel Jan van Tilburg, UK Vice Defence
Attache, and Lieutenant General Jac Jansen, Commander of the
RNLAF. A big thank you goes to the team who helped during the
event – including the Design Office, Production department, and the
Pilots Office.
• A complete airframe structural upgrade: to meet the civil certification
requirements, many cabin safety enhancements have been made
including emergency notification systems and the addition of two
load masters seats in the cargo bay area.

News 05
Skills Upgrade
In addition to the upgrade of the aircraft for the RNLAF, the Integrated
Logistic Support (ILS) department has been supporting the Marshall
Aerospace Cockpit Upgrade (CUP) and Cabin Safety Improvements
(CSIMP) modifications delivering logistical support in-service support
plans and B1/B2 training courses.
Training courses take a great deal of preparation in terms of
designing the course structure and producing the right content;
course development is started months before the course start date,
and the trainers must ensure that the course follows the current
standard of the aircraft build. Once the course preparation is
complete, the trainers also produce all the supporting
documentation required for the students on the course. 32 RNLAF
students have now attended two maintenance courses developed
by the ILS Training Section in preparation for the delivery of their
aircraft, as well as two MA employees who will support the aircraft
over the coming years. The course is split into two elements to cover
CSIMP and CUP; the first week focusing on CSIMP and the next
four and a half weeks focusing on CUP.
Feedback from all the students has been extremely positive. The
comments passed back are very encouraging, as they indicate that
the students feel fully prepared to take delivery of their aircraft and
fully able to support work towards its operational clearance. In the
past two years the ILS Training department has produced courses
for the RAF, RNLAF, CAF, AAF, BAF and MA itself on a wide range of
subjects including On Board Oxygen Generation Systems, Night
Vision Imaging Systems, Beyond Line Of Sight Communications,
Enhanced Ground Proximity Warning Systems and the full glass
cockpit modification for both the CUP and MMR projects.
MA Welcomes New Face of Engineering
Marshall Aerospace is delighted to welcome Brian Phillipson to the company’s Design Office
as the successor to Bob Ward in the Engineering Director role.
Brian comes to MA following a successful career with BAE Systems where he has served
in a variety of roles including Director of Projects for Military Aircraft and Group MD for
Sea Systems.
During his career, Brian was also seconded to Eurofighter GmbH in Germany, as Eurofighter
MD from 1997 – 1999, as Programme Director/Chief Operating Officer (Programmes) from
2004 – 2008 and, most recently, as Project Director Development Transformation Brian was
seen as a key contributor across the whole Typhoon programme.
“Six weeks in, it is clear to me that in Marshall Aerospace we have a tremendous breadth of skills and experience, a very capable workforce,
and a variety of work which is really fascinating,” said Brian commenting on his arrival at the company. “But I can also see that we are not
realising our full potential today. We are struggling with some large programmes which have become very difficult, there are too many
examples of us not working together as well or as efficiently as we should, we are having to overstretch staff in some key areas - and
looking ahead, we are facing a very uncertain and competitive marketplace. We will have to improve if we are to maintain, let alone grow,
the levels of business we have seen in recent years, and we have to do so quickly.
But what I have found very pleasing is the great deal of work already underway to develop the improvements we need, and I am very
supportive of these – including Project Transformation, many of the Project Management improvements underway, and a number of
significant Investment Proposals currently being considered by the Board. We now have to focus on implementation and deployment of
these improvements – including the next phase of organisational change / clarification now being launched - and on pulling together,
efficiently, as a single team, a single company. There is plenty of interesting work around, but if we are to win it for Marshall Aerospace rather
than lose it to somebody else, we will have to be more competitive and more profitable than we have been recently. I am really looking forward
to playing my part in helping us all achieve this.”
Having gained his engineering degree at the University of Cambridge, Brian is no stranger to the local area. MA would like to welcome him
back to the city and look forward to him continuing to grow the company’s reputation for engineering excellence.

06 News
The Royal Aeronautical Society Barnwell Lecture
Mark Johnston, Chief Designer, and Iain Young, Chief Test Pilot, presented the A400M Powerplant Flying Test Bed (FTB) as the subject of the
Barnwell Lecture to the Bristol Branch of the Royal Aeronautical Society on Thursday 21 May 2009. Held at the University of the West of England,
the lecture was attended by 220 members and friends of the Society, including industry representatives, and was honoured by the presence of the
newly inaugurated Society President, Dr Michael Steeden, who had taken up the post only the previous day.
The Barnwell Lecture commemorates the life and work of Frank Barnwell, an early pioneer of aviation who was responsible for the design of many
of the famous Bristol Aeroplane Company products, from the early Scout to the later Blenheim and Beaufort, and was tragically killed in his own
aircraft at Bristol Airport in 1938. As one of the Society’s ‘named’ lectures it is a prestigious occasion and Mark and Iain were pleased to be asked
to make this year’s presentation.
The lecture covered the FTB project from its inception to the present day, and Mark presented design and
engineering subjects whilst Iain addressed ground and flight test phases. It was well received by the
appreciative and knowledgeable audience and was the subject of many favourable comments at the formal
dinner which followed and subsequently through feedback from attendees. Mark and Iain were delighted to
be presented with inscribed tankards in the famous Bristol Blue Glass to commemorate their lecture.
