Mechanical Engineering Where Have Bath Graduates Gone?

Mechanical Engineering Where have Bath graduates gone? The University of Bath has an excellent record of graduate employment, and often features near the top in any league tables. A large number of employers visit the university and are keen to recruit our graduates; some target only a small number of universities, of which Bath is usually one. Every year we collect information on what graduates are doing 6 months after graduation. The following shows examples of job titles, employers and further study for first degree graduates (UK and Other EU domiciled) of the Department of Mechanical Engineering$ for 2016. Date of census: 12 January 2017. Work & Combined Work / Further Study Modelling and Simulation Engineer: AKKA Aeroconseil UK Accountant / Audit Trainee: Barnes Roffe Officer Cadet: Royal Air Force Account Executive: AKJ Associates Pilot: Royal Air Force Accounts Payable Input Assistant: Liberata Production / Process Engineer: Martin-Baker, Analyst: Alvarez & Marsal, CIL Management Preformed Windings Consultants, North Highland Project Analyst: Quick Release Applications Engineer: Cosworth Quality Engineer: Jaguar Land Rover Assembly Operative: Dextra Lighting Ski Instructor: Whistler Blackcomb Barman / Barista: Bill's Restaurant Software Developer: BBC, FDM Group, Chief Technical Officer: Instant Makr Strategy Consultant: IBM, PwC Composite Components Designer: Aero Systems Engineer: Controlled Power Vodochody Technologies Consultant: Newton Europe Systems Operator: Hawkeye Innovations Cricket System Operator: Hawk-Eye Innovations Technology Graduate: Sky Data Analyst: Hammersmith and Fulham General Trainee Airspace Change Specialist: NATS Practice Federation, Quick Release Trainee Patent Attorney: Keltie, Wynne-Jones IP Design / Development Engineer: Baker Perkins, Coalesce Product Development, CooperVision, Working in start-up company, freelance or self- Cosworth, DCA Design International, Domin Fluid employed*. Power, Dyson, E3D Online, GRM Consulting, Mahle Powertrain, McLaren Automotive, McLaren Further Study Racing, Mercedes AMG Petronas F1 Team*, Motivation Charitable Trust, Niftylift, OR PhD: Aerospace Engineering (Bristol), Consulting, Renishaw, Shark Ninja, Thompson Engineering and the Environment (Southampton), Aero Seating, Thorlabs Mechanical Engineering (Bath*) Driver / Rigger: Metro Broadcast MSc: Advanced Mechanical Engineering (Imperial Engineering Graduate Scheme: Rolls-Royce College), Management (Bath) Equity Sales Person: Société Générale Graduate Safety Consultant: QinetiQ Junior Safety Engineer: Ebeni Marketing Team Leader: Source Marketing Direct Number of graduates Mechanical Engineer: Anthony Best Dynamics, Work & combined work / further study 105 Arup, Atkins*, Babcock International*, BAE Further study only 5 Systems, BP*, ChapmanBDSP, Daikin Applied Europe, EDF Energy, GE Oil and Gas, JT Electric, Unemployed 10 Leonardo Helicopters*, LRW Engineering, Mace, Other 10 Mars, McLaren Automotive*, McLaren Racing, Unknown 25 Renishaw, Ricardo*, Rolls-Royce, Rolls-Royce Total in cohort 160 Control Systems, Thales Group, TotalSim, Vehicle Note: All numbers are rounded to the nearest multiple of 5. Certification Agency More than one graduate with this destination $ For Integrated Mechanical and Electrical Engineering see separate leaflet .

