Defence Business_Issue 41 (Nov 17 – Jan 18)_DTC_Web

Team Australia 

Nation Building 

Issue 41 November/December 2017/January 2018

t hal e s g roup. com.au 

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November/December 2017/January 2018 Defence Business CONTENTS 3 

08 

13 13 16 22 28 

04 CHAIRPERSON AND CEO INTRODUCTION 

06 NEWS IN BRIEF 

08 LEAD STORY - TEAM AUSTRALIA 

09 Sovereign Capability non-negotiable 

13 Raytheon and APC Technology 

14 The Future Submarine Aquisition Process 

15 Updare on Australia's Future Submarine Program 

16 WORKING ACROSS CULTURES 

17 ALLIANCES 

22 AUSTRALIA’S 12 OFFSHORE PATROL VESSELS 

27 DIESC LAUNCH 

28 SPACE RACE 

34 MEMBER LIST 

FRONT COVER 

The Iraqi Army Qwat Khasah (Special Forces) 

Battalion conducted two company-sized air mobile 

operations as part of the certification exercise held 

at Taji Military Complex. 

DEFENCE TEAMING CENTRE INC. 

The Defence Teaming Centre is the defence industry 

peak association. 

Innovation House East 

50 Mawson Lakes Boulevard 

Technology Park 

Mawson Lakes SA 5095 

08 7320 1003 

www.dtc.org.au 

EDITOR 

ASSOCIATE EDITOR 

Sarah Taylor 

Tracy Pierce 

Defence Teaming Centre Defence Teaming Centre 

EDITORIAL COMMITTEE 

Steve Hickman 

Daronmont Technologies 

David Searles 

Searles & Associates 

Mark Williams 

Hughes PR 

Chris Field 

C.E & A Co Marine Engineers 

Tim Boylen 

Boylen 

Kaye Noske 

BAE Systems 

David Ledger 

Saab Australia 

Jemesie Christo Dedicated Systems 

Craig Ottaway 

General Dynamics Land Systems 

Emilio De Stefano De Stefano & Co 

Defence Business is published by 

PUBLISHER 

Boylen 

DESIGNERS 

Cindy Ridgwell 

Henry Rivera 

PHOTOGRAPHER 

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FREQUENCY 

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ISSN 1836-9502 

DTC BOARD OF DIRECTORS 

Darryl Mincham Chairman, MIncham Aviation 

Tim O’Callaghan Vice Chairman, Piper Alderman 

Audra McCarthy Treasurer, Lockheed Martin 

Damian Adlington Adlington’s Australia Pty Ltd 

Tim Dore 

Cobham Aviation Services 

Sanjay Mazumdar D2D CRC 

Craig Williams J&H Williams 

Andrew Berg EY 

Michael Webb Adelaide University 

Nigel Hall 

Adept Technology 

Fred Hull 

Axiom Diemould 

Davyd Thomas Austal 

Brett Newell Boeing Defence Australia 

Level 3 

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DTC CHARITIES OF CHOICE

4 CHAIRPERSON AND CEO INTRODUCTION 

November/December 2017/January 2018 Defence Business 

Chairperson and CEO Introduction 

A word from Chairperson Darryl Mincham and CEO Margot Forster 

Welcome to Issue 41 of Defence Business, the last for this year. 

If the success of 2017 is measured by the number of Ministerial announcements 

made, then 2017 was monumental for the defence industry, with Minister Pyne 

releasing just shy of 150 during the course of the year. 

Rarely before have we seen the Defence sector dominate the mainstream media 

headlines like it has this year, with the sector touted to turn the national economy 

around and underpin the future prosperity of the nation. 

This is an exciting time to be in the defence industry. 

The shift in the defence industry environment is welcome, but it brings with 

it a need for us to change the way we operate as a national defence industry base. 

The Australian defence industry is just that, Australian. The investment being made 

in defence industry capability is nation building stuff and we need to approach it that 

way, setting aside state rivalries and banding together to compete against established 

overseas supply chains. 

For the Defence Teaming Centre, 2017 has been a year of consolidation. After a 

long period of instability for industry and the need for strong advocacy at the Federal 

level, we have moved to a phase of national collaboration, mobilising the national 

industry to ensure we are ready and well positioned to compete and win work 

on future programs. 

2018 will see more changes to the DTC strategy with a renewed emphasis 

on bringing the national industry base together to meet the future capability and 

workforce demands. 

This issue explores the notion of Team Australia, looking at issues such as 

Intellectual Property, the road to achieving Sovereign Capability and developing the 

required workforce to deliver future programs. 

We congratulate industry on a very successful year and we look forward to 

working with and supporting you all in 2018. 

The Defence Teaming Centre welcomes new Chair of the Board, Darryl 

Mincham, Managing Director of Mincham Aviation and new Board members Audra 

McCarthy of Lockheed Martin Australia, Davyd Thomas of Austal, Fred Hull of Axiom 

Precision Manufacturing and Brett Newell of Boeing Defence Australia. 

On behalf of the Board and DTC team, we wish you all a Merry Christmas and 

prosperous New Year. 

The DTC would like to acknowledge the support of our sponsors 

NHP 

KPMG 

Naval, Military & 

Airforce Club 

Optus 

Jones Harley Toole Mantra Group OpSys 

PwC

Elbit Systems 

Multiple sightings for every condition 

Advanced E/O devices for enhanced 

target acquisition and night vision 

Elbit Systems is fielding advanced Electro Optic capabilities for every 

Elbit Systems is fielding advanced Electro Optic capabilities for every 

type of weapon sight, from cooled and uncooled, to night vision and 

passive reflective; from micro-compact to modular for total 

darkness, fog and dust. Available with a spectrum of settings and 

mountings, this family covers every challenge in reconnaissance 

and target acquisition by empowering soldiers to detect targets day 

and night.

6 NEWS IN BRIEF 


Canberra Opening 

Thinklogical has opened a demonstration 

centre in Canberra to showcase the latest trends 

and best practices in defence command and control 

infrastructure audio-visual and IT technology. 

The company’s highly secure KVM and video 

distribution products enable instant situational 

awareness, improve premise cyber security, and 

simplify the management of multiple classifications of 

information through a single IA- accredited system. 

Boeing Appointment 

Boeing names Brett Newell regional director 

South Australia 

Boeing has appointed Brett Newell to lead the 

company’s growing defence presence in South Australia. 

Expanding on his role as P-8 Poseidon program lead, 

Newell will now oversee the expansion of Boeing 

Defence Australia’s operations in South Australia 

including community engagement, local industry 

collaboration, education partnerships and employee 

growth. 

Meanwhile, Boeing’s delivery of the Helicopter 

Aircrew Training System (HATS) to the Australian Defence 

Force continues to ramp up, with the final Airbus 

Helicopters EC135 T2+ aircraft arriving in Australia. 

And while most students take a break from studies 

during the school holidays, students from the Aboriginal 

Summer School for Excellence in Technology and 

Science have pursued their career ambitions at Boeing’s 

simulation, analysis and pilot training facilities in Brisbane. 

Flinders University 

Leading defence firm Northrop Grumman and 

Flinders University have signed an agreement to develop 

collaborative research and education and training 

programs for defence-related programs. 

“We are excited to be partnering with one of the 

nation’s leading education and research institutions,” said 

Northrop Grumman Australia Chief Executive Ian Irving. 

“South Australia is a key defence hub for the 

nation and Northrop Grumman Australia’s engagement 

with Flinders University is a significant part of our 

commitment to deepening engagement with academic 

institutions and up-skilling future workers for cutting 

edge defence programs in this state and around the 

nation.” 

Students will acquire the technological and 

practical skills to meet industry demand in areas such as 

simulation and autonomous systems, as well as growing 

Australian capability through joint research. 

Tactical Interface 

Defence and security company Saab will provide 

the tactical interface to the Royal Australian Navy’s 

(RAN) fleet of nine Future Frigates. 

The Saab 9LV Combat Management System 

will form an integral part of the Future Frigate and 

upgraded Air Warfare Destroyer combat capability, as 

well as being selected for the Offshore Patrol Vessels. 

At this stage no contract has been signed or order 

received by Saab. 

“The government’s decisiveness and support for 

Australian industry will give Saab certainty to invest in 

the long-term. With a contract in place, this will mean 

new job opportunities and growth on the Australian 

market, carrying out development and support across 

every major ship in the Australian fleet,” said Dean 

Rosenfield, Managing Director of Saab Australia. 

Martime Tech Award 

AMOG’s Professor Andrew Potts has been 

awarded the Maritime Australia Civil Industry National 

Award for 2017 on behalf of AMOG Technologies, for 

the company’s LGS technology. 

LGS is a new technology for the marine offshore 

oil and gas industry. It employs a novel surface geometry, 

reducing VIV response and therefore overall drag on 

slender structural elements in current flows, without 

sacrificing buoyancy. 

AMOG is now investigating the use of LGS 

technology for other types of subsea infrastructure, 

including potential applications to the defence industry. 

Fincantieri challenge 

Flinders University is diving into an international 

Maritime Innovation Challenge with global shipbuilder 

Fincantieri. 

The Fincantieri Challenge encourages selected 

SA students to be part of an international research 

collaboration with some of the world’s finest 

engineering minds. 

The Maritime Innovation Challenge builds upon 

the relationship already established between Flinders 

University and Fincantieri, which has already seen 

Flinders University students undertake internships with 

Fincantieri in Italy. 

It will also see Flinders University researchers 

collaborate with their counterparts from the University 

of Genoa, Italy with the aim of supporting and selecting 

innovative technology projects to be industrialised. 

The first round of successful Flinders applicants 

will be announced later this year or early 2018. 

Babcock secures Goods and 

Services Agreement with ASC. 

Babcock has extended its long-standing 

partnership with ASC, supporting the RAN’s Collins 

Cass submarines, by signing a new Goods and Services 

Agreement with ASC. 

Under the deal, Babcock will support ASC 

in delivering a sustainment program that includes 

maintenance, refurbishment, supply and engineering 

& management services, to ensure the ongoing high 

operational availability of the regionally superior Collins 

Class submarines. 

“We are delighted to build on our strategic 

partnership with ASC, and we are proud to be a part 

of ensuring that the Royal Australian Navy maintains its 

regionally superior submarine capability” said David Ruff, 

CEO Babcock Australasia. “Babcock has an international 

pedigree of submarine sustainment and this is the 

foundation of our investment in infrastructure and a 

highly skilled workforce in Australia.” 

Defence SA appoints new Chief 

Executive 

Experienced industry 

leader Richard Price has been 

appointed as new Chief 

Executive of Defence SA. 

Mr Price, who joined 

the agency as Executive 

Director Defence and 

Industry in July 2016, brings 

over 30 years’ experience in 

the defence industry. 

His appointment Richard Price, Chief Executive 

comes as South Australia’s of Defence SA. 

defence industry prepares for work on major defence and 

shipbuilding projects. 

“It’s an exciting time to work in South Australia’s 

defence sector which is entering a new era of growth,” 

he said. 

“We will continue to support the growth of our 

defence and space industries, while ensuring local industry 

secures a substantial amount of work for the state.” 

He replaces outgoing Chief Executive Andy Keough, 

who joined SAAB Australia as Managing Director. 

Defence SA video 

Redbikini has created a corporate video for 

Defence SA to showcase the state’s focus on fulfilment 

of the recently secured defence contracts. 

The video will be used at defence expos and 

industry events and aims to attract the best people from 

around the world.


NEWS IN BRIEF 

7 

Aegis for Future Frigates 

SAGE to Tonsley 

Lockheed Martin Australia has been chosen to 

supply the Aegis combat system for Australia’s Future 

Frigate program (SEA 5000). 

The program will replace Australia’s existing fleet of 

eight Anzac Class frigates with a new fleet of nine multimission 

frigates optimised for anti-submarine warfare. 

The new approach for combat management 

systems will ensure our Navy’s future ships are fitted out 

to protect Australia in the decades ahead, the Prime 

Minister said in a joint statement with Defence Industry 

Minister Christopher Pyne and Defence Minister 

Marise Payne. 

Intelligent Welder Training 

The Welding Technology Institute of Australia has 

signed a Memorandum of Understanding with Navantia 

Australia and TAFE SA to establish an Intelligent Welder 

Training Facility in Adelaide. 

Equipped with the latest augmented reality 

simulators and welding systems, the facility will be used 

to run accredited assessments, up-skill tradespeople and 

boost supply of ‘gate-ready’ welding graduates to the 

local defence shipbuilding industry. It will form the core 

of the Defence Welding Hub, being established by WTIA 

to provide training to the defence industry in Adelaide 

using the latest advances in welder training technology. 

