Issue 1 | 2016Update Cobham news for Cobham peopleOur company Vision and Values:You spoke, we listened Our ‘one company’ Vision makes it clearer what Cobham is about. The new SPIRIT Values support our Vision and help us identify what’s important to us. Also in this issue NASA astronaut touches down at our Orchard Park site.Image: courtesy of Boeing.
02 A message from our CEO When we look at the world today, we see a number of interrelated trends that are driving our end markets. We’ve seen global growth slow as the world’s second largest to them, focused on continuously improving, enabling not only economy, China, struggles to move to a more consumer-based Cobham’s success but also theirs. rather than export-driven economy, resulting in a devaluation of their currency and significant uncertainty. We’ll continue to align our technology investment to our customers’ needs, focusing on next generation radar, electronic warfare and aerial In the US there is an election taking place in 2016 and in the refuelling programmes, communications technologies to support the UK a referendum on staying in or leaving the European Union; entrance into service of new satellite constellations and 5G network both creating more uncertainty and potential knock-on effects development toolsets, all of which will enable future growth. to our business. We have started 2016 in a good position and need to focus on our The changes in China and indeed in Asia have resulted in a slowing customers, our execution and our drive to generate strong, free of demand and a fall in prices for most classes of commodities that cash flow and reduce the debt level we are carrying. This last item is are related to infrastructure growth, including oil and gas, iron ore, especially important for everyone to focus and act on as it impacts nickel and other minerals. We have also seen an oversupply of oil our ability to grow in the future and reduces our operating flexibility. and very volatile oil pricing. We have a clear strategy and a new set of values to drive our The increasingly uncertain security environment has a mixed impact success. These not only describe what we need to do to be on our business. On one hand, it’s injecting further uncertainty into successful, but they also tell us what’s important to our business and commercial markets; on the other, many nations are reconsidering give us guidance on how we need to behave in order to achieve the their allocation of resources to defence and security budgets, with greatest results. a view to perhaps increasing them. You play a vital role in this success and give us a real competitive Cobham is well positioned to deliver value to our customers and advantage; and we need you to be fully engaged in order to be our shareholders, as approximately 85% of our portfolio is exposed successful going forward. We will continue to invest in personal to stable or growing markets. The drivers of sustained growth that development, providing access to world-class tools and processes to underpin our portfolio - the need for increased connectivity and enhance skills and capabilities, and work with you to make Cobham a persistent defence and security concerns - will also become more Great Place to Work. pronounced. That’s why we need the SPIRIT values: to help us become more Customer focus is a critical factor in our success moving forward; customer-focussed; to harness the full, global potential of our talents by aligning our investment in technology and know-how and our and skills; to take pride in being part of ‘one Cobham’. continuous improvement initiatives, we support our customers’ key objectives, including On Time Delivery, with excellent quality, and SPIRIT means we focus on Safety, Performance, Innovation, the development and delivery of innovative, discriminating and Relationships, Integrity and Trust. cost-effective solutions. SPIRIT means bringing everyone together; we want everyone to Since 2011 we’ve seen On Time Delivery improve; we’ve seen a know what our priorities are. It means actions, not words. It means decrease in defects; and Supply On Time, In Full has also improved. looking to the future. This improving performance is enabling us to have more positive discussions with our customers as we become a better partnerUpdate Cobham plc Editor: Victoria Archer Issue 1 | 2016 Cobham Mission Systems helps customers to increaseIssue 1 | 2016 Brook Road Corporate Communications Specialist the safety and mission capabilities of their personnel and Wimborne, Dorset Update equipment in extreme environments. And no platform better BH21 2BJ Cobham news for Cobham people exemplifies the work we do in Cobham Mission Systems than England the KC-46A, the US Air Force’s next generation refuelling tanker. +44 (0)1202 882020 Our company Vision and Values: All Mission Systems Business Units – Davenport, Orchard Park [email protected] You spoke, we listened and Wimborne - provide hardware to the KC-46A including www.cobhamsharepoint.com the aerial refuelling systems, internal body fuel tanks, oxygen Our ‘one company’ Vision makes it clearer what Cobham system components and fuel tank inerting systems. Our proven is about. The new SPIRIT Values support our Vision and and trusted solutions deliver assured performance and help us identify what’s important to us. class-leading cost effective solutions that enable our customers to bring complex projects like the KC-46A to market quickly Also in this issue and with minimal risk. NASA astronaut touches down at our Orchard Park site. Image: courtesy of Boeing. Contributions and comments should be addressed to the Editor at Cobham plc. Opinions expressed in Update magazine are not necessarily those of the Company or the Editor. While every effort is made to ensure the accuracy of the information contained in Update, no responsibility can be accepted for any errors or omissions. © Cobham plc 2016. All rights reserved. No part of this document can be reproduced without the express permission of the Editor.
Contents 03 In this issue of Update Group News08 Vision and Values: You spoke, we listened 04 Out of the boardroom, 10 Cobham stories from In conversation with Aviation Services 06 on to the shop floor around the globe Out of the boardroom, on to the shop floor 0804 Broadbanding – a formal framework for your job 18 Vision and Values: You spoke, we listened Pulling in the same direction with the X Matrix 2216 News 10 12Sir Alan Cobham Awards Cobham stories from around the globe 132015 Winners Satcom enables Bird in a Biplane VIP ceremony recognises progress in India People & Community Houston, we have a solution… 14 Sir Alan Cobham Awards 2015 Winners 16 Project & Programme Management – 20 Getting the Learning Ratios Right: 70-20-10 Ask Us 26 Sudoku 27 Corporate Responsibility & Sustainability 13 VIP ceremony recognises Compliance & Ethics – 23 progress in India ‘Taking short cuts is not an option’ 14 Houston, we have a solution… How our external suppliers shape 24 our internal business Update | Issue 1: 2016
04 Vision and Values Vision and Values: You spoke, we listenedThe Great Place to Work ‘The feedback we received from the Great Place to This isn’t going to happen overnight, uniting ussurvey provided the Work survey told us that our employees are unclear throughout a vast global company with 12,000company with a lot of as to what our company Vision is and how what employees across multiple countries is no easyfood for thought and they do helps the company achieve this Vision,’ feat. The aim is to encourage our employees toled us to update the reveals Elizabeth. ‘Employees also felt that the think outside not just their sector or Business Unit,Vision for Cobham Values we had weren’t representative of the kind but even their country. ‘We’re all One Cobham,and to create a set of company we’re aspiring to be.’ not one piece of Cobham,’ says Elizabeth.of Values that all of ‘There’s a temptation for people to work in aus could relate to. Hitting the right note silo environment because they’re so focusedWe spoke to the Vice on the challenge or task in hand, that they don’tPresident of Corporate The existing Vision, although clear, was a statement think about how other areas might be able toCommunications, and was missing an emotional connection. What take advantage of the amazing technologicalElizabeth Harraway, was needed was a Vision that everyone could developments they’ve achieved. What we have inabout the task of support, that unites our employees behind a one sector or business may have an application inuniting Cobham behind common purpose and that truly represents the another sector. If we develop something for ana common purpose. things we’re known for, what we’re proud of and aeroplane, for example, is there a way that we can inspires us, our customers and stakeholders. ‘We all adapt that technology and make it work for a ship?’ Sailing through want a sense of purpose when we get out of bed in the storm the morning’ added Elizabeth, ‘and our new Vision In for the long haul statement does just that; it says we’re united, we’re Coast guards all over the world rely on a respected pioneer, we’re global, we’re at the The new Vision and Values were launched in our SATCOM equipment, and our radios cutting edge, we’re experts at what we do, we’re November by our CEO Bob Murphy. Since then Bob have been keeping ships in trouble safe confident in our abilities and if anyone can do it – has travelled to a number of our businesses around for over 60 years. Cobham can!’. the world to share not only the Vision and SPIRIT Values with the teams, but also to talk about the After a round of workshops to gauge employee Company’s goals and objectives and how we can all opinion, the solution is a revised ‘one company’ play our part in achieving them and in celebrating Vision that makes it clearer what Cobham is our unified success. actually about and what we want to achieve: ‘Working together to be a leading global Elizabeth emphasises that, ‘Embedding something technology and services innovator, respected as important as a Vision and a new set of Values for providing solutions to the most challenging isn’t achieved overnight. It’s a whole engagement problems.’ and learning process that will go on not just throughout this year, but will become a part of the The new SPIRIT Values (Safety, Performance, company DNA as the company gradually adopts Innovation, Relationships, Integrity, Trust) support the kind of collaborative change needed.’ our Vision and help us to identify what we stand for and what’s important to us as a company. But In support of the new SPIRIT Values, we’ll be as Elizabeth reminds us, ‘It’s the behaviours we all introducing the SPIRIT Awards as a means of demonstrate that will signal the turning point for formally and informally recognising employees our business.’ who have demonstrated behaviours that reflect the Values, as well as recognising outstanding employee performance – so watch this space!Update | Issue 1: 2016
Vision and Values 05Safety Innovation IntegritySafety RelationshipsFrom guiding ships through storms That’s the Cobham We need to strengthen existingto helping astronauts breathe, relationships, and forge new oneswe are relied on the world over with both customers and colleagues.to keep people safe. Our ability to listen, anticipate others’ needs, collaborate, and respond in a timely and effective way will keep us ahead.Whether it’s protecting our customersfrom harm or keeping our workplacesand each other safe, our globalreputation demands that we alwaysmake this our first priority. Innovation That’s the Cobham Trust Of course we value innovation: Integrity Our customers trust us and our we’ve spent over 80 years finding products — often with their lives. solutions where no-one else could. We strive to act ethically and with integrity in all that we do. So we are always clear, we are always Now it’s time to see how skills We do things right while doing open, and we never make a promise and ideas from different parts the right thing. without being able to keep it. of the business can be combined. Relationships That’s the Cobham With better collaboration, anything is possible. That’s the Cobham Performance That’s the Cobham That’s the Cobham We’re famed for our high-performance equipment. But as we take on new markets and challenges, our competitive performance, our share performance, and our own personal performance are paramount. Performance Trust Update | Issue 1: 2016