Copy Link

Recommended publications

Mclaren AUTOMOTIVE STRENGTHENS GLOBAL COMMUNICATIONS TEAM with the APPOINTMENT of NEW HEAD of PR
Media Information EMBARGOED: 13:46.BST, 22 May 2012 McLAREN AUTOMOTIVE STRENGTHENS GLOBAL COMMUNICATIONS TEAM WITH THE APPOINTMENT OF NEW HEAD OF PR McLaren Automotive has appointed Wayne Bruce to the position of Head of Public Relations, with ultimate responsibility for the company’s global automotive PR strategy incorporating all brand and product matters. The move is effective immediately. Bruce joins McLaren Automotive with more than 15 years’ Public Relations and Communications experience, most recently at Nissan’s luxury brand, Infiniti, where he was responsible for establishing its Communications function across Europe. Previously he also worked for Nissan, SEAT and Volkswagen. Prior to working in PR, Bruce was an automotive journalist with UK based CAR magazine. He will report to McLaren Automotive’s Sales and Marketing Director, Greg Levine, and also to McLaren Marketing’s Group Head of Communications and PR, Matt Bishop. Commenting on the appointment, Levine said: “I am so excited to have Wayne on board particularly at this time when McLaren Automotive is about to embark on a period of growth through the launch of new products and new markets. He brings with him not just the respect of the industry but also a wealth of relevant experience and knowledge. Wayne is a petrolhead, too, a vital qualification for working at McLaren Automotive.” In reply, Bruce said: “I have been watching the launch of the MP4-12C from the outside and to be invited to join the team who have already achieved so much was an opportunity that I couldn’t refuse. Especially at this point in time when McLaren Automotive is entering the next chapter in its exciting story.” Bruce succeeds Mark Harrison, who recently took the post of Regional Director for McLaren Automotive Middle East and Africa, and will be located at the McLaren Technology Centre in Southern England.
[Show full text]
Full Vehicle Modeling
McLaren Automotive 3DCS Use Case & Customer Story Full Vehicle Modeling Key Product Highlights: Start Analysis at the Very Beginning - Styling As a company, McLaren been using the tool for 7 years McLaren DVA now. They started out with a basic model, very basic in the Objectives terms of the results and analysis, but now they are using complex models at several stages of the design process. 1. Model the entire vehicle 350 Parts McLaren starts right at the beginning of the project, when 5400 Points the car is just a styling theme. They work with the concept 2500 Tolerance Groups engineers on how to break up the panels and align those parts to each other as well as the structural elements of 2. Simulate xture and process the car. The team then moves on to the design and performance, and propose solutions to issues development stages, which is analyzing the gap and ush conditions. That is the core part of what the dimensional 3. Conrm and validate datum team does. They approve all the engineering releases for structure, tolerances and critical all the parts. In doing so, they conrm that all of the features geometry, all of the GD&T matches what is in the 3DCS model. The team then moves on to pre-production phases, conrming that what is actually being built is what they We started using it as a very basic model, very basic intended to build, and correcting any design engineering in terms of the analysis, results, etc. Now we’re at that point before handing over the car to the series using it in quite a complex way in several stages of production team.
[Show full text]
Darktrace Case Study: Mclaren Group, Automotive Technology
Case Study McLaren Group Founded by successful driver Bruce McLaren in 1963, McLaren has been at the forefront of the automotive industry and Formula One motor racing for over four decades. Over the years, McLaren has grown to be more than just a racing team, with three core business units – McLaren Racing, McLaren Automotive, and McLaren Applied – that need protecting. Adapting to the Evolving Threat Landscape Autonomous Protection At a Glance From stealthy exfiltration of world-leading IP to machine-speed McLaren turned to self-learning AI to detect and investigate attacks capable of encrypting devices in seconds, a threats in real time, without the use of rules, signatures, or ✔ Dynamic and decentralized cyber-attack could be the difference between McLaren prior assumptions. workforce winning and losing. The protection of sensitive data – often Darktrace immediately began learning the normal ‘patterns shared with trusted partners and key suppliers – is therefore ✔ Targeted by tailored and of life’ for every user and device in the organization’s digital paramount. sophisticated email attacks ecosystem. By learning what is ‘self’, Darktrace’s Immune McLaren’s workforce has always been incredibly dynamic, System is able to detect subtle deviations indicative of ✔ Turned to AI to protect every with the team accustomed to effectively setting up remote a cyber-threat – from SaaS account takeover and data corner of the business trackside offices in different parts of the world every exfiltration to zero-day malware and nation-state attacks. weekend. The widespread move to remote working further escalated the organization’s reliance on cloud and SaaS tools such as Dropbox and Microsoft Teams.
