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A contingency strategy as a positive alternative to recession and 
redundancies . 

This is merely an introduction to the Corporate Plan and a summary 

of its proposals, 

The total plan includes 5 detailed technical sections each of approximately 
200 pages. 

These sections may be viewed upon request to the secretary: 

= F Scarbrow 

86 Mellow Lane East, Hayes, Middx, 

Tel: 01 848 9604 Home 

01 965 7777 Work 


This Corporate Plan was prepared by the Lucas Aerospace Combine Shop 
Stewards Committee for that section of Joseph Lucas Industries which is 
known as Lucas Aerospace. 

If a brief description of Lucas Industries is provided this gives an economic , 
technical and company background against which the performance and potential 
of its wholly owned subsidiary, Lucas Aerospace, can be viewed. It was also 
felt desirable to do so as some of the alternative products proposed elsewhere 
in this report, although emanating from aerospace technology, could more 
appropriately be handled, at the manufacturing stage, by production techniques 
and facilities available elsewhere in the Lucas organisations. 

Lucas Industries Ltd. 

Lucas Industries is a vast and complex organisation with design, development, 
manufacturing, sales and services activities in the automotive, aerospace 
and industrial sectors of the economy. : 

The Company which was formed in 1877 now has some 80 000 employees 

and an annual turnover of approximately £300 000 000 and capital investment 
of £110 000 000. A simplified schematic diagram of the U.K. structure is 
provided in Appendix 1. 

A discernable feature of the Company's mode of operation during the past few 

years has been to shift large quantities of capital, resources and technological 

know how into overseas activities. The scale and nature of this may be judged 
from Appendix 2. This raises a whole host of fundamental, political, economic 
and industrial questions, as is the case with the operation of any Multi-National 
Corporation. It is not the purpose of the Corporate Plan to analyse these. 
Suffice to say that this tendency is causing deep rooted concern amongst large 
sections of Lucas employees and they will clearly have to consider appropriate 
means of defending themselves from the likely repercussions of these developments. 
These views and enxieties are reflected in the Aerospace division . 

Lucas Industries hold a monopoly, or near monopoly position, in respect 

of a number of product ranges both in the United Kingdom and in Europe. 
However the present economic crisis, itself a reflection of the inherent 
contradictions of the market economy, is having serious repercussions within 
Lucas Industries. At the time of preparing this report the Company is | 

attempting to shed large sections of labour in some of its plants There has 

also been a serious cut in the living standards of all Lucas workers both by 

hand and brain since 1972. The attitude of the Company to its employees 

and society at large is however no worse that that of its international competitors 
and it is certainly better than some of them. However, a sophisticated industrial 
relations set up and a relatively elaborate network of consultative devices 

simply provide a thin veneer of concern, beneath which is concealed all the 
inevitable ruthlessness of a large corporation involved in the frantic international 
competition: of the 1970's. 

Lucas Aerospace Ltd. 

Lucas has been in the aircraft equipment field since 1926 when it acquired a 
subsidiary Rotax. Prior to World War II Lucas set up a parallel aircraft 
equipment company known as Lucas Gas Turbine Ltd. This was formed 
initially to design, develop and manufacture the fuel system and combustion 
chamber for the Whittle gas turbine engine. Through this Company close 
collaboration was established with Rolls Royce and that continues to this day. 
Thus, since the end of the War and up to the late 60's Lucas had, in practice, 
two distinct aircraft component operations. Rotax, which supplied electrical 
generating systems, starting systems and small gas turbine driven auxiliary 
power units, whilst Lucas Gas Turbine Equipment supplied engine fuel systems 
and larger fabricated components. 

During the 60's Lucas had three major competitors in the electrical aircraft 
field namely, Plessey, English Electric and “.E.I. Lucas Gas Turbine 
Equipment division did not have a competitor and Lucas, at that stage, was not 
engaged in the design of flying control and actuating systems. Paradoxically 
the turmoil in the U.K. aircraft industry of 1965, when the Labour Government 
cut back a number of major products, provided the objective circumstances in 
which Lucas could establish itself as the dominant force in these fields. 

In 1968, through Rotax, it took over the A.E.I. interests at Coventry and then 
the Special Products Division of Fnglish Electric at Luton, Bradford ané 
Netherton in 1969. Lucas further extended its influence in the aircraft 
equipment field by moving into the flying control and actuation systems side 

by acquiring Hobsons of Wolverhampton in 1969. The resultant struciure 

of the new organisation now !mown as Lucas Aerospace is depicted in Appendix 3. 

The ‘Internationalisatior’ of Lucas Aerospace followed closely the pattern of 

Lucas Industries aescrited above. Through its acquisition of English Electric 

it acquired-a 40% stake in Auxilec of France and 34% stake in RL.U. of Germany ~ 

a joint company set with Bosch (15%) and Pierburg (51%) to produce hydro-mechanical 
fuel systems particularly for the M.R.C.A. This pattern has continued to 

provide an international organisation depicted in Appendix 4. The result is a 
Lucas Company echieving the same dominance in the field of aircraft components 

as other sections of Lucas have achieved in the automotive industry. Lucas 
Aerospace is now the only Company in the World with the capability of producing, 
within a single organisation, a complete range of aircraft electrical generating 
systems and switchgear, engine starting, de-icing, flying control, fuel management, 
thrust reverse and combustion systems, instrument lighting and cockpit 
transparencies (1) 

Lucas Aerospace also produce a range of equipment for defence applications on both 
land and sea. The current major committments include extensive systems work 
on the RB.211, Concorde, the TU144 supersonic airliner, the Lockheed 

Tri-star, the A300B Airbus, the European Multi Role Combat Aircraft (MRCA) 

and the Anglo French Jaguar. The full scale of Lucas Aerospace current 
activity is shown in Appendix 5. A measure of the diverse range of products 
which the Company is capable of designing, developing and manufacturing is 
provided in Appendix 6. 

Approximately 20% of Lucas Industries resources are now devoted to the 
Aerospace industry. Lucas Aerospace now has just over 13 000 employees. 
This is a highly skilled and talented workiorce, comprising a very wide spectrum 
of technological ability both in the manual and intellectual field. Witha 

high design and development content it is inevitable that there is a large proportion 
of technical staff and there are 2 200 engineers, designers and draughtsmen of 
various kinds. Aerospace deploys some 5 000 machine tools and approximately 
250 of these are advanced machine tools which are numerically, automatically 

or digital display controlled. This is supported by extensive research and 
development facilities and laboratories, Aprendix 7. 

In consequence of this, Lucas Aerospace is now Europe's largest designer and 
manufacturer of aircraft systems and equipment. 

The Combine Committee 

The five years from 1964 to 1969 saw a very rapid monopolisation of large 
sections of British Industry and the emergence of massive Corporations such 
as British Leyland and G.E.C. This process was actively supported by the 
government, which, in many instances, was providing the tax payers money 
to lubricate the process. Within Mr. Wilson's philosophical framework of 
tthe white heat of technological change' many thousands of highly skilled 
workers found that the consequence of the 'White Heat' market economy was 
that it simply burned up their jobs and gave rise to large scale structural 
unemployment. , The ‘logic’ of the market economies and rationalisation 
programmes in these vast Corporations resuited in the illogical growth of the 
dole queue with all the degredation and suffering and loss of economic activity 
ofhundreds of thousands of highly skilled men and women. 

The Weinstock empire, that is G.E.C., was the pacemaker in this development. 
The work force was reduced from 260 000 to 200 000 whilst during the same 
period the profits went up from £75 000 000 to £108 000 000 per annum. 

Thus whilst it was profitable for Weinstock to cut his work force, society at 
large had to pay the price, firstly in social security payments for those 
involved and secondly in the loss of productive capacity which these people 
could have made to the economy of the nation as a whole. Weinstock's 

attitude to the work force, summed up by one of his managers in a statement 
to the Sunday Times ' he takes people and squeezes them until the pips squeak’ 
was seen as some kind of virtue. Indeed it is a measure of the deep rooted 
economic and political sickness of our society that a person like Weinstock 
was then, and is still, held up as the pinnacle of managerial competence. 

When Lucas acquired parts of English Electric in the process described above, 
the lessons of the Weinstock escapade were not lost on Lucas workers. It was 
clear that Lucas Aerospace, if it were permitted, would embark on a similar’ 
rationalisation programme. Strangely enough it was recognition that this attack 
would be made upon the work force that provided the objective circumstances in 
which the Combine Committee was formed. 

Its formation resu'ted in the first instance from fear of redundancy, and the 
recognition of the need to provide an organisation which could fight and protect 
the right to work. It was realised from the onset that the Combine Committee 
could itself become another bureaucracy and that there were real dangers in 
centralising activities of all factories through one body. Accordingly a 
constitution was carefully worked out and widely discussed at all sites which 
protected against this, see Appendix 8. 

Development of the Combine Committe, now known as the Lucas Aerospace and 
Defence Systems Combine Shop Stewards Committee, took approximately 

4 years. In its early stages it lacked cohesion and strength. The Company 
was, as a result of this, able to embark on a rationalisation programme in which 
the work force was reduced from 18 000 to the present 13 000. However at 
the last attempted sacking of 800 workers in January/February ‘74 the Combine 
Committee was well enough organised to resist this. ©The Combine however has 
no illusions that the right to work can ever be guaranteed in a market economy. 

Gradually the Combine Committee set up a series of advisory services for its 
members. These include u pensions advisory service which has recently 
negotiated a complex pension structure for manual workers (2) and the 
campaign for the election of trustees for the staff pension fund in order that 
information could be available as to where this pension fund money is being 
invested. The importance of this development may be judged by the fact that 
the staff pension fund has a market value of something like £80 000 000 and 
the works on? £40 000 000 at a time when the capitalisation value of Lucas 

as a whole on the stock market has been as low as £36 006 000. 

Other services included a Science and Technology Advisory Service which 
provided technical information on the safeguards to be campaigned for when 
new equipment was being introduced (3) or when health hazards were possibly 
involved (4). 