06 In conversation with Aviation Services CV Peter Nottage President, Cobham Aviation Services (CAvS) Peter has more than 30 years’ experience within the aviation industry, commencing his career as an Aircraft Maintenance Engineer in 1982. Peter has a strong technical and commercial background with considerable experience in managing large, complicated procurement and mobilisation projects for Government and Defence performance-based contracts. As Sector President, Peter has safety, performance, profit and loss responsibility for Cobham Aviation Services plus accountability for developing and executing strategies to deliver growth, operational excellence and to develop key customer relationships. Acting CV Duncan Milne locally,growing Senior Vice President Sales and Business Developmentglobally Duncan has worked for CAvS for over 10 years. Prior to joining Cobham, he held a number of senior finance and commercial roles in a broad range of industries including security services, property development and telecommunications. Duncan is responsible for the Global Business Development and Strategy function for Aviation Services. This involves driving growth within the business (organic and acquisitive) and establishing corporate strategic objectives. Duncan has a Bachelor of Business (finance), and is a member of CPA Australia (one of the world’s largest accounting bodies) and the Australian Institute of Company Directors. CV Steve Barrett Vice President Human Resources Steve has worked for CAvS for 8 years moving from General Manager of Human Resources to his current position, where has 11 employees reporting to him. As part of the CAvS Executive team, Steve is responsible for the policies, procedures and practices used for the management and development of Human Resources. His specific focus is on strategic Human Resources, industrial relations and people development. Previous to joining Cobham, Steve held Human Resource and Employee Relations roles with Southern Cross Care, Mitsubishi Motors, Cadbury Schweppes and the South Australian Department of Labour. From flying blue chip clients How would you describe your role? into remote areas of Australia tosupplying air traffic display systems, Peter Nottage (PN): My role is about laying out a vision for Aviation Services and agreeing a strategy to get us there, and then working with the team to have the right people in the Cobham Aviation Services is right places and properly supported so the strategy can be delivered. infused with the pioneering spirit. Duncan Milne (DM): I see my role as helping to drive growth within the sector, through opportunity identification, prioritisation, campaigning and capturing phases. We have limited resources, so a big part of my job is making sure we focus on the bids where we have the best prospect of winning. Steve Barrett (SB): My role is to look after the 2,700 employees that make up Aviation Services across ten global locations. We caught up with Sector Can you give a snapshot of where Aviation Services is at the moment? President Peter Nottage and two key members of his team, PN: A number of years ago we set out to create a broader portfolio with presence in three Senior Vice President of Sales and key areas: Commercial, Special Mission and Rotary Wing. We set out not only to grow in Business Development, Duncan those three sectors but also to structure our organisation to be able to support growth in Milne, and Vice President of those three market segments in different geographies around the world. We are makingHuman Resources, Steve Barrett, to good progress.find out more about the challenges DM: And we’re doing some pretty interesting things as part of this plan. We’re flying facing the Sector. passenger jets onto gravel runways in Australia (we’re the only aviation services provider in Australia able to offer this). We’re also in the process of mobilising to deliver the AUD$700 million Australian search and rescue contract that starts in late 2016 and runs for 12 years. For this, we’re modifying four Bombardier Challenger executive jets, which will go into service in Q3 2016. These planes will offer Australia significant improvement in capability, with a longer range, faster speed to incidents and greater time over search areas.Update | Issue 1: 2016
In conversation with Aviation Services 07What are the main challenges facing across the Middle East but we’re hopeful of direction-finding equipment from across the securing growth in the Caribbean. Cobham family to use on our planes. So we getAviation Services? to procure, showcase and help develop Cobham SB: Cobham Aviation Services is a complex equipment.PN: Our Special Mission and Helicopter Services business so no two issues are the same. Webusinesses require a unique blend of military and manage a diverse range of employees from cabin SB: The breadth of what Aviation Services coverscommercial expertise, to the extent that many crew to pilots and engineers to managers across is extraordinary... And it’s unique in the worldof our employees are ex-military. We also work multiple sites and geographies. of Cobham! 80% of Cobham’s business involvesin some remote and isolated locations. This manufacturing whereas CAvS is a provider ofmeans we need to integrate employees from very What might employees outside of services. This includes flying people and freight,different backgrounds and ensure the environment Aviation Services want to know? undertaking surveillance and providing criticaland structure they work in supports the level training in operational readiness, search and rescueof collaboration and performance our business DM: We have an increasing global presence. We’re and helicopter flight just to mention a few.demands. It’s important because we’re working with currently in ten different countries and we’re startinga unique set of requirements with specially-modified to see success in new regions such as the Middle East. What does the future hold?aerial platforms and advanced technology. PN: The majority of Cobham’s businesses are PN: Our aspiration is to retain a strong position inThe Commercial market is extremely tough at the focused on being Tier 2 and 3 suppliers, providing both the Australian and the UK/European market andmoment. Pricing is under pressure while service components and sub systems to other users. grow organically and acquisitively into one or twoexpectations remain very high. We are focussed There are some Tier 1 activities outside of CAvS other select geographies. Last year, 7% of our saleson responding to customers’ changing needs but the vast majority of our business is as a Tier came from the Middle East. The year before, 4% ofand we’ve had four contract wins in 2015 which 1 provider to the government or the Ministry our sales came from the Middle East. We’re growingis a great achievement. We’re also introducing of Defence, or to large resource companies like organically and we want to continue to do so.two more Boeing 717s for Qantas in early 2016, Chevron that need our Fly In/Fly Out service forso we’re going from 18 to 20 aeroplanes for their mining or gas operations respectively. SB: From an HR perspective, we have an excitingthem. Notwithstanding this we have much more challenge in taking on 100 new staff in Australiato do and an acceleration of our continuous We acquire aeroplanes, sometimes modify them, to operate the new search and rescue contract,improvement activities is a priority for 2016. and then fly and maintain them to provide a service. so that’s a significant project over the next 6 to That’s a very different dynamic to a lot of Cobham. 12 months – and one that we’ll relish. We are alsoWithin the Helicopter Services business, we’re embracing the development of talent across thelooking to retain our position in the UK while we DM: Not only do we provide services, we also use Sector, particularly in our commitment to thegrow in the Middle East and the Caribbean. Again, Cobham products on our aircraft. In the past Cobham Certificate in Management.commodity prices are impacting customer projects we’ve sourced equipment such as antennas andCAVS FACTS Every hour of every day of every week of the2,700CAvS employs year, CAvS has about people in 10 countries across 13 aircraft airborne, accumulating 125,000 32 different flying hours a year. sites.CAvS air traffic display CAvS fly more thansystems are in use 3,000 missions100at more than a year for the Australian Customsmilitary and civilian and Border Protection Service, assites across the globe. well as medical evacuations by helicopter from Brunei, Cyprus and the Caribbean. Update | Issue 1: 2016
08 Board visits in the USOut of the boardroom,on to the shop floor Joey Lin giving Lyn Colloff, Alan Semple, Mike Hagee and Brigit Norgaardan an overview of a programme within the San Jose Plant Staying in touch with You would expect the Cobham Board to include to record impressive growth. The purpose of theCobham employees and an impressive resume or two, so it shouldn’t Semiconductor Solutions visit at the Coloradobusinesses can’t be done come as a surprise to learn that most of its ten Springs site, on the other hand, was to learn members hold or have held senior positions at about a site that does most of its business with from the boardroom. leading finance and engineering companies. a small number of customers. Lessons learned in So in October, our But as Company Secretary Lyn Colloff is Colorado Springs will help inform Board strategy keen to emphasise, ‘Our Board members are about managing key customer relationships, approachable, human, interested in what’s going which will in turn shape Cobham from top to on in the business and keen to help.’ bottom.Board went on the A rare opportunity Both of these sites operate under our specialroad to get some up- The Board typically meet face-to-face six security agreement with the US Government. times a year, and one of those visits is always This meant that the Board faced necessaryclose experience of our dedicated to getting out to a Cobham site restrictions in terms of what they were given to touch base with senior management and access to. Despite these constraints, Board members were able to meet with seniorMicroelectronic Solutions employees. Last year it was the turn of San Jose management and enjoyed some specially and Colorado Springs to welcome the Board. selected product presentations. However, the opportunity to tour the shop floor and meetand Semiconductor ‘We pick what we think will be the most useful with employees provided the most valuable Solutions facilities venues for the Board to gain exposure to what’s insight. ‘By doing this the Board are ensuring that the understanding of the bigger picture on happening in the business,’ explains Lyn. In some the shop floor matches with the objectives ofin San Jose and cases, visits target recently acquired facilities or the senior management’ says Lyn. ‘The Board smaller sites that have been consolidated into really need to understand the culture of what is larger sites. happening at every level of the business.’Colorado Springs. For the Microelectronic Solutions tour at the San Jose site, the aim was to learn lessons from a site that has overcome significant challengesUpdate | Issue 1: 2016