[Show full text]
Mclaren Q3 (YTD) 2020 Results
1 | McLaren Q3 (YTD) 2020 Results McLaren Q3 (YTD) 2020 Results November 25, 2020 2 | McLaren Q3 (YTD) 2020 Results Update on latest Covid-19 Minimal impact from Covid-19 despite second phase of government restrictions Global retailer network remains largely open ▪ Retailer network mostly open with the exception of temporary lockdown closures in some US states, Belgium, France and the UK due to Covid-19. However, in general, our retailers are operating within the restrictions in each region ▪ Recovery from Q2 lockdown particularly strong in Asia ▪ Retail sales strong across geographies, with Asia performance most advanced Production facilities continue uninterrupted ▪ Both Ultimate and Series lines in the McLaren Production Centre operational ▪ Cars continue to be shipped ▪ Wholesale volumes of 897 cars slightly behind plan due to a limited number of suppliers impacted by Covid -19 slowing down their ability to deliver parts Continued strength in Automotive Wholesales ▪ Focus on delivering GT, 765LT, Speedtail and Elva models to customers Ongoing focus on controlled Investment spending, cost efficiency and business operations ▪ Investment focus continues on programmes delivering a 2020 return and the new high performance hybrid architecture in readiness for 2021 3 | McLaren Q3 (YTD) 2020 Results Automotive > Racing > Applied Q3 2020 Group Revenue by division Q3 (YTD) 2020 ▪ Group YTD Revenues of £389.2m were down 61% vs Q3 (YTD) 2019 ▪ Improved Q3 2020 Revenue of £171.6m up 60% vs Q2 2020 £108.3m ▪ Q3 2020 Adjusted EBITDA loss of (£11.3m)(1) an improvement on Q2 2020 (£34.7m)(1) as a result of increasing revenues and cost saving initiatives ▪ LTM Adjusted EBITDA(1) was (£34m) following the impact of Covid-19 on the Group Automotive ▪ Q3 2020 Revenue £126.7m up 73% vs Q2 £73.4m; Q3 2020 EBITDA flat vs Q2 loss (£45.9m) ▪ Vehicle wholesales in Q3 2020 were 313 (vs 277 during Q2 2020).
[Show full text]
THE 2014 AMELIA ISLAND CONCOURS D'elegance HONORS FIFTY YEARS of Mclaren
Event Information Tickets Visitors Guide Charity Sponsors News & Media Gallery THE 2014 AMELIA ISLAND CONCOURS D'ELEGANCE HONORS FIFTY YEARS OF McLAREN From the collection of Michael Keyser McLaren's 50th anniversary will be celebrated at the 19th annual Amelia Island Concours d'Elegance on March 9, 2014, with a display of rare and significant McLaren racers from five decades of competition. McLarens were not only victorious in the world's richest and most prestigious races, the company changed motorsport through a relentless pursuit of perfection and brought a strictly professional approach to a sport that had been more of a glamorous hobby than a true business. Today McLaren is still the only marque to win the Formula 1™ Constructors' Championship, the Indianapolis 500, the 24 Hours of Le Mans and the Can- Am Championship. "McLaren's racing record is without equal," said Bill Warner, Founder and Chairman of the Amelia Island Concours d'Elegance. "The company is about quality and excellence in every component of the car, their execution, preparation and presentation." To celebrate 50 years of McLaren, the Amelia Island Concours will include 2014 Honoree Jochen Mass' 1977 McLaren M23 Formula 1 racer as part of the "Cars of Jochen Mass" class. This historic Cosworth-powered M23 took Mass to second place in the 1977 Swedish Grand Prix at the 2.497 mile Anderstorp circuit. McLaren's racing history includes a list of landmark victories which are a testament to the company's groundbreaking performance. Bruce McLaren Motor Racing Ltd. was created in 1963 by Bruce McLaren after he drove for Cooper Cars, winning the 1959 and 1960 Formula 1 Constructors' Championship and winning the 1962 Monaco Grand Prix.