This decision will maximise the Future Frigate’s 

air warfare capabilities, enabling these ships to engage 

in missile defence. 

“Australia’s Future Frigates will not only help 

secure the Navy’s maritime approaches, but will also 

secure Australian jobs and the future of Australia’s 

industrial base. Our local operations employ more than 

800 Australians in facilities and laboratories located in 

every mainland state of Australia,” said Vince Di 

Pietro, Chief Executive Lockheed Martin Australia and 

New Zealand. 

Premier of South Australia Jay Weatherill cuts the ribbon with SAGE 

Group Managing Director Andrew Downs and CEO Adrian Fahey at 

the facility›s launch October 25th 2017. 

SAGE Group relocated its global corporate 

headquarters and Advanced Manufacturing Facility 

to the Tonsley Innovation Precinct in September. The 

headquarters will house SAGE Group’s three brands: 

SAGE Automation, digital transformation consultancy 

Nukon and NSAG – a joint venture with Spanish 

shipbuilder Navantia. Speaking at the launch event, 

South Australian Premier Jay Weatherill said the move 

has allowed SAGE achieve Industry 4.0 classification 

with its Advanced Manufacturing Facility. The move 

will give clients greater certainty and the best thinking 

through its specialist brands all coming under one roof. 

Award-winning innovation 

Lockheed 

In a move which reinforces Australia’s status 

as a provider of world leading radar technology, the 

U.S. Naval Research Laboratory (NRL) has doubled its 

Australian order of high frequency Over the Horizon 

Radar (OTHR) technology 

The technology is the result of a close partnership 

between Lockheed Martin Australia and Adelaide based 

High Powered Amplifier systems expert, Schach RF. The 

original partnership was announced in October 2016 

which saw Lockheed Martin Australia and Schach RF 

work closely together to successfully engineer a world 

leading product. The solution not only meets stringent 

performance requirements levied by NRL but also 

provides them with improved logistical convenience 

and deployment flexibility through modular design and 

standardisation practices. 

This contract award will see Lockheed Martin 

Australia, and Schach RF provide next generation High 

Power Amplifier solutions to NRL over the coming 

years. It is a great Australian technology export story, as 

well as an example of how Lockheed Martin is investing 

in local partnerships that support growth and innovation 

across Australia’s industry sector. 

This technology will allow the NRL to further their 

high frequency radar research, which could have many 

potential applications, including the development of 

surface wave radar programs to detect and track air and 

surface targets. 

Schach RF’s success was also fostered by the 

Australian Department of Defence, who through its 

Capability Acquisition and Sustainment Group have 

invested in developing these types of technologies. With 

the Commonwealth’s focus on innovation, growth and 

jobs, Schach RF have moved rapidly from a design and 

prototyping house to a manufacturer of world-leading 

High Power Amplifier technology in this sector. 

The successful delivery of this cutting-edge 

technology will allow these Amplifiers to be assessed 

for possible future use in broader OTHR applications 

globally in a market with the potential to expand 

significantly over the next 10 years. 

Fountx has won a second innovation award, 

following up its national innovation award win at 

Avalon earlier this year. Parent company TAE Aerospace 

won the Queensland Defence Industry Award at the 

Premier of Queensland’s Export Awards 2017. 

The company has developed Fountx AsR, an 

advanced wearable based on CSIRO’s assisted reality 

technology. Fountx could save the industry tens of 

millions per year in aircraft maintenance downtime and 

associated costs. 

REDARC Electronics 

REDARC Electronics has appointed Mike Hartas 

to the newly created role of Defence Account Manager. 

He comes to REDARC with a wealth of experience in the 

defence industry, having served 18 years as an officer in 

the Australian Army and fiveyears in delivery and sales 

with QinetiQ in Australia. 

Mr Hartas will be responsible for the 

management of defence relationships and sales within 

REDARC. He will be supported by Engineering Manager 

& Defence Liaison Dr David Murfett and the REDARC 

Defence Project Team, including James Albrechtsen who 

was awarded the Young Achiever Award at the Defence 

Teaming Centre awards.

13 

16 15 

The Australian White Ensign is struck at a 

ceremonial sunset held at HMAS Creswell.


TEAM AUSTRALIA 

9 

Sovereign Capability non-negotiable 

The Australian Government continues to reinforce its demand that international 

defence companies foster the Australian defence industry. 

While this comes with as many challenges as opportunities, it is non-negotiable. 

“As part of our defence expansion, we are expecting more of our international 

partners and contractors,” says Defence Industry Minister Christopher Pyne. 

“We will require them to maximise their involvement with local industry and to 

look more actively and more broadly across their business groups to seek innovation 

and export opportunities for Australian small to medium enterprises.” 

The 2016 Defence Industry Policy Statement directed - for the first time - that 

Australian defence industry must be a fundamental input to capability. That watershed 

decision means that Australian industry is now being considered throughout the 

capability lifecycle, from the early development work in force design, through 

acquisition to sustainment. 

Yet articulating the aim is the easy part. 

Execution is a much tougher task - and its starts with something as simple as the 

definition of “Australian”. 

Earlier this year, DTC CEO Margot Forster cautioned about the liberal use of the 

word “Australian” and the need for a rigorous definition of “what sovereignty in this 

country is and what is defined as Australian industry. 

“Industry that attended the sovereign industrial capabilities seminar hosted by 

ABDI back in July were rightly concerned by the Department of Defence’s definition 

of an Australian company, which was ‘any company with an ABN and Australian 

employees’. 

“This simply does not go far enough. As a bare minimum, we could define an 

Australian company as one made up of and managed by Australian citizens. However, 

this could be seen as selling Australia short. 

“When defining what it means to be Australian, I suggest that we can do a little 

better than holding an ABN and employing Australians. We must insist that overseas 

companies invest in this country, develop technology here and have an ongoing 

commitment to Australia.” 

Speaking before a Senate Estimates (CHECK) Committee, she held up SAAB as 

an exemplary model of ‘Team Australia’. 

“Yes, Saab does have its roots in Sweden but Saab Australia does significantly 

more than simply hold an ABN and employ Australians,” she said. 

“They have a 30-year history in Australia and, in that 30 years, have invested 

significantly in people, education, research and development, technology and the 

security of this country. They now employ some 370 Australians – a number that will 

increase with their involvement in both the frigate and the OPV programs.” 

MULTIPLIER 

Taking a global approach to Team Australia has a significant multiplier effect. 

Government figures show that the Primes have helped generate more than 

AUD$785 million in direct export contracts for Australian companies in recent times. 

When defining what it means 

to be Australian, I suggest that 

we can do a little better than 

holding an ABN and employing 

Australians. We must insist that 

overseas companies invest in 

this country, develop technology 

here and have an ongoing 

commitment to Australia. 

That equates to a 14 to one return in contracts for Australian companies for 

every dollar spent with defence primes. 

There are numerous examples. 

• Lockheed Martin Australia is using local Australian business the Varley Group to 

deliver a $37.5 million contract to provide the RAAF with deployable mission 

system facilities for remote and all terrain areas. 

• NSAG sees the union of a Navantia Australia and SAGE, while Axiom Precision 

Manufacturing won a competitive tender to machine components for the Joint 

Strike Fighter project being run by BAE Systems 

• Lockheed Martin Australia works in tandem with Adelaide-based high powered 

amplifier systems expert, Schach RF. 

• Industry briefings have also shown the network of companies in operation. 

Lurssen’s briefings across Australia included major local subcontractors such as 

L3 Australia, Penske and SAAB Australia. 

• Naval Group office has engaged Coffey Services Australia, Alexander Symonds 

and Precision Hydrographic Services. 

• Rheinmetall Defence said it would partner with nine SMEs from across Australia 

to deliver more than $125 million of products and services if it was selected for 

LAND 400 Phase 2. These include Adelaide-based Plasteel and Redarc.


10 November/December 2017/January 2018 Defence Business 

The strategic partnership approach can also be seen in the way the Government 

is taking an enterprise approach to the procurement of combat systems for naval ships. 

“We will mandate that the Saab combat management system will be used on 

every ship in the fleet, except the Air Warfare Destroyer and the Future Frigates,” it 

was announced. 

“The AWD and the Frigate will have an Aegis Combat Management System 

with a Saab Australia developed interface to manage the non-Aegis systems like the 

Australian developed Nulka rocket and the CEA radar. 

“We estimate that this decision will create hundreds of jobs across Saab Australia, 

CEA and Lockheed Martin.” 

In another example, ASC, Saab and Raytheon have been chosen as the prime 

partners for the remediation control and communications system enhancements in the 

Collins fleet. 

The announcement said the Government continues to “demonstrate the worldclass 

expertise that Australian industry can provide to our economy and defence of our 

nation”. 

When the approved two major upgrades valued at $540million which include 

the submarine’s ship control system and the communications capability. The suite of 

satellite communications upgrades include the Super High Frequency and Advanced 

Extremely High Frequency communications platforms. There is considerable Australian 

industry involvement in this program. 

The Government is not shying away from the fact that a significant proportion 

of acquisition spending is on equipment from the United States: “… we will continue 

to source advanced technology and military equipment from here and invest in 

capabilities that strengthen our alliance by enhancing our interoperability.” 

Minister Pyne is unequivocal in his support for this approach and how it fits in 

with sovereign capability. 

“The ability to transfer technology and industrial capability to Australia in order 

to grow the ability of our defence industry to meet our sovereign capability needs 

will be an important part of our acquisitions from the United States. A stronger, more 

resilient and capable sovereign Australian defence industry will be better equipped to 

deliver solutions that meet our unique needs and requirements, including the sovereign 

sustainability of our defence capabilities.” 

WORKFORCE 

Global strategic partnerships encompass more than just industry. The network 

extends across state and overseas governments, commercial partners, academia, 

science, technology and research. 

The 2016 Defence White Paper and the 2017 Naval Shipbuilding Plan depicted 

an Australian naval shipbuilding and sustainment capability as a strategic asset. 

Specifically, it articulates a vision of a naval shipbuilding enterprise with 

Australian workers, in Australian shipyards, supplied by Australian resources. 

That requires an appropriately qualified workforce, something that cannot be 

successfully achieved by any one State or any one institution. That’s why the Defence 

Industry Education and Skills Consortium (DIESC) includes five universities, two TAFEs, 

and bodies such as the Indigenous Defence Consortium and Defence Teaming Centre. 

The Government’s initial investment of $25 million in a Naval Shipbuilding 

College at Osborne from 2018 is central to this. The College will operate on a hub and 

spoke model, extending opportunities to education and training providers across the 

country. 

The College will attract, train and re-train more than 1,500 students across 

Australia in its first few years. 

Another project that lives up to the Team Australia ethos is Lockheed Martin, 

which has been chosen as the preferred tenderer as the Combat System Integrator. 

Lockheed Martin has had a Submarine Combat System Laboratory in South 

Australia since 2016 to pursue opportunities in relation to the Future Submarine 

Program. Saab Australia and Thales Australia are working with Lockheed Martin 

Australia on this initiative. 

At the same time Lockheed Martin is also investing an initial $13 million over 

three years to the Science, Technology and Engineering Leadership and Research 

Laboratory – the STELaR Lab – in Melbourne. It is Lockheed Martin’s first research and 

development facility outside the United States.



11 

“I am enthusiastic about the opportunities the STELaR Lab will deliver for 

Australian industry, universities and other research institutions and organisations – 

particularly in providing opportunities in advancing cutting edge technologies,” says 

Minster Pyne. 

The facility will assess and test exciting new technologies crucial to gaining 

superiority in the strategic environment of the future – technologies such as 

hypersonics, autonomy, robotics and command, control, computing, communications, 

intelligence, surveillance and reconnaissance. 

The Defence Innovation Hub, launched in December 2016 enables industry and 

Defence to collaborate on innovative activities throughout the capability life cycle. This 

initiative is backed by an investment of 640 million dollars over the decade and money 

has already started to follow to businesses. 

The Next Generation Technologies Fund, backed by an investment of 730 

million dollars over the decade, encourages innovative small to medium enterprises 

and universities to collaborate and develop game-changing military capabilities. I have 

already announced several initiatives of the Fund including the Defence Cooperative 

Research Centres, and 5.7 million dollars in project funding to 22 Australian 

universities. 

With this approach in place, Australian industry can build on its successes in 

current projects and nurture small to medium enterprises that may not have ever 

considered contributing to the naval shipbuilding enterprise. 

