S G Atkinson Career Profile

S G Atkinson Career Profile

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  Spencer Atkinson CareerProfile 12th August 2016 I have worked in the marine industry for 33 years and 27 years of this in management and senior management in all aspects of the ship repair, refit and conversion, this coupled with my engineering trade both in ship-repair and shipbuilding, has given me vast experience on all types of marine vessels. In the course of my career, I’m very experienced in technical design, specification writing, marketing, estimating, contract negotiations, planning, purchasing, negotiating and placing orders with suppliers and sub-contractors, managing voyage repairs, dry-dockings, major conversions and refits, to invoicing, and after sales both in commercial and the naval markets. Additionally with my experience in the Royal Naval Reserve I have excellent knowledge of running marine machinery and equipment at sea. My experience in marine engineering is in both commercial and naval which includes main engines, auxiliary engines, pumps, boilers, RO Plants, deck machinery, RAS equipment, military equipment, bow and stern thrusters, propulsion and steering equipment. I have many years of experience in ship construction both major and minor steelworks, (including an £3.6m lengthening of a ship) Experience in aluminium vessels, (including the building and fitting of a new bow visor on a Seacat) All piping systems, outfitting (including several new Deck Houses) Blasting and painting on all projects both repair and conversion. Within my career and on every project I have managed electrical, Power management and instrumentation activities. Managing Subcontractors and OEM’s, which have an immense impact on programmes, is an aspect that I excel in on all projects as well as managing our own trades and support departments. These need to be managed diligently to ensure all trades, sub-contractors, suppliers and OEMs support the project efficiently to strive to achieve the Contract Milestone Plan and within the critical path of each specification to ensure the project and contract success. I have always completed a project on time and to budget, giving the customer a quality refit, which enhances their vessels. Project Director “Cammell Laird Ltd” 1/7/02-Present At the beginning of this position I was charged by the Managing Director to not only overseeing and controlling ship repair and ship conversion projects but also to oversee, control and run the company’s machine shop, Pilot Boat maintenance contract and all Mersey Dock and Harbour Co (MD & HCo) vessels’ and estates’ repairs. As the company increased its work with the RFA and management personnel I was appointed the Project Director for all major RFA contracts, and attending and managing the RFA ships, assisted maintenance periods (AMPs) all around the UK. I was to be to in overall control and responsible for a major refit/conversion both commercial and RFA’s which entailed running a large management team and sub-contractor support. As the company grew and we secured more work with the RFA I undertook the management of the majority of all the RFA refits and all of the AMPs. When the RFA required companies to tender for the “Cluster Contract” I was a major part of the team that secured the RFA Cluster Contract in 2008, involved in the full tender process. The Cluster Contract was for the through life maintenance and global reach support for 11 ships. I took over the most challenging ships, in size, technology and military equipment. These were the Fort George, Fort Victoria, Wave Knight and Wave Ruler. With the RFA I pre-plan at a high level for the refit programmes, and then plan and manage the refits for the vessels in my cluster which are undertaken at Cammell Laird yard or abroad, this involves normally a management team of 5-7 ship managers and up to 6 sub- contractor managers depending on the size and complexity of the refit. Since the Cluster contract was awarded in 2008 I have managed 14 major refits to a total approx. value of
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  £166m. The refitsvalues range from £3m to £53m, and duration accordingly (3mths to 12mths). Global reach involves supporting these ships for maintenance periods both nationwide and abroad. I organise and manage a team to complete RFA contract AMP’s in Scotland (West & East Coast) Portsmouth, Plymouth, Portland, normally ranging from two weeks to 3 months and values between £200k to £2m. I have worked abroad and managed major refit contracts in Curacao (£400k, 2 wks.) In Charleston, South Carolina (£2.5m, 2mths.) and in Dubai, “In Theatre” (3mths, £8m) either by myself or heading up a small management team, to assist. The cluster contract has since grown with design and logistic support to the RFA My current major achievement within the cluster