The Combine Committee is also a reflection of the growing awareness, of those 
who work at the point of production, that the traditional trade union structures 
based on geographical divisions and organised on a craft basis are incapable of 
coping with the new and complex problems of these large monopolies. 

However the Combine Committee should not be seen as an alternative to the 
traditional trade union movement rather it is a logical development from it, 

and complementary to its aims. 

The Combine Committee produces its own four page illustrated newspaper 
approximately bi-monthly, 10 000 copies of this are circulated amongst the 
13 000 manual and staff workers. 

In practice the Combine Committee has become the voice on a number of subjects 
for the 13 000 manual and staff workers who now work throughout Lucas Aerospace 
in the United Kingdom. It has also taken a series of steps to establish 

close links with those employed by Lucas Aerospace abroad. The significance 

of its development has been included in lectures at the T.U.C.(5) on the 

training courses for shop stewards and for full time T.U. education officers. 

Corporate Plan 

The object of the Corporate Plan is twofold. Firstly to protect our members right 
to work by proposing a range of alternative products on which they could become 
engaged in the event of further cut backs in the aerospace industry. Secondly 

to ensure that among the alternative products proposed are a number which 

would be socially useful to the community at large. 

The idea of proposing alternative products on which the work force couid be 
engaged as an alternative te the redundancy arising from cut backs in the 
aerospace industry is not new in Lucas Aerospace; as far back as 1970 when 
the Company was attempting to close the Willesden site a number of projects 
were put forward at the negotiations which took place on that occasion. 
However the idea of prezaring an overall Corporate Plan for Lucas Aerospace 
arose in the first mstance at a meeting in November 1974 with Tony Benn, 
the then Minister of Industry. That meeting took place at the request of 
the Combine Committee to discuss the nationalisation of Lucas Aerospace. 
In the course of the meeting Mr. Benn suggested that there was the distinct 
possibility of further cut backs in certain aerospace and military projects. 

Even if this did not occur the rate at which new projects would be started was 
likely to be reduced. Accordingly he felt that the Combine Committee would be 
well advised to consider alternative products, not excluding intermediate. 
technology on which our members could become engaged in the event of a recession. 

The problems of the aerospace industry have of course been further compounded 
by the ‘energy crisis’. 

It is also likely that in order to make its austerity measures somewhat acceptable, 
the government will at least make a gesture towards cuts in defence expenditure . 
As the Defence Secretary, Mr. Roy Mason, stated in the House of Commons 
recently 'even before the Defence Review it was clear that with few new projects 
coming along there would be a marked reduction over the next decade in the 

level of activity in military aerospace projects, particularly on the design side' (6) 

These reductions we regard as both inevitable and desirable. Indeed it is the 
national policy of almost all of the unions the Combine Committee represents 

that there should be cuts in defence expenditure. However when these cuts are 
made our members are placed in the position of being made redundant or 

fighting for their continuation. We ourselves have done this in the past and will 
support our colleagues in the rest of the aerospace industry in doing so in future. 
Indeed, recently when the campaign to protect the H.S.146 was at its height our 
members at the Wolverhampton plant seized drawings in support of their 
colleagues at Hawier Siddeley's. : 

It has to be recognised however that the traditional method of fighting for the 
right to work has not been particularly successful. Between 1960 and 

1975 the total number in the aerospace industry has been reduced from 

283 000 to 195 000 workers. Apart from this internal problem in the aerospace 
industry there is the more general problem in which all industries are tending 

to become capital intensive rather than labour intensive with structural 
unemployment in consequence. 

Over the past 8 or 9 years there has been some 5 000 000 people permanently 
unemployed in the United States. The same sort of structural difficulties are now 
manifesting themselves even in West Germany where there are 1 000 000 

people out of work and some 700 000 on short time working. These structural 
problems are likely to be further compounded by the rationalisation of the 
European Aerospace Industry within the Common Market. Finally it is to be 
anticipated that Lucas Acrospace will attempt a rationalisation programme with 
its associated conipanies in Europe. 

It is not suggested in this report that, Lucas Aerospace is suddenly going to cease 
to be deeply involved in the aerospace industry. We recognise, whether we like 
it or not, that the aerospace industry is going to remain a major part of the 
economic and technological activity of the so called ' technologically advanced 

The intention is rather to suggest that alternative products should be introduced 
in a phased manner such that the tendency of the industry to contract would firstly 
be halted and then gradually reversed as Incas Aerospace diversified into 

these new fields. 

Tt is also evident to_us that when the three sectors of the acrospace industry 
are nationalised the relationship between them and Lucas Aerospace may well 
change. We have clear r indications from: our fellow trade unionists in those 

bodies that they will not he prepared to see the lucrative > parts of the industry 

hived off by the component. manufacturers: in this we fully understand their 
motives and support them. 

As trade unionists we do not wish to see a relationship between the aerospace 
component firms and the nationalised sector of the industry which would be 
similar to the relationship of the equipment manufacturers to the National 

Coal Board. Such a relationship would provide the opportunity for those 
forces in society hostile to nationalisation to point out that nationalised - 
industries were economically unsuccessful, whilst in practice they would cream 
off the research and development which was paid for by the tax payer into 
component companies. It has already been stated to us therefore, that our 
colleagues in the nationalised sectors of the aerospace industry will be demanding 
that these industries diversity such that any potential contraction is at least 

in part countered by those industries engaging in the manufacture of some of 
the components which they now buy from outside. ; 

The desire to wo1k on socially useful products is one which is now widespread 
through large sectors of industry. The aerospace industry is a particularly 
glaring example of the gap which exists between that which technology could 
provide, 2nd that which it actually docs provide to meet the wide range 

of human problems we see about us. There is something seriously wrong 
about a society which can produce a level of technology to design and build 
Concorde but cannot provide enough simple urban heating systems to protect 

the old age pensicners who are dying each winter of hypothermia (it is estimated 
that 980 died of hypothermia in London alone last winter, which was a 
particularly mild one). 

Further it is clear that there is now deep rooted cynicism amongst wide sections 
of the public about the idea, carefully nurtured by the media, that advanced 
science and technology will solve all our material problems. 

As Professor Jung recently said to an international trade union gathering 

"the deterioration in the quality of life is already noticeable in the highly 
industrialised areas of the world, and this, presumably still accelerating trend, 
makes it increasingly difficult for scientific and technological thought and 
planning to enjoy the blind trust it received in the past decades" (7) 

Of particular significance in this connection is the much publicised rejection by 
capable sixth formers of the places that are available for science and technology 
at British Universities. | Science and technology is perceived by them to be 
de-humanised and even brutal and the source of a whole range of problems, not 
only for those who work in the industries themselves but also for society at 

It is our view that these problems arise, not because of the behaviour of scientists 
and technologists in isolation, but because of the manner in which society 
misuses this skill and ability. We believe however, that scientiests, 

engineers and the workers in those. industries have a profound responsibility 

to challenge the underlying assumptions of large scale industry; seek to 

assert their right to use their skill and ability in the interest of the community 

at large. In saying that, we recognise that this is a fundamental challenge 

to many of the economic and idealogical assumptions of our society. 

It is certainly not the assumption of this Corporate Plan that Lucas Aerospace 

can be transformed into a trail blazer to transform this situation in isolation « 
There can be no islands of responsibility and concern in the cea of irresponsibility 
and depravity. Our intentions are much more modest, namely to make a 
humble start to question these assumptions and to make a smalJl contribution to 
demonstrating that workers are prepared to press for the right to work on 
products which actually help to solve human problems rather than create them. 

It remains our view that no matter how taany sections of workers in other 
industries take up these demands the progress can only be minimal so long as 
our society is based on the assumption that profits come first and people come last. 

Thus the question is a political one, ‘whether we like it or not. Perhaps the 
most significant feature of the Corporate Plan is that trade unionists are | 
attempting to transcend the narrow economism which has characterised 
trade union activity in the past and extend our demands to the extent of 
questioning the products on which we work and the way in which we 

work upon them, This questioning of basic assumptions about what should 
be produced and how it should be produced is one that is likely to grow in 

In July 1970 the United Automobile Workers of America ( U.A.W.) issued a 
statement to General Motors Corporation asserting that U.A.W. members had 
a direct legitimate concern in pollution caused by the automobile industry 

and claiming the right to raise the issue in collective bargaining. The 

union asked to know about fature programmes of General Motors ' designed 
to eliminate pollution, both from within the plants and outside the plants 
caused by waste emitted by the Corporation's factories and by internal 
combustion engines’. 

In September 1972 Douglas Frasez, the head of U.A.W. Chrysler Dept., 
announced that the union had asked Chrysler Corporation to begin talks 

on how to thumanise!' jobs on the assembly line. He said that if the Corporation 
refused the request, the issue of workers boredom and dissatisfaction would 

be one of the unions most important bargaining goals (8) 

Activities of this kind will, in our view, be far more significant in the long 
term thancampaigns for worker participation or workers directors. 

This Combine Committee is opposed to such concepts and is not prepared 
to share in the management of means of production and the production of 
products which they find abhorrent. Indeed at times of Company crisis 
the real role of the so called directors becomes self evident. Thus in 
spite of one third of the seats on the Volkswagen board being filled 

by union representatives and these voting with socialist politicians on 

the board, which in practice is said to give a 50 - 50 say in the running of 
the plant, this inno way helped the workers during the massive 
redundancies which took place in Volkswagen recently (9) 

There cannot be ‘industrial democracy' until there is a real shift 
in power to the workers themselves. 

Trade Unionists at the point of production through their contact with the 
real world of manufacturing and making things are conscious of the great 
economic power which workers have. This growing sense of confidence 
by working people to cope with the technological and social problems we 
see about us is in glaring contrast to the confusion and disarray of 
management, particularly in the highest echelons of industry. 

