Issuu

V26.N4 OCTOBER 2026

AUSTRALIAN MANUFACTURING TECHNOLOGY INSTITUTE LIMITED

MANUFACTURING AND LEADERSHIP The AI governance gap Supporting women in Australian manufacturing Why profit doesn’t always translate to cash

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CONTENTS

Features 14

4 From the CEO 6 From the minister

INNOVATION

8 From the industry

Driving the evolution of Australia’s manufacturing sector, innovation is essential to developing new technologies, improving productivity and creating new opportunities.

10 News 58 AMTIL new members 59 AMTIL inside 60 Industry calendar – international 61 Industry calendar – local 64 History

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28 MANUFACTURING AND LEADERSHIP A key driver of Australia’s manufacturing success, strong leadership is essential to building capability, fostering innovation and navigating an increasingly competitive industry.

Publisher Executive Media PO Box 256 North Melbourne VIC 3051 www.executivemedia.com.au AMT is published on behalf of AMTIL: Suite 10, 5 Corporate Boulevard Bayswater VIC 3153 T 03 9800 3666 E info@amtil.com.au W amtil.com.au Prepress & Print AMT is printed in Australia under ISO14001 Environmental Certification using FSC® Mix certified paper sourced using sustainable tree farming practices. Copyright

42 SUSTAINABILITY AND RESILIENCE A key focus for Australian industry, sustainability and resilience are increasingly driving innovation and transformation across the nation’s advanced manufacturing sector.

© Australian Manufacturing Technology (AMT). All rights reserved. AMT may not be copied or reproduced in whole or part thereof without written permission from the publisher. Contained specifications and claims are those supplied by the manufacturer (contributor).

Disclaimer The opinions expressed within AMT from editorial staff, contributors or advertisers are not necessarily those of AMTIL. The publisher reserves the right to amend the listed editorial features published in the AMT Media Kit for content or production purposes. AMT is dedicated to Australia’s machining, tooling and sheet-metal working industries and is published four times per year. Subscription to AMT Magazine (and other benefits) is available upon application. Contact AMTIL on 03 9800 3666 for further information.

Programs equipped with artificial intelligence may have been used to assist with story preparation for this edition. All printed text has been reviewed against source material by a human and manual referencing provided where appropriate.

2026AMTV26.N4OCTOBER

Volume 26 Number 4 October 2026 ISSN 1832-6080

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FROM THE CEO

AMTIL, the authoritative voice for Australia’s precision manufacturing and technology sector As an exciting new chapter in AMTIL’s strategic evolution, a Policy & Government Affairs Branch has been launched to raise the voice of the advanced manufacturing industry under the leadership of Director Karen Parr. AMTIL is pleased to announce the establishment of a dedicated Policy & Government Affairs Branch. This new function reflects a significant investment in establishing and strengthening the voice of Australia’s advanced manufacturing sector, and increasing engagement with governments on the issues that matter most to industry. Leading the new branch is Karen Parr, who has been appointed as AMTIL’s Director, Policy & Government Affairs. With almost 20 years’ experience in policy, advocacy and stakeholder engagement, Parr will lead AMTIL’s policy agenda, and will work closely with members, government and industry to champion manufacturing priorities. As the sector navigates economic, technological and workforce challenges, this new branch reinforces AMTIL’s long-term commitment to ensuring that members have a stronger voice in shaping the future of Australian manufacturing and related technology. To ensure AMTIL’s advocacy agenda continues to address the issues that matter most to industry, a range of new initiatives will be introduced as part of the organisation’s new strategic plan. These initiatives will strengthen AMTIL’s ability to provide a unified, nationally recognised voice for Australia’s advanced manufacturing sector. AMTIL is committed to evidence-based advocacy, ensuring that its policy positions are informed by member experiences, industry data, research, market insights and robust economic analysis. By representing the collective interests of members and the broader manufacturing technology sector, your active engagement will be key to AMTIL’s advocacy efforts in ‘moving the dial’ to help demonstrate the sector’s economic and social contribution, and to strengthen its influence with governments as the trusted voice of Australian advanced manufacturing. AMTIL’s role as the peak national industry body that represents the interests of manufacturing technology ecosystems – encompassing precision engineering, robotics and digital systems, additive, and subtractive and advanced manufacturing – makes it unique. Since its establishment in 1999, AMTIL has engaged in a range of initiatives aimed at supporting and promoting the industry in Australia. Historically evolving from foundations in machine tools and the sheet metal industry, today’s opportunity in manufacturing is evolving and broader. AMTIL’s principal activities to promote the manufacturing technology industry in Australia are to provide industry resources, services and platforms; and to proactively and reactively represent the industry as a collective in a way that individual companies cannot. AMTIL’s latest five-year Strategic Plan identifies strategies that will enable us to provide a unique value proposition to our members, and together support development of the broader

