AAC/04/12/05

Academic Assessment:
Career Learning Assessment Form CEng
Asset Management Exemplar

Following an initial assessment of your academic qualifications and career history to date, it is
possible that you may be able to demonstrate sufficient evidence that you have satisfied the
equivalent of the academic requirements for registration as a Chartered Engineer. This is shown
through a combination of your formal academic and work-based learning. You are therefore being
asked to complete this form and provide more detailed evidence relative to your work based
learning to allow a full assessment to be made.

1. PERSONAL DETAILS

Surname: Asset Management Engineer Forename(s) Maintenance & Control

Title: Hydraulic & Pneumatic Controls Date of Birth (DD/MM/YY):

Street Address:

Town/City: County/State:

Postcode: Country:

Home Telephone No.: Mobile No.:

Email:

Are you currently a member of IMechE? No Yes Membership No.:

To meet the requirements you need to demonstrate that you have achieved a level of knowledge and
understanding equivalent to that of a graduate with an accredited Masters degree. It is important to
appreciate that this is about knowledge and understanding (broadly, the practical application of knowledge).
Someone with Masters Level knowledge and understanding will have a good grasp of the theoretical principles
underlying their particular area of engineering practice. They will be able to apply them in novel, unusual or
complex situations where codes or procedures are unavailable, or do not meet the full requirements.

FORMAL QUALIFICATIONS If you have more than three qualifications provide details (as below) on a separate sheet

Start
Qualification Nature of
Entry Year and Duration
Subject/Discipline Academic Establishment Title Study (eg
(eg yr 1) Finish of Study
(eg HND) full time)
Years
1st Qualification BEng (Hons) Part time Year 1 2001 4 years
BEng (Honours) Manufacturing 1st class 2005
Systems Engineering

2nd Qualification HNC Part time Year 1 1989 2 years

HNC Industrial Instrumentation 1991
and Control

CEng CLA v10 Feb 13 1

3rd Qualification HNC Part time Year 1 1987 2 years
HNC Mechanical / Production 1989
Engineering

Engineers with different career profiles and experience may be able to demonstrate their level of knowledge
and understanding in different ways. The questions below are intended to act as prompts to draw out the
necessary evidence in the form that is most likely to be appropriate. The key is to identify appropriate
evidence in your personal situation, especially evidence of the deepening of your technical knowledge
and understanding in your own field of engineering, beyond that expected of a graduate with a
Bachelors. Since you have been asked to complete this form, it is likely that your non-technical knowledge
and understanding will have been developed to a satisfactory extent and, while we ask for confirmation of
this, it is not the focus of the assessment. The crucial aspect is your technical development to a level
equivalent to Masters Level.

You are strongly advised to read the guidance notes that accompany this form.

Please note: This is not an assessment of professional competence gained in the workplace. On completion
of the CLA process you will be advised of the requirements for the Professional Review assessment stage.

NB: The boxes on this form can be expanded. The size of the box provided is not indicative of the amount of
information required. As a guide, please aim to provide at least half a page per section and limit your
response to a maximum of one and a half pages per section.

1. In what area(s) of engineering practice would you regard yourself as

SPONSORS
specialising, and how have you acquired and maintained the technical knowledge
INITIALS
and understanding needed to be skilled in these areas?
I have specialised in a number of fields, but consider myself a technical authority with respect
to Hydraulic and Pneumatic Control Systems, Failure AnalYSiS, Asset Management and
Maintenance Practices.

Failure Reduction and Investigation: -

I have been engaged in engineering failure reduction since 1994, in both technical
engineering and management roles, to my current role as works manufacturing engineer
utilising failure investigation to root cause, and bad actor elimination., (Pareto Analysis of
failures by functional location, frequency, and duration, with actions then take on the worst
offenders).

These skills were developed in technical exchanges with Nippon Steel Corporation on site, with
two visits to Kimitsu and Nagoya Works, Japan.

Utilising the knowledge and skill developed with NSC, I achieved a 50% year on year reduction
in engineering delays, which also included a risk-based review of all plant equipment by
functional location, focusing on equipment reliability, availability, and maintainability.