Corporate Social Responsibility 

Tt is clear that even amongst the supporters of private industry there is 

a growing recognition that things will have to change. Issues such as.the 
‘quality of life’ and the harnessing of the productive forces to meet human 
needs are likely to be issues of major political importance during the 
coming years. Even those whose policies have given rise to the present 
economic and social crisis now admit that change is inevitable. 50% 

of the key policy makers in Europe agreed 'the 1970's will see an economic 
crisis provoking a re-examination of economic aims, the pursuit of 
growth will give way to a search for ‘quality of life' for social justice 

and solidarity (11) . 

The motives of the large scale corporations are quite correctly perceived 

to be anti social". The growth of large scale corporate industries during 
the past century appears to furnish additional evidence of business men's 
anti-social behaviour, first in the trust problem and the treatment of labour 
and more recently in racial discrimination, pollution of the environment, 
contribution towards low levels of public taste, inability to achieve stability 
in the economy and inadequate consumer service and protection. 

The rosta of accusations viewed over the past decade seems to be lengthening 
and the intensity of antagonism appears to be rising orga) 

The rosta could indeed be lengthened to include the de-humanised forms of 
work in the plants of these corporations and even the interesting contradiction 
for them that they are unable to provide the right to work for our members 

in order that they can exploit them! All of this, it seems to us, 
arises because the motive force behind industries of this kind is 

the maximisation of profit. 

In order to retain some kind of public creditability the large corporations 
are even denying that profit is now the main motive. The manager of 
the French subsidiary of the American Corporation Singer is quoted as 
saying "profit remains vital to our survival but it cannot any longer be 
our sole aim. Human related goals must be advanced, the satisfaction 
of wage earners and consumers and the protection and upgrading of 

the environment" (18) 

Peter Parker, Chairman of Rockware Group, told a conference of the 

British Institute of Management "the social dimension is for me the most 
demanding and decisive of the decade. Its scope includes relationships 

with government and institutions, organisational adjustments to the ages, 
social priorities of classlessness and of establishing consent to the exercise 
of industrial power, of a decent environment and of personal and moral 
attitudes towards the question of efficiency to what purpose and at what price". 


He went on to state "with social responsibility we are dealing with an idea 

whose moment has come at last' (14) 

Social responsibility has been defined as 'the committment of a business 

or business in general to an active role in the solution of broad social 
problems such as racial discrimination, pollution, transport or urban 
decay" (15) Some Companies are even putting forward social responsibility 
audit check lists, see Appendix9. — 

It remains our view that businesses will look at social responsibility 
purely in terms of profits, indeed as Maguire has pointed out, social 
auditing represents a crude blend of long term profit making and 
ultrauism" (16) 

We believe this Corporate Plan will provide rtunity for Lue 
Aerospace to demonstrate whether it is really prepared to take its 
social responsibility seriously or not. 


The past seventy years have seen systematic efforts to de-skill jobs, 

to fregment them into small narrow functions and to have them carried 

out at an increased tempo. This process which oddly is known as 
Scientific Manegement', attempts to reduce the worker to a blind unthinking 
appendage to the machine or process in which he or she is working. 

In Scientific Management as its founder, Fredrick Winslow Taylor tells us 

“the workmen is told minutely just what he is to do and how he is to do it 

and any improvement he makes upon the orders given to him is fatal to success"'(17) 
Taylor was not unaware of the implications of what he was doing and once said 

"that the requirements of a man for a manual jo» is that he shall be so stupid 

and so phlegmatic that he more nearly resembles in his mental make up the 

ox than any other type" (18) 

The tendency to destroy skill and job interest is now evident in all fields of 
manufacturing including in Lucas Aerospace; but human beings are not oxen 
and are vebelling against such a system in many Ways. In Volvo in 
Sweden, the labour turnover in 1969 was 52% and absentee rate reached 30% 
in some plants. In the United States the reactiun has been even more 
dramatic; in General Motors Lordstown's plant ths computor controlled 
production line and the products on it have been dire ctly sabotaged by workers 
who felt completely oppressed by their working environment (20) 

- 11 - 

This is of course inevitable in a society which views workers merely as 
units of production and tries to treat‘them accordingly. Moral arguments 
will certainly not change the situation, in fact Griener - a leading academic 
in this field- suggests that successful change does not begin until strong 
environmental and internal pressures "shake the power structure at its: 
very foundation until the ground under the top managers begins toshift 

it seoms unlikely that they will be sufficiently aroused to feel the need for 
change, both in themselves and in the rest of the organisation (21) 

Nor are these problems confined to the shop floor. The past ten years have 
seen the extension of various forms of 'Taylorism' into the fields of white 
collar and mental work (22) 

Behavioural scientists and others are now making vast fortunes advising 
management of job enrichment schemes and gréup technology. 

These of course are simply devised to get more out of each worker. In fact 
workers have always known that is far better if people work in teams 

and know what each other are doing. They know that if they are engaged on work 
which is challenging to them this results in bettez products of higher quality. 

However modern industry continues to move in the opposite direction 

a gradual replacement of human beings by machines, a change in the organic 
composition of capital in which industry is made capital intensive rather than 
labour intensive. Not only does this give rise to serious problems of 
structural :memployment but it also causes serious problems as far as 
quality of products is concerned, and more importantly 'quality of life’. 

It is clearly evident from some of the Lucas Aerospace plants that attempts 
to replace human intelligence by machine intelligence (e.g. over emphasising 
the importance of numerical controlled machine tools as against human skill) 
have had quite disasterous results. Itis intended to campaign for quite 
radical job re-design which will protect our members from this. 

- 312 - 

The idea of a Corporate Plan of this kind is an entirely new initiative by 
industrial workers, It is, to our knowledge, the first time that such a plan 
has been proposed in the United Kingdom, There has, of course, been some 
developments of this kind abroad, notably in Italy where at Fiat the work 
force put forward a series of social demands in addition to the straight 
forward economic ones (such as wages). 

Whilst the Combine Committee is unanimous in its desire to have the 
Corporate Plan produced,there is by no means universal agreement on the 
tactics for its introduction, This is because of the industrial dangers which 
arise in a project of this kind, There is obviously the danger that the 
discussions with the Management about the implementation of the plan, 

(if it were agreed that such discussion should take place, ) could gradually 
degenerate into a form of collaboration, There is also the danger that, even 

if collaboration were carefully avoided, the Company might simply take parts 
of the Corporate Plan and have all this technology on the free, The plan has 
taken a very considerable length of time to prepare and involved many evenings 
and weekends of work, It has also meant that outside experts have been prepared 
to give generously of their detailed knowledge in order to help the development 
of the Corpoiate Plan, 

In these circumstances the greatest care will have to be taken to ensure that 

the Company does not succeed in drawing off the 'money spinners' from the plan, 
and perhaps even having these produced abroad,whilst declining those products 
which would be socially useful, It is even conceivable that whilst the Company 
would take sections of the plan, our members may still be confronted with the 
perennial problem of redundancy. Because of these dangers it is suggested that 
the correct tactic would be to present only part of the plan to the Company, and 
then to test out in practice the manner in which the Company will attempt to deal 
with it. 

Approximately 150 products were proposed for the Corporate Plan. 12 of 
these were selected for presentation at this stage and are suitable for use in 
the following 6 major areas of technological activity. 

aie Oceanics, 
2. Telechiric Macuines. 
3. Transport Systems. 

“4. Braking Systems. 
5, Alternative energy sources, 

6. Medical Equipment. 

- 13 =- 

Fach of these major areas is supported by a file of some 250 pages of 
detailed technical and economic supporting information. Only that on 
alternative energy sources is provided at this stage. A summary of the 
products chosen is included at the end of this section of the Corporate 
Plan. : 

While the Corporate Plan was being prepared, unemployment problems arose 
at the Hemel Hempstead and Marston Green plants. Separate mini 
corporate reports were prepared for these plants and they are being handled 
by the local shop stewards committees. 


The prosperity of Britain as a manufacturing nation depends to a very large 
extent upon the skill and ability of its people and the opportunity to use that 
skill and ability to produce commodities . 

During the past five years the Lucas Aerospace work force has been reduced 
approximately 25%, ‘This has come about cither by direct sackings or by a 
deliberate policy of so called natural wastage, i.e. not replacing those who 
leave, or encouraging early retirement, The net result has been that highly 
skilled teams of manual workers and design staff have been seriously 
diminished and disrupted; we cannot accept that such a development is in the 
long term national interest, 

Coupled with this development has been one inside the Company in which 
attempts have been made to replace human intelligence by machine intelligence, 
in particular the introduction of numerically controlled machine tools, This 
has, ina number of cases, proved to have been quite disasterous and the quality 
of the products have suffered in consequence, 

In many instances the Company has falicn victim of the high pressure 
salesmanship of those who would have us believe that all our problems can 

be solved by high capital equipment. We have allowed our regard for human 
talents to be bludgeoned into silence by the mystique of advanced equipment 
and technology. and so forget that our most precious asset is the creative and 
productive power of our people, 

When we reviewed the work force We now have, our concern centres on four 
points. Firstly, very little is being done to extend and develop the very 
considerable skills and ability still to be found within the work force. 

Secondly the age group in some of the factories is very high, typically around 

46 - 50 years average, Thirdly there is little indication that the Company 

is embarking on any real programme of apprenticeships and the intake of 

young people, (it is in fact sacking apprentices as they finish their time). Fourthly 
the Company is making no attempt to employ women in technical jobs,and 
apartfrom recruitment of these from outside, there are many women doing routine 
jobs well below their existing capabilities. Quite apart from the desirability of 
countering these discriminatory practices, the employment of women jin the male 
dominated areas would have an important 'humanising' affect on science and 

In that section of the report dealing with specific recommendations we propose 
a number of steps which should be taken in this direction, The section of this 
report is concerned with development and retraining facilities for the existing 
workforce this we regard as important at two levels, firstly retraining and 
re-education would mean that we were developing the capabilities of our people 
to meet the technological and sociological challenges which will come during 
the next few years, Secondly, in the event of work shortage occurring before 
alternative products have been introduced the potential redundancy could be 
transformed into a positive breathing space during which re-education could 
act as a form of enlightened work sharing. 