industry. These strategies will serve a maturing organisation and build our service offering, maximise value, and ensure long-term sustainability for the industry. Our vision for 2030 is for AMTIL to be known nationally as the premier peak body for manufacturing technology in Australia. Membership has doubled, with a healthy mix of both suppliers and users actively engaged in shaping the industry’s future. AMTIL is routinely invited to co-create policy at both state and federal levels, and is seen as a go-to voice by media and governments alike. Our reputation reflects a deep understanding of the sector’s composition, challenges and potential. The AMTIL of 2030 is agile, respected, data-driven, member-focused, and a critical catalyst for growth in Australia’s industrial capability. AMTIL is the only national peak industry body dedicated to manufacturing technology and precision manufacturing. There are many other organisations in the ecosystem that have crossover or aligned interests that are relevant to AMTIL’s point of view. Many are state-based and/or have small areas of alignment. It is AMTIL’s philosophy to partner where it makes sense, and to support – and not duplicate – the work of others. Establishing the Policy Branch was the first step and will oversee key initiatives. These are: •

Know our sector better than anyone else with research and reports.

•

Develop clear, data-backed policy platforms, and select key impactful issues for advocacy and campaigning – and know them thoroughly.

•

Engage the membership in policy development through workshops and consultations, ensuring that advocacy efforts reflect real needs and priorities.

•

Become the trusted voice in national industry conversations and seek collaborative opportunities where interests align.

•

Advocate to governments, ministers and associated departments related to critical issues. Share industry information and participate in government submissions, roundtables, and policy consultations. The new Policy & Government Affairs Branch can be contacted via policy@amtil.com.au. LORRAINE MAXWELL Chief Executive Officer, AMTIL

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FROM THE MINISTER

AI unlocking Australia’s industrial advantages BY SENATOR THE HON. TIM AYRES, MINISTER FOR INDUSTRY AND INNOVATION, AND MINISTER FOR SCIENCE

Helping Australian manufacturing firms take advantage of artificial intelligence is not peripheral to Australia’s industrial strategy; it is an essential part of building a more capable, competitive and resilient industrial economy. Artificial intelligence (AI) is already changing Australian industry; it is not an abstract debate about promises of productivity over the horizon. The Prime Minister has made clear that Australia’s task is not simply to let AI happen to us, but to shape it in Australia’s interests – capturing the opportunity, sharing the benefits and managing the risks. For industry, that means using AI to make Australia more capable, productive and globally competitive. Industry is no stranger to technological change. New materials, machines, methods and markets are a constant feature of industrial development. In my 25 years as a trade union official, I saw firsthand how Australian manufacturing firms faced each disruption with determination and a willingness to adapt. Each major technological shift brings challenges, but it also creates opportunities for businesses prepared to invest in new capabilities and embrace new ways of working. AI is the next major shift. Its potential should not be underestimated.

operations. It supports firms to apply AI to physical products and systems, and in doing so unlocks new areas of value in the industrial economy. That is the right kind of government support. It starts with the clear-eyed realities of manufacturing – the production process, the workforce, and the commercial challenge – and asks where the technology can make a genuine difference. The ARM Hub AI Adopt Centre is already driving these benefits. It has supported more than 300 SMEs across five states. It has delivered 65 AI co-design workshops, 64 AI road maps and 26 data or AI solutions. This delivers real productivity improvements. For one business, that might mean earlier identification of defects. For another, it means maintaining equipment before it fails. Reducing downtime, improving planning and managing inventory more efficiently are all benefits seen by participants.

AI gives Australian firms a way to become more specialised and more productive, not through adoption for its own sake, but by identifying where the technology can unlock value in Australian industry and securing AI capability inside Australia’s industrial ecosystem.

For Queensland-based specialist manufacturing firm UAP, AI has been transformative. The company has worked with the ARM Hub not just to improve its production efficiency, but to change the way it manufactures large-scale physical models – onboarding 43 Australian-based employees while expanding its unique capabilities into new international markets.

For many businesses, however, that is easier said than done. Small and medium-sized manufacturing firms already grapple with tight margins, energy costs, and supply chain challenges. AI can help manage some of these pressures, but the path to adopting the right tools is not always obvious.

Building an AI-capable industrial economy means more than adopting AI systems designed elsewhere. We need AI fit for Australian industry, which means strengthening the links between our research, industrial data, engineering expertise and manufacturing firms.

The barriers are often practical: implementation costs, time to test new approaches and access to the skills needed to make them work. The government’s AI Adoption Tracker for small and medium-sized enterprises (SMEs) shows that 46 per cent of enterprises are uncertain when the ‘right time’ to adopt AI will be. These are the practical challenges we are seeking to address.

Scaling homegrown capabilities is central to this mission. Under the Industry Growth Program, we’re supporting small businesses to commercialise new technologies, including AI tools, such as VeraSys’s innovative CropSight, an AI-powered aerial imaging service that helps farmers improve yields. We also need to connect Australian AI research and Australian industry. That is why we will seek to establish at least one new Cooperative Research Centre focused on AI commercialisation next year.