The NSC techniques developed, involved formalising a delay investigation system on site to
ensure all engineering failures were recorded on a Delay Report Form (DRF), detailing the
sequence of events prior to the failure, the failure mode, and actions taken to rectify. In
conjunction with the DRF's, Corrective Action Reports (CAR) are then created with clear
countermeasures to prevent delay re-occurrence, using different failure analysis tools to
establish the root cause of failure.

For example, data collection, photographs, statements, retention of failed components, lab
analysis, IBA data logging systems, camera recordings and so on.

The "5 Whys" methodology is also a fundamental factor in establishing the root cause, when
this process is complete the delay is booked to an appropriate category, i.e. installation failure,
CEng CLA v10 Feb 13 2
 design failure, maintenance schedule not adhered to, judgement failure, maintenance plan
incorrect and so on.

Typical examples of countermeasures are maintenance schedule changes, maintenance

frequency changes, maintenance strategy change, personnel training, equipment redesign,
installation standards required, and CBM check required.

CAR forms remain open until all actions are complete and monitored for progress at a monthly
meeting chaired by myself.
These techniques have been utilised throughout my career, and helped deliver improved
performance in other fields at Shotton Works, i.e. Safety, Quality and Operational delays.

For long-term analysis and Improvement, Strategic Planning (Bad Actor Ellmln Ion) I also used
on a 6 monthly basis, to analyse failures, by duration, frequency and functional location, and
then the maintenance strategy Is reviewed.

This technique has addressed issues such as maintenance cost, over/ under maintenance,
skill deficiencies, equipment redesign, and results in changes in appropriate maintenance
techniques, i.e. Run to Failure, Condition Based, Time Based, Design Out or, Opportunity
Maintenance.
Religious, aggressive pursuit of this type of investigation, has delivered significant
improvement across Shotton Site.

Hydraulic / Pneumatic Control Systems: -

A basic understanding of system design, interpretation of drawing symbols, component

function etc were developed early in my career, as craftsman, with technical knowledge
expanded after attending numerous external training courses.
Competency and Skills were developed with exposure to fault finding and enhanced further by
reading technical papers, and manufacturer's manuals.

System knowledge and fault diagnostic skills were formalised again as a Shift Engineer in a
fire-fighting role, in both Heavy and Light Engineering backgrounds. Numerous failures were
addressed on a regular basis, as a result of poor filtration control packages, inadequate system
maintenance, and poor design and operation practices. (This gave me the opportunity to
develop my skills to an expert level).

At this point in my career I was appointed as a technical engineer; I was now able to take
ownership and responsibility for a manufacturing line, and put my knowledge and experience
into practice; this allowed me to redesign, improve diagnostic equipment, and establish
appropriate maintenance techniques, with subsequent improvements in equipment reliability
and availability.

I also introduced a number of different techniques to eliminate system shock and resultant
leakage, set ISO cleanliness standards for general and servo systems, introduced oil condition
sampling, and started a leak reduction and filtration improvement program.
This work has continued throughout my management career at Shotton works, and has
delivered significant savings and improvements in equipment reliability.

During the past 4-5 years I have recognised a shortfall in site hydraulic system knowledge, due
to inadequate training-amplified further as a result of reduced failures and the limited need for
engineers or craft to conduct failure analysis.
Significant time has been spent compiling system descriptions, updating drawings, and
developing a site based Advanced Hydraulics training course. Utilising British National Fluid
Power Centre, this has now been integrated into the site apprenticeship scheme, and also
delivered annually to technical craft, technicians and junior engineers.

I am now a technical authority on site, and in this role have mentored a mechanical engineer
with his project for redesign and installation of a new hydraulic control system for No 1
CEng CLA v10 Feb 13 3
 Colorcoat Line strip accumulator tower.

This has been submitted as evidence for part of his application for a Chartered Engineer.
I have checked, assessed, advised modifications and ensured that the system is compliant
with company standards.