[Show full text]
From Pit Lanes to Polished Marble How a Reclusive Race Team Took on the Most Desirable Brands on the Planet
Marketing Society Excellence Awards 2013 FROM PIT LANES TO POLISHED MARBLE HOW A RECLUSIVE RACE TEAM TOOK ON THE MOST DESIRABLE BRANDS ON THE PLANET Category: F – Brand Extension Brand: McLaren Automotive Agency: VCCP London McLaren Automotive Brand Extension 1 Author: Rob Dougan EXECUTIVE SUMMARY Ferrari. Lamborghini. Even their names, written simply in black and white evoke strong emotions. In an industry defined by desirability their products are positively worshipped. Their images have hung on bedroom walls around the world for over 50 years, vying for space alongside the other classic icons of desire; bond girls and supermodels. McLaren™ is nothing at all like its super car competition. Their mission has traditionally been winning races. Notoriety for McLaren™ always came in the form of sporting success not brand success - they were there to build sponsors brands, not their own. To most, a Formula One™ team moving into road cars might seem like the most natural thing in the world. That’s just not the case. Surprisingly, the differences between the businesses far outweigh the similarities. The business model, scale, place, brand mindset and audience are all entirely different. In understanding the audience we realised that it was the stories within McLaren’s heritage that were by far the most valuable transfer to the road – not the technology as we’d initially imagined. Our job was to fuel the myth and ensure it was steeped into every part of the new supercar brand. McLaren™ had typically set itself a monumental challenge – develop a brand to take on the might of Ferrari and Lamborghini.
[Show full text]
Decarbonising Road Transport There Is No Silver Bullet 2020 Decarbonising Road Transport
DECARBONISING ROAD TRANSPORT THERE IS NO SILVER BULLET 2020 DECARBONISING ROAD TRANSPORT CONTENTS Foreword 3 Introduction 4 Road Transport Segments 5 Passenger Car 5 Light Commercial Vehicles 8 Heavy Commercial Vehicles 9 Powertrain Comparison 10 Internal Combustion Engine (ICE) 10 Battery Electric Vehicle (BEV) 10 Hybrid Electric Vehicle (HEV) 11 uel Cell Electric Vehicle (FCEV) 11 Renewable Fuels 12 CO2 Emissions 13 Current Average CO2 Figures 13 Holistic ‘Well to Wheel’ CO2 Analysis 14 Powertrain Technology Analysis 15 Decarbonising the Legacy Fleet 17 Conclusion 18 References 19 Appendix 20 Page 2 of 21 DECARBONISING ROAD TRANSPORT FOREWORD The UK automotive sector is a valuable asset to the UK economy, generating £82bn and providing 832,000 jobs in the UK. It is a key sector and a global R&D focus point with £3.75bn invested in 2019, yet government ambitions for phasing out the sale of internal combustion engine vehicles at some point in the 2030s mean the next few months will be critical in determining its future. The Government has pledged that by 2050 the UK will be a ‘net zero’ emitter of CO2. Emissions have reduced since 1990 and the UK has done well so far in meeting its CO2 reduction targets. However, at present, the UK is set to fall behind by 2023. Now that coal-fired power stations have closed down and we have started to use much more natural gas and renewable energy, road transport is one of the biggest CO2 emitters. We need to reduce this, and quickly. While a clear and achievable target for ending the sale of petrol and diesel cars is vital for the industry to prepare for a managed transition to a cleaner future, we should not be fooled into thinking this alone will solve the problem.