How does that actually work? 

Discussing the Naval Shipbuilding Plan, Minister Pyne sets out a vision 

where “skills, technology and intellectual property are transferred from experienced 

international ship designers and builders to Australian companies, as part of 

the package. That is how a truly sovereign Australian shipbuilding industry will 

be created. 

“A shipbuilding and sustainment industry that can deliver on our soil will be an 

enduring strategic asset for this nation. 

“Over time, we will see Australian industry take over the roles of those 

international partners to the greatest extent possible. 

“This will range from design to complex project management, construction and 

sustainment. It will enhance domestic supply chains and in the long run, drive our 

export potential. 

“The Government will continue to advance the future of Australian shipbuilding 

enterprise – in the short, medium and long term.” 

Defence exports will promote international engagement, capability building and 

greater interoperability with our allies and strategic partners. 

And defence exports will benefit Australians by creating jobs here at home – 

and a strong economy is a key factor in strong national defence and a firm ability 

to maintain a rules-based international order, in our own region and, when needed, 

further afield. 

The Government acknowledges that not everything can be done in Australia. 

The argument is that modern supply chains and manufacturing processes make 

it extremely difficult for Australia to achieve complete self-sufficiency. 

This is accepted as a given by most. 

The Minster says even locally produced capabilities are almost all reliant on some 

components imported from foreign supply chains. 

“At the same time we also have finite resources. 

“This means we must carefully consider which industries we invest in and single 

out as key sovereign industrial capabilities.” 

It’s reminiscent of a former government’s decision to focus sporting funds on a 

handful of sports that Australia felt it could win at Olympic level.

ASX-grade online solutions 

for defence. 

boylen.com.au 

P 08 8233 9433 

A Level 3, 47 South Tce, Adelaide SA



13 

Partnering in action: Raytheon 

and APC Technology 

Adelaide-based designer and manufacturer APC Technology has partnered with 

Raytheon Australia to provide radio operator consoles as part of SEA 1654 program 

that will overhaul the Royal Australian Navy’s maritime operational support capability. 

APC Technology has an established relationship with Raytheon Australia, 

including the delivery of a range of bespoke products for the Air Warfare Destroyer 

Communication and Information Systems (CIS) including: UPS, ruggedised mounting 

arrangements for various COTS equipment, Thin Client Enclosures (to house COTS 

computers) and Ship’s Consoles. 

“Raytheon Australia recognises the vital role that Australian industry plays in 

the development and execution of solutions for the Australian Defence Force,” said 

Michael Ward, managing director of Raytheon Australia. “Every day we work hand-inhand 

with Australian suppliers, including APC Technology, to achieve mission success 

for our Defence customer.” 

“We have worked on multiple projects with Raytheon Australia enabling us 

to demonstrate our depth of knowledge and ability to meet criteria, budgets and 

deadlines,” said Scott Begbie, Managing Director of APC Technology. “This latest 

contract further cements our relationship with one of the world’s leading prime 

contractors.” 

APC Technology will be responsible for the manufacture of a range of 

computing solutions as well as the planning, sourcing and layout of the consoles. 

An integral part of the process will be the responsibility for the integration, power 

distribution, airflow management and cable management of the consoles. The design 

of the red-black architecture of the system will also be managed by APC Technology. 

Throughout the Air Warfare Destroyer program APC Technology has retained 

an astute customer focus and exhibited a robust collaborative culture with an ethos 

intent on delivery of successful project outcomes. APC Technology’s commitment to 

resolving challenging issues and taking ownership of problems that arose through 

the development of these custom products was an outstanding contribution to the 

success of the CIS project and broader AWD Program. This commitment from APC 

Technology has not gone unnoticed and they have recently been contracted to provide 

solutions for the SEA 1654 AOR project as a supplier to Raytheon Australia. 

Computing Solutions for 

Tough Conditions 

An innovative leader, designer & manufacturer of MIL- SPEC 

and GVA compliant rugged computing solutions for global 

defence customers. 

Supplying Defence for 

over 30 Years 

COTS, MOTS 

Custom Solutions 

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The Future Submarine acquisition process 

By Philip Smart 

The Future Submarine acquisition process will prioritise Australian sovereignty 

and support local industry, but no one expects that every submarine component will be 

made in Australia. 

So said Defence Capability Acquisition and Sustainment Group (CASG) General 

Manager Submarines, Rear Admiral Steve Johnson (US Navy, Retired), in his address 

on day one of the Submarine Institute of Australia’s (SIA) fourth Submarine Science, 

Technology and Engineering Conference (SubSTEC4), held in Adelaide in November. 

Presenting as a keynote speaker, Johnson detailed the steps taken and 

strategy of establishing an enduring Australian industrial base and emphasised the 

Commonwealth’s intent to maximise local industry content. 

“There will be some items that we just never build here,” Johnson told the 

Adelaide audience. “A practical example is the main motors; unlikely to be built here 

because they’re so hard to do and we need 13 over 40 years. It’s just not viable. 

“There will be components that we build overseas, but remember the strategy 

of sovereignty is that with each and every request for proposal and each and every 

contract that we let, the requirements for sovereignty are embedded. And so in that 

example of the main motor, it will be integrated here, tested here, installed here, 

sustained here.” 

Johnson said the Future Submarine experience would differ from Collins, 

including a “strategically longer interval to get all the lessons learned” from building 

the first submarine before going in to production for the remaining 11. And although 

the approach to every major component and system will be on a case by case basis, the 

acquisition process will maximise opportunities for local industry and include incentives 

to support the supply chain. 

“It will be a combination of things that we do with each contract on each 

subject,” Johnson said. “We’ll either start them early, allow an early delivery date, 

just standard business bridging techniques. I highlighted that to make sure that the 

small and medium enterprise representatives in the room understood from the very 

beginning that we know that we have to manage the industrial base.” 

Opened by Federal Minister for Defence Industry Christopher Pyne, the 

three-day conference provided a snapshot of strategies for both building Australia’s 

Future Submarine and maintaining the Collins Class. It saw delegates from Defence, 

industry and government presenting on maintaining sovereignty, building a submarine 

construction workforce, training, specialist technologies, submarine safety and the 

process Naval Group Australia will use to design the Future Submarine. 

“We have nearly 300 delegates from around the world, from the UK, France, 

America, as well as Australia,” said SIA secretary Frank Owen during the conference. 

“It’s been a cross section from all sorts of industries, academia and defence; we’ve had 

the political as well as the technical.” 

Along with sovereignty, the major themes of this year’s conference were 

highlighted as developing the future naval shipbuilding workforce and planning already 

underway for a Life Of Type Extension (LOTE) for several of the current Collins Class 

submarine fleet to secure the force’s strategic role until new submarines are in service. 

Head of Workforce Development for the Australian Industry Group, Megan 

Lilly, said ramping up a workforce for the Future Submarine and naval shipbuilding 

programs was a double-barrel challenge. 

“What we’re talking about here is a challenge of simultaneously building both 

the capability and the capacity of the workforce around defence industries,” Lilly 

said. “Often we have to focus on one or the other, but rarely do we focus on both 

simultaneously and in the volume that we’re going to.” 

She pointed to projects such as Adelaide’s coming Naval Shipbuilding College, 

set to begin training key entry-level trades and later higher education qualifications 

such as naval architecture and engineering, as an example of the infrastructure 

required. 

“The significant thing about the Naval Shipbuilding College is that it is a 

deliberate intervention strategy to actually try and address what is foreseen as the 

problem of supply and demand matching around skills required for shipbuilding and 

sustainment over the whole journey. And it is an attempt to try and build that capability 

and capacity.” 

Day one of the conference also saw CASG’s Director of the Collins Class 

Submarine Program, Brad Hajek, detail work on the proposed Life of Type Extension 

(LOTE) for Collins. 

As a measure of how submarine construction and support has become part of 

the Australian defence industry ecosystem, CASG’s initial Collins LOTE questionnaire 

sought the views of 156 companies involved in design, manufacture or repair of 

systems and components. 

From the scoping exercise Defence has identified 122 “significant activities” to 

be refined as part of a scoping project, including upgrades, procurement and technical 

What we’re talking about here 

is a challenge of simultaneously 

building both the capability and 

the capacity of the workforce 

around defence industries. Often 

we have to focus on one or the 

other, but rarely do we focus on 

both simultaneously and in the 

volume that we’re going to.” 

studies. Half the identified activities would centre on the Collins’ hull, mechanical and 

electrical systems, while 21 relate to its stealth ability and “signature”, the emissions an 

adversary might use to locate and track the submarine, 14 to its combat system and 12 

to the main propulsion system. 

For planning purposes the team has proposed life of type extensions for HMAS 

Farncomb, HMAS Collins and HMAS Waller. Each would take around two years, 

followed by another decade in service for each submarine with HMAS Waller the last to 

leave service in 2042. 

“Scoping studies informed the requirements necessary to safeguard against age 

related degradation and deterioration of the hull and platform systems and determine 

activities required to ensure the submarines remain effective,” Hajek said. “The 

scoping studies also assisted in determining aspects of normal business of sustaining 

the submarine fleet, which covers off on the plans for corrective maintenance and the 

support systems necessary to achieve the planning for all this.” 

For Frank Owen, the robust debate on so many subjects was validation for the 

conference itself. 

“The Institute promotes informed discussion, so these conferences play a 

big part in informing a range of stakeholders, including those that might have their 

position and assume they’re informed, but may take on a different perspective when 

they hear from others,” he said.



15 

Update on Australia’s Future Submarine Program 

By Brent Clark CEO Naval Group Australia 

The Future Submarine Program 

will be the largest Defence acquisition 

program in Australia’s history and is a 

truly national endeavour that will create 

employment for many generations of 

Australians for decades. 

EMPLOYMENT RAMP-UP 

Naval Group’s search for skilled 

workers and potential trainees to be 

involved in the country’s biggest maritime 

defence program continues. 

From a start-up in April 2015, 

specifically established to secure the 

Future Submarine bid, the company 

has shifted its Australian headquarters 

from Canberra to Adelaide where the 

submarines will be built, and expects to 

employ up to 100 people by the end of 

the year. 

Brent Clark (Right) 

These staff will be initially focused 

on areas such as management, engineering, procurement, technology transfer, supply 

chain development and the design of the new submarine construction yard to be built 

at Osborne North in Adelaide. 

But this is just a small fraction of the workforce Naval Group will need to build 

and support the Future Submarine Fleet. As stated by the Hon. Christopher Pyne 

MP, Minister for Defence Industry at the recent SIA conference, we expect to sustain 

an average of two thousand eight hundred jobs (1100 direct and 1700 indirect 

through the supply chain) as we construct the Future Submarine fleet. Australian 

industry involvement in the supply chain for the Future Submarine will be essential to 

maintaining a sovereign capability in Australia. This too will mean the creation of local 

jobs. 

To build submarines we will need hull framework and steel workers, ship and 

electrical technicians, hull and piping welders, health and safety officers, infrastructure 

and maintenance workers, quality and product controllers, metal workers and 

pipefitters, painters, boilermakers, mechanics and crane operators to name but a few 

of the occupations involved. 

The team will keep growing until such time as we move to facilities in the 

submarine construction yard in the naval shipbuilding precinct at Osborne, where 

we will be co-located with our program partners, the Department of Defence and 

Lockheed Martin Australia. 

If you want to be part of this nation building project; if you want to be 

challenged and grow professionally; and if you want to work alongside some of the 

brightest technical minds from both Australia and France, then you should consider 

becoming a part of the team who will design and build Australia’s next generation of 

submarines. 

SUBMARINE DESIGN 

The Future Submarine is currently progressing through concept design on 

schedule. This has involved successful work to establish the initial length, diameter and 

displacement of the submarine ahead of subsequent design phases. 

We are currently working with the Commonwealth on the components and 

systems that will be required. 

Australia’s Future Submarines will be a new design, as any conventional 

submarine to meet the Commonwealth of Australia’s capability requirements would 

have to be. The Barracuda submarine being built for the French Navy remains the 

design reference for Australia’s Future Submarines. Many calculations and methods 

used to develop the Barracuda can be reemployed effectively in the future submarine. 

This is a tremendous advantage and it’s what most submarine nations do — go back 

to the lineage of their designs and take them forward. The design of Australia’s Future 

Submarines will also incorporate the best in conventional technologies. 