2. Explain the technical decisions/judgements that you are required to make in

your current post and the underlying knowledge and understanding required to SPONSORS
do this effectively. (If previous posts provide a better example of this, please add INITIALS
information on this).
In my current role as Shotton Works Manufacturing Engineer, I have full responsibility for
leading a multi-disciplined engineering team who complete maintenance activities on four
modern continuous multi-million pound coating lines, and the management of Shotton
Engineering maintenance workshop support facility. I am responsible for all on-site
manufacturing engineering work: managing department of 15 engineers; 11 technicians and 85
engineering staff with an annual maintenance budget of >7M.

On a daily basis, I have to make manufacturing process based decisions, with respect to
Health, Safety and Environmental compliance with regulations and or company policy. This
involves strategy with respect to Dangerous Substances and Explosive Atmosphere
Regulations (DSEAR), Company Process Hazard Review actions, and compliance with Tata
Steel Europe's HSE policy, Site environmental permit, and Health and Safety regulations.

A thorough knowledge for example of the following is required in order to make risk based
decisions:
Pressure Regulations
Equipment Integrity and Inspection.
PUWER Regulations,
British Standards,
Passenger Lift Maintenance,
LEV systems,
Water regulations,
Legionella Control,
Lifting Equipment Regulations (LOLER).

I have proactively sustained the site Health and Safety management system and contributed
towards its development. Specific examples such as introduction of task risk analysis
documents, and the 4 What's Task Risk assessment booklet, which is now being adopted
across Tata steel Europe.

With respect to the Manufacturing process, quality, costs and maintenance, I have identified,
developed and managed a number of manufacturing capital programs.

For example:
No 1 COCO/ No 5 HDG DC drive replacement
DSEAR and Company Process Hazard Review Action Plan. (300K) No6 Hot Dip Galvanising
Line Surface Quality Improvement Program (750K)

I am the site lead and responsible for maintenance best practices and strategy for
Manufacturing, providing engineering resource, advice and support where needed. I direct the
implementation of preventative and predictive maintenance programs to ensure plant
CEng CLA v10 Feb 13 4
 availability is maximised.

I manage engineering processes including management of change and site technical queries
and am responsible for continuous improvement and the introduction of new products,
processes or assets onto site. I support and lead where appropriate, specific operational
strategies for Manufacturing, Engineering, and Process development. I take an active role in
the energy reduction team and have established strategy across the Manufacturing site. I
ensure all site contracts relating to Maintenance, Plant Condition and Performance are
managed in an effective manner.

I am also responsible for developing and building engineering talent, and have managed,
coached and developed a team of multi -disciplined electrical and mechanical engineers, from
both undergraduate and the technician craft route.
This involves the development of job roles and descriptions, competency profiles and 10 year
succession planning.

I regularly contribute and input, with respect to both IMechE and lET professional engineer
development, with site engineer's individual CPO plans reviewed and assessed through to
Chartered Status. I regularly mentor, feedback on performance, and identify appropriate
training and development, on site and at the monthly mentor steering meeting.

3. Give an example (or examples) where you have used your underlying technical
SPONSORS
knowledge and understanding to develop a solution to a novel, unusual or
INITIALS
complex situation.

Throughout my career, I have developed numerous solutions to equipment failures and

reliability issues.

For Example: -
Thermal fatigue failures and pick off on No 6 Hot Dip Galvanising Line 800mm Diameter
Stainless Steel (25Cr 12 Ni) Furnace Rolls. These rolls are positioned in a high temperature
environment up to 1150 degrees C in the Preheat and lower temperatures in the Direct Fired
Furnace. There had been repetitive roll reliability with issues from line commissioning in 1985,
to the late 90's, resulting in premature failure, rolls cracking, bending or breaking, therefore
maintenance change frequency was increased to 6-12 months, at significant financial cost.

After detailed laboratory analysis, roll loading strength checks, temperature heat cycle analysis,
engineering design review, reference to engineering material manuals, and communications
with suppliers, a number of factors were identified.