During the past 10 years a number of social, political and economic factors 
have become clearly discernible which suggests that the traditional pattern of 
education/work/retirement will grow increasingly inappropriate in the fourth 
quarter of the 20th century, For the purpose of the Corporate Plan the most 
important of these factors are: 

lis The exponeritial nature of technological change (Ref. .23 and 24) 

2. The rate of knowledge obsolescence and break up of. skills 
associated with 1 above. (Ref, 25). 

3. Structural changes in manpower requirements (Ref. .26 and 27) 

4, ‘the movement towards equal employment and education 
apportunities for women (Ref. 28). 

5. The political and social unacceptability oi structural 

unemployment as a feature of advanced industrial society. 
(Ref. 29 and 30) 

-16 - 

There are some indications that the trade union movement, educational 
institutes, and even some Managements are beginning to respond to this 
new situation, The growing interest in adult and recurrent education and 
retraining is an indication of this (Ref. 31).It is also encouraging to see 
international bodies, suchas the O.E.C.D.'s Centre of Educational 
Research and Innovation, proposed recurrent education which permits 
‘educational apportunities to spead out over the individuals life time! 
(ref, 32). 

Some countries have already well established and co-ordinated retraining 

and educational procrammes, In Sweden for example, apart from all 
training within industry, and the individuals own initiate, the state recognises 
an annual training need of 1% of the total work force (Ref, 33), Even in the 
United States, where the short sightedness of private enterprise is at its 
worst, some large corporations now include training and education as part 

of the corporate social responsibility activities (Ref. .34). 

In general, however, the tendency is to discard older employees and engage 
younger ones 'with new knowledge'. This, unfortunately, is likely to remain 
the predominant business attitude for some time to come, It is an attitude 
which we cannot and will not accept. In our view there is a need for a blending 
of the dynamism and drive of the young people, to be counterbalanced by the 
experience and knowledge of older workers, who should also have the 
opportunity of having their knowledge updated, 

More attention is now being given to the importance of human assets', although 
the terminology used reveals the real motives of many of the companies, for 
example reference is made to 'human capital' (Reference 35, 36, 87). However 
there are some indications that the value of re-training einployees 'who know the 
company system! is beginning to be recognised. The growing pressure from the 
international trade union movement for retraining and re-education of older 
workers (which can frequently mean a little over 40 in some fields) is likely to 
be a significant factor during the next decade (Ref, 38, 39 & 40). 

It is to be anticipated that these international tendencies will be reflected in the 
United Kingdom, although to date the emphasis has been on compensation and 
unemployment payments rather than re-education as an occupational form of 

Unemployment is.a social evil which need not occur in advanced industrial 
society and should not be tolerated, It represents a tragic wastage of the 
nations greatest asset, its people's creative and productive power. Whiist it 
may seem feasible from an accountant's viewpoint to balance his book by 
sacking a few hundred workers the loss to the nction as a whole can be very 
considerable, This loss arises firstly because the individuals involved are 
denied the right to produce, hence the commodities that they would have 


created are no longer available, Secondly the state is involved in vast sums 
of money which are paid as earnings related unemployment benefit and in 
compensation to the individuals who lost their jobs. 

For the individuals involved there is the indignity and degradation of the 
dole queue; for the tax payer there is the expenditure on these social 
services, It is our view, therefore, that even in a narrow economic sense 
it would be feasible to propose that part of the money that would have been 
available had these people been redundant, should be provided as a basis for 
part time education, thereby protecting the individual from the dole queue 
whilst at the same time investing in the nation's future manpower. 

The employment protection bill may provide an employee with a guaranteed 
payment from his employer if he is not given work on a normal working day, 
this can be toa maximum of £30 a quarter and is calculated to cost industry 
£80 000 000 per annum (Ref. 41). 

Mr. Albert Booth, Secretary of State in the Department of Employment, 
recently poinied out that the government is considering paying up to £10 a 
week for each employee in cases of potential redundancy involving over a 
hundred workers as a means of countering unemployment. In these 
circumstances, it seems that it would be economically feasible to suggest 
training, particularly if hacked by a government grant, through an engineering/ 
industrial training board, as one means of countering short term conditional 
unemploynent, In fact the T.U.C. in its annual economic report suggested 
that £50 000 000 should be made available to the manpower services 
commission, including £20 000 000 ‘or 'a job creation programme (Ref, 42) 
We do not believe that private enterprise should be allowed to shift its 
responsibilijies in this respeet ento the state, We do however feel that the 
state should face up to its responsibilities by making some funds available 

for alternative projects in industries where redundancies would have otherwise 

It should be emphasised that we are not, in this context, talking about retraining 
for white collar and technical staff only. It is our view that the entire work 
force including semi-skilled and skiiled workers are capable of retraining for 
jobs which would greatly extend the range of work they could undertake, This 
would provide apportunities which they may have been denied, for a number of 
reasons, at an earlier stage in their lives. 

Such courses could best be organised in local technical colleges and polytechnics. 
It is our view that universities are too rigid in hoth their entrance requirements 
and teaching methods, The courses would have to take into account that many of 
those involved would not have had traditional forms of education and paper 
qualifications, but could bring to the course a wealth of experience through actual 
work in industry. 


It would further mean that those teaching on these courses would have to 
develop new teaching methods and have a real respect for people who had 
industrial experience, Such an arrangement would not be without its 
advantages for the polytechnic and technical colleges involved, as such 
trainees could bring to these institutions a much more mature and balanced 
view about productive processes in general, but also about wider political, 
social and economic matters. 


The ocean beds cover over 70% of the earth's surface, It is clear that during 
the coming years there will be an ever increasing use made of this vast area, 
Judging by the irresponsible manner in which human beings have used the 
first 30% of the earth's surface the prospect is one which we view with 
considerable trepidation, 

The exploitation of the ocean bed is likely to take at least three forms; 

Ihe Exploration & extraction of oil and natural gas. 
2. Collection of mineral bearing nodules. 
3. Submarine agriculture, 


It has been estimated that 15% of the worlds oil is already drawn from 

coastal waters and this figure will be increased to 33% by 1980, The 
significance of this in the United Kingdom has of course been underlined by the 
work oni North Seal Oi1(48). The scale of this activity may be judged by the 
fact that the total capital expenditure on process industries is forecast to 
amount to £8,G billion pounds in the three years up to the end of 1977. Of 
this some 40% is likely to go on North Sea Oil production development (Ref 44) 

Five years ago, efforts to interest Mr. Rivett and Mr. Clifton-Mogg in the 
possibility of using existing Lucas Aerospace vaive technology, and the 
manufacturing facilities of the ballscrews to provide a complete valve 
operating and controlled system were ignored. It is perhaps not surprising 
therefore that Sir Fredrick Warner, Chairman of the N.l.D.C. process 
plant working committee maintains that process plant and equipment 
manufacturers are missing out to overseas companies on much of the 
North Sca Oil work, He stated inpresenting the NE.D.C. report on the 
9th June 1975 'I wish we were getting half the business'. (Ref.45) 

-18 - 

Although such valve work would represent only @ minor part of the capital 
investment in such installations it would have been of major significance to 
Lucas Aerospace, However the real growth area would be in a whole range 
of automatic and electronically controlled remote equipment, ‘It is easy to 
envisage a time when all facilities now used in processing and distributing 
oil are put in the sea bed in vast plants manned by men living in atmospheric 
conditions, or handled by robots and automatic systems electronically 
controlled from the shore' (Ref.46) 

It is significant that Westinghouse and Lockheed are both actively engaged in 
these fields, and Lockheed are concentrating their efforts on developing 
sub sea working chambers which can be approached by diving bells (Ref. 47) 

These activities will require a wide range of submersible vehicles which in 
turn will need generating and actuating systems on board, Lucas Aerospace 
should be entering into working agreements with the manufacturers of these in 
particular with Vickers Oceanics. In fact thes; should consider entering into 
an agreement with Vickers which would establich the same relationship which 
they have in the aerospace field with Hawker Siddeley or B.A.C. 

Metal Bearing Nodules 

One of the richest sources of mineral resources is the metal bearing nodules 
to be fourd on the sea bed, They exist virtually everywhere and are usually 

20 to 40mm in size and average 17% manganese and 11% iron. They also 
contain considerable quantities of trace elements of nickel, copper, cobalt 

and zine, together with lead and phosphates, By the year 2000 the land sources 
of some of these metals will have been exhausted, whilst tle marine reserves 
are cnormous, The quantity of copper in nodule form for example is 150 times 
greater than the terrestial reserves (Ref, 48) 

Although this field of activity is only in its infancy three large companies in the 
United States including Hughes Tool has already put 100 million dollars into 

the project to exploit the seas off California, In Europe both France and Germany 
have carried out initial experiments of deep sea retrievers, The initial 
investment of projects of this kind is likely to be enormous and as a consequence 
international co-operation is likely to be the pattern, In facta spokesman for 
the German company said 'the technical development is so expensive that 
exploitation of these metal bearing nodules is out of the question for one firm 
alone, or even a national group of companies. It can only be done by 
international co-operation as through cross frontier consortia'. 

Marine Agriculture 

During the coming 10 years there is likely to be a growing interest ih marine 
agriculture, Products of the sub acqua farms are likely to range from directly 
consumable vegetables to those producing by products which can he processed 
on land, This type of farming will require a whole range of special purpose 
small vehicles to take the 'farmers' down to the work areas, There are also 
likely to be requirements for a range of submersible vehicles and telechiric 
machines which could carry out both the sowing and reaping by remote control, 
It is our view that oceanics provides very important long term outlet for 

Lucas Aerospace as manufacturers of complete aircraft systems, We are in 

a unique position to provide total systems for the vehicles and equipment which 
will be required in this field, It would also he a logical point of entry for 
Lucas Aerospace into the wider and developing field of control systems as a 
whole. This is likely to be one of the leading growth areas during the coming 
years and a very considerable use of mini computers and micro~processers 
are likely to be involved, The predictions are that this will have a profound 
effect upon the whole nature of our technology during the coming years (Ref,7) 
This field would also provide a logical framework in which Lucas Aerospace 
could get involved in micro-processing systems, It is significant that some of 
Lucas's leading competitors such as Plessey are already making considerable 
advances in the micro-processer field. 


