SC SC21 Task k Force ce 20th – 21st t No November ber 2012 Tit itanic ic Belf lfast st Ltd Advancing UK AeroSpace, Defence and Security Industries
Venue Titanic Building Queen’s Road Titanic Quarter Belfast BT3 9DT Advancing UK AeroSpace, Defence and Security Industries
Agenda 21st November Conference Venue: The Andrews Gallery, Titanic Building 08:30 Registration 09:00 Welcome & Introduction – Phil Curnock, ADS 09:05 Opening – Arlene Foster MLA, Minister of Enterprise, Trade & Investment 09:15 Aerospace Growth Partnership - Neil McManus, VP & MD Spirit AeroSystems 09:45 SC21 Programme Update - Phil Curnock , SC21 Project Manager, ADS 10.00 Launch of Updated RMM and Collaborative framework – Terry Williams, MBDA Ian Taylor, AEC 10:15 Coffee Break & Visit to company Stands Advancing UK AeroSpace, Defence and Security Industries
Agenda 21st November Conference Venue: The Andrews Gallery, Titanic Building 10:45 CIPS Aerospace and Defence Academy – Andrew Coulcher, Business Solutions Director 11:00 SC21 Awards Presentations – Stephen Cowan, General Manager of Supply Chain, Bombardier 12.00 SC21 Northern Ireland Summary – Tracy Meharg, InvestNI, Executive Director, Business Solutions 12:15 Lunch & Network 14:00 Tour of Titanic Building & Exhibition Advancing UK AeroSpace, Defence and Security Industries
Opening Address Arlene Foster MLA Minister of Enterprise, Trade & Investment Advancing UK AeroSpace, Defence and Security Industries
Aerospace Growth Partnership Programme Neil McManus VP Spirit AeroSystems AGP Supply Chain Chairman SC21 Chairman Advancing UK AeroSpace, Defence and Security Industries
AGP: Aerospace Growth Partnership
The UK Aerospace Sector • Aerospace – advanced engineering, manufacturing and services – employs 105,000 directly • UK aerospace is number one in Europe and the largest aerospace industry outside the US • Well-placed for further growth • Turnover in 2011 £24.2 billion & new orders worth £28.3 billion • Highly competitive globally. 75% of industry revenues are exported • The UK is a world leader in the manufacture of aircraft wings, engines and advanced aircraft systems
What is the AGP? STRUCTURE • The AGP brings the UK aerospace industry and Government together to address barriers to growth, boost exports and grow the number of high-value jobs in the UK. • Top level group is Aerospace Business Leaders (ABL) group chaired by Vince Cable; senior level business/BIS representation. Identifies issues of strategic importance. • Aerospace Growth Partnership (AGP) then responsible for addressing these issues. Chaired jointly chaired by Michael Fallon MP, Minister of State for Business and Enterprise, and Marcus Bryson, VP Aerospace at ADS. Involves wider business representation across the supply chain/senior BIS reps.
What is the AGP? VISION • AGP Vision is to: • Ensure UK remains Europe’s No1/and No2 globally. Ambitious and challenging goal given intensifying competition & rapid pace of innovation. • Support UK companies at all levels of supply chain – to broaden and diversify global customer base. Critical given entry into market of new manufacturers of large civil aircraft.