I identified from original roll engineering drawings that the construction of the roll barrel, had no
reference to internal bore machining to the centrifugally cast tube, This would result in potential
stress raisers or inconsistency of heat transfer and potential roll hot spots due to varying barrel
thickness.

I arranged laboratory investigations to roll barrel samples which revealed Sigma Phase
cracking, this occurs in stainless steels when subjected to long periods of exposure in the
temperature range 560 degrees C to 980 degrees C, and results in embrittlement on rapid
cooling to temperatures below 260 degrees C.

This was a regular occurrence, should there be a strip break in the furnace, whereby
operations needed to gain entry to the furnace. Further investigation revealed thermal creep at
the roll cone ends, and degradation of the roll surface profile and finish, with material pick off.

In conjunction with different suppliers a new material was proposed with an increased Ni/Cr
ratio, to avoid embrittlement in the sigma phase. The alloy also contained micro alloying
elements to reinforce the resistance of the roll towards the creeping effect. Rolls were
reconstructed from a centricast 22Cr 25Ni ASTM A 297 Sigma Phase Resistant Material.
To avoid surface pick off the barrels were coated with tungsten carbide, applied with Praxair
CEng CLA v10 Feb 13 5
 LC017 HVOF system to extend the roll life to between 5 and 7 years.

Roll construction was modified with internal machining and improvements to the cone to barrel
weld prep and construction. Steel plates and fibre were also introduced at cone ends to reduce
temperature at the roll bearing journals.

Operational practices for furnace entry were reviewed to control cooling rate, before furnace
entry to further extend the life of rolls in service.

This solution provided an extension to roll life, elimination of failures, reduced maintenance
costs and significant improvements in product quality.

Another example of utilising my technical experience would be the elimination of Hydraulic

Shock on No 5 Hot Dip Galvanising Line High Volume (HV) and Low Volume (LV) Pump
Loading systems.

The system incorporates a constant displacement 10 gpm vane pump which provides constant
pressure to mandrel expansion cylinders and pilot control pressure for loading a Dual Output
HV (90 gpm) and LV C172 gpm) vane pump loading.

Under unloaded conditions (i.e. no oil volume required in either HV or LV circuits), oil is
pumped at low pressure via two pilot solenoid activated normally open sequence valves for
each High and low volume circuit back to reservoir.

When an actuator is moved and or a low pressure switch activated on either circuit, an
electrical signal is activated to operate the appropriate loading solenoid valve directing oil to
the retrospective sequence valve to change its state from pumping to reservoir to pumping to
system at a pressure determined by each pump's associated safety relief valve.

Conversely when the actuator stops moving, (i.e. pressure raises or pressure switch is restored
to normal system pressure) the loading solenoid valve is deactivated back to its original state,
therefore pumping oil at low pressure back to reservoir.

During the ON load cycle, significant high pressure transients were observed, in excess of 50%
higher than normal system pressure, and a massive shock upon deload, as the oil
decompressed back to tank, resulting in a phenomenon known as "water hammer", with
associated noise, and oil leakage.
These pressure transients were recorded to data logger, and a cost effective solution explored.

A novel solution was adopted by replacing the sequence valve with a Denison Hydraulic Relief
valve with pilot stage venting to allow remote pressure control using a Sun Hydraulic
Pneumatic /Hydraulic convertor 1:20 ratio (i.e. 1 Bar pneumatic pressure IN 20 bar hydraulic
pressure OUT. Therefore if 3.5 Bar Air pressure could be applied to the transducer valve, 70
Bar pressure would be output and controlled at the pilot controlled hydraulic relief valve.

Therefore, if air pressure feeding the transducer could be ramped up and down in a controlled
manner, the hydraulic system pressure would mirror the same responses. A pneumatic version
of a capacitor/resistor network would make this possible. Compressed air was piped to a
pneumatic 3 port / 2 position (3/2) solenoid activated directional control valve CDCV), feeding a
small air reservoir via a flow control valve (FCV) - A, a pipe was then fed from the reservoir to
the control port of the SUN Pneumatic/ Hydraulic Pressure Converter. At the DCV exhaust port
an air muffler with an integral FCV- B was fitted to control rate of air released, when the DCV
was deactivated.