Everyone plays a part in Flight Safety….
Earlier in the year, Shaun Blayney, an aircraft engineer in Hangar 17,
was working on a C-130 Hercules and whilst carrying out a routine
technical inspection he noted that the instruction incorrectly identified
the orientation of the locking plate under inspection. The installation
could have caused the plate to be fitted upside down – leading to
possible failure of the plates and damage to the aircraft. Shaun
reported this immediately and action was initiated to the technical
instruction and the drawing was amended.
On the 8th May Group Captain Chris Huckstep presented Shaun with
a certificate in recognition of his significant contribution to Flight
Safety. For the company it represents to the RAF and other
customers our continued commitment to Flight Safety in producing
a safe and quality product.
Aeropeople add global airline Qantas to their support portfolio
Aeropeople Ltd, the technical support subsidiary of Marshall Aerospace, has been selected by the Australian airline Qantas to provide engineering
support to Qantas' on-site engineering team at London Heathrow on their Boeing 747 and Airbus A380 fleets. Not only is Qantas a new client
for Aeropeople, but the A380 is also a new aircraft type for the company’s engineers at Heathrow. Having completed an intensive General
Familiarisation training course at Aeropeople’s offices in Cambridge, the engineers commenced the assignment on Monday 20th July.
Qantas Engineering, the maintenance arm of Qantas, is responsible for supporting the airline’s 136 aircraft - of which two aircraft types – the B747
and A380 - fly daily into London Heathrow. Based at their London Heathrow maintenance outstation at Terminal 4, Aeropeople’s 16 unlicensed
engineers are providing line maintenance services to Qantas’ fleets of 30 B747 and 3 A380 aircraft for an initial 1 year contract.
“We were invited to tender as a result of an industry
recommendation,” said Kevan Bishop, MD of
Aeropeople, “and were selected as we were able to
provide a tailored manpower based solution to allow
Qantas greater control, flexibility and ultimately a
reduction in operational costs. Aeropeople are
already established at the London airport in support
of a variety of major airlines and MROs, and this
contract will further enhance our presence.”
Since its launch in May 2001,
Aeropeople is now recognised as
an industry specialist and the
company now manages contracts
world-wide with over 1000 staff.

News 07
A Clear Vision
The first half of 2009 has been particularly busy
for the airport and business aviation centre. Total
Airport movements are up 518 to 19,275 (3%)
for the first half of 2009 against the same period
last year, and visiting general aviation
movements are also very encouraging - up 707
to 2045 (53%). Horse flights have more than
doubled and charter flights are up 25% versus
last year. Executive jet movements jumped
about 5% over the first quarter of 2009 following
the official opening of the new Marshall
Business Aviation Centre despite the severe
weather in February, and we continue to deal
positively with current market challenges.
In terms of news and events, here are some of
the highlights over the past six months…..
June 9th….
Tuesday June 9th was an important date for the
airport for two reasons – firstly it was the 80th
anniversary of the opening the airfield on its
current site, and it was also the date chosen for
the fifth biennial Business & General Aviation
Day – BGAD 09 - to be held here and on this
occasion it also coincided with the Marshall
Group Annual General Meeting. Working once
again with EBAN magazine, the BGAD
exhibition was held in Hangar 1 with
participation from over 35 companies, and 12
aircraft on static display together with vehicles
from the Motor Group, and the Porsche Club of
Great Britain. In Hangar 22 the British Business
& General Aviation Association gave a seminar
on “Making the Case for Business Aviation”
which was attended by over 80 people. The
event was attended by over 600 people and
also gave Marshall Business Aviation the
opportunity to showcase its new state-of-theart
facilities to the industry.
Introducing Ambeo!
Newly-formed jet-charter company Ambeo
PLC has selected Cambridge as their base as
they look to grow their business; they are now
officially headquartered at the Marshall Business
Aviation Centre which they plan to use as their
operational base for their forthcoming fleet of
Cessna Citation Mustang aircraft. Ambeo intend
to provide ad hoc charter services on Cessna
Citation Mustangs - operating up to five aircraft
under their own air operator’s certificate within
the first 12 months, with the view to expanding
the fleet across Europe and operating up to 30
aircraft within five years. Just as the Marshall
Business Aviation Centre is starting out, we
would like to wish Ambeo all the best as they
launch their business too!
Airport Services for the Industry
Another part of the airport is Marshall Aviation
Services which is dedicated to the provision of
management, technical and support services
for the aviation and airport industry. The Aircraft
Support IPT at RAF Wyton has contracted
Marshall to supply Portable Airfield Clearance
Systems (PACS) to control Foreign Object
Debris on airfields in the UK and operational
environments for the next 5 years.
Foreign Object Debris refers to all the loose
pieces of debris which can be found on airfield
ramps and taxiways, including nuts, bolts, rocks
and stones. Marshall is the official UK
distributors for the FOD Boss - a sweeper
designed for collecting this debris, and also
provides the equipment for many civil airports
including Coventry, Biggin Hill, Bristol, Oxford,
and Stornoway.