The increased speed of both road and rail vehicles and the larger payloads which 
they will carry, both of passengers and goods, will give rise to stringent 
braking regulations during the coming years. This tendency will be further 
inereased by Briteins membership of the E.E.C. The E.E.C. is now 
introducing a range of new braking regulations. These specify, not only, 
stopping distances, but calls for minimum standards of braking endurance 

over a continuous period. Tn addition, the regulations lay down conditions 

for ‘braking balance' between axles in order to prevent a dangerous sequence 

of wheel locking. 

Many individual E.E.C. countries have, in addition, their own national braking 
requirements. In France for example, since the mid 50's auxiliary braking 
systems have been compulsory for coaches operating in mountainous terrain. 

A fundamental weakness of normal mechanical brakes is that when subjected 

to long braking periods they overheat and the braking linings, at elevated 
temperatures, teud to temporarily lose their ‘gripping qualtities'. This 
problem can be greatly reduced, if not totally overcome, by using a retarder. 
A Retarder is basically an electro magnetic dynamometer which is fitted 
usually to the prop shaft between the engine and the back axle. To reduce 
speed its coils are excited by an electrical supply direct for the vehicle battery, 
thereby inducing a braking force as the dise rotates in the magnetic field. 

At the Willesden plant some 25 years design experience exists in this field of 

dynamo metry. Attempts by the design staff some 10 years ago to get the 

Company to develop and simplify these eddycurrent dynamonicters for mass 

production as retardors fatled. It is felt, however, that the time is now 
-opportune to reconsider this whole project. 

In Britian public attention has been dramatically focused on the wealnesses 
of existing braking systems by the Yorkshire Coach disaster which claimed 
32 lives in May of this year. The Sunday Times of June 1st stated Nast 
week's crash might have been avoided if the coach had been equipped 

with an extra braking device, such as an electro~magnetic retarder which is 
being fitted to an increasing number of coaches in this country" Tn fact 
it would anpear that only 10% of Britians' 75 000 buses and coaches actually 
have reiarders fitted to them. There is, therefore, clearly a vast market 
avuilable to Lucas ifitadopts an imaginative approach to this problem . qt 
is not suggested that Lucas should simply produce dynamonr ters, rather what 
is proposed is that they should analyse the whole neture of braking systems 

through a wide range of vehicles, including buses, coaches, articulated 
lorries, underground and overhead trains as used by British Rail. 

It is proposed that a braking system analysis and development team should be 
set up to take an overview of this problem. The team shovld make an 
analysis of the actual requirements for the different applications, and at the 
game should analyse any patent problems which might arise with respect of 

the French Labinal retarder which is marketed in this country as''Telma. 
Simultaneously a development team should develop an existing Lucas Aerospace 
dynamometer, using a unit capable of heing fitted in the conventional position, 
j.e. in the prop shaft between the engine and the back axle, capable of 
absorbing 600 brake horse power and the weight approx. 200 kgs. Once 

this unit has been designed and developed, discussions should take place with 
Girlings to arrange for its mass production under a licensing arrangement 
from Lucas Aerospace. Although a vast potential market exists for dynamometers 
of this kind this unit should be seen only as the first step in evolving a total 
braking system capability. 

The second stage would be a combined electro magnetic braking system coupled 
directly to a traditional mechanical brake based on a Girling disc. The 

control system would have to be designed such that by moving the brake pedal 

the dynamometer would intially operate and the further depression of the 

pedal will graduaily increase the current and henee the braking load until 

finally the mechanical brake could be applied if necessary. Use of the 
dynemometer betiveen the prop shaft and the back axle clearly limits its range 

of application. To overcome this, discussion should take place with manufacturers 
of gear boxes to arrange to have them fitted on the output side of the gearbox 

such that they could be used on the tractors of articulated vehicles. 

A further development would be to design and produce units which could be 
fitted to each individual axle. Work in this field is already being carried 
out in France, but based on traditional dynamometer units. 

An elaborate control system would be necessary to ensure that as each of the 
individual axles is braked it still meets the new E.E.C. requirements 

concerning the sequence and the effects on individual axles and their proper 
synchronisation to remove the risk of unstable skidding or ‘jack knifing'. 

This work would dove tail in conveniently with existing work being undertaken 

by Girlings on anti-skid systems. It is important that this programme should 

pot be earvicd out in the usual piece meal short term manner. A long 

term overall plan should be worked out and cach stage of the development programiue 
should be a tactical step towards a long term strategy. 

- 22 - 

Part of that long term strategy should be the provision of radar applied 
braking systems. All the necessary components should be designed to 
produce a flexible range of system options. Dynamometers lend themselves 
jdeally to this as the load is applied electrically. The 1975 Society of 
Automotive Engineers Congress held in Detroit, reported that the National 
Highway Safety Association's 71 statistics showed that 8% of the vehicles on 

the road were involved in rear end accidents. They represented 25% of 
accidents or 8 million vehicles. The medium te long term aim should 

be to provide radar applied braking systems particularly for use on motor ways. 

The Financial Times on May 7th 1975 stated "in the longer run electronic 
station keeping devices which use a form of radar to apply brakes automatically 
to cars travelling along motorways when they approach too close a slowly 
moving vehicle ahead may be adopted. If they were introduced compulsorily 
for traffic they would certainly lead to a substantial reduction in the number 

of lives lost through motorway accidents in fog". 

R.A. Chandicr and L.E. Woods of the U.S. Departinent of Commerce Institute 
for Telecommunication Sciences have said at the conference quoted above 
‘while significant problems exist in the development of generaily acceptable 
radar sensors for automobile braking, no insurmountable difficulties are 
evident". Applications more complex than mere station keeping should 
algo be considered, but these give rise to a series of technological problems 
which, although they could be overcome, may only Le soluble with very 
expensive equipment. However both Chandler and Woods had the following 
to say "both pedestrians and the cyclists are detectable, radiation hazards 

are minimal, small radius corners give a problem in false alarms, inter-system 
plinding is a problem and that the effect of rain scattering are serious". 
Spokesmen for the National Highway Tra ffic Safety Association have stated 
that research in radar braking fields warrants continuation, but the decision 
to implement such devices should be mude only after cost bencfit studies 

and acceptable hardware performance had been verified. It is clear that 
now is the stage for Lucas to become involved in these developments. 

It is proposed that a similar long term overview should be taken of braking 
requirements for roiling stock railways and undergound. Already British 
Rail has introduced, on a1 experimental basis, velovity monitoring systems, 
which indicate to the driver if he is travelling at a velocity considered to be 
dangerous for a.1 oncoming curve, junction or other impediment. With 
these velocity sensing devices already installed, it would be a logical step 
to use this information to feed into braking systcms such that the train was 
automatically slowed down to mect the travelling requirements already 
determined for other sections of the track if the driver fails to respond due 
to illness or whatever. Such overall braking systems wonld require many 
computers and micro processors. The use of these would fit in with 
suggestions made elsewhere in the Corporate Pian. 

-23 - 

Road Vehicles. 

There will be an increasing requirement for battery powered vehicles during the 
next 20 years. However the numbers involved are not likely to be substantial 
until alternative forms of battery power storage and battery production have 

been developed, and until means of charging these, other than using conventionally 
produced electricity have been developed. 

Tn the meantime there is likely to be a growing interest in hybrid systems which 
make the best use of battery storage and couple that with the optimum performance 
of internal combustion engines. It is therefore proposed that a hybrid system 
be evolved utilising the I.C. engine running at a permanent and optimum power 
setting and connected to a generator. The generator would charge the batteries 
which inturn supply the power to the electric motor driving the vehicle. 

Viewed in the wider company context it may be desirable to use the dicsel 

engine with its inherent advantages of better fuel consumption characteristics. 
Initial calculations suggest a 50% fuel saving in such a hybrid. 

The Ground Support Equipment Group of the Aerospace division already has 
considerable experience in the packaging of coupled prime movers and generators. 
In addition it has developed considerable expertise in the silencing of units of 

this kind without prcatly impairing the efficiency of the engine. This would 
mean, not only cowd atmospheric pollution be greatly reduced, in that the toxic 
emissions would be reduced by some 70 to 60% by the permanent power setting , 
but the noise pollution could be greatly reduced as an added advantage. 

The existing Lucas battery powered vehicles could be used as a test bed 

for this generator package. It is therefore proposed that designers from 
the Ground Support Equipment Group liaise with their colleagues in the 
Lucas Electrical Co. and C.A.V. so that a specification can be drawn up 
for the 'hybrid package’. 

A prototype should then be built. by the Ground Support Equipment Group and 
tests carried out in the vehicles already in existence. 

Air Transport 

In Western Europ? the pressure of urbanisation and the density of population will 
mean that transport systems, odier than rail and road, will increasingly be sought. 
There is a growing and understahdable public hostility to conventional air 

traffic systems with the problems of air and noise pollution in the immediate 
vicinitics of airports. These considerations and ones of economy arc likely 

to give rise to a growing interest in airships. Explosion hazards associated 

with hydrogen are likely to continue to make that an unsuitable lifting source, 
heliura is extremely expensive. Docking, loading and unloading problems are 
considerable; To release a load of 250 tons would require a release of nearly 

9 million cubic feet of helium and cost something in the order of £100 000. 

Tn addition there is growing concern as to the availability of helium in the future. 
The present rate of consumption of the resources of crude helium can only be 
expected to last for a few more decades. Tn these circumstances a system 
such as 'Air-float’ is highly desirable. However to allow for fine control 

over its load/Amload position, complex vertical and horizontal vectoring 

power unils will be required. 

It is sucgested that Lucas could make a major contribution in this. It is 
proposed that direct contact should be made with Dr. Edwin Mowforth of the 
University of Surrey in order that Lucas's contribution to this development. 
could be explored in detail. 

The Combine has already been in contact with Dr. Mowforth on this issue. 

