Marshall of Cambridge (Holdings) Limited is the private holding company of the Marshall family. Founded in 1909, the Group had a turnover of nearly £1.6bn in 2015, and over 5,100 employees. Headquartered on an 900 acre site in Cambridge, Marshall operates in four market segments, including through three wholly-owned businesses:
Marshall is also the majority shareholder in the following independent public company:
FIRST 100 YEARS
Marshall of Cambridge was established in 1909 by David Gregory Marshall, in a small lock-up garage in Brunswick Gardens, Cambridge as a chauffeur drive company, which was an immediate success and prompted the move to larger premises in Kings Street in 1910.
During the 1914-1918 War, the company’s premises, which had relocated to Jesus Lane in 1912 when the trade expanded to include selling cars, were used for servicing and repairing of vehicles required for the war effort.
A chance meeting with Sir Herbert (later Lord) Austin during the Great War when David Marshall’s reserved occupation was as a catering manager, resulted in Marshall being awarded the Distributorship for Austin in Cambridgeshire immediately after the war, although the formal contracts were not signed until 1920.
Aviation was in its infancy and much of the enabling technology for successful powered flight was emerging through developments that started in automotive engineering. In fact the company’s first involvement in aviation dates back to 1912 when its mechanics helped repair the engine of a British Army airship, the Beta II, which had made an emergency landing in Jesus Green, Cambridge, just behind the Marshall garage.
It was David Marshall’s son, Arthur, who, having learned to fly after gaining an engineering degree at Jesus College, Cambridge in 1926, helped open a new aerodrome situated on the outskirts of the city beside the family home. From this airfield, known as Fen Ditton, flying training commenced in 1929 and a year later the Marshall Flying School was formed.
Business increased steadily through the 1930s until it became necessary to find a larger site, still close to the city, but allowing for the predicted expansion of activities that would be needed to train more pilots together with the engineering support for growing numbers of aircraft.
The company purchased the necessary farmland and in 1937 the new Cambridge Airport was officially opened by the then Secretary of State for Air, Sir Kingsley Wood. This was very opportune for re-armament was becoming an urgent national priority, along with the need for even more facilities for military aircrew training.
The opening of the Company’s second airfield presented Marshall with an opportunity to open a second garage, known as Airport Garage. Having been closed down as part of the war effort during the Second World War, both garages re-opened in 1945, with Jesus Lane concentrating on Austin Cars and Airport Garage focusing on Austin Trucks.
In 1938 a major flying training school for the RAF Volunteer Reserve was established by Marshall and training soon got into its stride with over 600 new RAF pilots trained before the Battle of Britain commenced. This increased in size and tempo so that by the end of the Second World War, the company had trained over 20,000 aircrew, including pilots, observers and flying instructors. The training scheme was universally adopted by the Royal Air Force in 1941 and continues to this day.
Alongside this training, Marshall also modified and repaired over 5,000 aircraft, ranging in size and complexity from the Oxfords and Ansons of Flying Training Command to such front-line operational types as the Mosquito, Spitfire, Hurricane, Wellington and B-17. During the Second World War, the workforce was expanded to around 3,000, including many female workers.
Postwar, aerospace engineering work continued to generate new business, civil and military, with with many different types of aircraft passing through the company’s well-equipped hangars and workshops. Most of this work involved repairs, structural modifications and conversions, but also included final assembly of the last production batch of 65 de Haviland Venoms. Many Canberra bombers were modified over the years as were a number of Vickers aircraft, including the Valiant, Viking, Varsity, Valetta and Viscount. Marshall also developed its aircraft design and manufacturing facilities, becoming a natural sub-contractor to all the British aircraft manufacturing companies.
Alongside its sister companies, Marshall Motor Group flourished in the post-war era and steadily grew to include garages in Peterborough in 1946 and Bedford a few years later, as well as a number of operations in smaller towns.