Board visits in the US 09Why it matters lessons could be learnt from this site and from other parts of the business to improve the way we work and what weSince the Board plays an important role in reviewing the deliver to our customers.Cobham business strategy, the more they know aboutwhat Cobham employees are producing and what our As well as the US site visits, Board members also droppedcustomers’ future plans are in relation to their products, in at UK facilities during the year. At the Cobham Wirelessthe better placed they are to approve investment. Stevenage site, Board members learnt how the team had fitted out Wembley Stadium in the UK with 3G wireless,‘This is quite a theme throughout Cobham. We need to be to keep sports enthusiasts and concert goers connected.close to our customers to know what kind of technology This was also a chance to take notes from the successfulthey’re going to be using in the future so that we’re merger of the former Aeroflex business with Axell Wirelessdeveloping our products in the right way. On the site visits, in July 2015, to create a single Wireless Business Unit.employees explain who their key customers are, and whatthey’re doing as part of those relationships,’ says Lyn.Lessons learnt To complete the picture, these site visits mean that the Board is better placed to respond to our shareholders, theFeedback from the San Jose visit was very positive. ‘The final piece of the puzzle. ‘The investors look to the Boardteam seems to have an excellent relationship with defence to make sure we’re putting our investments in the rightand cybersecurity technology leader Raytheon’ said one place,’ Lyn explains. Having been to our sites, spoken to ourBoard member. ‘It’s evident that all employees at the employees and having understood what each site is workingsite understand the strategy of gaining market share by towards, Board members are better equipped to talk fromfocusing on expanding content on key platforms.’ The way first-hand experience at the Annual General Meeting.San Jose had implemented quality assurance processesto reduce the number of rejects was also something that Every business within the Cobham family needs to rise tocould be applied Cobham-wide in the future. market challenges and work together to tackle the difficult problems. Knowing that the Board is fully committed andThe Colorado Springs tour, on the other hand, revealed ‘on board’ makes the ride a whole lot easier.‘an exciting test facility’ with a ‘state-of-the-art productionline’. It also gave the Board food for thought about whatMike Hagee, Lyn Colloff, Brigit Norgaard, Alan SempleMark Ronald, John Devaney, Jonathan Flint Karen Shannette discussing metrics with Jonathan Flint and Alison Wood on the team board that’s used to manage assembly production Update | Issue 1: 2016
10 Cobham stories from around the globeCobham stories fromaround the globeSan Diego raises money for military families Stephen Eiting, Lynn Gee, Sharon Bresin from L3 CSW; Bob McArthur, Anne Middleton, Sal Terrezza, Scott Mele from IES Exeter.Employees from the CAES Microelectronic Solutions’ SanDiego site have raised $6,000 for United Through Reading Integrated Electronic Solutions signs two-year agreementat their annual Story Book Ball. United Through Reading isdedicated to uniting U.S. military personnel facing physical The CAES Integrated Electronic Solutions Exeter site has signedseparation, with their families, by facilitating the bonding a two-year, long-term price agreement with L3 Communicationsexperience of reading aloud with their children. West (L3 CSW), a leading provider of networked communication solutions for high-performance intelligence collection and satelliteIn nearly 200 locations worldwide, United Through communications for the Department of Defense and otherReading offers military service members the opportunity government agencies. The two companies already have a long-to be videoed reading books to their children. In 2015, with standing partnership and this deal secures continued participationthe help of more than 500 volunteers, United Through on many of the L3 CSW programmes.Reading served more than 100,000 beneficiaries at nearly200 recording locations around the world distributingmore than 25,000 books to military children. In total,Cobham has given over £20,000 ($30,000) to UnitedThrough Reading. Order placed for Identify Friend or Foe Flightline test set The CCC AvComm Business Unit recently received an order for its Identify Friend or Foe (IFF) Mode 5 Flightline Test Set from Airbus Defence & Space in Manching, Germany. The improved capabilities of IFF Mode 5 provide a more secure and reliable format for data communications and military aircraft authentication. The AvComm IFF Flightline Test Equipment is a staple in secure equipment testing, while eliminating the potential of friendly fire. Many NATO nations have started initial operational capability on systems ranging from warships to combat aircraft, unmanned aircraft and land-based air defence systems, with a NATO-mandated transition period by the end of the decade.Update | Issue 1: 2016
SATCOM attends MarinTec China Cobham stories from around the globe 11In December 2015, a team from our CCC SATCOM Business Cobham components are asteroid-boundUnit docked in Shanghai for the MarinTec China 2015 maritime In December 2015, Japan sent its Hayabusa-2exhibition. The exhibition, in which SATCOM hosted a joint probe speeding away from Earth to intercept thestand with Beijing Marine Communication & Navigation carbon-rich 1999 JU3 asteroid. With a target dateCompany (MCN), was a great opportunity to meet new of June 2018, this mission to an unexplored worldcustomers and reconnect with existing contacts. the size of several city blocks is one of the most ambitious ever attempted. Once it reaches itsOur theme for the show was ‘GX- The New Future of Shipping destination, the Mobile Asteroid Surface ScoutDevelopment’, showcasing SAILOR GX antenna systems for the (MASCOT) probe will launch a close-up explorationnew Inmarsat Global Xpress (GX) services. before Hayabusa-2 returns to Earth in 2020. Integral to MASCOT’s on-board computer, engineered byIn conjunction with MarinTec, Jan Michelsen, VP Maritime, Semiconductor Solutions, are the GR712RC a dualCobham SATCOM addressed end-users at a forum organised by core Microprocessor (developed in Göteborg) andMCN, and received very positive feedback on our new SAILOR the UT8R4M39, a 160Mb SRAM memory productGX technology. (developed in Colorado Springs), both from Semiconductor Solutions.Chevron extends Western Australia Quarantine Aviation Services delivers Search and Rescue aircraft The CAvS Special Mission Business Unit signed a contract with theInspection Services Australian Maritime Safety Authority in October 2014. As part of the contract, we will modify four Challenger CL604 jet aircraft forChevron has formally extended the CAvS Regional Services search and rescue capability, fitting them with windows that arequarantine inspection services contract until March 2020. easier to see out of, sophisticated navigation systems for coveringThis contract ties us closely with Chevron for the duration large swaths of ocean and high definition electro optic turrets forof their Fly-In-Fly-Out contract to their Barrow Island gas enhanced search viewing.field. Since Barrow Island is a Class A nature reserve (the The first aircraft arrived in Adelaide in December 2015 and will gomost protected Crown land in Western Australia), strict into service in Perth in early August.quarantine measures are in place for all incoming passengersand equipment. Read more news stories in our Update News emails, or if you’veWe provide quarantine services at the Perth Terminal, got some news to share, send itinspecting all cargo that is being flown to Barrow Island and to us at [email protected] passengers. This is a value-add service, so thecontract helps to strengthen our relationship with Chevron Update | Issue 1: 2016through offering multiple air transport-related services.
12 Bird in a BiplaneSATCOMenablesBird in aBiplaneWhen solo pilot Tracey Curtis-Taylor took off Photo: Bird in a Biplanefrom Farnborough Airport on 1 October 2015,the scene could easily have been straightfrom the golden age of aviation.From the vintage leather flying jacket, to the feat in any plane, let alone a World War II-era Curtis-Taylor’s otheropen-cockpit 1942 Boeing Stearman, the day crop-duster. mission on her flightseemed to recreate the era of the pioneer pilot. Despite soaring above some of the world’s was to inspire womenNot to mention the significance of the venue. most glamorous travel destinations, from to pursue a career inThe UK’s first airfield, Farnborough was the Istanbul to Singapore, Curtis-Taylor had to engineering or flying. Justsetting for the first powered flight in Britain, overcome monsoons, fog, flocks of birds, as Cobham has beenmaking it a fitting place for Tracey to begin her turbulence and the 45-degree heat of the committed to supportingadventure. Australian outback along the way. gender diversity sinceThe intrepid pilot was launching the first leg of Key to bringing the adventure to life for 2008, so Curtis-TaylorBird in a Biplane, an attempt to follow the route thousands of online followers was the hopes to draw attention toof the epic 1930 solo flight of Amy Johnson assistance of the Cobham SATCOM EXPLORER the underrepresentationto Australia which astounded the world. It 710. Thanks to the rugged kit’s Inmarsat BGAN of women in science,also pays tribute to the many courageous terminal, Curtis-Taylor could send images andpioneering aviators of the 1920’s and 30’s who video, keep in touch with friends, family and technology andpaved the way for air travel as we know it today supporters and report on her progress through engineering through– including our own Sir Alan Cobham whose a reliable broadband connection.1926 journey from the River Medway, England, The EXPLORER 710 is used globally by her exploits.to Melbourne, Australia, in a De Havilland emergency services, as well as humanitarianseaplane followed a similar route. and government agencies so they can accessThree months later and Tracey Curtis-Taylor reliable internet connections from even thesuccessfully touched down in Sydney, cheered most remote corners of the world. For Tracey,on by crowds of supporters. The British pilot’s this meant that if an emergency arose, no13,000-mile quest, spread over 50 legs and matter where on her journey she was, she could23 countries, would have been an impressive count on our technology to make contact.14 WEEKS 23 COUNTRIES 50 REFUELLING STOPS 13,000 MILESUpdate | Issue 1: 2016
Partnership in India 13VIP ceremony recognisesprogress in IndiaAs part of our company-wide strategy to achieve sustainable organic growth, ourMission Systems Sector has been focused on growing its market presence andsupply chain footprint in India. The timing could hardly be better, given that Indiaedged ahead of Japan in 2014 to become the world’s third largest economy.A significant achievement in the pursuit of this goal was Air-to-Air Refuelling pod structure by TASL was a milestonereached in May 2014 when the team in Mission Systems worth celebrating. These refuelling pod structures, partselected Tata Advanced Systems Limited (TASL) as a strategic of Mission Systems world-leading 5th generation air-to airpartner for the manufacture and assembly of structures for refuelling equipment, will be used on the Airbus A400M.Air-to-Air Refuelling wing pods and centreline units. The handover ceremony in Hyderabad was attended by theThis partnership brings competitive world class manufacturing Deputy High Commissioner for the British High Commission,to Mission Systems. Andrew McAllister, as well as Mission Systems Vice President and General Manager, Alan Ephgrave and Cobham plc SVP StrategicA partnership to be proud of Sourcing, Russ Bradley. The handover represents a significant milestone in the relationship between the two companies andTASL, a subsidiary of Tata Sons, is a leader in the aerostructures further reinforces the strategic intent for the partnership.industry in India, providing solutions for the aerospace, defenceand Homeland Security sectors. Fully certified and auditedby the Federal Aviation Administration, TASL has developedcapabilities through the entire aerospace value chain, fromdesign to full aircraft assembly.The business agreement, part of an ongoing partnership with Alan Ephgrave & Sukaran Singh formally seal the Cobham/TATA partnership with aTASL, has been implemented as a key element of the Mission handshake. Russ Bradley & Alan Ephgrave CMS and Sukaran Singh & Masood Hussainy TASLSystems business strategy, to establish a world class supplychain footprint in India to support long-term programmedelivery obligations, including proposed India air-to-air refuellingrequirements. This multi-million pound engagement marks thebeginning of a strategic long-term arrangement with TASL.Tata Advanced Systems Chairman S. Ramadorai wasenthusiastic about the collaboration.‘The relationship between Tata and Cobham is a testimony of Cobham & TASL teams in front of an A400M pod at official handover ceremonynew-generation partnerships where key technology leaders in Hyderabad, Indiafrom across the globe are partnering with India and the Tatagroup for their global customers.’ Remarkably, the ceremony also coincided with Prime Minister Modi’s November visit to the UK to promote his call for‘In Cobham, we see a commonality of values, which are a companies to ‘Make in India’. Highlighting the potential forfoundation for future collaboration. We seek to develop this Anglo-Indian cooperation, Tata Group was featured in theinto a strategic partnership wherein we would be partners in ‘Great for Collaboration’ campaign promoted by the UKthe growth and success of Cobham and its customers’, he said. Government. Over time the campaign will showcase and promote areas of collaboration that benefit both countries. Celebrating collaboration and success This partnership is a key part of the Mission Systems strategy and also underpins Cobham’s wider strategic sourcing plans in India. After working closely together for over 18 months, the formal handover to Mission Systems of the first Update | Issue 1: 2016