contract, is the managing of the biggest refit undertaken in UK private shipyards for more than 30 years, and this was the RFA Fort Victoria refit in 2014 which was completed in just under 12 months. The sales value being £47m (£53m if including long-lead orders) The vessel was operating for 3 years prior to her refit east of the Suez. (Incidentally I christened her “Britain’s No1 Pirate Catcher” which the press and others used, which was quite amusing to me). I managed a refit in Dubai in 2012, to ensure the Fort Victoria kept her operation obligations, full filled and remained on task for the Royal Navy, the value of this refit was circ of £8m and completed in 3 months. For the 2014 refit I started planning the cardinal date and individual task programmes, and I was involved in developing detailed technical specifications for the A&A’s (Additions & Amendments, i.e. new equipment and installation) and upkeep specifications for the Fort Victoria from January 2013, as well as managing major refits on my other cluster ships in this year. I was also engaged in pre-purchase of long-lead equipment, (some orders in excess of £1m, Generators £4.5m approx) negotiations with sub-contractors, OEM’s (Original Equipment Manufacturers) and suppliers (some orders just under £3m) to be in place in good time for the 2014 refit. The Fort Victoria arrived at the yard on the 27th Jan 2013 to start her refit to enhance her capability for future roles, replacing major auxiliary plant and equipment, uplifting the accommodation, hull and tank preservation and essential maintenance on critical engineering, electrical, navigational and military equipment and systems. The contract employed approx. 450 direct and indirect Cammell Laird Staff, coupled with approx. over 350 sub-contractors I required a strong team of 7 ship managers. Major A&A’s undertaken in the refit are listed below, however 59 A&A’s undertaken in total. Replacement of all 6 Diesel Generators, and re-configuration and installation off complete systems, both electrical and fluid, this included new pumps for all systems. This included creation of new daily service tanks and pumping systems. Also to fit new generators and alternators in the Generator spaces needed extending forward by moving the forward bulkhead and cofferdam further forward in the cargo F.O tanks. New Power management System New installation of two Ballast Water Treatment Plants and system pipework, complete with pumps. Removal of existing two Evaporators and installation of a Reverse Osmosis Plant Removal of two boilers and installations of Calorifiers Removal of fwd and aft sewage plants and installation of two Peco Facet STP’s aft and one fwd.
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  Replacement of Lifeboats Removaland replacement of lifeboat davits, including major structural modifications to seating and embarkation ladders and gantry’s. Up-grading of ammunition handling cranes, including new air compressor system. Re-newel off HP,MP and LP compressors Installation of Spray Mist Systems Installation of Pnuepress System to fire main. Installation of enwamatic system Phalanx seat modifications and upgrade Installation of new focsele crane Replacement of Fire Detection System Officer Accommodation Upgrade Lower accommodation upgrade, undertaken half way through the refit. Replacement main broadcast system. Replacement of telephone exchange. Laundry upgrade. Renewal of RASCO window wipers Installation of Incinerator and systems Replacement of Engine Room tanks gauging systems Artic Poppy new installation and conversion of the missile silo in RASCO, circ of £140,000 additional to refit value and taken on very late toward the end of the refit, as this was a late requirement for the vessels future military role. 933 specifications completed with an additional 1900 emergent and 1300 additional specs/works undertaken in the refit. Some major works are listed below. Overhaul & Survey of both main engines Windlass and winch overhauls Overhaul and testing of RAS equipment, including 3.3kva transformers Proper shafts and bearings survey, including re-alignment of bearings/shafts. Service of Steering gear Service of four stabilisers Overhaul of four cargo lifts Overhauls and surveys to ancillary equipment. Overhaul of cargo pumps Renewal of Hangar doors Overhaul and service of existing military equipment and weapons Service of Emergency generator Replacement of all upper deck lighting with LED lighting. Extensive painting programme. Ballast tank blasting and painting Fresh water tanks both cargo and domestic Cargo hold painting and stairwells All external decks Flight deck Hull, topsides and superstructure Main engine rooms including bilges and deck plates (blasting and painting) Clearway in “spray-guard” on the deck and full area re-paint. The Fort Victoria completed the refit and sailed on 7th January 2015.