Design work continues to include the pump jet propulsion system, which was 

proposed by Naval Group during the Competitive Evaluation Process, and remains on 

offer to Australia. The inclusion of the pump jet propulsor means the Future Submarine 

will be able to move more quietly than submarines with propeller technology. 

SUMMARY 

The Future Submarine Program presents an exciting opportunity for Australia, 

for suppliers, engineers, and technicians, and offers a strong career pathway for 

generations to come.

WORKING ACROSS CULTURES 


Working Across Cultures 

By Pamela Murphy, Intercultural Tailored Solutions 

Navigating the complexities of cultural differences and decoding how 

cultural differences impact international business and multi-cultural teams is 

vital to the Future Submarine Project. 

The capability to function effectively in a variety of cultural environments 

is one capability that can’t be ignored. Research shows that it can be the 

defining difference in successful outcomes when working across cultures. 

As we enter a new era of defence related industry growth in South Australia there 

is much discussion relating to meeting requirements providing quality and bringing value 

for money to this exciting time. And it really is an exciting time for South Australia! 

The intercultural terrain is subtle and often treacherous as people who may speak 

a common language negotiate communication patterns and leadership preferences with 

each other. People of starkly different cultural backgrounds are suddenly expected to 

work harmoniously together, and the common technical know-how doesn’t somehow 

bridge the gap of communication. 

These communication patterns have been practiced for a life-time and form the 

foundation of one’s behaviour and preferences. 

Cultural Intelligence allows you to be yourself yet make the adjustments when and 

where needed in organisational contexts. Yet how do we work out what adjustments 

need to be made? 

Being open to individual differences is not enough. How do we tackle the cultural 

decoding process? The first step is to know yourself culturally, what your cultural value 

preferences are then there’s some understanding needed of the way that people of 

varying cultural values prefer to communicate, their flexibility with deadlines, attitude to 

equality and differences in status to name a few. Do they like to be direct or indirect and 

how do we handle that? 

Europe itself is a patchwork of languages and cultures. Cultural anthropologists 

have traditionally identified a number of European cultural clusters where neighbouring 

countries within close proximity share both common and vastly different cultural value 

preferences. The cultural values of Germanic European nations such as Germany and the 

Netherlands for example vary from Latin European nations such as Italy, France and Spain 

let alone the variations in values and behaviour within these cultural clusters themselves. 

Close Anglo and Nordic neighbours and the multi-cultural landscape in each are again far 

from similar. 

Some of the world’s most successful leaders have learnt to navigate the 

complexities of cultural differences in multi-cultural settings. Research shows that this 

success doesn’t just come naturally nor necessarily through extensive travel experience or 

advanced technical know-how. It is also often not the outcome of having the capability 

to speak more than one language. 

Translating culture, not just language is imperative in today’s rapidly changing 

cultural landscape. The framework of Cultural Intelligence (CQ) is an effective way to 

help make sense of how to do this and grow capability. 

Cultural Intelligence is a skilled based capability. It can be measured and enhanced 

by education and training. Research shows that individuals and organisations who 

prioritise the development of Cultural Intelligence (CQ) are experiencing positive 

outcomes. 

ROI includes: Greater cross-cultural adaptability, enhanced job performance, better 

decision making, improved personal well-being, increased profitability correlation 

Application of the development of CQ is wide, including application for global 

relocation, international business ventures, preparation for overseas assignments and 

multi-cultural team development. 

What does a CQ Development program look like? Individual programs or 

team workshops include: CQ Self-Assessments … 15 minutes online, debrief of CQ 

Assessments, individualised reports to discover your cultural value preferences and those 

of 10 global cultural clusters, your CQ strengths and areas for development in contrast 

to your global peers, personalised Development and Action Plan, strategies for working 

with those of differing cultural value preferences. 

Ongoing Intercultural Coaching/Mentoring can be arranged to support you 

and key management and team members navigate the ongoing challenging terrain of 

intercultural engagement. 

So, in this new era of intercultural engagement in South Australia, at all 

levels of the process, it is the time to discover what is going on below the surface of 

communication, discover what the ‘under-water’ hazards are, and find strategies to 

work harmoniously together to get those outcomes that everyone wants. The terrain 

is nuanced and often dangerous if cultural misunderstanding put valuable projects at 

risk. They absolutely need to be addressed. Let’s discuss how we can work together to 

improve the outcomes for your organisation in this exciting new era of opportunity.

Cyber hack: basics first 

What has been learned about the breach of security of a defence contractor 

revealed by Australian Signals Directorate (ASD) manager Mitchell Clarke in October? 

According to reports, “a significant amount of data was stolen over four months 

in 2016”. 

One thing we have learned is that cyber attacks are not a rare occurrence. Any 

company working in the defence sector must realise they are a target for hackers who 

will range from ‘bedroom-variety’ teenage hackers through to highly orchestrated 

attacks by overseas interests. 

Another point to acknowledge is that the breach occurred as a result of the use 

of default logins and the passwords "admin" and "guest". Clearly the use of unique, 

hard-to-crack passwords is a baseline essential. 

In addition, your company should have a password policy. While some argue 

the poorly constructed password policies can actually weaken security, the lack of 

any policy is clearly a weakness. The policy might articulate the minimum number of 

characters, use of capitals, numbers and symbols, and what should not be used 

(such as birth dates, 1234 etc). In addition, a password policy will spell out how 

often passwords shold be changed and you may wish to ue a technology solution to 

enforce this. 

THE NEXT LEVEL 

The ASD has developed prioritised mitigation strategies to help technical cyber 

security professionals in all organisations mitigate cyber security incidents. 

“This guidance addresses targeted cyber intrusions, ransomware and external 

adversaries with destructive intent, malicious insiders, 'business email compromise' and 

industrial control systems,” according to the ASD website. 

The costs of compromise can be more expensive than preventative measures. 

Implementing the 'Essential Eight' mitigation strategies can save organisations 

considerable time, money, effort and reputational damage compared to cleaning up 

after a compromise. 

“While no single mitigation strategy is guaranteed to prevent cyber security 

incidents, ASD recommends organisations implement a package of eight essential 

strategies as a baseline. This baseline makes it much harder for adversaries to 

compromise systems.” 

1. Application whitelisting 

A whitelist only allows selected software applications to run on computers. 

Why? All other software applications are stopped, including malware. 

2. Patch applications TOP 4 

A patch fixes security vulnerabilities in software applications. 

Why? Adversaries will use known security vulnerabilities to target computers. 

3. Disable untrusted Microsoft Office macros 

Microsoft Office applications can use software known as 'macros' to automate routine 

tasks. 

Why? Macros are increasingly being used to enable the download of malware. 

Adversaries can then access sensitive information, so macros should be secured or 

disabled. 

4. User application hardening 

Block web browser access to Adobe Flash Player (uninstall if possible), web ads and 

untrusted Java code on the Internet. 

Why? Flash, Java and web ads have long been popular ways to deliver malware to 

infect computers. 

5. Restrict administrative privileges TOP 4 

Only use administrator privileges for managing systems, installing legitimate software 

and applying software patches. These should be restricted to only those that need 

them. 

Why? Admin accounts are the 'keys to the kingdom', adversaries use these accounts 

for full access to information and systems. 

6. Patch operating systems TOP 4 

A patch fixes security vulnerabilities in operating systems. 

Why? Adversaries will use known security vulnerabilities to target computers. 

7. Multi-factor authentication 

This is when a user is only granted access after successfully presenting multiple, 

separate pieces of evidence. Typically something you know, like a passphrase; 

something you have, like a physical token; and/or something you are, like biometric 

data. 

Why? Having multiple levels of authentication makes it a lot harder for adversaries to 

access your information. 

8. Daily backup of important data 

Regularly back up all data and store it securely offline. 

Why? That way your organisation can access data again if it suffers a cyber security 

incident.

RE-ENGINEERING AUSTRALIA 

18 November/December 2017/January 2018 Defence Business 

Australian Made and Sovereign Capability – 

An Intellectual Property Approach 

By Tim O’Callaghan, National Deputy Managing Partner and Intellectual Property Specialist - Piper Alderman 

The Future Submarines Project is part of the Turnbull Government’s Naval 

Shipbuilding Plan, touted as the nation’s largest ever programme of naval shipbuilding 

and sustainment. 

The Naval Shipbuilding Plan includes a $90 billion commitment to the rolling 

acquisition of new submarines, and the continuous build of major ships including 

nine Future Frigates (SEA5000), twelve Offshore Patrol Vessels (SEA1180) presently at 

evaluation stage, numerous Pacific Patrol Boats to be built by Austal Pty Ltd in WA, and 

smaller projects planned for the future. There will also be an injection of $1.3 billion to 

develop vital infrastructure in the nation’s shipyards so that we can build these vessels 

here in Australia. 

The Naval Shipbuilding Plan promises to “end the boom-bust cycle that has 

afflicted the industry for many years, providing certainty for local businesses and 

shipbuilding workers, creating thousands of jobs and securing the naval shipbuilding 

and sustainment industry for future generations of Australians” (Minister Christopher 

Pyne, Media Release 16/5/17). 

“We are embarking on a great national endeavour. We will transform our naval 

shipbuilding and sustainment industry here in Australia, with Australian workers, in 

Australian shipyards, using Australian resources.”(Minister Christopher Pyne, Media 

Release 16/5/17). 

SOVEREIGN CAPABILITY 

This is all good news for the “Australian Made” Defence Industry, and serves to 

protect Australia’s Sovereign Capability, being the ability to maintain, sustain, enhance 

and develop our own defence assets. 

Insisting on a requirement that the prime contractors be “Australian companies” 

unnecessarily complicates the issue of sovereign capability. If what is intended by that 

phrase is that the companies involved must be wholly, or even predominantly, owned 

by Australians, it is a difficult and counterproductive requirement. Restricting company 

shareholding to Australian citizens reduces share value and weakens the entity. The 

alternative is companies which are government owned, but this creates its own set of 

problems. 

The key to Australian Sovereign Capability is not found in the corporate entity 

which carries on the business of doing the work. Sovereign Capability is preserved by 

insisting that Australia acquires and retains both the know-how, and the intellectual 

property rights, to maintain, sustain, enhance and develop our own defence assets. 

KNOW-HOW 

“Know-how” is the practical knowledge and skill which allows things to be 

done. It may include confidential information, but often know-how is simply the 

accumulation of skills and experience which is acquired by those who work in an 

organisation or industry. 

While it can be reduced to material form (book, papers, diagrams, data and 

pictures), the vast bulk of know-how is acquired, and passed on, in the heads of 

humans. 

The first step in securing Australian sovereign capability is to make sure that the 

relevant know-how finds its way into the heads of Australian citizens. 

When French company DCNS (now Naval Group) was awarded the $50 billion 

contract to design Australia’s new submarines, it promised that more than 90 per cent 

of the build work would occur in Australia (ABC 26/4/16). 

Assuming that to hold true, this will create enormous opportunity for the 

transfer of know-how. 

Austal is currently under contract to build twelve 103-meter Expeditionary Fast 

Transport (EPF) vessels and twelve 127-meter Independence-variant Littoral Combat 

Ships for the U.S. Navy, under contracts said to total about US$5.5 billion. These vessels 

are being built in shipyards in Mobile, Alabama, USA. 

As part of its commitment to these projects, Austal appears to have revitalised 

the shipbuilding industry in Mobile. Austal US has employed more than 4,500 

professional and skilled production employees, and is training these employees 

with state of the art advanced manufacturing processes, including its own certified 

apprenticeship program. 

In the same way that Austal is generating and transferring know-how in the 

US, there is every reason to expect that DCNS, as it delivers on the submarine project, 

and the companies selected to build the frigates and other vessels in Australia, under 

the Naval Shipbuilding Plan, will teach Australians to build, maintain, develop and 

eventually design submarines and ships. 

INTELLECTUAL PROPERTY RIGHTS 

Australians having the know-how to build Australia’s naval vessels is a good 

start, but this must be accompanied by having sufficient intellectual property rights to 

empower the use of that know-how. 

Intellectual Property is a broad range of rights, created by government and 

courts, which aim to protect the fruits of creativity and innovation. The laws of 

intellectual property seek to strike a balance between rewarding the innovator by 

giving it a monopoly right to exploit the innovation for a period of time, and allowing 

the public free access to that innovation once that period of monopoly has ended. 

Intellectual property rights include those rights which must be publicly registered 

in order to be enforceable, such as patents and registered designs, and those rights 

which the innovator acquires when innovation is created (such as copyright and 

confidential information). Registered intellectual property rights are limited to the 

jurisdictions in which they registered, so patents which are enforceable in the USA, or 

Europe, may have no effect in Australia. 