Under the same Aviation Services banner, at the
end of April, Marshall Airport officially took over
the provision of Air Traffic Services at Coventry
Airport in an exciting contract which will see
Think time.
Marshall manage all air traffic control, air traffic
engineering and aeronautical ground lighting at
the Midlands airport. The contract will cover the
provision of air traffic management at Coventry
for five years, which will secure many jobs at the
airport whilst creating 34 new positions under
Marshall. In recent years the company has also
worked with many other UK airports including
Blackpool, Inverness and Norwich.
Industry Recognition
Marshall Airport Cambridge is proud to have
been awarded the United Kingdom’s Best
Aerodrome Award 2009 for General Aviation
from the Aircraft Owners & Pilots
Association (AOPA). To mark the award,
there will be an official presentation in the
Marshall Business Aviation Centre on the
27th August.
®

08 News
New Test programmes for Marshall Aerospace
Working with Bombardier…
Marshall Aerospace has been contracted
by Bombardier Aerospace, Montreal, to
perform tests on the outboard wing flap
for their newest aircraft – the CRJ1000
NextGen jetliner.
Bombardier Inc is a world-leading
manufacturer of innovative transportation
solutions, from commercial aircraft and
business jets to rail transportation
equipment, systems and services, and is
headquartered in Canada. Part of its
commercial aircraft range and the latest in
the CRJ family, the new CRJ1000
NextGen jetliner is Bombardier’s
optimised solution in the regional airline
industry for medium-haul application. The
100-seat regional jet made its successful
first flight last year and is in the process
of being certified to Transport Canada
(TC), Federal Aviation Administration (FAA)
and European Aviation Safety Agency
(EASA) standards.
As part of this official approval process, MA will be working with Bombardier and TC to provide the data for certification of the outboard wing
flap, which will be carried out at Cambridge. The company will also be responsible for the design and build of the test rig, and the programme
will include limit and ultimate static tests, fatigue tests and residual strength tests.
…And Spirit AeroSystems (Europe)
MA has been awarded a 2-year preferred supplier agreement to provide Spirit AeroSystems (Europe) with all structural and environmental testing
requirements.
Spirit Europe, with its manufacturing facilities in Prestwick, Scotland, and support facilities in Samlesbury, Lancashire, is one of the key
supplier/partners to the two largest suppliers of Original Equipment Manufacturer (OEM) aircraft – Airbus and Boeing. Spirit Europe is the
European division of Spirit AeroSystems, Inc. With its corporate headquarters in Wichita, Kansas, Spirit AeroSystems is the world’s largest
independent supplier of commercial airplane assemblies and components. This supplier agreement will see MA provide expertise in test from
the early stages of definition, planning and liaising with the end-customer, through to completion in support of Spirit Europe’s delivery of wing
and major airframe structures.
Professional Development for Facilities team pays off
Following their promotion to supervisory positions
within MA Facilities, Andy Cordrey, Mark Evans,
Gary Pratt and Steve Eley undertook the ILM Level
3 (Leading Effectively & Solving Problems) Course
between March 2008 and December 2008 at the
West Anglia Training Association.
During the course, they learnt about leadership
style, communication with the workforce,
employment law, decision making and the
disciplinary process. A number of areas which were
learnt on the course have now been successfully
put into practice in the MA Facilities department,
especially on the communication side.
Graham Frobisher, Head of Facilities, said
“Congratulations to the team for completing this
challenging course – there are significant benefits
not only for the individuals and the department, but
also to the company as a whole.”
The photo shows the team with their certificates:- Graham Frobisher (Head of Facilities), Andy Cordrey, Mark Evans, Martin
Broadhurst (Chief Executive), Gary Pratt and Steve Eley.

Environmental 09
It’s not just Argos!
Thanks to a joint project between Production and Purchasing, new technology has been introduced to the MA Central
Store to allow the mobile paperless picking of parts, resulting in 30% reduction in pick times. This “paperless” picking
allows parts demands to be tracked from stores to the aircraft bay. The Technician can follow the progress of the part to
the bay from a suite of screens available on Tandem. The relevant Production Control Booth (PCB) can see if a part is either
at ‘picking’, ‘in transit’ or ‘delivered’. The process is linked to scheduled work packs allow parts to be provisioned but
prevents picking until the PCB ‘racks’ the work card and indicates the part is required.
ACB3 Screen
The key to the process is the replacement of printed pick lists with a hand held reader carried by the stores person, which
constantly displays the latest items to be picked. With the introduction of these mobile screens and hand held printers,
picking by barcode technology has become a reality at MA. With Tandem software integration developed by the MA IT
team, touch screen technology eliminates many of the potential delays inherent in the old picking process.
Hand held reader
Each requirement is colour coded on the screen to tell the stores person how urgently the part is needed – red lines
indicate that a part is required immediately, as the job is currently in work – blue indicates routine. To ensure that priorities
are attended to immediately, the system won’t allow any routine demands to be picked, until all the priorities have been
cleared from the system This is the first time Stores has had an automated indication of priority within the picking process,
supporting efficient picking to meet Production’s needs.