Marshall SV was founded in 1946 under the name of Marshall Motor Bodies Division. Following the Second World War, the reduction in aircraft work led to a diversification into vehicle body building. Aircraft fitters built the first bodies on commercial vehicle chassis which were sold to number of local and national companies including Chivers, Millers and Whitbread.
The early work of Marshall SV included refurbishment of London Transport buses, this led to the company going on to build over 90,000 vehicle bodies and more than 5,000 tactical shelters in over 200 configurations for the Ministry of Defence.
Some very early Marshall SV products included Black Marias for the Metropolitan Police, early state-of-the-art outside television broadcasting vehicles for the BBC, as well as radar vans for Marconi, ambulances for the Scottish Ambulance Service and military ambulances for the British Armed Forces.
During the 1950s and 1960s Marshall SV manufactured a wide range of buses; they took over bus production from Mulliners which led to the delivery of almost 5,000 buses. More recently the company built a number of buses for London Transport and other bus operating companies around the country.
Meanwhile in Marshall Aerospace, a new concrete runway was built in 1953, which was subsequently extended in 1971, and two years later the first of the very large hangars. This new accommodation could handle such aircraft as the Valiant, Britannia, Belfast and VC-10, but also, in more recent years, the Hercules.
In 1957 Marshall SV worked closely with the National Research and Development Corporation and Tom Bacon, the inventor of the fuel cell. The company and Tom Bacon successfully developed a three kilowatt fuel cell powered by hydrogen and oxygen which was demonstrated on an electrical forklift truck. This technology was later developed by Pratt and Witney in the United States and received an accolade from President Nixon when manned flight to the moon was made possible by the use of these fuel cells.
The Vickers Viscount was the first turbo-prop airliner in the world and was introduced into service in 1953, with 244 of these aircraft modified at Marshall in the following two years. Marshall also modified a number of Mk 2 Comets, BEA’s fleet of four engined turboprop Vickers Vanguard aircraft and BOAC’s Britannia fleet.
The skills developed in the Aircraft Design office during the 1960s subsequently enabled Marshall Aerospace to undertake the design and manufacture of the Concorde droop nose and retracting visor in 1967, on behalf of the British Aircraft Corporation.
Marshall SV’s diverse manufacturing abilities were particularly well demonstrated in 1963 when they received an order from RAE Farnborough to manufacture expendable sleds to test ejector seats for aircraft. The sleds were of timber construction and powered by rocket motors capable of accelerating to around 500 mph. They ran on a rail system constructed at Pendine Sands and were truly expendable as they all finished up in the sea!
Marshall Aerospace became the UK Designated company for the RAF C-130 K Hercules in 1966 and introduced the aircraft to RAF service. The company became a Sister Design Authority in 1988, and has supported the RAF fleet on a continuous basis since then. This has enabled Marshall Aerospace to win MOD engineering support contracts that have resulted in a continuous through-life association with Lockheed Martin and the C-130K Hercules. This has included complex fuselage-stretch production and major repair, modification and upgrades work for both the RAF and a large number of export customers also operating the aircraft.
1972 saw the launch of Marshall Thermo King, which specialises in the sales and after sales support of advanced, vehicle-mounted, temperature control units. With over 100 fully equipped mobile engineers on call 24 hours-a-day, 365 days-a-year, operating from 10 depots across the UK, Marshall Thermo King offers unrivalled support to transport fleet operations across the country, including those for many of the UK’s largest retailers. Its sister company, Vehicle & Tail lift Repairs (VTR), complements the business offering, specialising in the service and maintenance of commercial vehicle tail lifts.
In 1978 Marshall Aerospace won a contract from the European Space Agency to design and manufacture a space sled for medical research in order to find ways of alleviating the problems of space motion sickness experienced by some astronauts and to provide possible training methods for conditioning the human balancing system. In 1985 the sled flew for 7 days in Challenger from the Kennedy Space Centre and covered 121 orbits of the earth.