Like other companies in business, Defence Industry companies seek to maximise 

their intellectual property rights to allow them the sole ability to make and sell their 

products. 

Defence contractors are familiar with the concept of “Background IP” and 

“Foreground IP”. In any particular project, Background IP is the set of intellectual 

property rights which existed before the project commenced, while Foreground IP is 

the bundle of intellectual property rights which are created as a consequence of the 

project. 

Typically, the contractor insists on retaining ownership in the Background IP 

which it had prior to the project commencing. The customer often insists on owning 

the Foreground IP, which is created as a consequence of the project. The argument for 

the customer owning Foreground IP is stronger when the project requires significant 

research and development, which the customer is paying for. Standard off-the-shelf 

models incorporate almost entirely Background IP, with little or no new intellectual 

property being created in the course of the project. 

The government’s Naval Shipbuilding Plan includes a commitment to the 

purchase of numerous vessels as part of a continuous build program over the next 50 

or so years. 

The concept of continuous build is one of continuous improvement – each 

vessel built being modified to learn from the experiences of the ones before, and to 

incorporate the latest technical advancements. On that basis, the ninth submarine built 

under the contract with Naval Group is likely to be a very different “Australian” version 

of the French model originally contemplated. In the context of a project to build nine 

submarines, a lot of Foreground IP is generated in this way. 

The challenge for Australian sovereign capability is therefore that the Australian 

government acquires sufficient rights in the Intellectual Property surrounding the fleets 

of vessels being built under the Naval Shipbuilding Plan, to enable it to empower future 

generations of Australian citizens to use their acquired know-how in the building of 

the fleets which follow it. 

FUTURE SUBMARINE PROGRAM FRAMEWORK AGREEMENT 

The recently signed Treaty: “Framework Agreement between the Government of


RE-ENGINEERING AUSTRALIA 

19 

Australia and the Government of the French Republic concerning Cooperation on the 

Future Submarine Program” (Adelaide, 20 December 2016) (Framework Agreement), 

deals with both know-how and Intellectual Property rights 

The purpose of the Agreement is to establish a legally-binding framework for 

cooperation between the Australian and French Governments to support the delivery 

of Australia’s Future Submarine Program (the FSP). 

Most notably, in the Agreement: 

• The parties recognise that to design, build and enable Australian’s sovereign 

operational and sustainment capability for the future submarine, Australia will 

require access to and use of technology owned by France; 

• The parties “support and facilitate the transfer of the technology required for 

the purposes of the Future Submarine.”; 

• The Agreement requires: 

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Foreground IP in the submarines will be owned by Australia. 

France may use the Australian owned Foreground IP only for the purpose 

of performing tasks required by Australia for the Future Submarine 

Program. 

• While there is no transfer of ownership of Background IP, the Agreement gives 

to Australia the right to use French Background IP for the purpose of any 

program activity related to the Australian submarines operated by the Royal 

Australian Navy, including any current or future class of Australian submarine. 

(my underlining). 

• The Agreement also includes a commitment to “maximising Australian industry 

involvement in the Future Submarine Program, and developing Australian- 

French industry partnerships through their respective industry policies.” 

• France agrees to provide advice to and share information, know-how, skills and 

experience with Australia to assist Australia to manage and develop Australian 

industry involved in the future submarine program. 

• Finally, the parties recognise that Australia must have access to and use of 

technology owned by France in order to design, build and enable Australia’s 

sovereign operational and sustainment capability for the future submarine. 

France undertakes to “support and facilitate the transfer of the technology 

required for the purpose of the future submarine program in accordance with 

the Agreement.” 

The Framework Agreement therefore requires that agreements which flow 

down from this framework will adequately equip the Australian government with the 

necessary rights in Intellectual Property in the future submarines to allow Australia 

to maintain, sustain enhance and develop the nine submarines built under this 

Agreement, and also to retain the right to empower other companies to design and 

build submarines for the Australian government in the future. 

This is a significant document in the nature of a treaty, and creates a legitimate 

expectation that decision makers will act consistently with it. It is therefore important 

that, when drafting and negotiating the flow down contracts, these key principles of 

the framework agreement are maintained. 

Australia should also work hard to ensure that contracts relating to other 

defence assets built under the continuous build program establish a similar framework 

of Intellectual Property rights. 

The Framework Agreement includes no commitment to any percentage of 

Australian content This omission raises the risk that, while Australia will have the 

required intellectual property rights it may not retain, in its own citizens, the know-how 

to use those rights. 

The Agreement does however seek to foster opportunities to maximise 

Australian industry involvement in the Future Submarine Project through transfer of 

skills and know-how between the Parties and their respective industries, and confirms 

the ability for Australian industry to bid for work during the FSP. 

It’s up to Australian Industry to do its best to receive that technology transfer. 

The National aim should be that by the ninth and final submarine, Australia has the 

capacity to design, build and maintain its own submarines. 

In this way, while Australian citizens are acquiring the know-how for the 

efficient building of quality ships and submarines, the Australian government acquires 

the intellectual property rights to enable them to continue doing so. It is these two 

things which, in combination, will “secure the naval ship building and sustainment 

industry for future generations of Australians”. 

That is the great national endeavour we may be embarking on.


The content arms race: 

why video marketing is so important 

We sat down with Justin O’Brien, Managing Director at communications agency redbikini, to talk about video 

content for the defence industry. 

TELL US A BIT ABOUT YOUR BUSINESS. 

redbikini is a communications business first and foremost, and video is currently 

the most popular form of communications. We’re specialists in video and that’s our 

background but we focus on communications strategy first. 

We talk to clients about solving their problems, finding the audience, developing 

a strategy – then providing that video execution. 

WHAT ARE THE CHANGES OR TRENDS YOU’VE NOTICED, WHEN IT COMES TO 

DEFENCE COMMUNICATIONS? 

Defence primes are being more open and communicative and that’s a good 

thing. 

It’s not always easy for defence organisations to move from what they’ve done 

in the past to a more consumer-facing role. But particularly in a place like South 

Australia, they are becoming an enormous part of the economy and community, and 

need to be seen to engage with that community. 

Defence primes have realised they need to develop their brand rather than 

operating behind closed doors and having a handful of people in Canberra know 

who they are. They need to begin now, to say: ‘this is what we do, this is the role 

we play, we are open and transparent, we are here because we want to invest in the 

community and contribute to it’. 

WHAT ARE SOME OF THE BENEFITS TO BEING MORE OPEN AND 

COMMUNICATIVE? 

In South Australia and around the world, there is a real arms race for qualified 

staff. As defence tenders are awarded, winners will acquire as many qualified staff as 

they can. 

It’s more cost effective to recruit locally but the qualified pool is smaller. Having 

a strong profile in the community and becoming an Employer of Choice in defence will 

be crucial. This may mean creating a video about your employees, your new internal 

philosophy, your approach to training and what makes you different. 

Ministers and government officials are members of the community, and they 

take careful note of how you’re communicating, and how the community responds to 

things. It may reflect well on your brand if you’re part of the effort to share good local 

defence stories and reinforcing the country’s defence objectives. 

WHAT ARE SOME OF THE KEY ELEMENTS TO SUCCESSFUL VIDEO CONTENT? 

Understanding your audience is key. 

It’s not about producing one piece of content for a variety of audiences; it’s 

about understanding each individual audience member and making sure there’s 

something of interest. 

Defence primes have a number of different audiences and this includes decisionmakers 

such as Ministers and senior government officials. It’s a good idea to consider 

the ‘hot button issues’ for those Ministers and government connections. Are they 

passionate about local jobs? Do they want to help Australian SMEs to grow? Either 

way, your organisation could commission a video piece outlining the important role 

you’re playing. 

IS THERE STILL A PLACE FOR THE CORPORATE VIDEO? 

There will always be a place for the traditional corporate video, particularly


21 

at trade shows and conferences. But we need to remember that trade shows and 

conferences have a captive audience. Moving that same content into other spheres is a 

massive mistake because people won’t necessarily be interested. 

That’s when we need to come back to audiences, understanding their interests 

and motivations, and developing a strategy to reach them rather than talking about 

ourselves or showing another clip of our hardware. 

WHAT ABOUT WORKING WITH THE NEWS MEDIA – WHAT DOES IT NEED IN 

TERMS OF FOOTAGE? 

Around the world, we are seeing newsrooms shrinking. There’s fewer 

journalists and camera people, and they’re operating under increased pressure to 

deliver stories fast. 

For years, redbikini has been producing video news releases, or VNRs. 

Commissioning a VNR means we attend your press conference as if we were a 

member of the media pack. Within just one hour, we deliver unedited slabs of material 

including full the presser, which can be distributed to broadcasters who were not able 

to attend. 

We then release a semi-edited version without branding radio station websites 

and other online media; this allows them to drop their logos on either end of the piece. 

The final deliverable is a fully-edited piece, with the defence client’s logos, tailored for 

your social media channels. VNRs are a cost effective way to work with time-poor news 

media and gain your own content. 

HOW DO YOU BEGIN WORKING WITH NEW CLIENTS? 

From the outset, we’re very much a collaborative business. The earlier we can 

be involved in the communications process, the better. The first time redbikini engages 

with any client, we strive to understand: who are their intended audiences and what 

action do they want people to take? 

We love looking at the broader comms picture and exploring all the 

opportunities to create different types of content from the same shoot. The earlier we 

can be involved in the process the better. We look at the broader comms picture for 

that brand, and search for opportunities to create different types of content from the 

same shoot. Getting involved at an early stage means we know what’s coming down 

the pipeline and we can start acquiring assets and accumulating ideas. 

WHAT ARE THE HALLMARKS OF A GOOD VIDEO CONTENT AGENCY? 

When it comes to choosing an agency, you need a team that understands the 

secure environment which defence primes work within. Find an agency which has 

media and safety protocols in place, which understands the defence industry, the 

acronyms, the hardware, and the tender process. 

The ideal agency will also have a large library of defence vision across land, sea 

and air. 

All of this gives the agency an ability to quickly get up to speed with your 

requirements and add value to your defence prime from the very beginning of your 

relationship. 

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CAS088R

Australia’s 12 Offshore Patrol Vessels 

The Government has announced Australia’s 12 Offshore Patrol Vessels will be 

designed and built under prime contractor Lürssen.The Offshore Patrol Vessel (OPV) 

project, which is worth up to $4 billion, will be delivered by Australian workers, in 

Australian shipyards using Australian steel.The OPVs will have an important role 

protecting our borders and will provide greater range and endurance than the existing 

patrol boat fleet. 

The investment in new naval capabilities such as the OPVs is a key part of the 

Turnbull Government’s commitment to a safe and secure Australia. 

As detailed in the 2016 Defence White Paper, the Government is undergoing its 

largest regeneration of naval capability since the Second World War. 

The OPVs will allow the Navy to undertake more extensive operations and 

protect resources over greater distances and in more complex maritime environments. 

The announcement is the next stage in Australia’s National Shipbuilding Plan 

and will directly employ up to 1000 Australian workers - 400 direct and a further 600 

in the supply chain. 

The Navy’s OPVs will be the Lürssen design utilising ASC Shipbuilding in 

Adelaide for the construction of the first two ships. 

The project will then transfer to the Henderson Maritime Precinct in WA where 

Lürssen will use the capabilities of Austal and Civmec to build ten OPVs, subject to the 

conclusion of commercial negotiations. 

The first of the 12 OPVs will commence production in the fourth quarter of 

2018. 

The announcement represents a significant step in the implementation of the 

Turnbull Government’s vision for a continuous, innovative and sovereign Australian 

naval shipbuilding industry as outlined in the Naval Shipbuilding Plan. 

The Government says its investment in continuous shipbuilding will guarantee 

our maritime capabilities will be more flexible and versatile than ever. 

The 12 Australian PV80 variants will be 80 meters in length, with a displacement 

of 1700 tonnes and a draught of 4 metres. 

The vessels will be fitted with a 40 mm gun for self-protection, 3x 8.4m sea boats, 

state of the art sensors as well as command and communication systems that will allow 

them to operate alongside the Australian Border Force vessels, other ADF units and our 

regional partners. 

The vessels will have accommodation for up to 60 personnel, including a crew of

The Prime Minster of Australia, Malcom Turnbull, MP with the Minister for Defence Marise Payne, MP, the Minister for Defence Industry Christopher Pyne along with the Chief of the Defence Force Air Vice Marshall Mark 

Binskin AO and Chief of Navy Vice Admiral Tim Barrett AO announced the contractor for the delivery of the Offshore Patrol Vessel as the German shipbuilder Lürssen at Russell Offices in Canberra today, Friday 24 Nov 17. 

around 40 Navy personnel and have the ability to accept modular mission packs such 

as Unmanned Aerial Systems. 