Railway Systems 

The structure of railway coaches is based on a design philosophy which is 
about 100 years ont of date. Strength and weight of railway coach structures 
depends essentially on the characteristics of rigid wheel on the track and its 
power transmissions through that.  R. Fletcher of the North East London 
Polytechnic nointed out for a number of years that these problems could be 
overcome -if pneumatic wheels were used. The entire suspension system of 
the vehicle could then be much lighter as could the overall payload bearing 
structure. This work is currently supported by a Science Research 
Council grant. Tf Lucas were to accept the proposal for braking systems 
made elgewhore in this Corporate Plan they could extend that idea by 
providing a complete whecl and axle unit which would embody a pneumatic 
wheel, a retavder and dise brake. Aerospace would provide the automatic 
braking system and the microprocessors to operate the unit. 

With the overcrowding on roads such a light weight train could be used to 
great advantage on suburban lines and might even bc used on some of the 

lines now closed hy the Beeching Plan. It is therefore proposed that contact 
should be made with %. Fletcher to establish in which way the braking systems 
could be incorporated into an overall design philosophy for these lightweight 
railway vchicler. 

Approximately 10 years ago Lvcas Aerospace spent vast sums of money on 
developing a railway actuator. Basically the idea was that a vehicle could 

be taken directly from a railway and run on wheels suitable for conventional 

road surfaces. These wheels to be actuated into position by a system provided 
by the then Rotax Division. It is suggested that the sysem should now be 
re-examined in light of current transport requircments. It should be 
particularly re~examined in light of the proposals above for a light weight vehicle. 


The (Scottish) Highland and Islands Development Board has already shown 
considerable interest in such a hybrid road/rail system. A section of 
track has been located where the tests can be carried out. The hybrid 
prime mover proposed above (Page 24) and the "Braking System (Page 21) 
should be incorporated into the final design. . 

Yneumatic tyred road/reil transport proposed 
in the Lucas corporate plan. Cn the test 
yehicle flanzed wheels provide guidance, but 
the vehicle is steered by tread forces. 


3 month period expand the team to cater for the following work: 


The design of a 600 brake horse power unit weighing 
approximately 200 kes. 

An integrated braking system incorporating both mechanical 
disc brakes and dynamometers. 

Anti-skid systems. 

Automatic braking systems incorporating station keeping capabilities. 

Complete braking systems for railways. 

Transport Systems. 


The design and development of a prototype hybrid power package 
incorporating internal combustion enging generator, batteries 

electric motor. 

Airship vectoring systems. 
Arrange meetings with Dr. Edward Mowforth of the University 

of Surrey. 

Combined road/rail vehicle. Establish transport systems 

design and devclopment team. 

Establish working relationship with R. Fletcher of the North East 
London Polytechnic whose work in this area is supported by the 
Science Research Council. 

Exemine feasibility of providing integrated braking system for 

this vchicle together with microprocessors, suspension systems 
using Girling know how and the hybrid power package outlined above. 
Contact Scottish Development Board, and Derbyshire County Council 
through R. Fletcher with a view to establishing a test section 

of existing track. 

Re-ex-:mine the Roiax railway van actuator in light of current 






Establish working relationship with Vickers Oceanics. 

Consider feasibility of providing complete systems for submersibles. 
Examine the feasibility of designing, developing and manufacturing, 
either independently or with Vickers, telecheiric devices 

for metal bearing nodule collection and marine agriculture. 

Marston Green Electronic Group to consider the provision of 
micro-processors for the systems outlined ahove. 

Particular attention to be paid to the deyelopinent at Plessey's. 


Establish a medical division at G & E Bradleys, initially increasing 
the production of kidney machines there hy approximately 40%. 

In conjunction with Ministry of Health build up a 'design for the 
disabled’ unit. 

Tnvestigate the feasibility of applying acrospace technology to provide 

'sight! to the blind. 

Power Units 

Examine the requirements of the computer industry for standby power units 

using automatic sensing and starting systems, to be develop.ed 
by Marston Green. 
Carry out market survey of requirements of Middle East Oil producing 

countries and newly emergent zations for power packs built on a 

module basis to meet alternatively the requirement for pumping facilities, 

hydraulic power pack facilities, electricity generation and compressed air. 

Industrial Ball Screws 
See attached appendix and analyse the application of ballscrews to valve 
control systems, machine tool control systems, telechciric machines 

and submersible vchicles. 





Telecheiric Machines ‘ 

Augment existing systems and actuator know how with specialists in 
remote control field. 
Examine application for fire fighting telecheiric devices, mining machines 

and underwater devices. 

Employee Development Programme 

Arrange Union/Management negotiations on employee retraining. 

In the event of immediate redundancies negotiate full time educ ation 
as a form of work sharing backed by government grants. 

Unions to have discussions with the Department of Employment and 

Manpower Services commission. 

Integrated Product Teams 

Union/Management negotiations on the establishment of integrated 
product teams incorporating design, development production engineering 
and manufacturing in one group. 

Negotiations on the redesign of jobs. 

Unior. to meet Dr. Gilbert Jessop of the Work Research Unit of the 

Department of Employment to discuss job satisfaction schemes. 

Other Products Under Consideration for Enlarged Corporate Plan 

a. Linear motors operating pumps and compressors. 
b. Range of applications for the '60 and 90 Gas Turbine’ 
Ge Rosot helicopter using Lucas gas turbine for crop spraying. 

a. High speed motors. 


Principal Subsidiary Campanies 

The following list excludes subsidiary companies which do not materially affect the Accounts. 
All companies are wholly owned subsidiaries except where otherwise stated. 

Interests in companies marked * are held by intermediate subsidiaries. 

The trading of companies marked ¢ is incorporated in the accounts of Lucas Trading Ltd. 

United Kinedom 
(Registered in England) 

Management Companies: 
Joseph Lucas Ltd. 
Lucas Trading Ltd. 

Vehicle Equipment Companies: 

The Lucas Electrical Company Ltd. f Rist's Wires & Cables Ltd. * 
Joseph Lucas (Sales & Service) Ltd. Butlers Ltd.* 

Lucas Service Overseas Ltd.t Globe & Simpson Ltd.* 
Lucas Batteries Ltd.t Cox (Electrodiesel) Ltd.* 
CAN. Ltd.*} Crosland Filters Ltd.* 
Girling Ltd. * + ; 

Aircraft Equipment Company: 

Lucas Aerospace Ltd. * 

Industrial Equipment Companies: 

G. & E. Bradley Ltd. Keelavite Hydraulics Ltd. (24:5% of 
Freference Share Capital owned 
outside Group) 

Lucas Industrial Equipment Ltd.+ 
N.S.F, Ltd.* 

N.S.F. Controls Ltd. * 

A. R. Parsons Lid * 

Semicomps Ltd. * 

Bryce Berger Ltd.* 

Leslie Hartridge Ltd. 

Lucas Defence Systems Ltd. t 

Lucas Marine Ltd. 

Simms Motor & Electronics Corp. Ltd. 
Clearex Plastics Ltd.* 

Dawe Instruments Ltd.* 



Principal Subsidiary Campanies 

The following list excludes subsidiary companies which do not materially affect the Accounts. 
All companies are wholly owned subsidiaries except where otherwise stated. 

Interests in companies marked * are held by intermediate subsidiaries. 

The trading of companies marked f is incorporated in the accounts of Lucas Trading Ltd. 

United Kinedom 
(Registered in England) 

Management Companies: 
Joseph Lucas Ltd. 
Lucas Trading Ltd. 

Vehicle Equipment Companies: 

The Lucas Electrical Company Ltd. Rist’s Wires & Cables Ltd.* 
Joseph Lucas (Sales & Service) Ltd.+ Butlers Ltd.* 

Lucas Service Overseas Ltd. t Globe & Simpson Ltd.* 
Lucas Batteries Ltd. Cox (Electrodiesel) Ltd. * 
CAV. Ltd.*7 Crosland Filters Ltd.* 
Girling Ltd.*} 

Aircraft Equipment Company: 

Lucas Aerospace Ltd. * 

Industrial Equipment Companies: 

G. & E. Bradley Ltd. Keelavite Hydraulics Ltd. (24:5% of 
Freference Share Capital owned 
outside Group) 

Lucas Industrial Equipment Ltd.+* 
Lucas Defence Systems Ltd. t NSF. Ltd.* 
, : SF: 

pee SD N.S.F. Controls Ltd.* 
Simms pee & Electronics Corp. Ltd. A-R. Parsons tid 
Clearex Plastics Ltd. ehicunipe'ttd.* 

Bryce Berger Ltd.* 
Leslie Hartridge Ltd. 

Dawe Instruments Ltd.* 


Principal Subsidiary Companies — continued 



Freins Girling S.A.* 

Societe Francaise des Industries Lucas S.A.* 

Lucas France S.A.* 

Lucas Service Europe S.A.R.L.* 

Sasic S.A, (68%) * 

Societe Roto-Diesel S.A. 

Messier Auto Industrie S.A.R.L. (51%) * 


Joseph Lucas (Germany) G.m.b.H.* 
Girling Bremsen G.m.b.H.* 

Joseoh Lucas (Australia) Pty. Ltd. 

New Zealand 
Joseph Lucas (New Zealand) Ltd. 

Joseph Lucas Canada Ltd. 

Joseph Lucas North America Inc. 

Lucas-T.V.S. Ltd. (60%) 
Lucas Indian Service Ltd. (60%) * 


Nihon-C.A.V. Ltd. (98%) * 

Nihon Lucas (Sales & Service) Co. Ltd. 


Lucas Service (Pakistan) Ltd. 

Lucas Carello S.p.A. 

Lucas (Iberica) S.A. 


Agebe Ab. * 


Lucas International Company S.A. 
Joseph Lucas (Switzerland) A.G.* 
Lucas International Trading S.A. 

Martin Amato y Cia S.A.I.C. (80%) * 

Lucas Service Argentina S.A.C.I.F.1. y E. 