14 NASA visit to CMS inspires young womenHouston, wehave a solution…In the same month that flowing Astronaut visit helps to launch femalewater was discovered on Mars, Science, Technology, EngineeringNASA touched down at our and Mathematics careersCobham Mission Systems sitein Orchard Park, New York, to The Space Launch System is the most to closing the gender gap in innovationacknowledge the contributions of powerful rocket ever built by NASA. It enables throughout the entire industry, especially sincethe space team and help inspire the astronauts on the Orion spacecraft to travel the number of people graduating with sciencenext generation of female scientists. deeper into the solar system, with a mission to and engineering qualifications in the countries Mars being the ultimate goal. Mission Systems, where Cobham operates is in decline.Retired astronaut Dr. Donald A. a supplier to NASA since the first manned Cobham challenged local female high schoolThomas, a veteran of four Shuttle space mission, provided ten different check students to answer the question, ‘What wouldflights and more than a thousand valves to Boeing for the Space Launch System. you do if you were the first human explorerhours in space, and NASA to visit Mars?’ Six winners of the Launch yourProgramme Integration Manager Our challenge to students Imagination to Mars challenge were honouredDr. Sharon Cobb, visited the site Apart from honouring the space programme, during the NASA visit with cash prizes and thein October 2015. Their mission… the team at Mission Systems took the chance to meet Drs. Thomas and Cobb, as wellto show appreciation for the opportunity of the NASA visit to encourage as female STEM employees at the OrchardCobham space team’s innovation local female high school students to pursue Park site.and support of the NASA deep careers in Science, Technology, Engineering CMS Sector President, Mark Barclay, saidspace exploration rocket Space and Mathematics (STEM). the team at Mission Systems was ‘excited toLaunch System. According to the National Girls Collaborative sponsor this STEM challenge that gives young Project, only 8.3% of electrical and electronic women the chance to meet with technical engineers are female. And research by Women leaders and NASA representatives at our into Science and Engineering says that only Orchard Park facility.’ 13% of employees in STEM careers are women. So the Mission Systems’ team saw this as Dreaming of Mars a great opportunity to inspire more young NASA’s Space Launch System Education and women to pursue a STEM career and to help Public Outreach lead, Shannon Raleigh, was full close the gender gap in our industry. of praise for the initiative. ‘It was very inspiring This initiative was supported by our Diversity to encourage the ‘next generation’,’ she told and Inclusion Council, which is committed those present.Update | Issue 1: 2016
NASA visit to CMS inspires young women 15Dr. Cobb went further, pointing out that, ‘It For the high school competition winners, the Proud Orchard Park STEM challenge winnersis opportunities like this that provide a future day provided a variety of benefits. Mairead STEM challenge winners with some Orchard Park STEM professionalsworkforce that has the skills and diversity we need Farrell of Buffalo Academy of the Sacred Heartto build and fly the vehicles that will take the next said, ‘I found the Cobham Women in STEMgeneration of explorers on the journey to Mars.’ panel discussion to be really beneficial becauseDr. Thomas thanked the employees at Cobham it allowed me to hear women’s opinions aboutMission Systems for their commitment to bringing STEM fields; the opportunities as well as theyoung women into the STEM workforce. ‘We will real world obstacles. The entire experienceneed their enthusiasm and talents for our future solidified my desire to work in a STEM field.’missions to Mars and beyond,’ he agreed. Samantha Zilliox, from the same high school, said, ‘The Cobham STEM Challenge helpedStrengthening the industry me understand what opportunities exist forOrchard Park Senior HR Director, Elizabeth Aerospace and Mechanical Engineers rightCipolla, identified the current STEM trend as here in the Buffalo area, as well opened mynot just a lost opportunity for young female eyes to the broader picture of space travelgraduates, but also a danger for established that so many people around the country areindustries, saying, ‘The pursuit of more diversity involved in.’within our talent pool of STEM professionals is City Honors School student Eden Donellinecessary for our company to stay competitive, ‘enjoyed the experience very much’, addingand push the boundaries of innovation. Since that it was exciting ‘to meet a former astronaut2010, Cobham has been developing young and it made the journey to space seem muchSTEM talent in our Graduate Development more achievable. It was interesting to see theProgramme. Now, we are focusing on facilities at Cobham and also find out aboutprogrammes aimed at developing diverse the procedures the company usestalent during children’s first years at school.’ to do what it does.’ Events such as the NASA visit are vital in not only advancing our profile in the local community, but also in helping us highlight the need to attract more women to careers in STEM.science technology STEM challenge winners with their mothersengineering mathematics Orchard Park STEM professionals share insights with STEM winners Update | Issue 1: 2016
16 Sir Alan Cobham Awards winnersSir Alan Cobham Awards 2015 WinnersHard work, dedication and innovation are all the more satisfying when your efforts are acknowledgedand appreciated. Nominations for The Sir Alan Cobham Awards are made by colleagues and arereviewed by a panel of subject matter experts. The awards are given only to those who truly embracethe Cobham values, have delivered real value to the business and who are helping the Group tobuild a highly efficient organisation with a high performance culture and motivated people.We had more than 400 nominations for individuals and teams. Using a strict set of criteria, our judging panelhad a painstaking task to narrow it down to our list of 2015 winners, who you can see below. Congratulations toall this year’s nominees and winners.PLATINUM AWARD WINNERS Thomas Herlet was part of the same SATCOM team helping SILVER AWARD WINNERS get production back up and running.Continuous Steen Brostroem ‘I am delighted to have won a SACA Platinum award and see Continuous AvComm, CCC KatherinImprovement Thomas Herlet this very much as recognition for teamwork and team effort,’ Improvement Bao Pham PhomphakdyRFMW Solutions, CAES Torben Krogsgaard Thomas explained. Bryan Smith Leinder MechCindi Colbert Torben Hostrup ‘Cobham and SVI, the outsourcing partner team, had the Integrated Cindy Reyes Mariam BertalanHalina Giermanski same agenda, to rebuild this factory, and we all had to stick Electronic Connie Forbes Rachel SheltonHeather Harris Technical Innovation together and motivate each other to get the job done.’ Solutions, Debbie Kingsland Theodore KulbiedaMary McDowell Integrated Electronic CAES Glenda Lantz-KirkMichael Jack Solutions, CAES Helicopter Services, part of our Aviation Services Sector Chris Fontaine Janet Hill Airline Services,Rubina Santos Brett Danderson recently won the contract to provide maintenance support Dan Martin Jeff Knoblauch CAvSSanaa Ghatiey Dan Wall for the Qatar Emeri Air Force (QEAF). Judy Hicks Marty Garrett Eric KariukiStephanie Carbo Special Mission, CAvS Rita Kopp Pamela Webb Graeme MarriottSusan Dilger Team 1 Phil Keating, General Manager of Helicopter Services in Kara JermanYen Tran Adrian Pettifor Qatar, played a vital role in establishing the relationship. Microelectronic SATCOM, CCC Anthony Patterson For his efforts, Phil won the Platinum award for Customer Solutions, Jason Bruce RegionalCustomer Satisfaction Ashley McDonald Satisfaction. CAES Trushar Patel Services, CAvSHelicopter Services, CAvS Daniel Dymtrenko ‘I am delighted – and very pleasantly surprised - to have been Andrea Disotell Chris MckieDudley Davies Graham Giles recognised by the Sir Alan Cobham Awards, and even more Andres Mendoza Orchard Park, Dean BrennanPhil Keating John Head delighted that Helicopter Services has been recognised. Cathy Freeman CMS Fergus O’Branagain Steve Moir ‘Relationships are always important, in any business, but Chris Phomvong Terry Lang Jacob Waye-HarrisEmployee Engagement Tom Smallwood in the Middle East it is particularly important. You can Daniel Senior Mark WillcocksSATCOM, CCC only bridge that gap with small, patient steps – and that Ed Bartek Corporate Mike MinesBo M. Raunholt Team 2 requires trust. Over here, once you’re trusted, it’s a job – Eddie Madueno Responsibility Paul CribbFlemming Nygaard Glen Erskine and friendship – for life. We are here for the long haul.’ Edgar Pineda and Pete BrownHenrik Nielsen Gordon Browne Edwin Montesa Sustainability Richard YoungsKim Frederiksen Mike Mines Dudley Davies, Chief Engineer at Helicopter Services, was Garon Smith and Ethics Thorsten AltRichard Lassen Nick Fuggle also honoured for his role in building operations in Qatar. Jack Tolson Wayne OvensSoeren Nysted Albrechtsen Rob Paterson ‘I am also delighted to be recognised by the Sir Alan Cobham James Johnson Microelectronic Stefan Conant Awards.’ Jimmie Thao Solutions, CAES Special Mission Steve Papas ‘I’ve had 17 years of experience in the Middle East and fully Joseph Obtera Eddie Triana CAvS understand the importance of establishing relationships and Levi Peregrino Erika Short Al RhodesRichard Lassen, Director of New Production Introductions building trust with the key stakeholders.’ Margaret Parker Luis Pinzon Craig HoughOperations at SATCOM, was part of the team from Cobham ‘The QEAF now approach us for innovations in areas where Maria Tovar Ricardo Rubalcava Daniel LaugherSATCOM who won a Platinum Award for Employee we are not actively involved. There can be no higher Mario Cano Roy Funk Dave GiblinEngagement. After an outsourcing partner’s production recommendation than that.’ Norma Gonzalez David Crossmanfacility was destroyed in a fire, Richard’s team was faced with Rony Quiaoit Antenna Duncan Brindleythe prospect of re-establishing production lines, sourcing GOLD AWARD WINNERS Steve Pritchard Systems, Gary Smithnew components and starting manufacturing from zero. Timmy Montgomery CCC Geoff BoothThe team pulled together immediately and began working Employee Engagement Technical Innovation Todd Hunt Andrew Innes George Jamesontirelessly, sometimes 20 hours per day, to ensure that Cobham plc, Aerospace Tony Sumontha Blair Graham Paul Robertsproduction could be recovered as quickly as possible. Alex Seton Communications, CCC Claire Bewley Pete BeilbyThe award recognised the commitment, cross-functional Anya Pease Axel D’Argent RFMW Solutions, Dominic Godding Rick Offordcollaboration, positive attitude, and focus that Richard’s team David Robson Boris Warinsko CAES Graham Smith Robin Fenwickshowed in an emergency situation. For Richard, winning the Tyrone Rutherford Florian Bonnafous Carlos Licas Paul Sharp Simon Jessettaward represented a positive conclusion to a difficult period, Jacky Niddam Feizhen Tang Steve Jamesand confirmation that the team was working in the right way. Wimborne, CMS, Jose Vaquero Jude Gallera Davenport, CMS Ted Threapleton‘I think it’s important that we not only recognise significant Margaret Pickering Ludovic Paulet Lee Tran Jan Peterson Tony Bushnellachievements but also celebrate when people are behaving Pascal Marcoult Lily Zeng Linsey Warren William Russellin accordance with our values. I also want to emphasise that Poly Ea Precious Pagaduan Marsha Drieverthe team was not recognised for fire-fighting but for the Thierry Andre Rashmika Patel Mary Broadhurst Aerospacecommitment they showed to the company without being Yoann Lejeune Ricki Idrovo Pat Steinbrecher Communications,asked or compensated,’ he said. Tammy Brooke Veronica Carpenter CCC Yasser Dabbagh Alain Lapeyre Customer Christelle Boemo CAvS Satisfaction Danielle Allen Antenna Danny Trost Microelectronic Systems, CCC Sharon Reincke Solutions, CAES Anthony Lucas Steve James Alberto Guizar Kevin Targett Sue Williams Andy Rojas Ben LapresUpdate | Issue 1: 2016