In August 2015, the Government announced that it would bring forward the 

construction of the OPVs by two years, with a continuous onshore build commencing 

in 2018 following a Competitive Evaluation Process. 

“This decision will maintain around 400 skilled jobs that would otherwise have 

been lost. It will also reduce the number of man-hours that would be wasted on the 

Future Frigate programme if the existing workforce was disbanded and reconstituted, 

setting it on a stronger path for earlier completion.” 

SOUTH AUSTRALIAN REACTION 

In congratulating Lurssen on the project win, SA’s Defence and Space Industries 

Minister Martin Hamilton-Smith said the project was likely to create around 400 

local jobs, plus additional 400 supply chain opportunities for South Australian 

businesses. 

“This starts a national continuous shipbuilding program and a jobs boom in this 

State, with around 5200 direct jobs expected to be created over the coming decades. 

“I also congratulate Austal who will continue to be an important player in the 

national shipbuilding industry. 

“This project has helped us to lessen the impact of the so-called "valley of death" 

in South Australian ship building, when expertise and jobs were being lost between 

major projects. 

“We can now maintain our local workforce and supply chain, as we transition to 

bigger projects such as the Future Frigates and Next Generation of Submarines. 

“South Australians should stand proud today - In 2014 when the local industry 

was cloaked in uncertainty and major defence contracts looked destined to be 

shipped offshore - we advocated for a sovereign shipbuilding industry to secure work 

for generations to come. 

“I also welcome the news this morning that South Australian companies will 

start delivering major global shipbuilding exports for the first time since the 1970s, 

with the Italian designer Fincantieri asking four local companies to tender to build 

three cruise ship blocks. 

“This is a vote of confidence in our local supply chain and it is a credit to 

the companies involved including ASC Shipbuilding, Adelaide Ship Construction 

International, MG Engineering and Whyalla based Ottoway Engineering.”


Thales boosts global 

digital offering 

Award for new underwater 

recovery tech 

Thales has agreed to buy digital company Gemalto,describing it as “a key 

milestone” in the implementation of Thales’s digital strategy 

“Together with Gemalto’s management, we have big ambitions based on a 

shared vision of the digital transformation of our industries and customers,” said Patrice 

Caine, Thales’s Chairman and Chief Executive Officer . 

Over the past three years, Thales has significantly increased its focus on digital 

technologies, investing over AUD$1.5 billion in connectivity, cybersecurity, data analytics 

and artificial intelligence, in particular with the acquisition of Sysgo, Vormetric and 

Guavus. 

The integration of Gemalto strongly accelerates this strategy, reinforcing Thales’s 

digital offering, across its five vertical markets (aeronautics, space, ground transportation, 

defence and security). 

Altogether, this new business unit will rank among the top three players 

worldwide, with over AUD$5 billion revenues in the fast growing digital security market. 

Combined with Gemalto’s unique leading digital security portfolio, Thales said it will 

be positioned to offer an end-to-end solution, to secure the full critical digital decision 

chains, from data creation in sensors to real-time decision making. 

“This unrivalled and innovative technology portfolio will put Thales in a highly 

differentiated position to provide enterprises and governments with a seamless response 

Maritime Innovation Challenge. 

AD_ENHENAPR_11. to the data security challenges that pdf lie at the Page heart of 2 their 22/ digital 02/ transformation.,” 11, 10: the 45 AM 

company announced. 

Thales will combine its digital businesses into Gemalto, which will continue to 

AD_ENHENAPR_11. pdf Page 2 22/ 02/ 11, 10: 45 AM 

operate AD_ENHENAPR_11. under its own brand as one pdf of the Page seven Thales 2 22/ global 02/ business 11, units. 10: 45 AM 

Associate Professor Karl Sammut, director of the Centre for Maritime Engineering, 

Control and Imaging at Flinders University at Tonsley. 

A team of researchers at the Centre for Maritime Engineering, Control and 

Imaging (CMECI) at Flinders has won the inaugural Fincantieri-Flinders-CETENA 

The successful project will receive $310,000 from Fincantieri Australia to 

further the research at Flinders University. 

The Maritime Innovation Challenge was pioneered by global 

shipbuilder Fincantieri in collaboration with Italian research company CETENA and 

Flinders University to foster international research collaboration among the world’s 

finest engineering minds and help advance Australia’s sovereign defence capability. 

The project will develop the University’s expertise in autonomous underwater 

vehicles by investigating new ways to launch and recover the autonomous vessel 

without the need for human involvement. The new technology will help to 

develop a system to launch and recover unmanned rescue vessels in open seas 

around the world. 

New Defence CRC 

Announced 

• Quality Certification ISO-9001, ISO-13485, 

ISO-14001, SAEJ-1739 

(08) 8401 9800 

The formation of the first Defence Cooperative Research Centre (CRC) for 

Trusted Autonomous Systems was announced in late December. 

The inaugural participating members will be BAE Systems Australia, RMIT 

University, DefendTex and the Department of Defence, represented by Defence 

Science and Technology Group. 

The Defence CRC is being set up under the Next Generation Technologies 

Fund, with $50 million invested over seven years to deliver trustworthy smartmachine 

technologies for new defence capabilities based on advanced humanmachine 

teaming concepts.. 

Additional companies and universities will join as participating members and 

research partners as the Defence CRC grows and takes on more projects. 

Initially, there will be three Defence CRC research projects led by BAE 

Systems, Thales Australia and Lockheed Martin in the land, maritime and aerospace 

domains. 

The Minister for Defence Industry, Christopher Pyne also announced that as 

the outcome of a competitive process the headquarters of the Defence CRC for 

Trusted Autonomous Systems will be located in Queensland. 

“This announcement is great for the state of Queensland, and clearly proves 

that our biggest build-up of defence capability in our country’s history is truly a 

national endeavour”, Minister Pyne said.

25 

K-TIG’s Role in the Construction of the Acueducto 

Gran San Juan Water Pipeline 

K-TIG is playing a significant role in the construction of the US$170 million 

Acueducto Gran San Juan-a 50km (31 mile) pipeline that will transport safe drinking 

water to San Juan in Argentina. Of the 50km of pipeline, 15km will be fabricated by 

Industrias Metalurgicas Jaime SRL in 1600mm (63 inch) diameter, 9mm (3/8 inch) thick 

stainless steel using K-TIG. This 15km of pipeline represents almost half of the project’s 

total investment. 

Just four months into this huge project, the productivity gains delivered by K-TIG 

have proven to be remarkable. The fabrication of the pipeline is set for completion an 

astonishing 550 days ahead of schedule-from 720 days, down to just 162 days. 

Both the longitudinal and circumferential weld seams in the pipeline are being 

welded in a single, full penetration pass. The resulting welds are x-ray quality, the caps 

and roots are smooth and clean, and no post-weld grinding is required. There is no weld 

preparation needed, and K-Tig is using a fraction of the gas and wire that would have 

been consumed with other conventional welding processes. 

K-TIG became involved in the Acueducto Gran San Juan at the request of 

Industrias Metalurgicas Jaime SRL. 

Gustavo Gonzalez (one of the owners of Puertotrans SRL) explains, “Before they 

started the project, Industrias Metalurgicas Jaime SRL came to me asking for the best 

welding method available in the market. They wanted to use the ultimate in technology 

because of the magnitude of the project and what it represents for the people of San 

Juan and Argentina-there is no other pipeline in Argentina or even South America with 

the same characteristics. They also wanted to reduce costs whilst still achieving the best 

possible quality,” said Gonzalez. 

”Two years ago, the best welding method we had for this project was submerged 

arc welding. It seemed that this would be the best welding process to use. But, after 

some research on new welding technology, I found K-TIG. This was a major turning 

point. The more I studied K-TIG, the more I needed to know.” 

WHAT DISTINGUISHES K-TIG FROM SUBMERGED ARC WELDING? 

Submerged Arc Welding (or SAW welding) is a process that has been in use 

since 1935. The process requires a continuously fed consumable electrode. The weld is 

protected from atmospheric contamination by being “submerged” under a thick layer of 

granular flux which typical! consists lime, silica, manganese oxide, calcium fluoride, and 

other compounds. As it becomes molten, the flux becomes conductive and provides a 

current path between the electrode and the material being welded. The flux covering the 

molten metal helps to reduce sparks and spatter, and suppresses the intense ultraviolet 

radiation and fumes that are generated. 

In contrast, K-TIG (Keyhole TIG) is a high energy density variant of GTAW. K-TIG is 

a high speed, single pass, full penetration welding technology which welds up to a 100 

times faster than GTAW/TIG in materials up to 16mm (5/8 inch) in thickness, and typically 

operates at twice the speed of plasma welding 

Up to 15kms of the Acueducto Gran Tulum will be constructed from 9mm (3/8 

inch) thick stainless steel. K-TIG can comfortably perform full penetration welds on 

stainless steel up to 13mm (1/2 inch) thick in a single pass. SAW, on the other hand, has 

limited penetrative capabilities, with single pass penetration only available on materials 

up to 4mm thick. To penetrate materials beyond this thickness, V-groove root and filler 

passes are necessary, which significantly adds to the cost, timeframe and productivity of 

the operation. 

When performing stainless steel welding, K-TIG also dramatically reduces the costs 

of consumables. SAW utilises large volumes of activated flux and filler wire, which creates 

high consumables costs for operators. K-TIG requires no flux and typically reduces wire 

consumption by at least 95%, or eliminates it entirely. 

HOW DID K-TIG PERFORM? 

Gustavo Gonzalez had high hopes for the impact of K-TIG. Just four months into 

the project, all of Gonzalez’ expectations for delivering this enormous stainless steel 

welding project on or ahead of schedule have been realised. 

“The fabrication of the pipeline began four months ago. I am pleased to report 

that what we had heard about the speed, productivity and quality of K-TIG welding is 

true.” 

K-TIG delivers very clean and smooth weld seams and perfect roots. There is no 

weld preparation needed. It is extremely fast, uses a fraction of the gas normally required 

and a tiny fraction of the wire consumables we would have consumed with any other 

process. The productivity that it is delivering for this major project is remarkable - it is at 

the highest level.” 

“The productivity of the K-TIG process is allowing us to fabricate an 

average of eight stainless steel tubes per day. Each of these tubes is 12m long, 1.6m 

in diameter and 9mm thick. The timeframe in which we had expected to complete the 

fabrication of all 1300 12m tubes was 720 days - indeed we are contracted to this timefr 

ame . The use of K-TIG has transformed the economics of the project. We will complete 

the fabrication in 162 days - an astonishing 550 days ahead of schedule, which is a 

fantastic result for us, the Government and the people of San Juan,” said Gonzalez. 

K-TIG came about through a desire to create a welding technology that delivered a 

process that was simpler, faster, cheaper and capable of completing higher-quality welds 

than the welding processes currently available. K-TIG’s ability to completely transform a 

project of this magnitude and importance is a testament to the efficacy of its technology. 

Adelaide start-up takes FireEye’s Helix to small customers 

South Australian managed services start-up OpSys has set up a dedicated security 

operations centre in Adelaide after leveraging what it claims is the first local deployment 

of the FireEye Helix intelligence security platform. 

The dedicated, air-gapped centre will enable future advanced investigations of 

threats and complement the existing capabilities of the Helix platform to detect and 

respond to threats. It is also in the process of building a dedicated data centre for the 

service. 

After striking a deal with FireEye, OpSys spotted a need for enterprise grade 

security for small to medium businesses, and decided to build a managed service based 

on the Helix platform, which offers a combination of advanced threat detection and 

response capabilities. 

OpSys will offer customers Helix ‘seats’ according to their requirements and 

budgets. For example, if a company had 10 employees, they can just purchase the seats 

required rather than pay for the full enterprise-grade solution. 

It is understood that the new deployment marks the first deployment of FireEye 

Helix in this manner in the Australian market. 

OpSys founder Matthew Fabri, said the Helix platform offered the most complete 

combination of security capabilities. 

“Security is everyone’s concern, regardless of how big an organisation is. It stands 

to reason that companies of all shapes and sizes have access to the same toolsets to 

defend themselves, and now they do,” Fabri said. 

OpSys was launched last year and offers virtualisation, mobilisation and managed 

services. Since then, the Adelaide company has experienced rapid growth and plans to 

take its business nationally. 