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  Another highlight andmajor achievement of my career with Cammell Laird was the major refit of the RFA Fort George at Inchgreen Dry-dock, Glasgow between 10th March 03 and 5th September 03. I was appointed Project Director of the contract and had a management team of 8 managers who controlled and run certain refit specification works. The contract value on completion was £17m. The company was awarded the contract on 17th February 03, this gave us 3 weeks to read the specification and contract etc, organise the management team, and mobilise. (NB this mobilisation entailed setting up a fully operational shipyard) Additionally to the above I identified and negotiated with OEMs and sub-contractors and suppliers to undertake works on the contract, producing orders and contracts etc, certain contractors were given orders in excess of £1 million. All long lead supply items identified, ordered and delivery dates arranged to coincide with our programme. Accounts were required to be opened for many new suppliers and sub-contractors, as this was the first time we had traded with them within the RFA refits to date and new suppliers in Scotland. Our work force required to be organised, mobilised and accommodation secured for the duration, including transport for them to and from the yard 7 days a week. Initial 170 tradesmen left for Scotland from Merseyside and we employed a further 90 local labour when the contract started. Also 10 technical and office staff employed locally for contract support and administration. Weekend leave organised on rotor for both blue and white collar personnel. Security firm vetted and security guards and security systems put in place. Health and Safety staff employed and all our health and safety systems installed at Inchgreen. As the dry-dock was rented from Bae Systems, and was only used by them as a standby dry- dock, we had to re-activate the site. This entailed a large clean up of the site and including workshops, offices, and amenities. Additional accommodation and storage need to be set up on site. A secure store’s was set up, which run to the requirements of the M.O.D/RFA. All tools and equipment including lathes, drilling machines and pedestal grinders, workshop benches, vices etc were transported to Scotland and installed at the Inchgreen site. The contract on the Fort George consisted of the following; Major overhaul and survey of both main engines Overhaul and survey of 6 generator and alternators Major overhaul of steering gear Major overhaul of 4 stabilisers and hydraulic pumps Major overhaul of all deck cranes and replenishment at sea equipment (RAS) including load testing. Overhaul of 4 cargo lifts and 1 passenger lift Installation of new automated machinery control system throughout entire ship MCAS. Installation of new military electronic systems. Service of existing weapons and magazines. Major up-grade of all helicopter facilities for embarkation of “Merlin” type helicopters. Installation of two new propeller shaft sealing arrangements Installation of new stern tube bearings complete with new cooling system. Installation of 2 new A/C plant and major overhaul of existing A/C plant. Complete re-insulation of all cargo fridges. Accommodation upgrade and overhaul of all of the domestic services Hull and deck steelwork repairs.
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  Full hull andweather deck shot-blasting and new paint coating systems applied. Full overhaul and survey of all auxiliary equipment including Boilers, RO plants, pumps, and associated ancillary machinery, L.S.A, equipment and fire suppression and detection systems. All the works on the “Fort George” were carried out to M.O.D, Classification society and M.C.A rules and regulations. The vessel was completed within the contract and all certification obtained. The maximum personnel including Cammell Laird employees, sub-contractors and RFA staff working on the vessel was approx. 950 people at the height of the contract. On completion of the contract and departure of “Fort George” the site was decommissioned and returned to Bae Systems. Project Manager “Northwestern Shiprepairers Ltd” 17/10/01-30/6/02 I joined the company in the capacity of Project Manager. The company had secured a long term lease of 6 dry-docks in the Merseyside area, both on the Liverpool and Birkenhead sides of the River Mersey. As I had joined a small management team in a large and newly formed ship repair company the work was intense. Several projects and contract tender/negotiation being undertaken by myself at the same time and only successful due to the fact that the management team was very experienced and had worked together at their previous companies. With my previous experience and knowledge in all aspects of ship repair, major refits/conversions, and facility management and upgrades of several dry-docks, the company benefited greatly and enhanced its capacity, control, efficiency and facilities to undertake larger and more complex contracts. Sales were increased partly due to a large input by myself into the sales strategy and marketing of the company. I managed contracts as the soul manager or heading up small teams of ships managers for larger contracts. In January 02 the company was awarded by the Ministry of Defence (M.O.D) the RFA Sir Bedivere refit, which was undertaken at our Bidston Dry-dock. This was a major achievement for a company not yet a year old. We were awarded the Sir Galahad later in the year. The workforce rose to approximately 300 personnel whilst these contracts were being undertaken. Additionally in August 02 the