Brazil ‘ 

Lucas do Brasil S.A. Ind. E. Com. 
Souza Duarte S.A.* 

Acumuladores Vuicania S.A. (55%) 

Electro Diesel de Mexico S.A. (96%) * 
Inyec Diesel S.A. de C.V. (63%) * 

Lucas (America Latina) S.A. 

South Africa 

Lucas Industries South Africa (Pty.) Ltd. 

Joseph Lucas (Pty.) Ltd.* 
Lucas Service (Pty.) Ltd.* is 

Joseph Lucas C.A. (Private) Ltd. 

Lucas Industries Limited 

Principal Associated Companies 

The following list excludes associated companies which do not materially affect the Accounts. 
It shows the dates to which the accounts incorporated in the Consolidated Profit and Loss 
Account were prepared. 

Interests in companies marked * are held by intermediate subsidiaries. 

Class of Capital Accounting 
and Percentage date 
United Kingdom 
(Registered in England) 
British Batteries Overseas Ltd. Ordinary 50 31.375 
British Sealed Beams Ltd. Ordinary 40 S1ib.75 
Centralab Ltd. Ordinary 50* ST 775 
Ducellier et Cie Partnership 40* 31.8.74 
Thomson-Lucas S.A. Ordinary 49 * 30.6.75 
Pierburg Luftfahrtgerate Union G.m.b.H. Ordinary 34* 31.12.74 
Fausto Carello & C. S.p.A. : Ordinary 40 31.12.74 
Lucas Filtri S.p.A. Ordinary 40 31.12.74 
Condiesel S.A. Ordinary 47* 31.12.74 
Automotive & Girling (Pty.) Ltd. Ordinary 50 31.12.74 
Maquinas Varga S.A. Ordinary 30 31.12.74 
c Preference 30 
Brakes India Ltd. Ordinary 49 31.12.74 
Lucas Tundar Ordinary 35 22799 
South Africa : 
Automotive & Girling (S.A.) (Pty.) Ltd. Ordinary 50* 317.75 
Hyperloop Inc. _ Ordinary 40* 31.3.75 



a ee A IND Es o 


nn aN 

Locations of Factories 

“Ty ye 

Industrial Group £~ vy] 

Shipley ed 

Electrical Group 

Product Support Group 
Phoenix Works Bradford BD3 8LA Yorkshire 

Hydromechanical Group 
Victor Works Liverpool L14 3NW Lancashire 

Fabrications Group fore) 

Electrical Group 
Dunnings Bridge Rd. Liverpool 



Electrical Group 
Read St. Ceventry CV1 5SF Warwickshire 

Wood Top and Hargher Clough 
Burnley Lancashire 

Hydromechanical Group 
Product Support Group 
Hobson Woiks Fordhouses 
Wolverhampton WV10 /EH Staffordshire 

Hydromechanical Group 

Product Support Group, Headquarters 
Shaftmoor Lane Birmingham B28 8SW 


Electrical Group) 

Industrial Group— Rotax Precision Products 
Product Support Group 

Maylands Ave Hemel Hempstead 


Electrical Group 

Industrial Sroup 

Cybac Industrial Actuators 

G. & E. Cradley Ltd 

(Rotax Microwave Heating) 
The Airpcit Luton LU2 9NG Bedfordshire 


Product Support Group 

Spring Rd. Birmingham B11 3ER 
Warwickshire 2 


G. & ©. Bradley Ltd?” 

(Bradley Electronics) wy 

Electral House Neasden London NW10 


Shirley Solihull Warwicksiire © 

Hydromechanical Group QQ 
Honiley W-rwickshire . 

Hydromechanical C~sup 
Premier Precision Works Western Rd. | 

Bracknell Berkshire 



G. &. E. Bradley Ltd Industrial Group—Vactric Control! Equipment 
(Rotax Test Equiprient & Garth Rd. Morden Surrey 

Rotax Flectron Beu~. Welding) 5 
Chase Rd. London N.W, 10 


Gvyersens Compa 



oe ee eee i a 2. Ses 
51% 2 + NIK aD CAS ALROSPA ests 
x 1a Group | 
iS #1 LUCAS (GERMANY) cS; be aS Vg 

5 SSeS <a > 



st St 


ee | 


- / 


Lucas Acrospace in Australia and North America 
Lucas-Rotax (Australia) Pty. Ltd 

Joseph Lucas North America Inc. 

Lucas-Rotax Ltd., Canada 

Lucas Aerospace Licensees in 
Australia ° 


W. Germany 





























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HMB-SP 153/72 

Product Range 


Fuel Contro! Systems 

Fuel Pumps 

Combustion Equipment 

Thrust Reverser Actuating Systems 
Nozzle Actuating Systems 

Engine Starters 

Engine Intake Control Systems 
Starter/Auxiliary Power Units 
Engine Intake Anti-icing Systems 
Ignition.Systems and Components 

Harness Wiring 

Starting Jets 



AC & DC Generators 
Constant Speed Drives 
' Starter Generators 
Contro! Equipment 
Switchgear and Circuit Breakers 
Transformer Rectifier Units 
* Rotary Inverters : 
Static Inverters 
Variable Speed Drives 
Linear Actustors 
Rotary Actuators 
AC & DC Motors 
Stepper Moters 
Geared Motor Units 
Heating Systems and Equipment 
Ice Detectors - 


Powered’ F!,ing Controls 

Flap Operating Systems 

Slat Operxating Systems 

Wing Sweep perating Systems 
Variable Fee! Systems 

Auto- pilot 4ctuators 

Tail Plane Actuators 



Hydraulic Pumps 

Motsr Pump Power Packs 
Power Transfer Units 
Hydraulic Motors 
Hydraulic Hoists 

Quick Release Couplings 
C astant Speed Drives 


Fuel Boost and Transfer Pumps 
Fuel Flow Proportioners 

Fuel Flow Metering 

Quick Release Couplings 


Engine Starters 

Nozzle Drive Units 

Thrust Reverser Drive Units 

Air Hoists 



Flexible Drives 


Microwave Heating Systems 

Microwave sub-systems for Radar 
and Communications 

Digital Voltmeters 
Counters and Timers 
Pulse Generators 


Haemodialysis Systems 

Cardiac Pacemakers 

Arterial Blood Pressure Monitor 
Muscle Stimulation Equipment 
Aversion Therapy Equipment 


Voltage Indicators 

Speed Probes 

Signal Convertors 

Servo Motors 


Sierraglo Instrument Panel Lighting 

Eaith Fault Detectors 




Wing De-icing 

Logic Sequencing and Protection 
Thermal Control Units 

Sierracote Windows 

Combustion Equipment 



Icing Wind Tunnel 

Systems and Equipment Test Gear 

Air Data Test Equipment 

Portable Generator Sets 


Ground Power Supplies 

Communications Test Equipment 

Test Rigs 

Test Consoles 

BCS Approved Electronic Standards 

Radio Interference Laboratory 

Environmental Test 

Electron Seam Welding 


Electric Servo Drive Systems 
Digital Readout Systems 
Stepper Drive Systems 

Test Facilities APPENDIX 7 


Complete Systems 
Electrical Machines 
Control Gear 


Medical Equipment 

High Altitude 

Sea Level 




Explosion Proofing 

Sand and Dust 

Salt Spray 

Fire Resistance : 
Fungus Growth and Tropical Test 


Rain Erosion 



Radio Interference 

Chemical 2 



Stress Analysis 


Flow Visualisation 

Acoustics ‘ 
High Speed Photography 






The Combine Committee shall be known as THE LUCAS AEROSPACE AND 


The Committee shall be comprised of representatives elected by the Shop 
Stewards Committee at each Plant within the Lucas Aerospace Division. 


The objectives of the Combine Committee shall be in the first instance, to 
support, co-ordinate and initiate such steps as may be necessary to improve 
the job security, wages and conditions of all Lucas Aerospace employees. 

Further, it shall support the efforts of those elsewhere in the Lucas Organisation 
and in its subsidiaries and associate companies abroad to establish parallel 
Combine Committees and to improve their job security, wages and conditions. 

It shall work for vigourous democratic Trade Unionism, free from State or Employer 
interference, and 100% Trade Union Organisation at each Plant. 

Recognising the Community of Interest of all working people everywhere, it shall 
support their efforts to improve wages and conditions. 


Yn order that the objectives set aut ahave @ to 6 incl.) can be energetically 
campaigned for, the Combine Committce shall meet at least three times annually 
to determine overall strategic policies, At these meetings the representatives 
shall reflect the views of their respective Shop Stewards Coimittee. The minutes 
of these meetings to be circulated at the earliest opportunity. 


The individual Site representatives shall then recommend the Combine policies 
to each Shop Stewards Committee and shall campaign for their acceptance. The 
outcome of the Shop Stewards Committee's deliberations shall be conveyed, in 
writing, to the Combine Committee Secretary within 14 days. 











In order that the policies of the Combine Committee can be properly progressed 
between meetings a Combine Exécutive shall be elected at the first meeting each 
year (the A.G.M.). It shall carry out the policies of the Combine Committee and 
report to and receive instructions from each Combine meeting. 

The Combine Executive shall include the Combine Committee Chairman, Vice 
Chairman, Secretary, Liaison Officer, Treasurer and such other persons as 
the Combine Committee may deem suitable to serve on it to a maximum of eight 
Executive members in total, 


An emergency meeting of the Combine Committee may be called by the Combine 
Executive or upon the request of a simple majority of the voting members (see 
19 below) or upon the request of any Site in dispute. 


The Combine Committee shall be financed by an affiliation fee of 10np per 
member per annum. This may be directly from Shop Stewards — or by way 
of a special levy. 

The Treasurer shall be responsible for the funds and shall report on Income ond 
Expenditure to each Combine meeting. 

Cheques shall be signed by the Treasurer and either of two Trustees appointed 
by the Combine Committee. 

Cheques for payments for approved purposes up to £10 may be authorisea by the 
Treasurer, Those over £10 must be authorised by at least 2/3rd. of the Combine 

Executive members may claim expenses from the Combine Funds for attendance 

at Combine meetings or when acting on behalf of the Combine Committee. Details 
of the payment of such expenses must be included by the Treasurer in his report on 
Income and Expenditure to each Combine meeting. An audited statement of accounts 
to be available at the A.G.M. 