The nationalisation and subsequent privatisation of the British motor manufacturing industry during the 60s/70s/80s saw Marshall’s franchise base broaden to include most of the well-known British marques: Austin, Morris, Rover, Jaguar, Triumph, Land Rover, Leyland, Rolls Royce Bentley and Aston Martin.
The air support of the Expeditionary Forces during the Falklands Conflict in 1982 was only made possible because of the installation by Marshall of air-to-air refuelling receiver equipment in RAF Hercules aircraft. This vital modification was designed, manufactured, installed and flight trialled within 14 days, with the first aircraft in operational service within 3 weeks from the initial design request. Following this, the company modified 6 Hercules as tanker aircraft which remained in service until 1995. This hangar also accommodated DC10, MD11 and Boeing 747 aircraft.
The Falklands campaign clearly identified the requirement for a long range strategic tanker for the RAF and, in 1983, Marshall built its largest hangar to accommodate the contract to convert civil TriStars for RAF use as both freighter and tanker aircraft for which Marshall Aerospace became the Sister Design Authority.
The TriStars played a key role in the 1990-1991 Gulf War and Marshall provided substantial support through essential design work for operational modifications together with maintenance and the overnight painting of two TriStars into desert pink camouflage.
The company has also converted a number of passenger TriStar aircraft for use as civil freighters in the United States. Both the Hercules and TriStar remain in front-line RAF service and Marshall continues to provide full engineering support with major modification and upgrade contracts.
From the 1960s to the end of the 1990s Marshall SV worked on a wide range of projects, including the manufacture of a large number of support vehicles for the Armed Forces, including in particular bodies for Bedford Trucks, later bought out by Marshall SV.
The company also built special vehicles for the Queen’s Flight and the RAF’s Support Harrier Force; the first air portable containers for the Rapier Weapon System developed by the British Aircraft Corporation; specially modified vehicles for the Special Air Service (SAS); engineering mock-ups of armoured command vehicles and armoured signal vehicles for the Fighting Vehicles Research and Development Establishment (FVRDE).
The company continued to build ambulances – for the Dutch Army as well as the British Army; developed the construction of a highly modified Land Rover chassis for the Armed Forces, including gunship installations; supplied special vans to Cambridgeshire Constabulary for police dog handlers; and even a racing car transporter for BRM.
Shelters were in great demand and the company received numerous orders from the British Aircraft Corporation and the Army.
Towards the end of the 1990s, building on their earlier reputation, Marshall SV developed and manufactured curtain sided vehicles for Green King and Whitbread. The cargo vehicle building business continued from strength to strength with orders received for several thousand vehicles.
It was also at this time that the concept for the DROPS Flatrack was born, utilising the expertise of both Motor Bodies and the Aircraft Division for the design. Over 10,000 of these unique units were supplied to the MOD and these have subsequently been demonstrated during both Gulf Wars.
Marshall SV has also been prime contractor for the supply of Mobile Field Hospitals, Power Pack Repair Facilities and Mobile Bakeries.
In 1992 Marshall Aerospace was selected by Orbital Sciences Corporation in the USA to perform the design and conversion of a TriStar to carry Pegasus rockets to launch satellites, with the first satellite successfully launched in 1995.
The rapid expansion of regional aircraft in the 1990s led to Marshall undertaking repair and overhaul work on BAe 146 aircraft for a number of airlines, including Virgin, and The Royal Squadron for use by HM the Queen.
In 1995 Marshall Motor Group pioneered the development of purpose-built multi-franchise operations with the opening of the Marshall Car Centre on Newmarket Road in Cambridge, utilising land already owned by the company.
With a large dedicated used car operation, a 60,000ft2 parts warehouse and 8 franchise specific showrooms and workshops, this innovative new concept led the industry.
Following on from the appointment as the Cessna Citation Service Centre for the UK in 1974, Marshall continues to this day to carry out routine servicing and maintenance on a wider range of Cessna executive jets.