M.O.D awarded the company the RFA Sea Centurion refit contract. These were major achievements for a new company of which I was directly involved in securing these contracts. Coupled with these large RFA refits and our growing commercial customer base Northwestern Shiprepairers established itself as a major ship repair and conversion company in the UK in a very short period of time, and turning over £4.52m in this period, dated above. Production Manager “Cammell Laird (Merseyside) Ltd” 1/10/00-16/10/01 I gained promotion to Production Manager of Cammell Larid (Merseyside) Ltd, which was the “jewel in the crown” of the Cammell Laird Group. This was one of my highlights of my career and presented me with all kinds of new challenges. With 17 Project/Ship managers, 5 support managers and 1160 blue collar personnel, all under my control and responsibility, the task I faced provided me with a very exciting and rewarding position which has increased my experience immensely. At this time the majority of personnel were working on the
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  “Costa Classica” unit,but with other ship repair and conversion projects that were being undertaken in the yard at the same time an excess of 2000 persons which include sub- contractors were working within the yard at any one time. I was responsible to the Production Director for the efficient use of manpower resources and facilities appertaining to all ship repair, major refit and conversion (i.e. steelwork, engineering pipefitting, outfitting, electrical etc), additionally all commercial and contractual aspects of the ship repair or refit and conversion contracts was my responsibility. As such had a very important role to play in every contract and repair operation. I also oversaw the Site Managers operations to ensure that all maintenance and testing is carried out on yard facilities, plant and equipment, to enable production activities to be run safely and efficiently. Given the nature of the marine industry and due to the large number of personnel involved, I had to ensure that the yard ran according to the Companies’ General Discipline and Health and Safety policies. These core necessities were controlled and directed vigorously by myself. As well as my Production Manager duties, I was also actively involved in all the decisions and organisation for the launching of the Costa Classica unit. The docking of the Costa Classica, splitting of the vessel and re-assembling with the new unit in place at No5 dry-dock. With the collapse of the Costa Classica Contract, the yard altered its priorities to obtain more work of the repair, refit and conversion nature. This, the company were highly successful in doing. Control of management, personnel and yard facilities became quite intense as the company succeeded in winning large number of contracts. I would constantly assess labour requirements, facility resources, materials, sub-contractors, etc. This was to ensure that all contracts were undertaken in the most efficient and productive way as possible, to secure good margin contribution for the company and to produce high standards and quality of works for our customers. Organising and coordinating dry-docking and wet basin activities of all contracts, was a principle key function with in the yard, which was my responsibility. Within this period the turnover of major projects was in excess of £60m with normal dry- dock and voyage repairs contributing to approx. value of £11m Unfortunately the company went into receivership on 11th April 01. The receivers required a large input from myself in running the yard to complete all existing contracts successfully with as minimum of labour and cost as possible. At this time I was actively involved also in a management bid to purchase the Merseyside yard. Project Manager “Warbreck Engineering Ltd” 2/8/99-24/1/00 The Managing Director charged me to set up a dry-docking company from a newly acquired machine shop company. The company secured a three year lease on the Clarence Dry-dock complex consisting of 3 dry-docks, which were in a sad state of repair. Setting up the dry- docking company included installing a company infrastructure, management systems, extensive up-grading and re-developing the facility as well as marketing the company. I also then manged all contracts awarded to Warbreck. At this time I also complied a detailed proposal to replace the No1 dry-dock gates with gates from a Tyneside yard and installation
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  of a towercrane. Within this period I was awarded and undertook contracts to the value of £178,598.00. The company was them merged with Wright & Beyer a shipyard that was purchased (direct competition to Warbreck) and then Wright & Beyer took over running the Clarence Dry-dock Complex. Project Manager “Cammell Laird Group PLC” 22/3/99-2/8/99 & 1/11/99-1/10/00 After returning from successfully getting the Gibraltar yard into a first class ship repair facility I immersed myself immediately into the Project manager role, heading up teams of ship managers where required. Undertaking the repairs to a land drilling rig for Nabors Rig #779, setting up the rig and test drilling was a new enterprise within the company and our experience. Also undertaking service repairs and dry-docking the submarine HMS Unseen which was to be sold to Canada, this include periscope work, new escape hatch arrangement installation and stern tube re-bearing and alignment of propeller shaft. Within this period I also run 3 major ferry conversions to upgrade them to the rules of the “Stockholm Agreement” I was transferred to Warbreck