[Show full text]
Lowcvp by E4tech with Cardiff Business School
VP Connect LowC Collaborate Low Carbon Vehicle Partnership Inﬂuence Investing in the low carbon journey Lessons from the first decade of UK policy on the road to 2050 Prepared for the LowCVP by E4tech with Cardiff Business School July 2014 Authors Adam Chase, Director, E4tech Professor Peter Wells, Cardiff Business School Geneviève Alberts, Consultant, E4tech Advisory group Neil Wallis and Jonathan Murray, LowCVP Stewart Kempsell, independent Malcolm Fergusson, independent consultant and advisor to T&E John Birtwistle, First Group Matthew Croucher and Robert Walker, Society of Motor Manufacturers and Traders Pete Harrison, European Climate Foundation Matthias Holweg, Oxford University Dave Yuill, Department for Business, Innovation and Skills Acknowledgments The authors are very grateful for the contributions provided by the many individuals who participated in the call for evidence and those who agreed to be interviewed during the course of this study. Their contributions have been invaluable in informing this work. A list of organisations contacted may be found in Appendix 2. The LowCVP would like to thank the Department for Business, Innovation and Skills and Greener Journeys for their support in this project. Investing in the low carbon journey: Lessons from the first decade of UK policy on the road to 2050 Executive Summary A decade of achievement A decade ago the UK automotive sector was in a state of decline and a continuation of this trend was seen as inevitable in many circles. Factory and company closures were commonplace, innovation levels were modest, the UK supply chain had become ‘hollowed out’, and environmental regulations were seen as a threat by the industry.
[Show full text]
Mclaren AUTOMOTIVE ANNOUNCES REGIONAL DIRECTORS for NORTH AMERICA and EUROPE
Media Information EMBARGOED: 14:03.BST, 25 September 2009 McLAREN AUTOMOTIVE ANNOUNCES REGIONAL DIRECTORS FOR NORTH AMERICA AND EUROPE McLaren Automotive global network takes shape with appointments of European and North American regional directors Anthony Joseph to head up McLaren Automotive North America Christian Marti to head up McLaren Automotive Europe Joseph and Marti join Ian Gorsuch, Regional Director Middle East and Africa, in McLaren Automotive global network Following the recent unveiling of the new McLaren MP4-12C, the first in the company's range of high performance sports cars, McLaren Automotive can now confirm two senior appointments within its global operations. Anthony Joseph joins the company as Regional Director of North America and Christian Marti as Regional Director of Europe. In preparation for the global launch of the 12C in 2011 they are joining the previously appointed Regional Director of Middle East and Africa, Ian Gorsuch, to begin building a global retail network, and sales and marketing teams for each region. McLaren North America will be based in the New York tri-state area and McLaren Europe will be based within the McLaren Technology Centre, Woking, UK. Joseph and Marti's teams will contribute to a global sales, marketing and aftersales network challenged with setting new standards for service in the performance car sector, whilst ensuring that McLaren Automotive's quality and performance goals are transferred throughout their regions. Joseph will develop a team to support an initial network of up to 10 dedicated McLaren franchises in the USA and Canada. Marti's team will initially work with up to 15 retailers in Europe.
[Show full text]
Annual Results
ANNUAL RESULTS McLAREN GROUP LIMITED Annual report and consolidated financial statements Registered number 10720174 31 December 2019 McLaren Group Limited Annual report and consolidated financial statements 31 December 2019 TABLE OF CONTENTS Strategic report............................................................................................................................ 3 Directors’ report ........................................................................................................................ 13 Independent auditors’ report to the members of McLaren Group Limited .......................... 23 Consolidated profit and loss account ..................................................................................... 28 Consolidated statement of comprehensive income .............................................................. 29 Consolidated balance sheet ..................................................................................................... 30 Company balance sheet ........................................................................................................... 31 Consolidated statement of changes in equity ........................................................................ 32 Company statement of changes in equity .............................................................................. 33 Consolidated statement of cash flows .................................................................................... 34 Notes to the financial statements ...........................................................................................