IFS1 Screen
As the stores person performs the pick, the item barcode is scanned, with the hand held reader, which validates the item
detail with the Goods Receipt Number (GRN) detail. The mobile printer then outputs a barcode label with the item detail
which is attached to the bagged parts for movement to the user. The complete pick transaction is done on one screen
without paper.
Scanning the part
A 30% decrease in picking times has been recorded when the new technology was tested against the paper pick system.
Efficiency should further improve as the stores personnel become more familiar with the new equipment.
Sustainable Development – Making a difference !
As a key supplier to the UK MoD, Marshall
Aerospace has recently committed to support
the UK MoD in meeting Government targets
for Sustainable Development within their
supply chains. Whilst that might sound
commendable, you could be forgiven for
asking “what does it actually mean?”
Sustainable Development is described as
“development that meets the needs of the
present without compromising the ability of
future generations to meet their own needs”.
It’s about making a difference.
As a signatory of the UK MoD Sustainable
Procurement Charter, MA has recently
completed a self assessment against the
Government’s Sustainable Procurement
‘Flexible Framework’. This Framework is seen
as the vehicle for focusing and measuring the
sustainable development status and progress
of major suppliers, such as MA. All
Government departments are required to
report progress against this Framework, and
to achieve at least Level 3 maturity in all areas
by December 2009.
MA’s self assessment has placed us at level 1
maturity and, although MA isn’t required to
achieve the same December 2009 timescale
as Government departments, there is clearly
much for us to do to reach level 3 during 2010.
An action plan has been put forward by MA
which will be an agenda item at the next Key
Supplier Performance Review meeting with
the MoD in July this year. Although 2009 is
being treated as a trial year, from 2010
onwards our sustainable development
progress will form part of our overall
Performance Review score.
Sustainable development is recognised by the
MA Board as being of major importance to the
business going forward. Martin Broadhurst
has emphasised this point:
“Whilst Purchasing will be at the forefront of this
initiative, as the department responsible for
procuring the company’s goods and services,
it is the responsibility of all of us to play our part
in considering how best to support our future
sustainable development needs”.
Work is already underway to review how we
select, source and procure our goods and
services to ensure that, in future,
Environmental and Corporate Social
Responsibility factors are an integral part of our
purchasing decisions.To underline our
commitment to sustainability MA has already
contracted for 100% of our electricity
requirements to be from ‘green’ renewable
sources from October 2009 onwards. We also
continue to invest in pollution preventative
technologies such as the near-zero solvent
emitting vapour degreaser unit within Heat
Treatment, as well as actively increasing our
recycling initiatives within the workplace to
reduce the amount of recyclable waste going
to landfill.
But everyone can play their part – if you’ve
ideas to help, let us know. Make that
difference!
Jon McKeown, Head of Purchasing
Ext: 3013
James Heffron, Environmental Manager
Ext: 3749

10 Human Resources
MA Transformation Team
Employee Survey – Feedback and Improvements
In the last issue of MA News we published the company-wide consolidated results of the inaugural Employee Culture and Behaviour
Survey; departmental results were distributed to each individual department. Many of you completed the Employee Survey at the end
of last year and took the opportunity to comment openly on certain aspects within the company, such as teamwork, communication,
individual performance etc. Over 800 comments were generated which proved to be extremely constructive, and a number of
suggestions have been incorporated into the Transformation Project.
In addition to the initial feedback, we now provide examples of some of the subjects raised, and outline the resulting actions taken by
the company:
You said: “We want positive feedback and
regular performance reviews, we want clear
objectives and for line managers to define
priorities and actions effectively, we also
want greater empowerment to be given to
employees”.
We have: “Commenced the introduction of
Performance Management (PM). When we
started this project, it soon became clear that
people across the business didn’t really know
how and where they fitted into the business,
what was expected of them or how well they
were doing. That was something we clearly
had to address, so we have designed a
scheme that encourages regular discussion
and feedback and sets objectives that aim to
give individuals the responsibility to achieve
their objectives. We have already started the
roll out of PM in the Production departments
and some of the core teams with a great
response so far – people have been really
enthusiastic! “
We will: “Finish the roll out by the end of this
year so that none of us will have too long to
wait! What has also been extremely positive
is that this excellent piece of work has been
achieved with a working group of people from
a variety of departments across the company
– it’s been hard work but hugely rewarding”.
Vivienne Bush, Chair, PMWG - Performance
Management Working Group.
You said: “There is a need to improve
working relationships between
departments”
We have: “Recognised the need to involve
people from different departments within our
Transformation activities. This has enabled us
to get the optimum benefit from the vast
experience of the people actually ‘doing the
task’ to help us to develop future processes.
We have actively encouraged discussion
between the various areas of the company in
an effort to help identify areas for
improvement and to foster more effective
working relationships.
A really good example of this is where more
than 80 cross-functional representatives
supported our end-to-end process
workshops that helped us to produce and
agree improved processes that will be used in
the future. People have shown a real
enthusiasm towards working together, and
this has also helped individuals to understand
each others issues and priorities. Indeed, a
key element of our future processes is to
further develop far greater concurrent working
in both developing our customer bids as well
as the project delivery itself.”