Continuing its expansion into the civil market, from 1998 Marshall Aerospace saw over 100 British Airways and a number of Lufthansa 747 aircraft through the hangars at Cambridge, for modifications ranging from crew rest areas, first class enhancements, interior refurbishment and even the painting of the tail fins to remove the then controversial BA logo!
The company holds a wide range of authorisations to work on a range of executive and commercial aircraft from light aircraft to Cessna Citations to Boeing 777s. On the maintenance side, the company’s expertise extends from routine daily maintenance to a full aircraft depot check, and modifications can range from a basic instrument change to a complete avionics upgrade.
With the British Armed Forces’ shift from a Cold War emphasis to Rapid Reaction Expeditionary Force, Marshall SV’s military business has evolved in recent years from Equipment Manufacturer to Systems Integrator. Today, the military business is centred on providing rapidly deployable systems for the UK MoD and military customers worldwide, for use in a wide range of situations and extreme environments as well as for humanitarian operations and by the United Nations.
Since 2000 Marshall SV has developed a number of new and innovative projects. These include a range of modular medical facilities have been developed for the National Health Service and supplied to several hospitals, including a number of operating theatre and clinic units for Addenbrooke’s Hospital. Incident Response Units and Prime Mover vehicle systems have been designed and manufactured for use by the Fire Service and solutions developed for the deployment of counter-measures equipment to satisfy the UK Government’s National Resilience program.
Marshall SV has also designed Integrated Ground Stations for the Army’s Stand-off Radar (ASTOR) project and the Battlefield Communications project (Cormorant). The company is currently engaged in the manufacture of Ground Station Shelters for the MoD’s Watchkeeper surveillance UAV (unmanned air vehicle) programme and is involved in the manufacture of ground-launched low cost surveillance UAVs.
100 years on from the humble beginnings of the Marshall Group, Marshall Executive Chauffeur is still in business, operating a fleet of long wheelbased Jaguars, and offering a reliable and confidential service for stress free door to door travel, with experienced, uniformed chauffeurs and an expert knowledge of London, for both business and personal travel.
The Cambridge Aero Club is one of the longest established flight training schools in the world and has been training pilots for more than sixty years. The Aero Club operate a fleet of five Cessna 172SPs, an Extra 200, and a Piper PA23 Aztec, and can provide courses in JAR PPL, NPPL, IMC, Night, Tailwheel, Advanced, and Formation flying.
Marshall Executive Aviation offers private aircraft charter using Cessna Citation Bravos, a Citation XLS and a Bombardier Challenger 300. Private aircraft charter gives the ultimate flexibility and control, together with significant time savings, enhanced levels of security and strict confidentiality.
Marshall Motor Group is a Top 10 dealer group and the second largest privately owned dealer group in the UK and operates on the principle of delivering a flexible and personal service to all of its customers, just as David Marshall did when he started out in 1909.
In 2006, 60 years on from its beginnings, history repeated itself as Marshall SV, through its Vehicle Engineering subsidiary, began work on a project to supply the MoD with 7,000 Support Vehicles, based on a MAN chassis, to replace the Army’s existing fleet with a lighter and stronger truck which will last long into the future.
In 2005, Airbus Military awarded Marshall Aerospace a contract to carry out risk reduction flight trials for the Europrop International TP400-D6 Turboprop engine, to be fitted to the Airbus A400M Military Transporter. As part of the project, an instrumented engine and propeller was fitted to a modified C-130 aircraft, and the modified aircraft was flown for approximately 100 hours to examine in-flight characteristics.
Taking Marshall Aerospace into the 21st Century, was the MOD announcement, on May 31, 2006, of the placing of a £1.52 billion prime contract with Marshall Aerospace, to provide long-term in-depth Hercules maintenance and support at Cambridge and the main RAF operating base, within a partnership with Lockheed Martin and Rolls-Royce.
2009 saw the centenary of the Marshall Group of Companies, as well as the 80th anniversary of Marshall’s association with aviation.