Sir Alan Cobham Awards winners 17 BRONZE AWARD WINNERSDavenport, CMS Simon Parker Continuous Ryan Errasquin Davenport CMS Guadalupe Velazco Dan Ilea Mesfin Tesfaye Stanley Paquette Neil CooperAl Wichert Yelena Batten Steve Pritchard John McLaughlin Heidi Ott Klaus Hoeffer Michael Peczi Terrence Lawson Paul ArmstrongAmber Wells Improvement Thang Tran Josh Fiedler Howard Sheehan Nikhil Sawant Michel Kaya Thomas HoermannBruce Yordt Davenport, CMS Thy Do Tony Sartor James Situ Yuriy Zhilichev Philippe Jonneaux Tom Palumbo AerospaceChris Hebl Brian Beauchamp Integrated Tim Montgomery Janie Chung Poly Ea Tony CheekChris Scheid Orchard Park, Jessica Thommavong AvComm, Thierry Leignier Travis Kelley Communications,Dale Schumann Cobham plc Electronic Motion Control Joey LinDave Buczkowski Elizabeth Harraway CMS John Casper CCC Antenna Systems, Microelectronic CCCDavid Wyant Greg Caires Solutions, Solutions, Sarah McLaughlin John Dishong Ashley McGrath Jacques RumelloDonna Nicholson Jackie Blackman John Ries Rhonda Bundy CCC Solutions, Joakim TanndalJeremy Schaeffer CAES CAES Wimborne, Juan Galvan Roger Klocke Luke MorelandLarry Anderson Technical Andrea Jauregui Barry Rowe Karen Shannette Sam Harris Simon Williams CAES Antenna Systems,Matt Lund Innovation Anthony Genna CMS Kelli Dutra Alexander KleyRalph Wilcox Barry Bauman RFMW Solutions, Al Davis Kim Vu SATCOM, CCC AvComm, CCC Andrew Corpuz CCCScott Harvey Integrated Carl Kaney Charlotte Head Lila Ahrendes Heather Schueler Julio Vergel Anh Nguyen Andrew CowanSteve Frett Electronic Christy Quintana CAES Charlotte Walker- Lilian Truong Henning Hogh Pamela Webb Bert Henderson Chris BiddlecombeTim Maccall Solutions, CAES David Ginger Allen Higgins Mathews Linh Le Jennifer Welch Bounxay Noraky Derek MonahanTracey Raasch Anthony Musto Dick Hastings Ingrid Vadavicek Claire Cheetham Lou Duzac Jim Hatcher SATCOM, CCC Brian Bain Dominic Godding Barry Bauman Eddie Vicente Mike Curtin Clare Midwood Lowell Perry John Kaldunski Carolyn Grimes Bruce Chisholm Edward XuOrchard Park, Ben Armstrong Erin Ether Nathan Collins Clare Mounty Merrill McFarland Pete Blaney Jeff Pugh Bryan Kathol Giles CappsCMS Brittany Waldman Heather Jaehn Dan Murnaghan Michael Madera-Meza Pierre-Francois Roux Bryan Lai John BarkerChris Nowak Craig Armstrong Jeff Kachmarchi Semiconductor Dougie Gray Mitch Frazier Richard Webb Davenport, CMS Candis Kano Jon Dittmer Don Shapiro Jerry Mathers Eddee Bowlee My Nguyen Eric Brown Daniel Beltran Lewis ReesWimborne, CMS John Garber Jim Ireton Solutions, Mark Newell Nhan Dang Davenport, CMS Denny Morgan Luke MorelandAnthony Dickerson John Richards John Cormier Mike Tymms Peter Vo Anitra Lopez Orchard Park, Eddie Balaoro Mahesh PatelDelilah Richmond Mendez Alzona John Garber CAES Robert Aguilar Brian Beauchamp Eng Mech Matt RobertsonDennis Shindle Rudy Petercsak John O’Connor Shawntel Romero Corporate Rosemary Biggums Josh Fiedler CMS Enrique Hierro Mike PhilippakisKen Cubbins Ryan Megaro Joseph Bieltze Troy Noble Ross Nocifore Kaitlin Von Roekel Stan Mamak Eric Hangartner Vince BrookerMike Daniels Tom Santangelo Juan Suliveras Responsibility Sandra Meredith Mark Winters Eric RichardsonTodd Buchanan Kevin Drew Aviation Services, Sang Pham Marv Miller Wimborne, Ernesto Duran AvComm, CCC Aerospace Lowell Gehman and Sustainability Sean Thorne Mike Kelly Heidi Ott Amit SharmaEmployee Communications, Mark Bates CAvS Shaheena Daredia Nadine Williams CMS Jessica PoonEngagement CCC Martin Leblanc Erskine Glenn and Ethics Shalendra Maharaj Paul Alagna Andy Bessant Jimmy Solano SATCOM, CCC Bernard Blanchard Michael Krot Glen Erskine So Luong Whitney Jansen Debbie Johnstone Joel Magante Anders TietzeIntegrated Jerome Poitier Michael Weber Richie Boyce Antenna Systems, Soklaphon Kornsaeng Sam Freeman Kevin Manss Benjamin HoltzElectronic Robert Whiffin Steve Butler Orchard Park, Ted Fullick Khoi Nguyen Brian TrowbridgeSolutions, CAES Antenna Rocky Cabrera Helicopter CCC Tammy Legorreta Kris Robinson Cornelius SmithBeverly King Systems, CCC Shawn Macaulay Stefan Jennings Thom Tran CMS Cobham plc Lea Renojo Erik AndersenCenci Dolores Fernando Navarro Steve Bouchard Services, CAvS Tim Marquez Robert Grande Adrian Andrews Leo Dacumos Erik ChristensenDebra West John Fenick Tim Barry David Smith Customer Timmy Montgomery Alex Ratcliff Lily Li Greg KingEric Verhasselt Steve Mills Dudley Davies Tom Skala Wimborne, Cathy Steger-Lewis Michael Pors Jadwiga ZajacJennifer Kline Microelectronic Kath Thomson Satisfaction Vichai Chitrapan Chris Barber Niket Kadakia Jarvis WalkerJoe Crane AvComm, CCC Katy Selby Vicky Johnson CMS Debbie Hodd Oscar Balderrama Jason BruceKen Carrigan Chad Knudson Solutions, CAES Nick Bowles Integrated Wayne Cody Alan Godwin Debbie Richmond Peter Samoy Jesper HolstKevin Henderson Adrienne Salcedo William Preskenis Andrew Britton Doug Stammers Philip Dinh John KaldunskiMargie Lukens SATCOM, CCC Alberto Guizar Regional Services, Electronic Yi-Ren Fang Andrew Hannah James Sharman Philips Nguyen Kaare HansenPhil Abramson Rami Adada Alicia Falcon Yolly Moreno Charlotte Walker- Julie Howard Rajesh Mongia Kevin MaderoTeresa Movafegh Andres Mendoza CAvS Solutions, Mathews Ken McCormick Raymundo Sauceda Kirby NellThomas Hoermann Wireless, CCC Andy Rojas Andrea Milic Semiconductor Dave Fellows Laura Moloney Rick Kantor Louis Van Wyk Keith Flynn Apple Datan Ashlea Todd CAES Dave Marshall Lin Fox Rob Wilbur Michael TranMicroelectronic Lance Day Ben Lapres Christopher Nord Adrienne Fell Solutions, CAES James Williams Malaina Ronchetti Robert Moody Morten JohansenSolutions, CAES Lukasz Szydlowski Candis Kano Vaughan Rayner Brittany Waldman JoAnn Martin John Roe Martin Trasler Roger Andre Per HammerAndrea Schafer Martyn Binge Christian Fernandez Chris Genco Jody Cuff Jon Mead Nigel Mansfield Roland Short Per ChristiansenBert Henderson Pablo Perez Lara Christina Bryant Aerospace Chuck Orbell Thor Ackerman Kyle Mckeown Stephen Morris Shane Dixon Peter BlaneyBillye Mitchell Pak Chan Clarissa Pacheco Craig Armstrong Mark Carne Tony Hughes Son Luong Peter HaslevCassandra Berggren Paul Schimmel Daniel Bronson Communications, Curtis Ludman CAvS Mark Empson Tracey Smith Timothy Marquez Punit GuronFelix Martinez Daniel Floyd Hallcy Daniel Merrill Andrew Wheatland Mark Robinson Tu Doan Rami AdadaJuan Montiel Davenport, CMS David Sigala CCC Dave Frey Jenna Ianni Paul Rolls Technical Randy HareKaren Shannette Amber Flick Duke Ta Beatrice Causin Doug Farrar Jeremy Wedrat Sean Taylor RFMW Solutions, Richard WebbKari Skala Bill Molis Ed Bartek David Huguenot Douglas Kern Karl Davis Innovation Tomas LauridsenKC Martin-Dickey Chris Fellner Edgar Pineda Helene Ediar Jaime Cordero Kim Gaskell Employee CAES Wes SchenckMarilyn Rizo Chris Frost Edwin Montesa Jean-Philippe James Lempa Kristy Urquhart Integrated Adrian BailoMina Shams Donna Nicholson Erica Short Albrecht Jerry Pfaff Marco Haring Engagement Anthony Marra Wireless, CCCRicardo Robles Gary Byrd Erin Rendon Kevin Chambard John Uliasz Sam Butler Electronic Brandon Cirkus Bryan SeatonSilvia Moreno George Colley Felix Martinez Manuel Da Silva John Valent Simon Douglass Microelectronic Jo Ann Loesch Chris JohnsonVeronica Ohm Gerin Goldensoph Fernando Sevilla Mehal Djamal Joseph Crane Solutions, CAES Matt Fryczynski Peter Story Heidi Dutton Glenn Dutra Nadia Djendir Julie Sutton Airline Services, Solutions, Alex Miller Michael Jack Richard HirstCAvS Jay Duncan Grant Kuykendall Ola Fredriksson Kathy Connors Andrew Pitra Renee Donatelli Robin MalinsonMick Cassidy Jeff Brown Herb Kubota Olivier Girouy Michael Barbero CAvS CAES Art Malander Roy Santos Stephen Hill Jerry Lange Hoang Tran Pascale Artus Michael Krot Jason Cate Derek Fong Bob Bauerle Scott Martino Steve HillSpecial Mission, John Wetherell Jannette Lydie Richard Teyssandier Michael Ladd Natasha Young KC Martin-Dicky Chris Genco Stan DonatelliCAvS Mark Gilmartin Jeannie Ganir Romain Lecina Mike Belzecky Patricia Zamora Chuck Erhardt Davenport, CMSAlan Twitchett Mike Sinnott Jesus Galvan Sylvie Deregnaucourt Phil Abramson Helicopter Yanira Woods Connie Evans Semiconductor Aaron McKeownAndrew Maddy Misty Dowdal Jimmie Thao Thibault Adam Randy Drechsel Curtis Ludman Bruce YordtBrian Hardiman Ralph Wilcox Joey Lin William Han Richard Hollinger Services, CAvS Airline Services, Dave Frey Solutions, CAES Chris ScheidCarl Dorkins Sam Mickelson John DeLeon Rick Hart Keith Woodgate Doug Royer Christopher Mnich Donna NicholsonHannah Barnes- Scott Sehlin Jorge Nuno Antenna Systems, Rudy Petercsak CAvS Douglas Kern Daniel Settle Jason BrathallWarden Tammy Miles Joseph Obtera Ryan Megaro Regional Services, Graeme Wright Elena Woznica Derek Bass Jesse PetersonLee Baker Tracey Raasch Joseph Ridley CCC Scott Wolf Emerlyn Tavarez Jim Johnson Josh FiedlerMark Butterworth Joseph Vizanko Nick Brealey Tony Paganelli CAvS Helicopter James Edelen John Kunze Randy FitzgeraldSimon Butler Wimborne, CMS Karen Shannette Travis Kelley Duncan Astley Jason Kichline Jonathan Mabra Randy Ullmark Mark Sansom Kari Skala AvComm, CCC Lyall Milford Services, CAvS Jeff Kachmarchi Mark Fischer Tracey Raasch Kenneth Kendall Brent Engelbert Microelectronic Nigel Marr Michael Gillett Jennifer Kline Matt Von Thun Lee Gura Jeff Klootwyk Ryan Both Jerry Pfaff Sean Holden Orchard Park, Leinder Mech Lynette Clemons Solutions, Yvette Becker Special Mission, Joe Brouch Terrance Deacon Levi Peregrino Misty Bernard John Garber CMS Lilian Labrador Sandra Peters CAES Special Mission, CAvS John Schoening CAvS Greg Falk Margaret Parker Teresa Demel Adora Colon Aaron Parker John Uliasz Cliff Roberts Maria Tovar Trang Bui Al Coy CAvS Christine Perret Ken Carrigan Wimborne, CMS Mariam Bertalan Alex Phomphakdy Andy Purcell Faye Watson Kenneth Kohan Helicopter Andrea West Maribel Vasquez SATCOM, CCC Allison Cleary Dave Carr Hannah Barnes- Lew Iadarola Claire Johnson Mario Cano Birgitte Knapp Anh Tran Dave Giblin Warden Mark Bates Services, CAvS Georgios Mario Torresdey Brian Trowbridge Arnel Astrero Graham Dale Ian Brown Maro Rossino Jonathon Durdin Papaioannou Ming Moy Brian Reis Barbara Stewart Mark Vaughan Phil Rogers Michael Dank James Prentice Norma Gonzalez Carsten Engen Bobby Neubauer Merv Green Michael Krot Special Mission, Kevin Hoare Nur Ozkan Gert Jensen Brad Wagner Aerospace Mike Dickinson Matthew Bugler Paula Garcia Jarvis Walker Brigitte Kiba Aerospace Mike Stasioswki CAvS Richard Foxwell Richard Bjerke Jason Bruce Buntham Chan Communications, Minu Valayil Chris Bennett Robin Lanse Robin Prigan Jens Engelbrecht Cheng Yang Communications, Ravindra Godbole Dave Crossman Rony Quiaoit Andreasen Cornelio Garcia CCC Rich Hollinger Kieron Sibley Cobham plc Kaare Hansen Dan Hertzfeldt CCC Bruno Lafon Rich Matyskiela Laura Faber David Chiu Kevan Anderson Darren Ferwalt Bruno Combe Cedric Fernandez Robert Liechty Lee Playford Marianne Korsholt Dave Verdon Frederique Cantuel- Robert Thompkins Max Lovell Morten Sundgaard David Pham Antenna Systems, Escoffier Ronald Olk Raymundo Cordova Duke Ta Gilles Brugiotti Rudy Petercsak Sandra Bassi Emily Domingo CCC Jason D’Agosto Eric Roling Chris Riley Jerome Potier Wireless, CCC Felix Martinez Jorgen Vestin Jeremy Schroeder Glenn Dutra Karina Le Tadic Martin Wetterholm Grant Kuykendall Karine Iafrate Ludovic Legeay Marc Lapasset Update | Issue 1: 2016