“We see strong demand from SMBs for this level of service, and it means we’ll 

look to expand the service to a national and, eventually, global market,” Fabri said. 

The Helix platform is built on FireEye’s intelligence and analytics; network and 

endpoint security; incident response and expertise in building security programs. Helix is 

the result of a multi-year effort to address a customer’s most difficult security problems. 

FireEye A/NZ regional director, Richard Metcalfe, said FireEye Helix was specifically 

designed to simplify, integrate, and automate security operations so that organisations 

can get the most out of their security infrastructure and manoeuvre from alert to fix in 

minutes, not days. 

“OpSys is now enabling that level of security and service to businesses of all sizes 

in Australia,” Metcalfe said.

EDUCATION 


Give your career a boost 

The ability to deliver on projects, on time and to budget, undoubtedly helps 

drive business success. 

Skills in project management translate into project delivery. As the defence 

industry grows in South Australia, it’s important the capabilities of the State’s workforce 

grows with it. 

Mat Hunter Director of MJH Options, a driving organisation for South Australia’s 

new Virtual Shipyard Project, recognises project management capabilities as one of the 

key competencies underpinning complex industrial ventures. “The future challenge for 

project management professionals is to optimise organisational performance within a 

highly variable industrial context – this requires the development of elite capabilities in 

the project management discipline.” 

After completing his Masters of Applied Project Management at The University 

of Adelaide, Gareth White, Contract Administrator at Mykra Pty Ltd feels confident 

that he adds value to his workplace. Gareth’s study exposed him to the world’s best 

practices including PRINCE2 and PMBOK and prepared him to apply the globally 

recognised industry frameworks to his job. Under the guidance of world-class 

researchers, and amongst a peer group of likeminded professionals, Gareth 

was able to workshop his real-world workplace challenges and identify innovative 

and applicable solutions to drive project success. Having completed his Masters 

of Applied Project Management, Gareth now confidently walks into any project 

situation. 

With roles in defence, aerospace, construction and engineering, IT, banking and 

finance, telecommunications, and mining, the opportunities for good project managers 

Inside the ThincLab, The University of Adelaide 

are wide and far reaching. The University of Adelaide’s programs in Applied Project 

Management focus on graduating lateral thinkers with strong skills in leadership, and 

an applicable toolkit to manage complex and dynamic projects. 

Broaden 

your horizons 

Acquire the knowledge and tools to lead dynamic projects. Our Graduate Certificate in Applied Project 

Management will equip you with the practical skills required to deliver projects across a range of industry 

sectors including defence. 

> Courses can be designed to fit in with your work and lifestyle, with flexible study modes available where 

you can study face-to-face, part-time, out of hours or take accelerated face-to-face ‘intensive’ courses. 

> Suitable for anyone who has an undergraduate degree or 7 years work experience. 

Applications are open for 2018. 

Consistently ranked in the top 1% of universities worldwide. 

Speak to one of our 

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an appointment with a 

Program Director 

Phone: 1300 660 543 

ua.edu.au/ 

projectmanagement


DIECS LAUNCH 

27 

Defence's Future Workforce 


Australian universities, vocational education providers and industry bodies have 

formed a national consortium to ensure Australia’s future workforce has the skills and 

education to support future major defence projects. 

The Defence Industry Education and Skills Consortium (DIESC), launched at the 

Pacific 2017 International Maritime Exposition in Sydney on October 4, will form a 

critical interface between industry and academia to ensure university and vocational 

courses teach the skills and specialist knowledge industry needs for projects such as 

Future Submarine, Future Frigate and Land 400 armoured vehicles. 

Initial consortium members include the University of South Australia, University 

of Adelaide, Flinders University, RMIT University, Edith Cowan University, TAFE South 

Australia and Western Australia’s TAFE South Metropolitan, with industry members 

Defence Teaming Centre and the Indigenous Defence Consortium. 

Defence Teaming Centre CEO and DIESC spokesperson Margot Forster said 

the consortium would enable Australian education providers to tune their courses to 

identified industry needs. 

“We know that we have good products in terms of the graduates that come 

from the vocational and higher education systems, but it’s about 80 per cent right,” 

Ms Forster said. “We’re looking for industry to tell us what they need in terms of the 

skills and capabilities of graduates. It’s in that last couple of years of a course, when 

students receive a contextualised education, that we can create a high value product 

for industry.” 

The DIESC launch included a panel discussion combining academic leaders 

with executives from shipbuilders Naval Group, Navantia, Fincantieri, Austal and BAE 

Systems, moderated by EY Oceania Defence Leader Rowan Moffitt, former Deputy 

Chief of Navy and past head of Australia’s Future Submarine Program. 

“DIESC is a very sensible initiative at just the right time,” Mr. Moffitt said. 

“The Government’s continuous naval shipbuilding aspiration will require a great deal 

of coordinated effort across many elements of Australia’s working world. Critical to 

achieving that will be bringing those elements together into focused conversations 

involving education, industry and Government at all levels.” 

Through its members the consortium has access to a host of programs and 

courses from STEM outreach in schools to vocational training, trade certificates, higher 

education, short courses and professional education and research programs, many in 

collaboration with Defence. 

They range from the University of Adelaide’s Big Day In, aimed at year nine 

to year 12 secondary students, to RMIT’s In2science program which places university 

students as peer mentors in Victorian low socio-economic schools. TAFE offers specialist 

vocational skills such as fork lift driver licences and diplomas in electrical engineering, 

project management, leadership and purchasing. The University of South Australia 

has developed a submarine design and acquisition course for naval architects and 

engineers, while Edith Cowan University offers targeted training across business areas 

such as asset and supply chain management. 

Speaking at the Submarine Institute of Australia’s 2017 SubSTEC4 submarine 

technology conference in Adelaide in November, University of Adelaide Director of 

Defence and Security Professor Michael Webb said shipbuilding and associated courses 

were already seeing increased interest from both prospective students and industry 

partners seeking a pipeline of suitably qualified graduates. 

“The Masters in Marine Engineering is one that has more than doubled its intake 

recently as you might expect and is one we have developed and teach in collaboration 

with the Australian Submarine Corporation,” Webb told the Adelaide audience. “We’re 

also exploring a number of shared teaching options with international partners and 

others in France, with support from the Naval Group internship program in France.” 

Webb said the DIESC consortium’s major aims included: 

• Designing, implementing and commissioning an end-to-end talent identification 

and development ecosystem. 

• Monitoring, adjusting and adding to the suite of educational programs available 

through consortium members, informed by robust data from industry about the 

numbers and kinds of skilled personnel needed. 

• Developing new pathways across VET and universities for providing defence 

industry specific careers awareness. 

He believes the development of education programs must be accompanied by 

a communications program to inform Australia’s next generation that defence and 

shipbuilding offer strong careers. And on that point, we have some work to do. 

“There are a number of opportunities here where defence and defence industry 

can play a role in helping universities build and strengthen the pipeline,” Webb said. 

“A key opportunity involves helping change public perception of job availability. I think 

this is as much about career possibilities being visible as it is about them actually being 

available. You would be amazed at how little brand recognition there is among most 

students when it comes to defence companies. 

“The skills challenge is a national one and any solution needs to be approached 

collaboratively. Industry cannot rely on government to generate a workforce. We must 

be proactive and embark on a significant recruitment campaign that markets the 

defence industry as the career of choice for all members of the community. We can’t 

leave it to chance.”

28 SPACE RACE 


Clock Ticking on Local Space 'Race' 


November’s South Australian Space Forum included a presentation from 

International Astronautical Congress (IAC) CEO Brett Biddington who checked off 

his original list of goals for the recent 2017 congress held in Adelaide and asked the 

200-strong crowd to assess whether the event was a “pass or fail”. 

If audience applause from an assembly of industry participants was the 

barometer the congress ticked all the boxes. But it was South Australian Space Industry 

Centre director Nicola Sasanelli who echoed the thoughts of many while thanking 

Biddington for his summary, which capped off an unprecedented 18 months in 

Australia’s involvement in space. 

“You’ve changed the culture in terms of space,” Sasanelli told Biddington. “The 

outlook on the importance of space in Australia has completely changed.” 

Few would argue the point. Australian industry has established solid reputations 

in overseas space programs and products over decades while remaining virtually 

unknown at home. But the IAC conference and its surrounding publicity have put 

space firmly on the national radar, particularly with announcement of an Australian 

National Space Agency on the first day of the event. 

In the same week as the South Australian Space Forum, Lockheed Martin, the 

Australian Strategic Policy Institute and the Space Industry Association of Australia 

jointly hosted the Securing Australia’s Space Industry forum in Canberra. The forum 

“addressed critical questions for the future of Australia’s National Space Agency and, 

therefore, the wider space industry as a whole,” said Lockheed Martin Australia Chief 

Executive, Vince Di Pietro. 

The Committee for Economic Development of Australia (CEDA) held its own 

event the day before South Australia’s with the ACT Government planning a space 

forum for the following week. And the South Australian event followed release of 

many of the 160 submissions made to the Commonwealth’s ongoing Review of 

Australia’s Space Industry Capability, announced in July this year and scheduled to 

provide an industry strategy to government in March 2018. The review is being led by 

an Expert Reference Group (ERG), chaired by Dr Megan Clark AC. 

The review has commissioned three major reports in to the Australian and global 

space industries, received more than 1200 pages in submissions and consulted more 

than 400 people, the majority in round-table discussion. It has highlighted the diversity 

in the structure, focus and budget of international space programs. Of the 50 nations 

with space budgets, nine of them have annual budgets of more than one billion 

dollars, with another 20 sporting budgets of more than $100 million. 

The review will inform Australian space policy and the charter of the newly 

announced Australian Space Agency. And to no one’s surprise, it has identified 

an Australian heritage in space and an industry comprising around 400 Australian 

companies, as Joe Andrews, assistant manager of the Department of Industry, 

Innovation and Science’s Civil Space and Cyber Security Industry Growth Division told 

the Adelaide audience. 

“A lot of attention was drawn to our network of ground stations, that Australia 

is in a prime receiving and communications area of the world and we can extend those 

services to other countries. It noted our expertise in precision navigation and timing 

technologies and infrastructure, Andrews said. “Earth observation was seen as a great 

strength for Australia, probably more on our ability to interpret earth observation data. 

“And there are some frontier areas where we think we can go: artificial 

Expedition 39 Launch. Photo Courtesy of NASA.


SPACE RACE 

29 

Biarri-Point is a satellite developed by the United States, which as part of its payload has GPS technology developed by 

the University of New South Wales (UNSW) Sydney in partnership with Defence Science and Technology (DST) Group. 

intelligence and data analytics, space situational awareness, quantum cyber security, 

optical communications to increase the speed of communications, propulsion systems, 

looking more at the sort of small plasma propulsion system and atmospheric physics, so 

looking in to the space weather applications.” 

ACT Defence Industry Advocate Kate Lundy is passionate about the review’s 

ability to present a single unified picture of Australia’s space capability, to prompt the 

conversations that will instil collaboration across the country across a diverse range of 

industries and create a truly national policy and approach for the first time. 

“There would be a conversation about advanced manufacturing and the 

construction of cube-sats,” she said. “There would be another conversation about 

the data analytics and the spatial information that flows from earth observation. And 

there would be a whole industry story about the opportunities that exist in the defence 

sector as the focus on new platforms develops. 

“But bringing all of these conversations together in a unifying narrative that 

gives expression to what Australia is capable of doing in a collective way is part of the 

challenge.” 

Joe Andrews said the question he was asked most about Australia’s new space 

agency was its intended location. Not yet determined, he replied. That will depend on 

what sort of space agency we choose. 

“We reviewed a lot of the other OECD nations that have space agencies,” 

Andrews said. “While you have the NASAs that are out by themselves as a separate entity, 

predominantly agencies are located within a government department or as a sub agency. 

It actually is usually an industry department that has the space agency as part of it. 

“There’s a diverse range of focus in space agencies. Some are purely R&D 

agencies, others are just focused on the needs of government and defence, whereas 

some are looking much more at economic focus, on how to develop industry.” 

But like many, Andrews is embracing the momentum and sense of urgency, now 

that Australia has committed to writing policy and strategy around what could be a 

national growth industry. 

“I often feel like I’m driving a car with people in the back saying ‘are we there 

yet?’,” he said. “I think it’s a very justifiable question and actually it’s really good to be 

hearing that enthusiasm.” 

DELIVERING LAW DIFFERENTLY. 