Putting our customers above all else
We value our customers above all else and seek to provide outstanding Customer Service through happy, conscientious and well-motivated teams.
Our business is founded on customer service. For over a century we have consistently put our customers first and this single-minded emphasis will continue. We recognise, of course, that outstanding customer service can never be taken for granted, so we continually measure, and constantly seek to improve.
Integrity & Fairness
Upholding the highest standards of integrity and fairness
We strive to exhibit the highest standards of integrity and fairness in everything we do.
There must be no gap between what we say and what we do. Our founder put integrity and fairness among the fundamental principles of his fledgling enterprise. Four generations on, we still abide by these core values. They are ingrained in the way we do things in the Marshall Group.
As our business has expanded internationally into new sectors, we have never lost sight of the essential need to reinforce our reputation for integrity and fair play.
Innovation & Creativity
Maintaining competitive edge through innovation and creativity
We maintain our competitive edge through innovation and an adherence to the founding tradition of a spirit of adventure.
Standing still is not an option. We must constantly change and adapt to meet the needs of our customers. Otherwise, these needs will be met by our eager competitors.
Fortunately, innovation is the life-blood of the Group. We are well placed to face new challenges and grasp new opportunities. With flair and creativity, we constantly strive to adapt and find imaginative solutions to evolving customer demands. In an ever-changing world, this deep-seated innovative streak helps us break into new markets, open-up new territories and achieve new technological breakthroughs.
People Are The Heart Of Our Success
Recognising that people are the heart of our success
We are successful in our chosen markets and people are at the heart of our success.
We readily recognise the power of our people to drive the Marshall Group forward. Everybody in the Group contributes, in various ways, to the products and services we supply. We value each individual’s contribution, encouraging everyone to reach their full potential.
We can achieve more, of course, by working collaboratively to reach common goals. Working responsibly under their own initiative, our people join together to get the job done to the highest standard. Four and a half thousand Marshall people, all with the same set of values and common beliefs, are a powerful force.
Our people are at the heart of our success and must remain so if we are to continue to position the Group to deliver the best for our shareholders and, indeed, all our stakeholders.
At Marshall we have a strong commitment to the development of skills. In 2015 we invested in around 12,500 days of training and skills development across the businesses, which included 2,600 days of apprentice training. Our apprentice training programme has continued unbroken since 1920. More recently we have introduced Foundation Degrees and we are now able to offer our qualified apprentices the opportunity to go on to gain a degree. Our AeroAcademy is building an external reputation for the delivery of high quality training and we manage apprenticeships for third party businesses on a commercial basis. In addition to these programmes, we deliver or arrange many thousands of days of training to employees in all parts of the Company. We also recognise the significant development value which comes from employees’ active involvement at board and committee level in external activities related to the business, including the UK Government backed Aerospace and Defence Growth Partnerships, and the Royal Aeronautical Society.
The largest training and development programme we run is on Leadership Development, which recognises that the most effective people are leaders who inspire and motivate their teams and colleagues, rather than simple task-driven managers. The first phase (LDP1) of this programme was launched in 2012 and we are now nearing the end of the second round (LDP2). Combined, these two phases have impacted on more than 300 members of our leadership teams across all Marshall businesses, with positive results for both the individuals and the business.
One of the key strengths of this programme has come from the interaction between leaders in different businesses on the same course. The third phase of the Leadership Development Programme (LDP3) is launching in 2016. This is being developed in conjunction with the world-leading Møller Centre in Cambridge and will be a more targeted programme, for specially selected individuals, aiming to create a winning culture across Marshall. Where the first two phases were 2-day programmes, backed up by coaching and mentoring, LDP3 will be a much more intense programme. We anticipate that this elite programme will be career-defining for those who are invited to participate and we expect there to be some strong competition for places on the programme.