We will: “Continue with this theme of wider
involvement of colleagues within all of our 6
Transformation work streams, ie shaping both
the new corporate Induction Programme and
the company-wide Skills and Competencies
Framework.”
Jon McKeown, Head of Transformation
You said: “There is a need to improve
technology”
We have: “Recognised the need to better align
ourselves with the business to ensure that the
correct level of technology is provided for use
in the workplace. As part of the Transformation
Team’s improvement of the end-to-end
processes, we are reviewing the capabilities of
our current computer systems to determine
how best to support the requirements going
forward. As part of this exercise we have invited
an external consultancy to perform an
independent high level review of the company’s
IT requirements; this will provide a better
understanding of what we have and what we
need. One of the themes within the
Transformation Team is ‘Improved
Communication’ and we recently released the
Transformation Team Intranet site to ensure that
people are better informed on the progress
being made with the various initiatives.“
We will: “Continue to develop the
Transformation Team Intranet site; some ideas
currently being considered are features such
as ‘BLOGS’ and ‘Wiki’s’. Also, the new MA
Intranet is due to be released in August and
brings with it many standardisations in how
we store information and retrieve it, while at
the same time giving the MA Intranet a much
needed facelift. We will also look at ways to
consolidate the IT function into a single unified
service, centrally available to the whole
business; this is critical to any strategic IT
planning.”
Brett Davis, System Development Manager
CONTINUED >

Human Resources 11
You said: “We would like to see Company
and Department Key Performance
Indicators and Metrics”
We have: “Published the key performance
indicators of all departments on the Intranet
"KPI Dashboard" every month. These include
top level statements from the CEO and full
details of the company financial
performance.”
We will: “Continue to keep this up to date
every month and make sure that all
employees have access to it. We will also
refine it to provide appropriate and relevant
information in the future.”
Alan Paul, Head of ICT and Security
What Next?
Many of you also commented on learning,
development and training within the company;
we are pleased to report that there is currently
a Working Group developing a framework and
database which will give consistent guidance
on individual and group development ,and will
recommend suitable courses and other
methods of training linked to business
objectives and individual training requirements.
Work is also being carried out on improving
our current Induction Training and related
processes to ensure that new employees are
positively engaged and effectively inducted
into the organisation.
The initial survey was conducted in December
2008, and was planned to be carried out on a
6-monthly basis. However, in order to extract
the data and make meaningful changes and
improvements, it has now been decided that
the survey should be completed on an annual
basis. We plan to launch the next survey in
September 2009 (this will align with the
Production Survey, which is carried out twice
a year), and thereafter on an annual basis.
Following feedback from the Pilot, we have
also made some slight amendments to the
survey with regards to some additional
questions, and department structure.
If you have any questions regarding the
above please contact Vicky Keating, HR
Advisor on ext 3135.
Update on Performance Management
Illustrated below is the high level transition plan as at 1st July 2009.
General Update
Documentation: All Performance Management (PM) documentation can now be located on the HR Intranet, under Policies and Procedures;
Performance Management.
Automation: Due to the review of the MAWEB system, the automation of the PM has been put on hold. However, an interim solution using
an ODBC database has been developed and implemented. In the longer-term we hope to utilise SharePoint and the PM Working Group
is working with IT to develop this idea further.
Training: Nine x 2-hour PM training workshops have been undertaken, with AeroAcademy launching their supporting E-learning courses
during the week of 15th June. This package covers practical performance management, setting objectives and managing
underperformance. Over 80 managers have been trained on PM with further training and communication planned over the summer months.
Update on Progress: A number of employees, across twelve cost centres have been communicated with and trained on the principles
and concepts of PM, whilst training on how to conduct PM reviews is currently underway. However, in the interim, all employees whose
performance is reviewed under the Skilled Grading (Fitter) Scheme will remain within this scheme for the immediate future; with work in hand
to look at how the Company Values/Behaviours can be incorporated into the Skilled Grading Scheme.
Discussions on how to best implement Performance Management into the Business Units are currently underway, with a meeting scheduled
to understand how PM currently works within Manufacturing Support. Alan Greenbank, Jonathan Land and Ian Roberts have produced an
initial model for PM for use across the Design Office and amalgamating the new PM scheme within the existing framework.

12 Focus on...
Five Decades of Wheel & Wings - Derrick Aspland
Clocking up a commendable 48.7 years with
Marshall’s, Derrick Aspland talks about his
experiences working across the breadth of
the company…..
“I started as an Apprentice Draughtsman in the
'Bus Division (originally known as ‘Marshall
Mulliner Buses’) in No.8 Hangar on Tuesday 9th
August 1960. On completion of my
apprenticeship, I continued to work in the 'bus
section and was lucky enough to be involved in
a variety of programmes:
In 1960, bus bodies at Marshall were built for
schools, private operators and also for export
(inc: long-nosed, normal control buses built for
operation in the Sudan.) The following year saw
the start of building buses for the BET (British
Electrical Traction) Group of Companies
(Southdown, East Kent, Western Welsh, South
Wales, Rhondda, Ribble, Oxford, Yorkshire
Traction, Yorkshire Woollen, and many more).