Engineering Ltd, but brought back to take over running the P&O ferry “Provence” which was predicting below a 5% profit margin. I turned it round to get a 19.1% profit margin. Production Manager “Cammell Laird (Gibraltar) Ltd” 27/4/98-22/3/99 I was the company’s first choice to join the above company in the position of Production manager to enhance and set up the above facility to undertake repairs as soon as possible. This included employing trades men etc, setting up management systems and ensuring that the yard, dry-docks and facilities could undertake all aspects of ship-repair safely and efficiently to provide an excellent service to our customers. All work was completed to SOLAS, and Class Rules & regulations. I was responsible to the Operations Director for the efficient use of manpower resources and facilities, also all commercial and contractual aspects of contracts within the yard. I also over saw the site manager to ensure that all maintenance and testing of the yard equipment and facilities was in date, to enable production activities to run safely and efficiently. Having a team of four ship managers and three support department managers I was the focal point within the ship yard for all technical support and management that was required to keep the contracts and yard running, safely, efficiently and productively. Involved heavily with H&S, Personnel and QA departments I run a very efficient and safe yard, gaining ISO 9001 within three months of my appointment. The yard increased from 95 full time personnel to 250 personnel to service the contracts within my time at Gibraltar. Project Manager “Cammell Laird Group PLC” 2/9/93-27/4/98 Managing all aspects of ship repair and maintenance of vessels under going refit, dry- docking, conversion or voyage repairs. I under took these contracts both individually or part of a team for major refits or conversions. Being part of a small team and growing shipyard I was also involved actively with H&S, QA, Site maintenance. Also Sales, contract negotiation and estimating this was as well as managing refits efficiently for maximum contribution to the company. I undertook my first lengthening Project in 95 which I managed on my own, this was a dive support vessel called the “Geomaster” I extended her buy an 18m section and converted the vessel to a cable layer, which is still in service called Umm El Amber, the value was a £3.6m contract. My forte was providing a conclusion to the owner’s vessel for repairs, upgrades and conversions on time and within budget. Within this period I directly
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  managed dry-docking andvoyage repairs that came to a total of £5,619,321.00. Major contracts that I was involved in contributed £32,285,534.00 to the company within this period. Project Engineer/Manager “Consultancy Services Northern” 12/6/90-1/9/93 Design and Consultant Engineer Providing technical support and solutions to vessel owners for ship modifications to increase efficiency and safety within SOLAS, MCA and Class rules and regulations. Producing positional, engineering and manufacture drawings, Vessel section drawings and GA’s to Class approval and standards etc. Producing L.S.A and Fire Safety Plans for existing vessels and new builds. Specification writing, estimating for dry-docking, conversions and repairs for ship owners and shipyards. Notable estimates where for the King Orry conversion and upgrade and the Pride of Kent for a lengthening project. Also starting and completing projects from conception through design and managing the project. Notable projects being the Isle Of Man Linkspan back up system and P&O Ferry top vehicle deck ramp and winch system. Within this period I undertook 4 months secondment to Bureau Vertis, Classification Society Taking day release to undertake collage and complete both an Ordinary National Certificate, ONC, BTEC in Naval Architecture & Ships Hydrodynamics and a Higher National Certificate, HNC, BTEC in Naval Architecture & Ships Hydrodynamics. Pilot Boats Contract Managing a small workforce and facilities, also using specialist contractors to provide an efficient maintenance programme for the four pilot boats that serviced the River Mersey for the MD&HC. This included dry-docking and voyage repairs to MCA and Insurance standards, etc. I was directly responsible to the Contracts Manager and close liaison with Technical Superintendent. I was Involved in consultation with the owners for a new build programme of pilot boats. Also within this contract we under took repairs and dry-docking on the MD&HC dredgers, salvage vessel, gig boats, buoyage and Lynas Pilot boats. Workshop Manager “Wirral Seals Ltd” 1/12/89-9/6/90 Wirral Seals Supplies Ltd was a small company which provided a service to the marine and industrial markets. The area the company specialised in was pump repair and overhauls, mechanical seal refurbishment and modifications and the sale of jointing, seals, packing etc and spare parts or complete pumps. I managed the workshop and tradesmen for overhauling pumps and seals, and was also involved in pump and seal sales. Leading Hand Marine Engineer Artificer “Royal Navy Reserve” 1/2/88-1/7/00 In my role of Leading Marine Engineer Artificer (LMEA) I was responsible to the Marine Engineering Officer (MEO) for the maintenance and operation of all ships systems, machinery and equipment, including electrical equipment. I also had the responsibility of ensuring that all firefighting, Nuclear, Biological, and Chemical Defence (NBCD) equipment is held onboard and is maintained correctly. I was custodian of all spare gear and naval store documentation on the vessel. I served on two River Class Fleet minesweepers, HMS Ribble and HMS Humber, also served on P2000 vessel HMS Biter in my 12 years with the RNR. This entailed two week exercises with NATO abroad and home waters and weekends from our