What is the desired outcome? To jointly establish a Plan for the UK Aerospace sector: …such that Government and Industry can co -invest and/or develop in specific areas of the sector in order to remove barriers to, and stimulate growth …aimed at prioritised areas where the UK has the opportunity to be a global leader and win substantial market share …by end 2012
AGP Structure AGP Steering Committee Strategy Technology Manufacturing Base Supply-chain External Engagement Competitiveness • Protect & sustain the sector • Review strengths, • Establish • Build business • Establish R&T weaknesses • Review Aerospace’s case for Gov’t & • Assess need for plan to meet Implications for Environmental Industry working strategic goals adaption and define the manufacturing brand around the together • Develop outcomes base future all new a/c • Exploit future • Define processes to Demonstrator • Assess options concept programmes programmes enhance access to • Develop for partnerships • Position the • Protect R&T finance, ECGD, engagement plan industry for future infrastructure investment, risk for sector Single-Aisle sharing and export opportunities Aerospace & Defence Sector Skills Group • Developing and retaining the required skills base
AGP Working Group Chairmen • Steering Group Marcus Bryson, GKN and VP ADS • Strategy Graham Chisnall, ADS • Technology Gavin Campbell, Bombardier • Supply Chain Neil McManus, Spirit • Manufacturing Mike Gregory, IfM Cambridge • Engagement Jon Dennison, GKN • ADSSG Mark Stewart Airbus UK
AGP Working Groups • Involving 80+ Senior Executives from the UK Aerospace Sector • Department for Business representation on all groups • Supported by up to 8 full-time high calibre industry secondees plus ADS senior execs
Opportunity for short, medium and long term growth ? Boeing 777 Refresh All-new Short Range programmes Irkut MS21 Airbus A380 stretch Embraer E-X A350 refresh COMAC C919 Bombardier C-Series Boeing 737 MAX Airbus A320neo
A Strategic Vision for UK Aerospace • Launched by Vince Cable at FIA2012. Foreword by Prime Minister • Sets out key findings from AGP so far and next steps, leading to final report at end of year – to turn vision into a winning strategy • Identifies opportunities and challenges that need to be addressed to secure short, medium and longer term growth. This led to development of PEP (Protect, Exploit, Position model) 16
AGP Overall Strategy Ensuring: • Making sure that the UK is Identifying: well placed to secure • Opportunities for the UK maximum economic return between now and 2025 on future new platforms and ensuring we work which may incorporate Identifying: together to achieve radical new technologies • Core UK capabilities and maximum benefits for UK how we can make them businesses Take the lead with revolutionary more effective. Growth through CAPACITY new products such as • Use these opportunities to • Capabilities at risk and • Laminar flow architecture help de-risk technologies the measures that can be and manufacturing • Open rotor engines taken to protect them processes • Advanced systems Improve manufacturing systems to increase capacity, capability and Grow skills and factories to absorb Develop new manufacturing competitiveness share in under-represented markets systems to ensure high- Deliver innovative technologies, value production remains in Increase supply chain competitiveness developed through AGP process, to the UK to win more market share mid-term aircraft programmes EXPLOIT PROTECT & SUSTAIN POSITION 5-15 years 15+ years 0-5 years 17 Growth through NEW PRODUCTS and CAPABILTIES .
AGP: Key High Level Findings • UK can retain position #1 manufacturer in Europe (and #2 globally) , if industry and Government work together to address barriers to growth. • UK can differentiate itself from competing nations by developing product and process technologies now that, while focused on the high- technology innovation and skills required to deliver competitive, next generation products for future platforms, can also secure market share in the short and medium term. • With an expanding range of aircraft and equipment manufacturers, UK aerospace industry needs to broaden its customer base across the global market. • Companies will invest in creating jobs and capabilities in the UK if they see the Government is committed to maintaining the UK as an attractive environment for aerospace.
Strategy Working Group Maintain Position as #1 in Europe • Increase UK global market share in engines • Return to a 20% market share of wings on future Airbus programmes • Maintain / develop centres of excellence for engines, wings & key systems • as Number #1 in Europe and Number #2 Broaden the UK base across the global market : • Worldwide partner of choice for wings, engines and key systems • Secure access to worldwide markets • Leverage private investment with HMG & EU investment
Technology Working Group KEY FINDINGS • UK needs to consider levels of future investment (public and private) in R&T covering both product and manufacturing process technologies. A strategic, long-term partnership with HMG, providing consistency and certainty of R&T funding is crucial to future economic growth. • Strategic R&T coordination , a harmonised approach to fundamental aerospace R&T and technology application, together with targeted investment required to help UK industry protect its lead position in Europe • The UK must make bold and strategic decisions , harnessing disruptive design and environmental technology advances, in order to stay ahead of competition and ensure continued economic success • Industry and Government must ramp up investment in “de - risking” demonstrations of innovative new technologies that will lead towards all new and unconventional aircraft concepts
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