18 BroadbandingBroadbanding – a formalframework for your job When you’re working in a company with more than twelve thousand employees, it can be difficult to know where your job fits into the bigger picture. The Broadbanding exercise we’ve been working on for a number of years gives us a better idea. James Rafferty, Senior Vice President, Compensation and Benefits, filled us in on the background to Broadbanding as its company-wide roll-out nears completion.You’d be amazed at the range of jobs in Cobham. Within these levels, a grading and banding structureOur employees could be involved in anything from is used to establish the relevant hierarchy. Jobs inbusiness development and commercial to engineering functions such as Engineering, LCM/PPM, etc., will beand operations. But what if an employee wonders validated by the relevant Functional Council.which other jobs within Cobham share a similar levelof complexity, business impact or responsibility, According to the Towers Watson Global Gradingfor example? Broadbanding – the term for how we system, a business the size of Cobham has 21 paytranslate all those job titles into a clear framework grades, with 21 being the highest grade, within 5– provides the answer by focusing on the shared broad bands to cover its job roles.characteristics between jobs. Once the jobs were graded, we evaluated andTowards a unified company assigned each job to one of the five bands that define major roles within the company. Thus, every singleThe aim of Broadbanding is to introduce a clear, job within Cobham was assigned a band and gradestandard operating model for our large and diverse based on its scope, impact on business results, andbusiness. In the past, Cobham was very fragmented, level of complexity.acting as a holding company and letting eachbusiness do its own thing in relation to the hierarchy BAND A contains administrative employees, which includesof jobs and titles, explains James. Now, Broadbanding clerical, technical and production positions. Band B refers tois helping Cobham become a unified company with a Beginning and includes early career professionals and highconsistent approach to the alignment of jobs and pay level technical specialists. Band C contains Career professionalsacross our businesses and geographies. who are senior-level contributors (generally degree-qualified or equivalent professionals). Band D contains Directors who areImplementing a clear, global framework, similar to described as middle managers and first level Vice Presidents.those found in other major corporations, makes Band E contains Executives who are responsible for establishingit easier to attract and keep valued employees by and implementing business strategy. The grades describedhaving a consistent reward framework. above give a hierarchy within these bands.‘Now a manager can post a job internally, and What does this mean for employees?an employee in another part of the business candetermine what level it’s at by looking at its grading A clear benefit of Broadbanding to employees isagainst the framework,’ says James. that once you know your grade and band, you can see what other roles within Cobham share the sameSo how did we get to where we are now? grading and banding, even if the day-to-day tasks are distinct. Rather than employees feeling that theyThe process to create the Broadbanding framework, simply ‘have a job’ at Cobham, they become part of ain which we needed to standardise the 1,200+ wider community.jobs within Cobham, began with the help of theconsultancy firm Towers Watson. They helpedus to apply a structure used by most large globalcorporations to complete this process.Using this structure, jobs were identified as eitherleadership (director or executive level) or professional(managers and technical or clerical employees).Update | Issue 1: 2016
Broadbanding 19Broadbanding was never intended as the basis for a unified Talentpay structure, but streamlining job titles also allows for morecompetitive benchmarking against the local market when it becomes increasingly important in maintaining a unifiedcomes to salaries. feel to the company. As a new business is integrated into Cobham, its employees can be aligned according to our‘Now, when a manager wants to recruit for a position in their Broadbanding scale. ‘In the absence of this framework,’ saysteam, we’ll compare that job grade to similarly graded jobs James, ‘the system would be inconsistent.’in the wider market. We can then go back to the manager What’s next?and show them how much that particular job pays As the final step of the Broadbanding roll-out, managers areaccording to the market. The manager can then work with meeting one-on-one with each of their employees to outlinetheir respective HR Business Partner to put together an the framework, giving each employee an employee guide,appropriate and competitive compensation package for and explaining their alignment to their Broadbanding level.that role,’ James explains.Crucially, Broadbanding is not about employee performance.Jobs are placed within the framework according to theirscope and job characteristics. It is not an assessment of anemployee’s performance, it’s a measurement of where thatperson’s job fits into the overall Cobham business in relationto level of revenue, business impact, scope and complexity.Cobham has grown through acquiring companies; in thefuture, if we continue to grow in this way, BroadbandingWHY HAVE A GLOBAL FRAMEWORK? WellbeingWhere we were and the vision for the futureCURRENT STATE FUTURE STATEMULTIPLE PAY STRUCTURES; JOB GRADES GLOBAL BANDS AND GRADES FOR JOBS WITHNOT USED UNIVERSALLY SIMILAR LEVELS OF RESPONSIBILITY, COMPLEXITY AND BUSINESS IMPACTMIX OF FORMAL AND INFORMAL METHODS WHERETO VALUE JOBS; UNCLEAR IN RELATION WE ARE MARKET-COMPETITIVE AND INTERNALLY CONSISTENTTO THE MARKET SALARY RANGES AND INCENTIVE TARGETSCHALLENGING TO EXPLAIN WHERE CONSISTENT FRAME OF REFERENCE ACROSS THECOMPENSATION STRUCTURES WE WANT TO BE ORGANISATIONINCONSISTENT EMPLOYEE EXPERIENCE CONSISTENT COMMUNICATION OF BANDS, GRADES AND PAY OPPORTUNITYVARYING LEVELS OF TRANSPARENCY WORKFORCE ANALYTICS AND PLANNINGAND UNDERSTANDING; GAPS IN BROADBANDING OFFERS GREATER SUPPORT INDOCUMENTATION EnvironmentDECISION MAKING, IT DOES NOT PROVIDE THE SOLUTION Update | Issue 1: 2016
20 Project & Programme Management (PPM)Project & ProgrammeManagement – Getting theLearning Ratios Right: 70-20-10Many top performing organisations adopt the 70-20-10 model for learning and Development centres The importance ofdevelopment. This model suggests that the majority of learning, up to 70%, coaching and mentoring is reinforced throughis gained through experience, such as on-the-job or workplace learning. the personal development plans we help peopleA further 20% comes from social learning with colleagues, with the create after attending our development centres.remaining 10% through structured learning such as classroom Attending a development centre is just the start.training and online courses. The 70-20-10 ratio isn’t a precise Individuals are also often assigned coaches forformula, but it provides a useful framework for learning specific development needs and mentors foracross our business. longer term support.Our approach 20 % Social learning Phase Reviews Learning support is also provided by Phase Review assessors andSince 2013 we’ve been delivering structured We can all learn from others. In the model chairpersons who are there to help individualslearning on project and programme this accounts for 20% of our learning and is between phase reviews and throughout the lifemanagement through our Training Academy. obtained through a variety of activities of the project, not just to assess deliverables.This has given us a solid foundation of including active participation in professional Participating in Phase Review meetings aslearning to build on. networks, coaching, mentoring, collaborative well as Project Reviews and Design Reviews of learning with colleagues in Council working other projects are great learning opportunities, Our approach to delivering groups and participation in forums. especially if you can see how someone else learning was recently recognised tackles something before you do it yourself. by the Association of Project Here are some of the ways we’re promoting Management (APM), with social learning: Council working groups and Communities the award of their Corporate of Practice The Heads of Life Cycle Professional bodies We strongly encourageEthicsAccreditation, which will help us stand out all PMs to be actively involved with local Safety & HealthManagement and Project and Programme professional bodies in order to shareas we work to attract and retain the best experiences, participate in specialist groups Management from each BU meet regularly as aproject management talent. and widen their professional networks. This Council to steer our improvement programme, can be the Project Management Institute in exchange best practice and meet with peers10% Structured Learning the US and Europe, the APM in the UK from our key customers. This is good, but or the Australian Institute for Project it doesn’t engage many people or build aIn previous Update articles, we’ve explained the Management in Australia. community of PMs. So, we’ve set up two otherdifferent types of structured learning we deliver, types of forum.such as classroom sessions and online courses.To date, over 280 people have benefited First, we have formed working groups to tacklefrom this training, with end-of-course surveys topical issues, such as the development of aindicating that attendees’ knowledge has project categorisation tool. The second is whatincreased by 45% on average. we call Communities of Practice (CoPs) that bring together practitioners who want to shareStructured training is fundamental for our and develop their expertise on a longer termfunction and we’re committed to providing it to basis, such as users of the Deltek Cobra package.everybody who performs project management The Engineering community has done the(PM) activities, regardless of whether they are same – we adopted their definitions ofcalled a Project/ Programme Manager or not. working groups and CoPs.Talent Diversity
