WillisWire Contact Author

Issue 07 / October 2015

How the Bloodhound Project manages risks at 1,000 miles per hour

At a glance
  • Project aims to inspire young people and share iconic research with the world
  • Biggest strategic risk possibly revolves around creating the commercial partnerships required to build and share the project
  • Military aviation methodology used to manage every risk so that it is tolerable and ‘as low as reasonably practical’
The Bloodhound Project aims to drive a car at 1,000mph and smash the world land-speed record. The strategic risks are broader than you might imagine. A conversation with Andy Green, bloodhound driver

The Bloodhound Supersonic Car (SSC) Project aims to break the land-speed record of 763mph set at Black Rock Desert, USA, in 1997, by British driver Andy Green.

We want the Bloodhound Project to be the ‘Apollo movement’ of the 21st century.

The project was launched in 2008 and expects to make its attempt on the record during the early autumn 2016, in the North Cape Province in South Africa, before raising the stakes further in 2017 when it targets the 1,000mph barrier.

What does strategic risk management mean to you?

It means having a clear understanding of our strategic mission and objectives. It’s much wider than just managing the engineering risks, although they are an essential part of the whole exercise. The technical safety requirements for running a supersonic car can be summarised very simply:

• Find a very smooth flat surface, at least 12 miles long.

• Keep all wheels on the ground at all times.

• Stop the vehicle before the end of the track.

Inside Andy Green's 1,000 mph office
Inside Andy Green's 1,000 mph office

+

We shouldn’t underestimate the huge technical and engineering challenges involved in travelling faster than a jet fighter at ground level, and we’ve had to develop and test some genuinely new bits of science, but by working with world-class engineering experts we are finding ways to deliver and manage this safely.

However, our strategic mission is much wider than just building and running a fast car. The primary objectives of the Bloodhound Project are to:

• Inspire the next generation about science, technology, engineering and mathematics.

• Share an iconic research and development programme with a global audience.

In other words, we’re a strategic communications project, and effective strategic risk management requires a clear understanding of what this means for the project. We want the Bloodhound Project to be the ‘Apollo movement’ of the 21st century.

We’re building a truly global event, and inspiring young people who will build and live in the high-technology, low-carbon world of tomorrow. In strategic terms, the speed the car reaches is less important than the global ‘engineering adventure’ story of how we get there.

Under bloodhound’s bonnet

Insight from Martyn Davidson, operations director for the Bloodhound Project

+

Under bloodhound’s bonnet

Insight from Martyn Davidson, operations director for the Bloodhound Project

“BLOODHOUND SSC is a jet and rocket-powered car approximately 13.4m long with two front wheels within the body and two rear wheels mounted externally. It weighs 7.5 tonnes and the engines produce more than the equivalent of 135,000 horsepower – more than nine times the power of all the Formula 1 cars on a starting grid put together.

“The car is a mix of car and aircraft technology: the front half is a carbon fibre monocoque like a racing car and the back half is a metallic framework with panels like an aircraft.

“The car has three engines. Approximately half of the power comes from the Rolls- Royce Eurojet fighter engine, the EJ200. The auxiliary power unit is a 550bhp Jaguar Supercharged V8, which works in conjunction with a Nammo HTP hybrid rocket.

“Of course, the three engines are key to the success of the record attempt. The EJ200 is being taken into a performance area it wasn’t originally designed for. The RAF uses it at 30,000ft but it has never been driven on the ground at such speeds before.

“One of the most recent component tests was on one of the wheels. Using a sophisticated laser monitoring rig, the wheel was pushed to its limits to check for deformity at extreme speeds, and to see how much it would grow under load. Pleasingly, the results were similar to the predictions that the Bloodhound engineers had calculated using computer simulation software, with the slight expansion in the wheel’s diameter as expected.”

Close

What are your biggest strategic risks?

Perhaps our biggest strategic risk revolves around creating the commercial partnerships required to build, run and share the story of the most remarkable straight-line racing car in history.

We need to work with global commercial organisations, and to do that we must gain their confidence as partners. They want to know that we can do this and that we aren’t going to let them down, technically or reputationally.