Now it was possible to control the rate of air feeding the reservoir after the solenoid DCV was
activated by throttling the input air to the reservoir, i.e. the rate of pressure rising and charging
the reservoir and subsequent feed to the SUN transducer valve accurately using FCV - A, and
upon deactivating the pneumatic solenoid DCV, by controlling the exhaust air released from the
reservoir via the DCV through the exhaust muffler FCV -B, to atmosphere at a controlled rate,
i.e. the rate of pressure falling in the reservoir and feed, upon discharging to atmosphere.
CEng CLA v10 Feb 13 6
 The Ramp UP and Ramp DOWN times could now be controlled without any shock in both
pneumatic and hydraulic operation, the results were again data logged, fine tuned and
recorded.

This solution was cheap and effective, with no major electrical control system changes as are
required for proportional control systems.

4. In what non-technical areas have you acquired an enhanced level of knowledge

and understanding (eg. finance, project management, commercial)? Please SPONSORS
provide example(s) of responsibilities which require you to have this level of INITIALS
knowledge and understanding to perform effectively.

Throughout my management development I have utilised non-technical techniques, and

experience to undertake the following:

Trade Union Negotiations at local and area level.

Workforce mentoring and coaching.
Conducted disciplinary action, and improvement programs
Health and welfare sessions
Performance appraisals and objective setting.
Developed training plans
Continuous Improvement activities such as 5S/ SMED / Visual standards.

In my current role I am responsible for financial management and control of all budgets
associated with the manufacturing line maintenance and workshop operation, with a weekly
maintenance spend budget of circa 80K. Annual maintenance budgets for labour, materials,
Stop week provision, and Major Maintenance total in excess of 7M.

I have also been responsible for drafting capital expenditure proposals (CAPEX) on equipment
associated with the manufacturing lines and facilities for between 300K minor up to 2M for
major projects.

I have developed an enhanced knowledge of Health and Safety Risk Assessment, risk
awareness and behavioural issues, a result of significant exposure at shop floor and
supervisory levels, with sharing and learning at different forums such as the Galvanisers
Conference, Steel Rolling Guild, other businesses such as Arcelor Mittal, Shell, Tata
Chemicals, Deeside Power and regular visits to other plants within the TATA group

I have proactively sustained the site Health and Safety management system and contributed
towards its development. Specific examples such as development introduction of task risk
analysis documents, and the 4 What's Task Risk assessment booklet, this is process is now
being adopted across Tata steel Europe.

I have presented " 4 What's Risk Assessment" papers to the Health and Safety Executive, the
Tata Senior Health and safety Executive, the Steel Rolling Guild, and Tata Rotherham Health
and Safety Team.

I have taken responsibility as Project manager or as a member of the project team for
numerous CAPEX projects on site, directing schemes and ensuring they are delivered to the
correct standard, timings and budget.

No 1 Colorcoat DC drive replacement. (450K)

CEng CLA v10 Feb 13 7
 No 1 Colorcoat Regenerative Thermal Oxidiser Installation (flAM)
No 2 Colorcoat Regenerative Thermal Oxidiser Installation (flAM)
No6 Hot Dip Galv Surface Quality Improvements (750K)
DSEAR and PHR (350K)
Maintenance Shutdowns (200- 300K per line)

Throughout my career, I have Project managed a large number of Annual Maintenance

Shutdowns spanning up to 2-3 weeks, with up to 150 to 200 personnel on site, both contract
and local personnel. This has involved developing job specifications, procedures, spares
preparation, scoping contracts, selecting and placing contracts, finance control, safety tool box
talks, special tool preparation, arranging scaffolding, Crane Plans, LOLER, Job Risk
assessment, isolation planning and initiation, testing equipment for dead, manpower
supervision, chairing planning meetings, daily progress and review meetings, shutdown
recovery plans, safety audits, technical support and direction, and pre start commissioning.