Since 2011, all Marshall businesses have participated in the international employee survey run by the Great Place to Work Institute (although Marshall Motor Holdings first participated in 2008). We believe that the integrity of the survey helps us, business unit by business unit to identify and focus on specific areas which need improvement. Once again, around 3,900 employees took the time to give their opinions, answering 60 scientifically crafted questions as well as giving some verbatim comments. Marshall Aerospace and Defence Group and Marshall Fleet Solutions saw big improvements in their overall Trust Index Score and are now closing in on achieving official Great Place to Work status. Marshall Motor Holdings also saw improvements in the key measures and, pleasingly, have once again been included in the Top 30 list of large companies in the survey.
We recognise the strength which comes from a diverse business portfolio and, within the business, the strength which comes from a diverse employee base. Diversity in all its forms adds depth to our collective experience and our understanding of situations. Harnessing diversity adds flavour to the Marshall recipe and we are working hard, both at Group and within each of our businesses, to improve the balance of diversity in our workforce at every level. We are pleased with the direction of travel, especially within our team of graduate engineers but we strive to increase the rate of diversification across the whole business.
Celebrating the significant contributions made to the Group by employees in all our locations across the world is the main driver behind our annual Marshall Achievement Values & Teamwork Awards (MAVTAs). Employees are nominated for a MAVTA, either as an individual or as part of a team, by their peers throughout the year before being shortlisted by their own business in one of the seven categories:
The shortlist of finalists each year is published in December and the awards themselves announced and presented at a gala dinner the following January in the splendid surroundings of King’s College in Cambridge.
Across the Group we recognise the long service of very many of our employees, with the individual companies celebrating all employees who have completed 5, 10, 15, 20 or 25 years of service. At a Group level, we continue to mark the extraordinary contributions of the many employees who have completed 30, 40, 50 or even 60 years of service. In 2015, thirteen employees received 30-year awards, a further twelve received 40-year awards. Sir Michael Marshall was presented with a 60-year award, the fifth 60-year award presented at Marshall.
Community and Charitable Work
Involvement with extra-curricular activities directly benefits our employees and the Company, helping them to develop and nurture skills in a variety of environments and helping the Company to be an integral and active part of the various communities in which we operate. All employees are actively encouraged to be involved in the community, whether that be as a Reserve in the Armed Forces, a Governor in a school, a youth group leader, a charity fundraiser or trustee, a parish councillor, a reading assistant, or any other similar role. Experiences enjoyed in such diverse environments enrich the lives of our employees and the Company.
At a Company level, we are proud to be members of the Percent Club and to be involved, at a senior level, often as trustees or directors with a number of local and national charities, including: BEN, the benevolent charity of the motor industry; the Addenbrooke’s Charitable Trust; The East Anglian Air Ambulance; Ely Cathedral; and the Cambridgeshire Community Foundation. Marshall is also actively engaged with local organisations and membership groups which seek to sustain the success and growth of the greater Cambridge area, such as: Cambridge Network; Cambridge Ahead; Cambridgeshire Chambers of Commerce; Cambridge City Deal; and the Greater Cambridge Greater Peterborough Local Enterprise Partnership.
Active engagement with key industry related organisations and professional bodies brings benefits both to employees and the Company. We continue, therefore, to encourage and support employees to be involved with bodies such as: the Defence Growth Partnership; the Engineering Employers’ Federation; the Institute of the Motor Industry; the Retail Motor Industry Federation; the Royal Aeronautical Society; the Royal Academy of Engineering; the National Franchise Dealer Association; the British Vehicle Rental and Leasing Association; Semta; ADS; and the Air League.
Currently around one quarter of our employees across Marshall are under the age of 30. These younger employees bring new ideas and energy to the organisation and many of them will go on to be the leaders of Marshall and our industries in years to come. We actively encourage all young employees across Marshall to engage with each other and the Company through the Marshall Network, a self-led group of enthusiastic young people with a range of skills, who get involved with Company projects and community engagement, as well as organising a range of social activities which will help them develop a network of like minded contacts both inside and outside the Company.
For more information visit: http://marshallgroup.co.uk/about-marshall/