These buses were basically to a BET design on
AEC and Leyland chassis – each body being
finished in the operating company’s trim and
colours. The majority were for Service Bus use,
some were used for Dual Purpose use, being
fitted-out with Luxury seating.
As time went on and the regulations changed,
Marshall’s customer field also changed. The
three production lines in No.8 Hanger were
often filled to capacity, turning out around eight
vehicles a week for:
• Export – the largest order being for 100
bodies for Lagos, and another for 75 bodies
for Buenos Aries
• BET (later name changed to National Bus
Company – NBC)
• Municipality (Bradford, Chesterfield,
Blackpool, Yarmouth, Sunderland,
Portsmouth, Southend, etc.).
• Ministry of Defence (MoD) – Buses
convertible to Ambulance role – 12 & 16
stretcher capacities (well over 500 of these
type vehicles produced)
• School Buses – Norfolk, Suffolk, London,
Newcastle to mention just a few
• Double Deckers – in the latter years bodies
built for Leicester, Derby, Newport,
Strathclyde, etc.
Over the years there were so many different
chassis / customers / body styles that work
was always varied and interesting ~ no two
consecutive orders were the same. The legal
maximum length in those days was only 30 ft
(less than 10 metres), but now bodies are
permitted to be 15 metres long (over 49ft.). The
longest ones built at Marshalls were 12 metres
long (39’ - 4 3 /8”).
Also during this time I moved about a bit
on what Sir Arthur Marshall used to
call the 'magic round-about'.
In the early 1970’s, when
there was a shortage of
'bus work, I spent
six months in
Motor Bodies Design Office, and three weeks
in Commercial Metal Detail in an administrative
capacity. With 'bus production at a 'low' due to
the removal of government 'bus grants, the
'Bus Division closed in early 1984.
Following this closure, I spent three months in
the Motor Bodies Estimating department -
deputising for Eric Goodacre who was off 'sick'
for a while. On 23rd April 1984 I moved into the
Motor Bodies Design Office, back on the
drawing board again - working on various
vehicles, containers and also on a contract of
'bus design work’ for Eastern Coachworks of
Lowestoft.
Work in the Motor Bodies Design Office was
also very varied, and I gained experience on:
• Military Container Bodies
• Low Framed Brewery Dray Lorries – Curtainsiders
for Whitbread
• Demountable Brewery Dray Units –
interchangeable between Trucks and Trailers
– Whitbread
• Design contract with Eastern Coach Works
(ECW) of Lowestoft for an ‘Export Bus’
configuration (1987/88’ish - The manager at
ECW was formerly a draughtsman at
Marshalls in both the Motor Bodies and Bus
Divisions – Alan Hunton)
On 24th April 1989, I moved into the Aircraft
Design Office into the role of Technical Office
Administrator, and by my retirement on 21st
April 2009 I completed 20 years in this post all
bar three days. Overall I have completed a total
of 48.7 years with the company.
My interests outside of work included
Football Refereeing – I started
refereeing in the Cambs.
League Football in the
1964-65 season,
and also
officiating as linesman on the then Eastern
Counties League until the mid 70's. I held
the position of Secretary
and Treasurer for over 20
years and was awarded
the Long & Meritorious
Service Award (LMSA) for
services to Refereeing by
the National Referees
Association, which I
received at the National
Conference in Manchester.
I still have an interest in
refereeing, having served
as the President of the
Newmarket Branch for the
last six years.
In 1977, I became a member of my local
Church Council (All Saints’, Kirtling), and took
on the duty as a Church Warden in 1982, as
well as Secretary (I am now in my 28th year in
this position). In 1999, I started a three year
training course to become a Licensed Lay
Minister (formerly known as Licensed Readers)
and was licensed at Ely Cathedral in Eastertide
2002. I am now able to officiate at normal
church services and funerals (not
baptisms or weddings).”

MA in the News 13
Marshall Aerospace has established its own AeroAcademy to support
training, both internally and throughout the Aerospace Industry. It offers
an extensive range of training including basic skills, technical and
regulatory training while supporting the existing apprentice and adult retraining
schemes.
AeroAcademy has already developed a reputation as a leading training
services provider for the Aviation Industry and continued personal
development of aviation professionals in respect to aircraft
maintenance,repair and overhaul. In September 2009 AeroAcademy will
launch a further academic programme, in conjunction with Kingston
University which will support training pathways up to degree level /
licensed engineer. Students will be welcomed for the first time into
Marshall AeroAcademy through UCAS applications.
To support this development the company has agreed to the
refurbishment of Green House Farm to support the incoming students
for 2-3 years of their academic life within Marshalls’ AeroAcademy. This
historic building was once the working residence of the late Sir Arthur
Marshall. A fitting setting for the first academic students to grace Marshall
Aerospace and AeroAcademy.
AeroAcademy are also developing an extended E-learning portal which
is currently running a range of pilot operations to support performance
management. Full details of the AeroAcademy are summarised on our
website www.aeroacademy.co.uk. Details of extra capabilities will be
covered in the next issue of MA News.
