The Rolls-Royce Spirit of Ecstacy hood ornament. Earlier iterations of the sculpture have her finger pressed against her lips, reportedly a wink at their decade-long affair. Thornton perished at sea in , en route to India, when a German U-boat sunk the ship she was traveling on. Photo by Basem Wasef. Rolls-Royce has always focused on crafting durable and enduring vehicles. The commitment to superior build quality means that at least 65 percent of all Rolls-Royce cars ever to emerge from the production line are still operational and on the roads today.
And it was rather revolutionary, for its time. Spirito Mario Viale, sought to improve the efficacy of the staple machine gun, the Browning M2. The Rolls-Royce. However, it jammed often and generated too much muzzle flash, so it never supplanted the Browning as the choice gun. Photo: Shutterstock. Last year, Bugatti set the automotive world aflutter when its Chiron hypercar, piloted by Andy Wallace, hit However, Rolls-Royce got to that enchanting speed first.
Its 2,horsepower, The speed record was set back in by Sir Malcolm Campbell, hitting In , Campbell took the rudimentary land rocket to the Bonneville Salt Flats in Utah and recorded a run of Rolls-Royce was equally proficient in manufacturing prolific aviation engines, including the liter Spitfire Merlin V, created in This engine generated such powerful thrust from the exhaust that when engineers simply angled the exhaust outlet backward, the Spitfire gained 10 mph.
This notion further solidified in when the British royal family parted ways with Daimler to select Rolls-Royce as its preferred car manufacturer. Hope this helps :. Thank you for your feedback! If you are ready to apply - Apply now. Will there be apprenticeship vacancies available for as I am very interested in the Apprenticeships at Rolls Royce. Rolls-Royce is a leading industrial technology company. Sign in Livechat. Get interview tips. Ask a question. Do you still have questions?
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We regard the health and safety of our employees and those working on our premises, or on our behalf, as paramount. We are dedicated to providing a safe place of work for all our employees, contractors and visitors to our facilities.
The Covid Coronavirus outbreak is continuing to spread across the world. This is an evolving situation and we are actively monitoring and following advice by the World Health Organisation and adhering to government guidelines.
At Rolls-Royce, our top priority is to ensure the well-being of all our employees, work with our suppliers to help the continuity of our business and support our customers. As we monitor the changing situation our priority continues to ensure the wellbeing of all our employees. We have now decided to significantly reduce all but essential activity within our UK Civil Aerospace facilities for one week from midnight on 27 March.
This move will enable us to confirm the effectiveness of the measures taken to date and enhance our processes in order to sustain modified operations and activities over a longer period. This will allow us to focus on supporting customers and vital services, including air freight operations, during the COVID pandemic.
During this time, we will continue to maintain our critical capability that ensures airlines can continue to operate. We are in close contact with all our customers and continue to support them. Our Aircraft Control Centre is fully operational, with staff working either in split teams or remotely. Airline Support Teams, based in regions around the world continue to support customers, putting actions in place to minimise risk.
We have also introduced measures to mitigate any disruption to our supply chain. This includes inventory buffers and dual sourcing. We continue to look at ways we can support communities and regions across the world to identify practical ways we can offer support. We have a long-standing relationship with Airlink, a global non-profit organisation that works with aviation and logistics partners to transport relief workers and emergency supplies for NGOs responding to rapid-onset disasters and other humanitarian crises.
Airlink is supporting response efforts by arranging transport of supplies, facilitating collaboration between partners, and fostering information sharing. This initiative is being organised by Foundation Derbyshire.
We believe everyone has a role to play and want to thank our employees, suppliers and customers for their continuing cooperation and support during this challenging time. Risk-based improvement programmes We implement prioritised work programmes focused on key areas of risk.
Recent examples include electrical safety, control of contractors and process safety. A robust health and safety governance framework helps us to monitor and direct improvements in management and performance. We have forums that range from local team meetings right through to strategic committees, involving members of the Executive Leadership team.
We are committed to full compliance with all relevant legal requirements and we continually monitor performance in all our businesses. This forms a key aspect of our management system framework that meets the requirements of the Health and Safety management systems standard OHSAS The nature of our work has the potential to expose us to conditions that could harm our health.
From noise and vibration to ergonomics and lifting, we continually invest in programmes and controls that mitigate these risks. Our occupational health providers conduct a full range of statutory surveillance medicals to look for any early signs of occupational disease.
The leading causes of illness are noise induced hearing loss, work-related upper limb disorders and stress. This reflects our global risk profile and provides the focus for our health improvement activities. We have an internal health worksite scheme we call LiveWell.
This award programme recognises sites that have taken steps towards creating supportive work environments where healthy choices are encouraged and rewarded. Sites are required to meet a stringent set of requirements to be accredited. We continue to analyse high-potential incidents and each of them is investigated at business level. Lessons learnt are shared across the Group.
We develop our improvement programmes on high consequence activities in accordance with our risk profile. The number of high-potential incidents has declined slightly from previous years and the number of "near miss" reporting has significantly increased.
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