It is recognised that the success of the Combine Committee will depend upon the 
mass involvement of a well informed membership at each Site, To this end the 
Executive shall publish, on behalf of the Combine Committee, a newspaper which 
shall be called "COMBINE NEWS". This paper shall be published on a regular 
basis and shall campaign for Combine policies, No views other than these policies 
shall appear except as signed articles or lette:s from individuals or Shop Stewards 









No Press or Publicity Statements shall be made on behalf of the Combine 
Committee except by the Secretary or those whom the Secretary authorises 
to do so on his behalf, All Press and Publicity Statements shall be in accord 
with the policies of the Combine Committee. 


Each Shop Stewards Committee may send as many representatives as they wish 
to each Combine meeting provided always that they meet their expenses, Voting 
shall however be limited to 1 vote per Site taken on a geographical group basis 
namely, Bath, Birmingham, Bracknell, Bradford, Burnley, Coventry, 

Hemel Hempstead, Liverpool, Luton, Neasden, Netherton, Willesden, 
Wolverhampton, é 


The officials of the Combine shall be the Chairman, Vice-Chairman, Secretary 
Treasurer, Liaison Officer and 2 Trustees. They shall be elected at the first 
meeting each year (the A.G.M.) fora duration of 1 calendar year with the 
exception of the Chairman OR Secretary, who, for the purpose of continuity. 
shall serve for a duration of 2 years, Each official shall be eligible to stand 
for re-election. 


It is recognised that as the work of the Combine Committee grows and develops 
its Constitutional requirements may change in the light of actual experience. To 
facilitate such changes the Combine Committee, at its A.G.M., may alter the 
whole of the Constitution or the parts thereof provided that 2/8rds of the voting 
members (see 19 above) approve such alterations. Prior notice of proposed 
alterations must be circulated by the Secretary to each Site two weeks in advance 
of the A.G.M. 


All those entitled to attend Combine and Executive meetings shall be given 
proper notice of such meetings. Seven of the thirteen voting members of the 
Combine Committee as defined in 19 above shall constitute a quorum of that 

Five of the eight Executive members shall constitute a quorum of the Executive 


Majority decisions shall be binding and membership of the Combine: Committee 
shall be conditional upon the acceptance of such majority decisions subject to 
the provisions of 8 above. 


External environment: 

Social responsibilities and new 

’ Community relations 
Consumer relations 


Pollution 'The ENGINEER' 

Investment relations 

' Shareholder relations 8 February 1973 

Internal environment: 
Physical environment 
Working conditions 
Minority groups 

i Organisation structure and 
j Inanagement style 

# Communications 

f Industrial relations 

f Education and training 

' Social auditing at Singer (France) 

Score from 0 to 20 

1972 EE : 1974 

Economic role 

Profit (1) 12.20 13.14 13.10 
Product utility _ 12.97 13.85 | 
Product quality — — 15.79") 
Employee satisfaction 
« Work conditions 11.50 14.44 14.66 
Communication and information 12.80 13.16 13.89) 
; Job security 10.10 F222 12.80 
| Salaries 11,20 12.46 12.64 
Corporate morale 13.00 13.27 15.02 
Training _ 14.65 14.45 | 
Social role 
Community service (2) 12.70 14.16 14.85 
Environmental improvement 11.40 13.72 15.16 
Customer satisfaction 11.60 13.07 13.70 
Receptiveness to change , 
New products 11.00 13.13 13.57 
Receptiveness to new ideas/ 
innovation (3) — 1279 A320" > 
sine - i} 
Average score 11.70 13.30 14.05 | 

Notes 1-3; following questions were posed: (1) Is profit high enough to ensure 
future growth? (2) Are the company’s products useful to society; vo they promote 
its wellbeing? (3) Does the cuinpany implement new ideas? 


February 1975 


(a). 1. 


(Grp elie 

(c) 1. 




(b) 1. 

(c) 1. 





Corporate Plan. - 


Size - - - Sq. ft. of Floor Space 
Other space e.g. Car Parks, Perimeters, Land etc. 

Total space. 

Age and condition of buildings 
Suitability of buildings for modern means of 


Location and access e.g. Near motorway, main road 
or railway link. 

Other services e.g. Telex, computer, Gas etc. 

Current value of site and buildings 

Provide site plans. 

Total No. Employed 

Total No. Hourly Paid 
No. Skilled 

No. Semi - Skilled 
No. Unskilled 

Total No. Staff 

No. of Design, Development etc. 

No. of other technical staff e.g. Production Engineering, 
Contracts, Technical Sales etc. 

No. Administrative Staff 

No. Supervisory Staff 

General availability of labour 
Availability of skilled labour 
Availability of design and other technical staff 

Special skills 

Age spread in each group 


(g) 1. Total Payroll 

Ds, Staff 
111. Works 
(h) Training and apprentices 

Equipment (a) 1. Total No. of Machine Tools 
ll. Breakdown into groups e.g. Lathes, Mills, 

N.C. Machines etc. 

(Goss Other production facilites e.g. Heat Treatment, 

Plating, Welding etc. 
(c) Details of equipment e.g. Age, Value, Condition etc. 

Products (a) 1. List present product range 
ll. List subcontract work Out and No. of hours 
lll. iist subcontract work In ane No. of hours 

lv. fourly rate for manufacture 
(v) List products made in past 

(c) 1. List new products under vevelopment 

ike Any other new products outside aireraft work which 
your plant could design, develop and manufacture 

dlls Any socially useful products which your plant could 
design develop and manufacture 

1V. Any subcontract work on which the skill of your 
IIembers could be used 

Ve Any joint projects with other companies or government 


Running the Plant 

(a) 1. How could the plant be run by the workforce itself% 
ll. Could existing '‘line' managers still be used? 
lll. dave you got a joint staff and works Shop Stewards 
Comnittee.? 4 

1V¥. Have you set up a local Corporate Planning Comnittee.? 







Iucas Aerospace Publicity Document No, ASD. SP. 213/74. 
Economist May 3, 1975 p. 113 
New Scientist March 21 1974 P7132 
Sheridan, Geoffrey, The Guardian June 27th 1974. 
Combine News March 75 p.1. 

Financial Times 7. 5.75 p.11. 

Jung K. Robert ‘Politics and Technology' 
Proc: I.G. Metall "Qualitdt Des Lebens'' Oberhausen April 72. 

Kuechle D, Business Quaterly Autumn 73, p.19 
Sunday Times 13, 4,75 p.6l. 

Business Horizons - "The Current Status of Social Responsibility." - 

Aug. 738. 

Vision Feb. 75 p.3J 

Business Horizons, op. cit., p.7. 
Vision op. cit, p.53. 

The Engineer Feb, 8th 73. 

Business Horizons op, cit. p. 7. 











J. Mc Guire, "Business and Society" N.Y, Mc Graw-Hill 1963 p.143. 

Taylor Workshop Management 

Taylor, "Principles of Scientific Management" in Scientific Management, 

Harper & Row 1947 p.59. 

Industrial Participation, 

Spring 74 p.5. 

Basil and Cook "The Management of Change" 

N.Y. McGraw Hill. 1974 p.86. 

Griener "Pattern of Organisation Change" in Walton and Lawrence 

"Organisational Change and Development" Irwin Homewood 1970 p.221, 

Cooley M,J.E. "Mental 


New Scientist March 20th 1975 p.711. 

Senate Hearing before the Clark Sub Committee, May 63 - 64 

Published as 'The Manpower Revolution' N,Y, 1906 

Anchor Books, 

DR HERBERT E, STRINGER'S evidence P65 ~- 76. 

M.J. Cooley. Industrial Robots: Proceedings 

of First Conference on Industrial Robot 

Technology. Nottingham. 

March 73. 

P 223 - 229, 

Sir Frederick Warner in 'Technology Today! 

Routledge & Kegan Pau, 

197i P 5k > 











Oecd, Review of National Science Policy (U.S.) 

Paris 1968 P 43, 45, 52, 54 & 56. 
Walter leuther's evidence to Senate Hearing op, cit. P 76, 87. 

Christine O'Connor - Social Report. The Engineer. Aug Ist 74. 

P35 - 41, ( 

Positive Plans to tackle Unemployment - Financial Times, dan 21st 75, 


T.U.C. Review. Financial Times. Mar lst 75. P30. 

Russel Committee Report: Adult Education for Development, Para 3 & 5, 
Oecd - Ceri: Recurrent Education. 1975 P5, 

Senate Hearings op. cit P84. 

‘Che Current status of corporate social responsibility | 

"Business JIorizons", Aug 73, P5 ~- 15, 

A Framework for Measuring Human Assets, 

Californian Management Review. Vol XVI No.4 1974 P45 - 17, 

The Feasibility of Numan Resources 

Accounting, Californian Management Review, Vol XVI No.4, 1974 P14 - 24, 

Becker, fvestment in Human Capital 

Journal of Political Economy, i962, Po - 49. 





PhO Sah 

Problems and opportunities of Employment and 

Re-employment of Older Employees in Commerce and Offices, 


Geneva, Sept 74. 

Paras 10, 16, 20 - 23, 

I.L,0, 7th Session Geneva, Sept 74. 

Conditions of Work and Life in Commerce and Offices. Para 51. 

F.1.E.T; European Employees in Industry Action Programme, 

Rec, 6(P 3-4) 22 ~ 23.: 

Employment Protection Bill, Financial Times. Mar a7 15. 32 & 46, 


Civeyrel, Francoise, Vision Feb 1975 P 41. 

T.U.C. Review, Financial Times Mar ‘Ist 75. 


N.E.D.O. Report on Process Plant Financial Times 10.6.75 P.9 

N,E.D.O, Report op. cit. 

Subsea Technology Financial Times April 23 1975 P27. 

“Subsea Technology op. cit. 

Civeyrel, Francoise op. cit. 



H, "Tature of Control" 


Aug 75,