Countdown to the Open Day…..
With less than a month to go, plans are now firmly in place for the Centenary Family & Friends Open
Day which is being held on Sunday 20th September and promises to be a day filled with activities
for everyone across the Group of Companies.
• 12.00 – Gates Open
• 12.30 – Funfair opens and all static displays open
• 13.00 – Food Halls open
• 15.00 – Flying display starts
• 16.00 – 16.30 Red Arrows arrive and massed departures of visiting aircraft
• 16.30 – Flying display restarts
• 17.00 – Food Halls close
• 18.00 – 18.25 – Red Arrows Display
• 18.30 – Open Day ends
• 19.00 – Gates Close
The flying display will include aircraft from the company’s 80 years in aviation –
from the Lancaster, Spitfire, Tiger Moth, Venom and Vampire, to the Hercules, Tristar,
Vulcan and B17, ending with a big display by the Red Arrows.
There will also be a funfair and many of the hangars will be open for a “walk-through”.
There will be plenty of food and drink available and a large static display of past and
present products from across the companies, as well as the opportunity for joy flights.
You can keep up to date on the activities planned for the day by looking on the MA Intranet
under “Open Day.”
There is still time to apply for tickets through the Open Day intranet. Please click on “Tickets”
and apply using the form provided.

14 MA People
2009 Centenary: Group Learner of the Year
As part of our Centenary Celebrations, we have a number of events running during the year and particularly in September to celebrate this
remarkable achievement.
Marshall Aerospace has a long tradition of recognising Apprentices through a formal annual event. This will not change. However in our
Centenary year, and possibly future years, we should like to recognise the achievements of other learners throughout the Group in addition
to Apprentices. As a result, it has been decided that one employee from each Marshall Company will be selected as Learner of the Year
2009. There will be a nomination and selection process taking place over the coming few weeks to identify staff who, as part of their
development, have applied the Company’s investment in them in a way that has added value to themselves, to their work and to the success
of the Marshall business.
This will culminate in a Marshall Group Learner of the Year Awards event on the afternoon of 9th September when we shall highlight some key
people achievements. Award winners will be published in all Company magazines.
If anyone wishes to know more, please call:
Marshall Aerospace:
Nikki Clark, HR Projects Officer, 01223 373389
2009
Marshall Motor Group:
Carole Burman (nee Minter), HR Directors, 01223 377329
Marshall Land Systems:
Denise Thompson, Head of HR, 01223 373039
Marshall Fleet Solutions:
Robert Arbon, Human Resources and People Services, 01223 377468
Learner of the Year Awards
Marshall Group of Companies
MA Trio complete legendary
Three Peaks Challenge
Three Marshall Design engineers have conquered one of the UK’s
toughest physical challenges to raise money for the national charity
Caudwell Children. Steve Tweddell, Martin Shipley and Jon Burnip took
on the renowned Three Peaks Challenge as part of a team of nine which
has collectively raised over £8,000. As part of the challenge, they scaled
three of the UK’s highest peaks in under 24 hours, and endured around
14 hours of tough mountain trekking, which included an early morning
hike starting at approximately 4am. The challenge saw the team take on
Ben Nevis in Scotland before travelling to The Lake District in England
where they tackled Scafell Pike, before getting back in the mini bus and
travelling to Wales and scaling Mount Snowdon.
The funds raised by the group will now be used to send a youngster
with a life threatening condition and their family on “Destination
Dreams”; an annual trip organised and run by national charity Caudwell
Children. In November, the Charity hopes to take 25 families to
DisneyWorld, Florida, where they will stay at the Give Kids the World
resort, Orlando, specifically designed for sick youngsters and where a
child can only visit once in their lifetime. To date Caudwell Children has
donated over £10 million to thousands of children with more than 160
medical conditions.
The team photo shows Steve (middle of back row in red), Martin (bottom row on the
right) and Jon (back row, second from right).
On behalf of the MA participants, Steve Tweddell commented "We are
really proud to have conquered this challenge and are considering an
even tougher one next year - on a personal level with fatherhood only
weeks away, it gave myself the opportunity to setup the highest treasure
hunt in the UK by hiding three silver dollar coins on the summit of each
mountain in preparation for a father and son trip when he's old enough."

MA People 15
Training the Leaders of the Future!
In January 2009, six Marshall Aerospace graduates were selected to take
part in a Myers Briggs Type Indicator (MBTI) programme aimed at
understanding and improving self awareness within the working
environment. The course itself took place over a 4 month period and was
run by an external consultant, Julie Horne.
The programme centred around five core areas;
• MBTI Feedback & Self-assessment
• Goal Setting & Prioritisation
• Effective Communication Skills
• Decision Making & Problem Solving
• Understanding Stress & Dealing with Conflict
During the course the graduates were encouraged to partake in group discussions, offer individual contributions and debate issues relevant
to their working environment. One such group activity involved the group deciding individually which items would be crucial for survival if
they were stranded in a desert after a plane crash. This exercise allowed the group to work together and discuss potential methods of survival
which were debated amongst the graduates until a final decision was reached.