This is an area where our relationship with Willis makes a big difference. In reply to the oft-asked sceptical question ‘but surely you can’t get insurance for this?’, we can describe how well insured we are. This fact alone provides a lot of reassurance to potential sponsors.

We also need to show the benefits for our partners. How does this project fit with their business needs and objectives? This is easy to demonstrate once we’ve built the car and created the global interest – but we need their help in order to get to this point! We’re always looking for sponsorship, seeking out the innovative, group-leading organisations that will join us in our ‘engineering adventure’.

Each sponsor has slightly different needs (global PR, employee engagement, schools programmes, corporate social responsibility and so on) and each sees the alignment between their business and the project in different ways, which is something we are careful to cater for.

The organisations that have the confidence to partner our ‘adventure’ and help us to manage the strategic risks are, historically, the ones that gain the biggest benefits at the end of the day.

As a strategic communications project, we also need to ensure that Bloodhound has genuine global reach and engagement. The car will carry 12 cameras and 500 sensors, and will stream live video and data onto the internet – it is literally the world’s fastest outside broadcast platform.

What are the respective influences of data and human judgement on your risk/safety management measures?

There is no real data available to manage our strategic commercial and PR risks. We can measure and quantity – Bloodhound delivered £300 million of global PR value last year alone, which is simply staggering – but numbers tell us very little about quality or the ability to inspire a global audience. This has to be assessed subjectively, so human judgement is central to this process.

Formula 1 risk management

How live data and thorough preparation helps to manage the pressures and risks of top-flight motor racing

http://www.resilience.willis.com/articles/2015/09/27/risk-management-strategy-formula-1/

Turning to the technical risks, data has a much larger part to play. Thanks to years of technical research, and the 500 sensors on Bloodhound, we have vastly more data available than any previous land-speed record attempt. Using military aviation methodology, we need to manage every risk so that it is:

• Tolerable

As low as reasonably practicable (ALARP).

Whether something is tolerable, or ALARP, comes down to subjective human assessment. In analysing the data, we have to ask ourselves:

• Are we using the right evidence?

• Are we measuring it against the right benchmark?

So, despite all the data we have, safety management still comes down to informed judgement calls.

Once we understand what we are trying to achieve, we’re half way towards managing our strategic risks. For Bloodhound, this means looking beyond the technology – the risk management task is much broader, and much more interesting, than that. 

Find out more

WillisWire
Is Installing A Backyard Pool Worth the Risk?
swimming pool
Summer is a wonderful time of year: warm weather, blue skies, and a myriad colors in bloom. Once the weather gets hot, many of us start thinking about adding a pool to our yard. While this decision seems refreshingly simple, …
What is Your Family’s Social Media Liability?
social media Liabilitiy
As social media use becomes increasingly ingrained in our daily lives, the potential for something we post to be taken out of context or misconstrued is only going to increase. When adults are being sued for negative yelp reviews and …
Cyber Threat Explodes on Mobile Devices
mobile cyberrisk
According to IDC’s quarterly report for Q3 2014, sales of mobile devices, (smart-phones and tablets) exceeded 327,000,000. There is currently something over 3 billion internet users with almost 6 billion internet devices live. The shift to mobile is pervasive and …
A One-Track Mind Behind the Wheel (or Not)
phone driving
I heard a story about a man steering his car with his knees so he could type a text with both hands, as he participated on a conference call using his earbud. Oh, let me add, his wife and two …

Sign up to our newsletter

Willis

Willis Group Holdings plc is a leading global risk advisor, insurance and reinsurance broker. With roots dating to 1828, Willis operates today on every continent with more than 18,000 employees in over 400 offices. Willis offers its clients superior expertise, teamwork, innovation and market-leading products and professional services in risk management and transfer. Our experts rank among the world’s leading authorities on analytics, modelling and mitigation strategies at the intersection of global commerce and extreme events.

Find more information at our website, www.willis.com

About Resilience

Resilience is the risk management magazine from Willis for business leaders around the world. Each issue explores the latest trends and issues facing multinational businesses as they compete in an increasingly dynamic and interconnected threat landscape.

Subscribe today.