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  naval base HMSEaglet, serving in watches or as the stations required whilst we were on task. I passed professionally to Petty Officer (POMEA) but due to strategic naval reviews the minesweepers were placed in reserve. I served a year with the CDE (Clearance Divers Element) whilst in Gibraltar work with the divers on surface vessels and submarines. Marine Mechanical Engineer “Seaforth Welding, Wright & Beyer, R.J Lewis, Watson Norwest & Cammell Laird Shipbuilders” 1/7/87-1/12/89 After completing my apprenticeship July 87 I was contracted by various ship repair companies for various periods of time to work as a mechanical fitter. In February 88 I started work in Cammell Laird Shipbuilders as a mechanical fitter and returned to the dock road, ship repair industry in October 89. Ship Repair Companies I was employed for different periods of time, dependent on how busy that individual ship repair company was, both in the Merseyside area or nationwide. This was normal ship repair employment activities at the time. In these years in ship repair, I worked on all kinds and types of vessels, such as RORO and Passenger Ferries, Container, Bulk and General Cargo ships, dredgers, Tugs, etc. Royal Navy and Royal Fleet Auxiliary Ships. Oil tankers, coastal and deep sea, Offshore supply/emergency and Survey Ships. Repair work on these ships involved me in damage and defect repairs, machinery overhauls and surveys. On completion of works, running tests on individual ship’s equipment, or attending basin or sea trials with the ships. All types of equipment and makes of equipment were worked on and the description of types of equipment are as follows; Various makes, types and sizes of Main Engines, Auxiliary Engines and associated pumps and coolers. Cargo, General Service, fire, Bilge and ballast pumps. Hull fittings and associated systems, i.e. sea suction and overboard valves, strainers and pipework etc. Rudders and steering gear, Bow thrusters, propellers and propeller shafts, both C.P.P, Kort Nozzle, Voith and fixed blade types. Main engine gearboxes and machinery drives. All types of deck machinery including windlasses, winches, capstans, davits, cranes and derricks, etc. Oil fired and exhaust gas boilers, compressors (LP and HP) and associated pressure vessels and fittings. A/C plant and ventilation fans, etc. Bow and Stern ramps, water tight doors, including the hydraulic pumps and systems. RO Plants and incinerators. All types of L.S.A equipment, including lifeboats and fast rescue boats. Shipbuilding With new build work, on the Upholder Class submarines (Working mainly on HMS Unseen), I had to read and fully understand all relevant drawings for the equipment and systems which I was installing on the vessel. All work was carried out under strict Quality procedures to Admiralty designs, specifications, and standards. Systems and equipment installed included the following; Search and Attack Periscopes, Snort induction and aerial masts. These required precise alignment through the pressure hull and bridge fin. Installation of active and passive sonar equipment, main flooding valve and Torpedo tube equipment. All relevant piping systems and ancillary equipment fitted to the above for full trial operations.
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  After HMS Campbeltownhad completed her first trials, I was required to stand a machinery watch for several weeks, to ensure the services to the ships essential defence equipment was maintained. This was critical, as the consequences to this machinery shutting down was extensive delay and costs to the vessel being commissioned into the Royal Navy. At this time I completed my HNC in Mechanical Engineering and also a City and Guilds in Computer Aided Design. I gained a place in Liverpool University for an Engineering Degree, and attended for several weeks, until my career path offered another route which I decided to take, and fully embrace. Apprentice Marine Mechanical Engineer “Seaforth Welding Co Ltd” 30/6/83-30/6/87 In the first year I was sent to Cammell Laird Training Centre for practical training. This included training and mastering skills in engineering, basic electrical, steelwork and machining work. Machining work included the operation of milling, shaping, lathes and radial arm drilling machines. Practical phase tests were conducted on each section. I was sent on day release to Wirral Metropolitan Collage for my academic studies and successfully completed a Ordinary National Certificate, ONC, BTEC in Engineering in 1986 and a Higher National Certificate, HNC, BTEC in Engineering in 1988. After completion of the first year at the Training School I returned to the yard and served the remainder of my apprenticeship at the workshops, including large machine shop and foundry, dry-docks and dock estate undertaking repair work on all class and type’s of vessels. Repair work on the ships involved me in damage and defect repairs, machinery overhauls and surveys on all types of equipment and systems, as detailed in the above section. In my third year of the apprenticeship, I was appointed as technical assistant to the managerial team. I was requested to stay on in this position after the completion of the two B&I contracts, but decided to complete my practical aspect of my apprenticeship first, to gain more engineering experience and knowledge.