The course concluded with all six graduates presenting individually on what they had learnt and the self-awareness gained over the duration
of the MBTI programme. The presentation was delivered to a number of Department Heads and Senior Managers - some of whom mentor
the graduates. Due to the positive feedback and response from the six selected graduates, a further group of MA graduates are currently
undertaking the MBTI programme. All six graduates successfully received a certificate of participation in recognition of their hard work and
effort. Congratulations to them all!
The photo shows the graduate trainees with their certificates:- (left to right) Ian Hawkins (ADO Systems Design Engineer), Gemma Malone (ADO Systems Design Engineer),
Owen Morgan (Graduate Management Trainee), Amy Stratford (Assistant Commercial Account Manager), Sam Storrar (Core Commercial Graduate Management Trainee)
and Kate Mundy (Core Commercial Graduate Management Trainee).
Cambridgeshire Big Skill winners announced
The winners of Cambridgeshire’s Big Skill Awards 2009 were announced on Monday, June 15 at a glittering outdoor ceremony, and Marshall
Aerospace was very proud to see a member of its very own Design Office receive an award - April Baker won the Skills for Work Award.
Run by the Learning and Skills Council (LSC) in partnership with BBC Radio Cambridgeshire, The Big Skill Awards recognise and reward
people who have improved their life or the lives of others through learning.
The winners were announced on Monday in Peterborough at an outdoor awards ceremony
that was open to the public to attend. Winners were presented with a certificate, trophy and
a £150 experience day voucher by BBC Sport presenter Ray Stubbs, who launched The
Big Skill in Peterborough in January this year. The awards ceremony followed a day-long
showcase event outside the Town Hall, where people could try their hand at different skills
taught by colleges and training providers in Cambridgeshire, from plumbing to smoothie
making and brick-laying to race car driving (in a simulator!) at the showcase stalls outside
of the Town Hall.
There were also stage performances throughout the day, compered by BBC Radio
Cambridgeshire, including storytelling and stage combat from Cambridge Regional
College, hair demonstration and a samba band. Peterborough Regional College put on
street theatre performances around the area outside of the Town Hall throughout the day.
Graham Brough, Area Director at LSC Cambridgeshire, said The Big Skill had done a great job of raising awareness of the learning and
training opportunities on offer in Cambridgeshire. “It’s been wonderful to celebrate and recognise the real achievements of learners across
the county,” he added. “The Big Skill winners should be an inspiration to others and show that it is possible to overcome challenges and
learn new skills that can open doors and change lives for the better.”

16
Name:
Department:
Competition
The winner of the last edition’s competition is Daniel Plaskett, 12
Paint Shop. Congratulations and your vouchers are in the post!
To be in with a chance of winning £25 in vouchers, simply identify
the story and the page number from which each photo clip
below was taken from in this edition of MA News. Please return
the completed form to Vicki Lea in Marketing by 15/10/09.
Here are this edition’s four photographs, Good Luck!!!
Telephone Number:
Picture 1:
Page Number:
Story Name:
Picture 2:
Page Number:
Story Name:
Picture 3:
Page Number:
Story Name:
Picture 4:
Page Number:
Story Name:
Happy Retirement!
Name Date of retirement No. of years
Mr Robbie Honnor
ADOPSM 20/07/2009 15 years
Mr Clifford Baker
PRDAM 30/07/2009 3 years
Mr Peter John Smith
PRDPM 31/07/2009 6 years
Mr David John Bone
ManSup 12/08/2009 39 years
Mr Howard Fortin
ADOT 20/08/2009 9 years
Mr John Aplin
PRDAM 12/09/2009 4 years
Mr Lester Johannes
Airport Operations 11/09/2009 3 years
Mr Howard Arthur Valiant
Goods Inwards 15/09/2009 15 years
Mr Malcolm Griffin
ADOT 27/09/2009 48 years
Mr Peter George Clarke
Hangar 16 Stores 30/09/2009 7 years
Sponsored Walk for the
‘Orangutans Foundation’
“We recently organised a sponsored walk to help save the
Orangutans and their habitat in Borneo. The walk was from Ely
to Waterbeach, (in Fancy dress) along the river Cam. It was a
pleasant walk which took us over 4 hours and on arriving at
Waterbeach we had a buffet that was brought to us by our very
own chef (Thanks Fiona).
We enjoyed the walk so much that we are planning to make it
an annual event. What we are really concerned about is that it
is not just the Orangutans who are losing their habitat to make
way for Palm Oil Plantations but it all the other animals and birds
too. Palm Oil is used for vegetable oil which is used for roughly
9/10 of household products ranging from chocolate bars, cakes
& cereals. If this destruction continues we will lose our wildlife
and most of the rainforest which adds to climate change. This
destruction will continue if we continue to buy products with
vegetable oil in the ingredients.
We would like to thank everyone who supported us and gave
donations. We will have raised £1221 when all outstanding
donations are received, therefore if you sponsored us and have
not yet coughed up your cash it would be greatly appreciated
if you could. We would also like to thank Trevor Wright from
the Orangutan foundation for his help.”
Angie Lawson - Post Room
Angie Jefferson - Avenance