[Show full text]
Guide to Assembly Plants in Europe
Guide to assembly plants in Europe station wagon, S-class sedan and B Lieu Saint-Amand, France (Sevel 3 Ruesselsheim, Germany – hybrid, CL, CLS, SLS AMG; Nord: Fiat 50%, PSA 50%) – Opel/Vauxhall Insignia, KEY Maybach (ends 2013) Citroen C8, Jumpy/Dispatch; Fiat Opel/Vauxhall Astra 5 Ludwigsfelde, Germany – Mercedes Scudo, Scudo Panorama; Peugeot 4 Luton, UK – Opel/Vauxhall Vivaro; BMW GROUP Sprinter 807, Expert Renault Trafic II; Nissan Primastar (See also 2 , 20 ) 6 Hambach, France – Smart ForTwo; 5 Ellesmere Port, UK – Opel/Vauxhall 1 Dingolfing, Germany – BMW ForTwo Electric FORD Astra, AstraVan 5-series sedan, station wagon, M5 7 Vitoria, Spain – Mercedes Viano, (See also 7 ) 6 Zaragoza, Spain – Opel/Vauxhall station wagon, 5-series Gran Vito 1 Southampton, UK – Ford Transit Corsa, CorsaVan, Meriva, Combo Turismo, 6-series coupe, 8 Kecskemet, Hungary – Next 2 Cologne, Germany – Ford Fiesta, 7 Gliwice, Poland – Opel/Vauxhall convertible, M6 coupe, convertible, Mercedes A and B class Fusion Astra Classic and Notchback, Zafira 7-series sedan 3 Saarlouis, Germany – Ford Focus, 8 St. Petersburg, Russia – Chevrolet 2 Leipzig, Germany – BMW 1-series FIAT GROUP Focus ST, Focus Electric (2012) Captiva, Cruze; Opel Antara, Astra (3 door), coupe, convertible, i3 AUTOMOBILES first-generation Kuga A Togliatti, Russia (GM and AvtoVAZ (2013), i8 (2014), X1 (See also 33 , 34 , 35 , 45 ) 4 Genk, Belgium – Ford Mondeo, joint venture) – Chevrolet Niva, Viva 3 Munich, Germany – BMW 3-series 1 Cassino, Italy – Alfa Romeo Galaxy, S-Max sedan, station wagon
[Show full text]
Mclaren Automotive
McLaren Automotive Luxury Retail Summit – September 18, 2013 Strictly Private & Confidential Today’s Talking Points . Who is McLaren Automotive? How did we launch a new company in a well-established marketplace. Defining McLaren Customers: Who are they? . Marketing that is most effective to reach the McLaren customer and outlets that work best . The dealership network .Key Success Factors 2 Strictly Private & Confidential Strictly Private & Confidential Who Is McLaren Automotive? McLaren Racing 1963 – Bruce McLaren Motor Racing is formed 1968 – Maiden F1 Victory in Belgium Grand Prix 1970 – Bruce McLaren killed in testing accident at Goodwood 1972 – McLaren wins Indianapolis 500 1974 – First Formula One Drivers' and Constructors‘ Championship win 1980 – McLaren Racing is formed with Ron Dennis as Managing Director 1986 – McLaren Marketing is formed 1989 – McLaren Cars is formed 1989 – McLaren Electronic Systems is formed 1995 – Debut win at Le Mans 24 Hours 2004 – McLaren Applied Technologies is formed 2011 – McLaren Production Centre opened 4 Strictly Private & Confidential Who Is McLaren Automotive? Our Heritage Le Mans Constructors Drivers Indy 500 Can-Am Champions Champions Champions Champions Champions 8 Titles 12 Titles 3 Titles 5 Titles 1 Title E Fittipaldi McLaren Ford 1974 Mark Donohue 1972 Bruce McLaren 1967 Y.Dalmas, 1995 James Hunt 1974 1976 JJ Lehto, McLaren TAG- 1984 Niki Lauda J. Rutherford 1974 Denny Hulme 1968 1984 M.Sekiya Porsche 1985 Alain Prost 1985 J. Rutherford 1976 Bruce McLaren 1969 McLaren Honda 1988 1986 Denny Hulme 1970 Ayrton Senna 1989 Peter Revson 1971 Alain Prost 1988 1990 Ayrton Senna 1989 1991 1990 Mika Hakkinen 1991 McLaren 1998 Mercedes 1998 Lewis Hamilton 1999 2008 Only race team to win Formula One, Indianapolis 500, Can- Am and Le Mans championships Strictly Private & Confidential Who is McLaren Automotive? Timeline .Established as McLaren Cars in 1989 to produce leading edge vehicles leveraging all of the experience and technology available to the McLaren Group.
[Show full text]