5. What training courses have you undertaken that you would consider as
providing knowledge and understanding at a level at or above a Bachelors
degree? SPONSORS
(This might include University MSc modules or short courses and specialist INITIALS
courses organised by your company or third parties. If none, please indicate not
applicable.)
I have regularly attended annual technical conferences held by the Galvanisers Association, in
different locations across the United States and Mexico; competitors, suppliers and other
technical institutions present technical papers.
Have contributed technical input during the feedback sessions.

Following these visits, subsequent modifications have been made to plant and equipment, as a
result of developing new contacts within the business, and utilising output from technical
meetings.
i.e. A modification was made to the Galvanising Line submerged sink rolls, improving the cast
roll end design for rigidity and thermal creep resistance, and subsequent improvements in
concentricity. Bearing journal diameters were also increased and improved to extend the life of
the roll in operation from 4 to 6 weeks.

Attended a 4-week senior management course at British Steel Ashorne Hill management
school, focused on subjects such as: -
Asset management, corporate strategy, trade union negotiation Simulations, health and
wellbeing, finance control, planning, team working best practice, leadership techniques,
outward bounds exercise
These skills have been put into practice and utilised further as I have progressed through the
organisation to my current role.

I have also attended a number of one-week residential courses at Ashorne Hill Management
School; for example: -

Advancement of Engineering Management -focused on FMEA, TPM and best practice for
equipment classification at Rover Group Body and Pressings.

Process management - Setting business goals, finance control and business simulation
activities.

Also nominated for training in conjunction with Nippon Steel Corporation (NSC) Japan. This
involved on site training and coaching and two subsequent visits to Japan to further improve
knowledge and experience.

NSC Engineering Quality Improvement Technical Exchange - 8 days

Nagoya Works, Nippon Steel Corporation, Japan.

CEng CLA v10 Feb 13 8

 NSC Engineering Task Team Technical Exchange - 8 Days
Kimitsu Works, Nippon Steel Corporation, Japan.

This training helped facilitate the introduction of continuous improvement techniques on site,
i.e. FMEA, 5 Whys, Fishbone Diagrams, Root cause analysis, Bad Actor Elimination, Condition
Based Maintenance activities (CBM), I also focused on engineering standards for build,
installation and running checks.
These techniques along with others have enabled significant reductions in engineering delays,
reduced frequency of downshift activities, and increased operating hours on all process lines I
have responsibility for at Shotton works.

I attended an ABB Delivering Energy Savings 3 Day Residential training course at York, which
focused on analysing data, energy saving principles, evaluating and planning and delivering
improvements. These tools have been effective in delivering significant cost savings via the
introduction of Regenerative Thermal Oxidisers on both Colorcoat Lines at Shotton. Annual gas
savings in excess of 1M per line, Payback in 1.4 years

I have attended numerous on site courses delivered by external providers

For example: -
Advanced Hydraulics One week NFPC
Basic Hydraulics- ECT
Hydraulic Systems and Control 5-Day Course -ECT Hydraulic Consultants
Health and Safety for Managers and Supervisors 2-Day Course Coventry Management Centre.
Electro pneumatics 3-Day Course - Festo Didactic.
Combustion Engineering 4 Day Course - British Gas PLC Birmingham
Statistical Process Control- 3 Day Course- Q & F Quality Management consultants.
PLC Programming GEM 80 - 5 Day Course- Alstom.

6. Please provide details of any other evidence that you feel is relevant but has SPONSORS
not been covered in your previous answers. INITIALS
I instigated and launched a project with a select team of site engineers, to develop the New
Shotton Works Apprenticeship Scheme; recognising the shortfall in both practical and technical
skill sets delivered from the existing NVQ driven scheme.

A scheme has been constructed with agreed competency profiles and criteria to develop
quality professional engineering craft personnel on site, with the NVQ qualification falling out as
a minimum.

To ensure quality candidates were identified, the selection process was reviewed to include
psychometric testing and a first stage interview at initial training provider, and then an informal
interview, practical testing and final interview at the Tata Shotton Site.