Project & Programme Management (PPM) 21Sharing lessons learnt Over the years as project and Sharingprogramme managers we try to learn from our experience Lessons Learntand document our learning, but we’ve had varying degreesof success. We’re certainly better at documenting our Mohan Krishna Misra, Senior Director oflearning but we can’t say that a lesson has been learnt Global Project Management Office, SATCOMunless something changes, e.g. a policy, procedure,process, checklist or training material. We’re working on a Running major programmes with hundreds of people onmore disciplined approach to this with other functions, but different continents and time zones is definitely not a onecommunication is key, which is why we’ve included some person job, as I discovered on a recent programme withof our lessons learnt in this article and will continue to do 1,200+ people. I found it essential to delegate even critical andso on a regular basis. risky tasks, which was of course uncomfortable at first. A lot of my time had to be spent understanding the strengthsThe 70-20-10 Learning Ratio and weaknesses of each individual in my team and investing time in them so they could be more effective and achieve better70% 20% 10% outcomes, rather than trying to do everything myself and being too involved with the smaller details which was not practically possible.Workplace learning and Social learning (including Informalperformance support coaching and mentoring) Dave Urban, Head of Programme Management,Structured learning Cobham Aerospace Communications70% Workplace or on-the-job learning The most Design is not the time to find that the solution beingeffective way of learning is through hands-on practice offered does not meet the customer’s needs.and experience, working with others, taking time toreflect on mistakes and receiving immediate feedback Performing ‘Voice of the Customer’ user forums as early inon performance. the LCM life cycle as practical allows you to validate project or product requirements.Performance Development Reviews (PDRs) Thesereviews give you and your manager an insight into your On the RT-7000 Tactical Radio project, after our Preliminarydevelopment needs, career aspirations and strengths, Design Review (PDR) we held five user forums with pilots andhelping you – and the business – to plan for the future. Tactical Flight Officers to review our assumptions regarding user requirements. Feedback from these forums provided valuableNext move plans The development plans in PDRs validation of the requirements, as well as the identification andshould be more than just training plans for the year ahead. clarification of other user needs. We should have conductedWe want people to have the best possible development these forums even sooner in our LCM process to validate theopportunities, with their next move options mapped requirement baseline and accelerate detailed design.out for them, which may be within their current BusinessUnit, or beyond, including international assignments. Thisyear we’ve developed better plans and are actively givingpeople more targeted exposure and experiences to helpthem grow as PMs. Julian Hellebrand, Executive Vice President Lifecycle & Programme Management. Many experiences have shaped how I work and they’re all etched into my memory with images of specific people and meetings, not classrooms, which reinforces that work experiences are the most powerful learning mechanisms.’ ‘The 5Ps. The first time I presented on my own at a project review 30 years ago, I was inadequately prepared. The chairman said to me in a kindly way “Never forget the 5Ps – Poor Preparation Prevents Proper Performance.” He could have shouted at me, but instead used humour so I didn’t feel small in front of others, and taught me a valuable lesson.’ ‘The power of silence. Ten years after that event, I went into a review with the CEO of a very large business, confident that I was prepared and with clear messages I wanted to deliver. I’d been forewarned that the CEO liked to pause and reflect between asking questions, which I thought I was prepared for. What I wasn’t prepared for was silences lasting several minutes. I thought he hadn’t understood the points I was making, so I drifted from my brief adding things that I hadn’t fully thought through, which is what he wanted me to do. He tilted his head and smiled slightly when I did this, which is a look that I’ve never forgotten. I learnt the importance of being able to adapt to different styles and had another lesson in terms of preparation. Update | Issue 1: 2016
22 Continuous Improvement Bob Conrad is Senior Director ofPulling in the Operations and Supply Chain at Missionsame directionwith the X Matrix Systems, Orchard Park BU, where the X Matrix is A successful business needs to have a clear an established part of continuous improvement. plan of where it’s heading, but it’s just as important to know when you’ve actually reached ‘We’ve been using an X Matrix at Orchard Park for quite a while,’ he says. the destination. Todd Avery, Vice President Continuous Improvement, explains how we ‘We have a CMS Sector X Matrix which consists of Davenport, Orchard meet our company objectives. Park and Wimborne, which flows down from the Group level. It details the Group and Sector objectives, improvement priorities and Setting a clear company vision, strategy, objectives and targets helps targets, as well as the Function improvement priorities. We take this employees understand where the company is going and how it plans information from the Group and Sector/Function levels and make sure to get there. And measuring our performance against the targets we that as a BU, we are aligned with their strategies. Then we align our set out is a vital part of our continuous improvement policy. own individual objectives to these within the PDR tool. In a diverse and global company like Cobham, it can be difficult to ‘I look at it as eight people in a rowing boat. If all eight of you aren’t understand where your part of the business and your individual role rowing in the same direction at the same time, you’re not going to go fit into the overall company plan. And it’s really important that we in the direction that you want to go in and you’re not going to go as have this line of sight because each of our Sectors, Business Units fast as you want to go.’ (BUs), sites and employees need to be heading in the same direction in order for us to achieve our overall vision, strategy and objectives. Measuring progress regularly is an important part of staying on target. ‘Our monthly strategy deployment meetings at Orchard Park are a Connecting Everyone chance for us to review objectives, improvements and any actions that For Todd Avery, the tool capable of giving employees the line of need to be taken,’ says Bob. sight from what they do on a day-to-day basis and how they are measured, to the objectives of their site, BU and Sector, all the way From an employee perspective, the X Matrix influences their day-to- up to the overall company vision and strategy, is the X Matrix. day activities. ‘Every time an employee has their PDR review meeting, it’s put into the context of the wider BU, Sector and Group objectives,’ ‘Ultimately, the X Matrix is designed to help employees understand Bob explains. ‘As much as possible we try to link people’s personal how their own individual objectives link with those of their line objectives to one of the Business Unit’s objectives or wider strategy.’ manager, their BU, their Sector or Function and the Cobham vision and strategy,’ Todd explains. GROUP IMPROVEMENT PRIORITIES The X Matrix has been flowed down from the Group Executive as a way of sharing the company’s strategic objectives (looking three to GROUP ANNUAL GROUP five years ahead) and annual objectives (within the next year), our OBJECTIVES IMPROVEMENT improvement priorities, our company targets and how we’ll measure and improve on our success. It provides a one-stop visualisation of ACTIONS the path for Cobham over the next three to five years. GROUP STRATEGIC ‘In other words, it tells us what we want to achieve, why we need to OBJECTIVES do it, how we’ll achieve it, when it needs to be done and who’s going to do it,’ says Todd. Ion Hobbs, Vice President of Continuous Improvement Meeting Personal Objectives for the Antenna Systems BU echoes Bob’s comments. ‘The X Matrix has been rolled down through Functions and Sectors, to Business Units and finally to each individual employee,’ Todd ‘Alignment of every employees’ objectives is critical to our BU, explains. ‘The key to its success is whether there’s a clear line of sight particularly as we’re spread across nine sites and two continents. In between the CEO’s objectives and the objectives of every one of our January we brought together 70 leaders from all over our BU to review employees, regardless of where they work or what they do.’ Cobham’s strategic objectives and how we reflect them in the Antenna Systems’ strategic priorities of Customer, Creativity, Capability andUpdate | Issue 1: 2016 Culture. We’ve also made sure that all 500 of our employees’ PDR objectives are aligned to our four strategic priorities, so employees can see how what they do contributes to the achievement of Antenna Systems’ strategic priorities and beyond.’ GROUP STRATEGIC GROUP ANNUAL OBJECTIVES OBJECTIVES SECTOR/FUNCTION SECTOR/FUNCTION STRATEGIC OBJECTIVES ANNUAL OBJECTIVES BU STRATEGIC BU ANNUAL OBJECTIVES OBJECTIVES INDIVIDUAL OBJECTIVES > PDR
Compliance & Ethics matter 23Compliance & Ethics -‘Taking short cuts is not an option’ Observing compliant and ethical Michel Emelianoff discusses business practises is not simply a case of making Cobham perform better as a Compliance & Ethics policy with Update whole. The consequences of taking short cuts to meet objectives can Our new Sector President of Cobham Communications and Connectivity be catastrophic, as shown by the shares his thoughts on what it means to ‘do the right thing’ in Cobham. Volkswagen emissions scandal described below. Q. W hy is acting in an ethical and compliant way important to the way we do business? In small companies, unethical practises or corruption are more likely to be noticed and dealt with. But A. It’s not just about complying with the laws and regulations and following our policies, once an organisation reaches the same size and it’s about always doing the right thing; not doing this can lead to damage to the scope as Cobham, it’s no longer safe to assume company, its image, and our ability to do business in certain countries. that everyone is working to the same compliance and ethics standards. That’s why we have the Ethics Q. How would you describe Cobham’s ethical culture? and Compliance Programme, to make sure every employee in Cobham is working towards a consistent A. My first impressions are that the ethical culture overall is strong. We have a mature set of procedures so we can continue to build trust compliance management system through which we can ask questions and raise above all else. concerns and doubts. No employee of Cobham should ever be encouraged Q. H ow does the Compliance and Ethics policy work in practise? by any leader to push the boundaries of what is ethically acceptable, even if the financial rewards are A. We have a set of policies that all employees are trained on (code of conduct, potentially attractive. Indeed, our company value of anti-bribery and corruption, health and safety, etc.). We have a company Ethics Helpline Integrity urges us to eliminate any hint of unethical Portal, so if an employee wants more information on compliance and ethics they can behaviour or corruption throughout our business. get it from there. The portal is also the place where we can escalate or anonymously flag something that we’re not sure is being done in accordance with our ComplianceUnethical and dishonest… and Ethics policy. As the leader of the Cobham Communications and ConnectivityThe case of VW sector, I have visibility of all cases that are opened in my Sector. I can then work with the right people to decide what the most appropriate route to investigate is.In 2015, a routine test by anautomotive engineer uncovered one of Q. W hat if an employee is under pressure to meet a target and they fear thatthe biggest corporate scandals in recent history. it would be a lot easier to take a short cut?It revealed that Volkswagen had been fittingsome of its diesel models with a device to cheat A. The pressure is great, and the pressure will remain great. Making the numbers is critical,emissions tests. The device could detect when but the key to making the numbers is anticipation and visibility, not taking short cuts.models were being tested and change the The earlier we identify and tackle potential challenges or actions to be taken, the moreperformance accordingly to improve results. visibility we give to the rest of the organisation and the easier it is to make our numbers.The cost? Millions of cars recalled worldwide, Q. W hat do you think is the most difficult ethics or compliance challenge35% wiped off the share price, the company’s you face?first quarterly loss for 15 years, and potentialfines of around $90 billion. A. One of the challenges we face is that we’ve acquired lots of new businesses over the years. These newly acquired businesses have been used to working with a differentThe Volkswagen Chief Executive resigned and set of policies and rules, so it takes time for people who are now a part of theChairman Hans Dieter Poetsch was memorably Cobham family to adapt to a new and well-established set of policies and rules.forced to conclude that, ‘No business justifiescrossing legal and ethical boundaries.’ Q. H ow do you demonstrate to employees that they are free to raise concerns and that senior leadership will respond appropriately? A. Firstly by communicating the company expectations regularly and clearly so that people are absolutely clear on what’s expected of them. Secondly, by ensuring that everyone understands that when in doubt, they should be asking questions, either of their manager or via the Ethics Helpline Portal. Q. W hat are the three most important things you want to tell employees about compliance and ethics? A. Firstly, understand that we do all of this because we are keen to protect our company, our employees and our customers. Secondly, ask questions and communicate. Where there’s a lack of clarity, people can make mistakes. Thirdly, regular training on compliance and ethics is important to keep up with ever-evolving rules and regulations. Update | Issue 1: 2016