We believe understanding Defence takes Defence experience. 

Level 10, 400 King William Street, Adelaide SA 5000 

t. +61 (0) 8 8414 3333 e. info@jht.com.au www.jht.com.au


Australia's defence infrastructure challenge 

The nation is gearing up to deliver on $89 billion in naval shipbuilding 

projects, and hand in hand with this economic boom is billions of dollars of defence 

infrastructure projects, with South Australia alone currently holding $1.2 billion worth 

of infrastructure projects across land, sea and air. 

Infrastructure is one of the most critical factors for economic development, and 

encompasses more than just utilities and transport. Defence precincts in particular 

provide the opportunity to create advanced manufacturing and technology centres of 

excellence in Australia, which in turn make exporting globally grow from a possibility 

to a reality. And SMEs will play a big role in realising defence potential, from expanding 

their capability to bringing in employment opportunities. 

Nigel Brophy, Principal of Asset Development Services, has a background in 

property and infrastructure particularly in planning, development and funding large 

and complex projects through Australia and New Zealand. He explains that robust 

engagement between capital, procurement and operational strategy is critical to the 

effective delivery of defence related facilities and infrastructure. 

“It’s about aligning facilities and infrastructure strategy with the client’s 

commercial requirements upfront in the planning and feasibility phase” 

“I challenge the client to make sure their infrastructure and facilities plans 

fit their operational brief and return on capital requirements. Surprisingly, many 

organisations don’t get this aligned. I bring the external discipline of being able to 

perform a cost-benefit analysis of capital investment versus lifecycle versus functionality. 

You have to be able to understand your cost of capital and assess your financial 

priorities. If owning the asset is not strategically important, not fundamental to your 

operations, then you should consider alternative development and funding strategies, 

including long term leasing and build/own/transfer schemes” 

Managing the number of different elements involved in facilities and 

infrastructure development and funding, Nigel likens to conducting an orchestra. “You 

have to know enough about every instrument while not necessarily playing any of 

them. You also have to know which one is going to cause the whole symphony to fall 

apart and do something about it before it happens. It all needs to come together in 

one synchronised event. That’s across property, procurement, design and construction 

and funding” 

“I don’t promote a particular builder or act as leasing agent for a property. My 

client’s commercial interests are always paramount. Often time constraints and quality 

assurance mean that risk mitigation and clear resolution of contractual responsibilities 

is imperative. Defence contract penalties can be significant for non-performance, and I 

have to respond to that. I make sure that the delivery of the asset isn’t going to be the 

reason for the non-performance and my client’s interests are protected accordingly” 

You have to know enough about 

every instrument while not 

necessarily playing any of 

them. You also have to know 

which one is going to cause the 

whole symphony to fall apart 

and do something about 

it before it happens. 

"Careful planning for future expansion and flexibility is critical. Designing for 

known unknowns and changing contractual environments and operations, means 

facilities must be flexible, you have to have an overlay of commercial and funding 

arrangements that can accommodate change. It is both the operational solution and 

commercial solution that need to be aligned. 

"Australian industry as a whole tends to think in the short term, the European 

way of thinking is intergenerational. In Germany, for example, they look at their 

business plans over 10-15 years, not 10-15 months. We have to frame our thinking 

around long-term investment in strategic assets. This is the challenge and opportunity 

for Australian industry. 

“One of our competitive advantages is we have the ideal capital to invest over 

20 years. Australian managed funds make for a very significant pool of capital ideally 

suited to be invested in these timelines. We also have design and construct capabilities 

for facilities infrastructure as good as anyone in the world” 

“We have capabilities across many industries, a highly skilled workforce, worldclass 

engineers, project managers. We have globally significant universities and a VET 

sector that can respond to developing local work force capability. With these local 

resources and the cost-effective funding of infrastructure, we are well positioned to 

respond to the growth of the defence industries”


31 

NACP Projects wins Woomera Defence project 

Indigenous commercial building partnership 

NACP Projects has won a key national contract with the 

Department of Defence. 

Work is expected to begin soon on an 

infrastructure project located at Woomera inthe Far 

North of South Australia. 

As part of the Woomera Range Remediation 

Project, NACP Projects has been engaged to deliver new 

and upgraded infrastructure and facilities to support 

the range safety and control systems selected as part of 

Project AIR 3024 Phase 1. 

NACP Projects is a joint venture between 

privately owned construction company BADGE and 

National Aboriginal Construction Partners, which is 

comprised of indigenous entities Marra Worra Worra 

(the oldest and largest Aboriginal Resource Agency in 

WA’s Kimberley region), Waanyi Aboriginal Corporation 

(a Queenslandbased Aboriginal community-owned 

corporation) and Nirrumbuk Aboriginal Corporation 

(based in Broome, WA). 

Operations Manager with NACP Projects, Marcus 

Benny, said the project win was testament to the group’s 

growing reputation within the Defence industry. 

“NACP Projects is building a strong track record 

with Defence,” Mr Benny said. 

“We have successfully undertaken a range of 

projects for Defence to date. These have included the 

design and construction of new facilities at seven sites 

across Queensland, New South Wales and the Northern 

Territory to support a new fleet of fire fighting vehicles 

and more recently we completed a new Battlespace 

testing facility in Victoria.” 

“The Woomera Range Remediation contract is 

strategically important for NACP Projects as we expand 

our involvement in the delivery of national Defence 

infrastructure that supports Australia’s force capability.” 

As NACP Projects continues to expand, so too 

do the employment opportunities for Indigenous 

Australians. 

One of the corporate social objectives of 

NACP Projects is to support and develop Indigenous 

communities by providing opportunities to upskill and 

develop the local workforce. The group is currently 

seeking Indigenous Australians who are interested in 

joining its apprenticeship program and building a career 

in the construction industry. 

“This is an exciting opportunity for Indigenous 

workers to be involved in key infrastructure projects 

across Australia,” Mr Benny said. 

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NEWS IN BRIEF 

33 

Cold Logic expands into Defence 

SAAB ROV teams reach finals 

Australia’s most 

awarded industrial 

refrigeration company Cold 

Logic has taken the step to 

increase their involvement 

in the Defence Industry 

by launching a dedicated 

division. By appointing Dr 

Michael Riese as the new 

lead resource in the sector, 

Cold Logic is demonstrating Dr Michael Riese. 

their commitment to the 

company’s exciting new direction. Cold Logic is a trusted 

supplier with over 30 years of proven company history 

in the refrigeration and controlled environment business 

for a diverse range of clients. They provide engineering 

design, project installation, service and emergency 

breakdown responses 24/7 nationally to their clients. 

Their recent success with ASC has inspired Cold Logic 

to set a new business goal – become the leader for 

purpose-built heat removal solutions for the Australian 

Defence Force equipment. 

This year, both of Saab Australia’s ROV (remote 

operated vehicle) teams made it to the Subs in Schools 

ROV national finals. Both teams were made up of the 

Heights School students. The ‘Atlantis’ team received 

four first place awards for ‘best engineered CAD, 

Canadian Surface Combatant program. 

CEA Technologies and SAAB Australia are part of 

a Navantia-led bid for the Canadian Surface Combatant 

program. 

If successful, CEA Technologies will supply worldclass 

radar technology and SAAB Australia will deliver 

combat system integration capabilities. 

“The inclusion of both these companies and their 

technologies in Navantia’s bid is a vote of confidence 

in the capabilities of Australia’s defence industry,” said 

Minister for Defence Industry, Christopher Pyne. 

“Industry advises that, collectively, this contract 

could be worth billions of dollars for Australian industry, 

innovation, graphic design and computer aided design. 

This team engineered their vehicle from scratch. The 

‘Heights and Depths’ team won two first place awards 

for verbal presentation and sea trials. National finals will 

be held in the first quarter of 2018.” 

and create hundreds of jobs in Australia 

“SAAB Australia prequalified for the Combat 

System Integrator role. Their success in doing so shows 

the expertise of Australia’s defence workforce and the 

capabilities it develops. CEA Technologies and SAAB 

Australia consistently provide high quality capabilities 

for the Royal Australian Navy and I welcome their 

collaboration on this project for Canada. 

Under the Canadian Surface Combatant program, 

the Royal Canadian Navy is planning to acquire 15 

frigates with construction to begin in the early 2020s. 

Partnership 

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infrastructure 

A. Noble & Son 

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Badge Constructions 

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C & J Rigging 

Caledonia Scaffolding 

DCARB Enterprises 

Sarah Constructions 

logistics − transport 

AM Logistics 

BT Transport & Logistics 

Customs Agency Services 

DHL Global Forwarding 

Expeditors International Pty Ltd 

manufacturing 

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Adlingtons Australia Pty Ltd 

AFL Services 

Afterdark Surveillance 

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AJ Distributors 

ASC 

Austal 

Axiom Precision Manufacturing 

B L Shipway & Co 

Brice Metals 

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Capral Aluminium 

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Dematec Automation 

Engraving Services Co 

Ezy-Fit Marine Pty Ltd 

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Form Cut Pty Ltd 

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GBT Industries 

Hallite Seals Australia 

Heatlie BBQ’s 

Hill Defence Products 

Humanihut Pty Ltd 

IKAD Engineering 

Intertek AIS 

Intract 

J&H Williams Holdings P/L 

K−TIG 

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Levett Engineering Pty Ltd 

Lightforce Australia Pty Ltd 

MacTaggart Scott Australia 

Marine Technicians Australia 

Maxiport Engineering Pty Ltd 

MG Engineering 

Mincham Aviation 

Morgan Advanced Materials 

Navantia 

Norseld Pty Ltd 

Odense Maritime Technology 

Oilpath Hydraulics Pty Ltd 

Oliver Technologies Pty Ltd 

PCM Group 

PMB Defence 

Pirtek (Adelaide) Pty Ltd 

Plasteel S.A. 

Praxis Aeronautics 

Precise Machining & Manufacturing 

Precision Components Australia Pty Ltd 

PRP Manufacturing 

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Rowlands Metalworks 

RUAG Australia 

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SMART Fabrication Pty Ltd 

Snap−on Industrial Tools Australia 

STANLEY Engineered Fastenings 

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TAE Aviation 

Taylor Bros Marine Pty Ltd 

Technoweld 

Toolcraft Pty Ltd 

United Fasteners SA Pty Ltd 

ZF Lemforder Australia Pty Ltd 

professional services 

2excel 

Abbott Risk Consulting Limited 

Accenture Australia Pty Ltd 

Accord Property 

Adelaide Airport Limited 

Adelaide City Council 

Adelaide Cloud Pty Ltd 

Adept Technology Pty Ltd 

Advanced Focus 

Ajilon 

Alcolizer 

AMOG Consulting 

Asset Development Services 

Austbrokers Terrace 

Austest Laboratories 

Australian Business Defence Industry (ABDI) 

Australian Organisation for Quality (SA) Inc. 

AWS Global 

Axant Corporate Advisory 

Ball Public Relations 

Boileau Business Technology 

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British High Commission 

Cheesman Architects 

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duMonde Group 

EnvyUs Design 

Ernst & Young Transaction Advisory Services 

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Heavypoint Pty Ltd 

Hughes Public Relations and 

Communication Counsel 

HunterNet 

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Inventure Partners 

Johnson Winter & Slattery 

Kinetic Recruitment 

Knowledge Perspectives Pty Ltd 

LogiCamms Australia Pty Ltd 

Lucid Consulting Australia 

Ludus International 

Madderns 

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ManpowerGroup 

Meaningful Engagement Consulting 

Migration Solutions 

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Northpoint Fleet Management 

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National Safety Council of Australia LTD (NSCA) 

Peter Page Holden 

Piper Alderman Lawyers 

Project Performance International 

Quality Staff Pty Ltd 

REALM Solutions (SA) Pty Ltd 

RedBikini 

Regional Development Australia, Whyalla 

& Eyre Peninsula 

Rsultz Pty Ltd 

S & L Holdings Pty Ltd 

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Seed Consulting Services Pty Ltd 

Simulation Australasia 

Southern Cross Group Services Pty Ltd 

Sudel Industries Pty Ltd 

Sungard Data Centre Services SA 

St Patrick's Technical College 

Stature Financial Group 

Talent International 

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Welding Technology Institute of Australia 

WGASA Pty Ltd 

Workforce Blueprint (Wendy Perry and 

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WSP Parsons Brinckerhoff 

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Airbus Group Australia Pacific 

Aurecon Australasia 

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Cobham Aviation Services Australia 

Daronmont Technologies 

Department of Defence− Defence Science and 

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