Apprentices recruited are now encouraged to attain NC and HNC qualifications, and those who
show enthusiasm and capability, encouraged and sponsored to continue further education to
degree level, accredited by either the lET or IMechE. I then developed links with training
provider TIE based at Ellesmere Port, for delivery of Year 1 and 2 training, to facilitate multi-
disciplined basic key skill training in all elements Electrical / Instrumentation / Mechanical /
Welding / Fabrication for our first cohort intake in Sept 2008.

As the scheme and relationship with TIE developed, in conjunction with Shell, TATA Chemicals
and a number of other sponsors we have now steered and developed Year 2 training for core
training in pure mechanical skills (Cohort 2009) and core pure electrical skills (Cohort 2010)

During the period 2008 to 2010, utilising my experience as a time served apprentice and
postgraduate experience, I continued to develop key modules for Years 3 and 4 for both
electrical and mechanical biased schemes on site. Key module criteria were developed to
ensure candidates demonstrate competency within skill level identified'

I attained "buy in" with key departmental engineering management and craft personnel on site
by allocating ownership and responsibility for developing course criteria, supporting
CEng CLA v10 Feb 13 9
 documentation and training notes.
This detail was developed and tested prior to the first cohort arriving on site.

In order to maintain quality of delivery, a PDR process was established at a monthly steering
meeting with key stakeholders. To review KPIs, issues, and action appropriate next steps.

Subsequent IMechE and lET scheme approval has now been achieved for Years 1-4, with a
TATA Apprentice winning "TTE Apprentice of the Year" for three consecutive years.
Investigations are now underway to construct a welder/pipefitter apprenticeship scheme in
conjunction with a Welsh Assembly Government funded course delivered at a local college.

Other Evidence to support application.

I am a member of the Steel Rolling Guild, and have written a number of technical papers and
presented to other guild members.

I am a member of the Galvanisers' Association (USA), I regularly attend and have contributed
and facilitated at breakout sessions during the conference.

I have visited numerous specialist suppliers, specialists across Europe: and always striving to
improve technology and promote new ideas and solutions.

SPONSORS DECLARATION OF EVIDENCE

The formal assessment of the underpinning level of academic knowledge which will determine the category
of registration possible will be undertaken by the Academic Assessment Committee. Sponsors should
indicate as to whether the information contained within this application provides a fair representation of the
applicants career and engineering understanding.
I know this candidate in my capacity as their:

Mentor Line Manager Other (please specify below):

I hold Chartered Engineer registration with the

following UK Professional Engineering Institution:

Sponsors Name: Registration No.

Signed: Date:

CANDIDATES DECLARATION OF EVIDENCE

The evidence described in this document is a true record of the academic knowledge that has been
demonstrated by me, and the evidence is available for review, if necessary.

Signed: Date:

This form was checked by*: Date:

* It is not a requirement to have this form checked by a Chartered Engineer prior to submission but, if you have received such
feedback on a previous draft, please enclose the feedback details with this application.

YOUR FORM WILL BE REJECTED IF THE DECLARATIONS OF EVIDENCE ABOVE HAVE NOT BEEN
SIGNED BY YOU AND YOUR SPONSOR, OR IF YOUR SPONSOR HAS NOT INITIALLED EACH SECTION
OF THE FORM.

THERE IS A 30 CLA CHARGE PAYABLE ON APPLICATION

CEng CLA v10 Feb 13 10

This is to cover the costs of administering this application. If you need to undertake Career
Learning Assessment before commencing the membership application process, you should include
a cheque for 30 with this form to cover the administration costs of this assessment. Once you
are ready to make a Membership application, you can apply online with a reduced membership
application fee of 80, which can be paid as part of your online submission. If applying using a
downloadable pdf, the application fee is 115.

Please return the completed form and payment to:

CLA Review Accreditation and Professional Development Department

Institution of Mechanical Engineers
1 Birdcage Walk
London SW1H 9JJ

CEng CLA v10 Feb 13 11