24 CR&S – Spotlight on Supply ChainHow our external suppliersshape our internal businessEthics By making sure We purchase a lot of our production materials An example of this is the EU and US legislation on T from external suppliers, and these suppliers range Conflict Minerals. This legislation means that we require our suppliers to prove that they are not W that our suppliers from small machine shops to large multinational using minerals from mines where people are forced companies. No matter which supplier we’re dealing to work under duress, which is an issue in Central meet certain with, we always enforce the principles laid down in Africa, and that any minerals entering our supply our Responsible Supply Chain Management policy. chain must be from conflict-free regions or from certified smelters. economic, social Not only does this help us reduce costs and avoid and environmental risks as a business, but working to a clear set of The UK Modern Slavery Act also requires us and our suppliers to validate that there are no instances guidelines also makes our communication more of people being forced to work in conditions that fit the definition of modern slavery. However, as standards, we efficient and effective. It also helps us to maintain Russ warns, this can mean applying a fairly broad long-term and positive relationships with our definition. ‘You would need to consider not just the people who work, for example, in suppliers’ parts reduce the risk of customers and stakeholders. factories in Southeast Asia, but also the people Part of our Corporate Responsibility & who work as outsourced service providers - perhaps as cleaners or suppliers of building services - to our leaving a negative Sustainability commitment factories in Western Europe,’ he says. impact globally. Supply Chain is one of the eight shards of the The EU has also introduced legislation on Corporate Responsibility & Sustainability star. REACH, concerning the Regulation, Evaluation, Authorisation and restriction of Chemicals. This But it’s also vital Just like the other shards, Supply Chain is about outlaws the manufacturing, importing or moving maintaining high standards; in this case in relation within the EU certain chemicals that are hazardous for improving to the companies we conduct business with all to human health. We expect our suppliers to over the world. Because environmental and ethical validate that they have not sourced or used any of Cobham as a legislation and regulation can vary enormously these prohibited chemicals. across our global network, it’s up to us to make sure business from we promote and stick to a consistent standard. And we want those we do business with to share within. our values. Following the rules As Russ Bradley, Senior Vice President of Strategic Sourcing, explains, our Responsible Supply Chain Management policy continues to be shaped by regulation and legislation at a government level.Update | Issue 1: 2016
Taking the lead CR&S – Spotlight on Supply Chain 25 These three pieces of legislation are fairly recent, ONE POLICY, MANY EFFECTS but Cobham has always stayed ahead of the curve in making sure our business is ethical. We are committed to operating and developing our business in a socially, economically and environmentally responsible manner. Our vision is for ‘We need to be able to say to our shareholders, our supply chain to share our commitment and to demonstrate their customers, employees and national authorities continually improving performance in this area. that we have built these legislative frameworks into our supply chain and have good visibility of Safety & HealthOur Responsible Supply Chain Management policy sometimes goes our suppliers’ performance in managing these requirements’ says Russ. beyond legal compliance and sets out our expectations of our suppliers where local legislation does not match our ambition. Our policy is Ethics, environment and community are embedded divided into three main areas: in our recently updated Responsible Supply Chain Management policy from start to finish, but SOCIAL employees still need to keep up to date with any developments that affect their particular sector. We operate our business to the highest ethical standards. We interact with our suppliers on this basis and expect them to operate their As Russ says, ‘Everybody in the company will business in a similar fashion and in a manner that meets or exceeds our understand that we are all expected to complete Code of Business Conduct and effectively addresses bribery and corruption, ethics training and have to do compulsory training modern slavery and human trafficking, conflict minerals and labour and refresher modules on it every year. This includes standards. anyone who’s involved in projects or programmes, We expect our suppliers to operate an effective ethical complaints not just employees involved in the buying and mechanism and maintain a social licence to operate in their local procurement side of things. Ethical business communities. practises are already familiar to most people, even ECONOMICTalentin their daily lives, but some particular elements have specific consequences. Engineers need to We will pay our suppliers in accordance with the terms we agree and we be aware of the new laws because they need to expect our suppliers to adopt the same standards with their sub-suppliers. design out some of these banned products. Buyers We will not knowingly award contracts that economically disadvantage need to be aware because they need to ensure our suppliers in the long-term. regulations have been followed when they interact We expect to continuously meet the needs of our customers and some with suppliers so there are a number of functional of our suppliers are critical to this requirement. We therefore expect communities around the group that will encounter our suppliers to operate and communicate business continuity plans this in the course of their work.’ Diversityappropriate to the nature of their business and its criticality to our What we’re doing business. Apart from updating our Responsible Supply Chain To give the business and our customers longer term value for money, Management policy, we’re making it easier for we will use a whole life costing approach to account not only for employees and suppliers to integrate compliance upfront capital costs, but also in-use, maintenance and disposal costs. into their daily tasks. As Russ says, ‘We’re working on building a set of tools and processes to streamline ENVIRONMENTAL our compliance with various types of statutory requirements. These processes will help anyone Our suppliers should operate appropriate environmental management in our buying community across the Group to systems to mitigate any significant risks related to pollution of land, air easily scope a particular requirement and send a or water caused by their business. questionnaire out to a subset of suppliers. We are We are committed to phasing out substances that are considered then also looking at building a database to help dangerous to human health and the environment from our products us collate all the responses, track those suppliers and operations, in accordance with all applicable legislation and customer specifications (e.g. REACH). Where suitable alternativesWellbeingwho haven’t responded, and chase down any are not available we will seek to obtain legal authorisation for the outstanding information in order to make our ongoing safe and efficient use of existing substances and will work compliance complete.’ with industry partners to source less hazardous replacements. As an integral part of our 6-sigma approach to product development As we continue to expand our business into we expect our suppliers to work with us to ensure our products new regions, our Supply Chain policies provide a are efficient in the use of energy, water and materials. measure of consistency for the way we interact with suppliers. Supply chain Update | Issue 1: 2016
26 Don’t hold back, feedback Ask Us This month’s Update magazine is packed full of news and features, so we hope you’ve enjoyed reading it. The Cobham family is about people, relationships, innovation and collaboration and you’re a key part of what drives our business forward, so we want to feature articles that are important and relevant to you. If you have any ideas or a story for the next issue of Update, get in touch at [email protected] When we ran our communications survey in February 2015, you told If you have any stories you’d like included in us that your preferred method of receiving general information about Update News, send an email with details to Group what’s going on across Cobham would be from emails and you’d like Communications at [email protected] them monthly. Based on your feedback, we’ve launched an employee email called Update News. Look out for the latest Update News email in the Update News is emailed out at least once a month, giving you the coming weeks. latest information about what’s going on across Cobham. Update News can be viewed on your work or personal mobile, meaning you can keep in touch with what’s happening in Cobham whenever and wherever you are. You can see what Update News looks like on the right. We’ve worked closely with the IT department to ensure these emails reach you; our stringent and necessary email security controls mean that we can’t be sure that our emails will reach everyone. There are a few things you can do to increase your chances of receiving Update News: • Look out for Update News which will come from the email address: [email protected] • Review the email notifications from Mimecast so you can ‘permit’ emails from this address • If you aren’t receiving these emails at all on a monthly basis, contact Group Communications at [email protected] to check that you’re on the distribution list • If you are on the distribution list but still aren’t receiving the emails, speak to your local IT department who can help you resolve the issue.Update | Issue 1: 2016
Time out 27Sudoku EASYWe hope you enjoyed completing the 75Sudoku challenges in the previousedition of Update. Why not take 1 592 3some time out to complete thesenew challenges! 35 4Fill in all the squares in the grid 53 94so that each row, column and 3x3square contains all the digits from 21 to 9. Good Luck. 247 6 35 2 86 4 93 67 4INTERMEDIATE CHALLENGING 93 9 753 727 9 8 96 84 43 562 9 83 5 1 29 57 87 45 8 93 74 5 1 98 1 27 1 428 63 25 Update | Issue 1: 2016
Cobham is a very diverse,global company.But there is a threadthat connects us all. It began with Sir Alan Cobham. It runs through everything we’ve done and everything we’re going to do. We are the people who tackle the greatest challenges to be found on – and off – this planet. Where others can’t or won’t solve a problem, Cobham can find a way. That’s why we do what we do. That’s what unites us. That’s the Cobham SPIRIT.
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