Backed by the National AI Plan, the Albanese Labor Government is helping Australian businesses – particularly small and medium‑sized manufacturing firms – develop AI tools to deliver real comparative advantage for Australia, so our firms can move up the value chain and secure our sovereign AI capabilities. This is why we established the AI Adopt Program in 2024. The program created a network of AI Adopt Centres to give businesses a front door for support on the safe and responsible use of AI. Through specialist support, the program has helped businesses implement practical AI solutions to real‑world problems. Sovereignty in AI is not secured by infrastructure alone. It is realised when Australian industry has the data, engineering capability, and skilled workers to build and apply AI to our own problems on our own terms. The ARM Hub AI Adopt Centre in Brisbane shows what this looks like in practice for manufacturing firms. It focuses on helping businesses utilise AI and robotics across their

Investments like these show how we are growing all aspects of Australia’s AI ecosystem to enable Australian manufacturing firms to take advantage of the AI opportunity. This is at the heart of the Albanese Labor Government’s broader Future Made in Australia plan – supporting Australian firms, workers, researchers, and engineers to use Australian data and domain expertise to leverage AI in ways that create lasting national commercial advantage. Change will not wait for Australia. That is why we are investing to secure the benefits for Australian firms, Australian workers and Australian capability. SENATOR THE HON. TIM AYRES Minister for Industry and Innovation, and Minister for Science

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FROM THE INDUSTRY

Industry and the data centre opportunity BY INNES WILLOX, CHIEF EXECUTIVE OFFICER, AUSTRALIAN INDUSTRY GROUP

We support the growth of data centres, but we want them built well – and we want the broader economy carried along with them. Being at the forefront of data centre development and deployment can, if we play our cards right, give Australia a massive leg up in our drive for productivity growth.

higher the price per unit of energy. But if we grow average demand faster than peak demand, we spread costs across more units – and prices can fall.

In our recent collaborative report with the National Artificial Intelligence Centre, Australian Industry Group examined how businesses are integrating artificial intelligence (AI) into their daily operations. The findings are compelling: when implemented well, AI amplifies human capability, supports worker safety and delivers results.

Again, energy ministers are asking for options to require that flexibility from data centres.

Late last year, we wrote to energy ministers expressing both our support for data centres and our concern that energy supply growth might fail to keep up with demand. We proposed urgent work on three fronts to lower that risk, and we are encouraged to see genuine progress on all three. Our first call was for better information from energy market authorities. With so many data centre announcements – many of them speculative or duplicative – it is easy to imagine astronomical growth rates. It is also hard to know which figures to trust. Energy ministers made a similar request of officials and the Australian Energy Market Operator (AEMO). One result is the data the AEMO now publishes in its Quarterly Energy Dynamics report, showing the pipeline of solid projects formally seeking connection to the National Electricity Market. In the first quarter of 2026, that figure stood at 4.1 gigawatts of data centres in the connection queue – not yet guaranteed to proceed – with a further 1.3 gigawatts in project implementation, but not yet commissioned. For context, average demand from existing data centres across New South Wales and Victoria was just 0.6 gigawatts in the first quarter of this year. The coming wave is large and will require careful management, but it is less alarming than what we might imagine without the data. Our second ask was to require new and expanded data centres to bring new electricity supply into the market to meet their expected energy needs. A similar expectation has since been expressed in national guidelines, and energy ministers have requested policy options to turn that expectation into concrete requirements. That is good progress, and there is also a practical mechanism emerging that can help. The Electricity Services Entry Mechanism, which energy ministers are moving to legislate later this year, will contract with new electricity resources on behalf of the whole market, underwriting their later years of operation where projects already have commercial offtake for their first few years. Our third ask concerned peak demand. The cost of our grid is largely determined by the peaks we build it to meet. The higher those peaks, the more the system costs and the

What is genuinely encouraging is the growing evidence that AI-oriented data centres can meet this expectation without compromising their core business. In the United Kingdom, a trial in late 2025 demonstrated that an AI training data centre could flex its demand rapidly enough to support the national grid on demand. The technology involved is a sophisticated system that monitors and prioritises every job the data centre is running, redistributing workloads across time and between facilities to meet all requirements simultaneously. The trial met 100 per cent of the grid operator’s requests while delivering more than 99 per cent of high-priority jobs on time. This flexible capability is now being built into major new data centres in the United States. There is good reason to be optimistic that, with the right policy framework, new data centres will strengthen the grid, not strain it. Water impacts of data centre growth are also attracting attention, and it’s no wonder given Australia’s history with water scarcity. Based on benchmarks from MIT and the US Department of Energy, 10 gigawatts of mooted data centres would increase National Electricity Market demand by between 20 per cent and 40 per cent, while only increasing water demand by between 1.4 per cent and 2.8 per cent in New South Wales, and by between 2.3 per cent and 4.6 per cent in Victoria. That rough-and-ready estimate could be too pessimistic for several reasons. The rate of data centre growth may be much lower: 5.4 gigawatts of data centre capacity is currently in AEMO’s connection process. Data centre energy efficiency has major room to improve, and better energy efficiency means less wasted heat per unit of services delivered – which means less demand for cooling, which means less demand for water. That said, complacency would be a mistake. Water resources are local, not just a statewide abstraction. Intense local uses need to be managed well even where they look straightforward on a market-wide basis. Victoria has led the way in enabling recycled water for data centre cooling. That is practical, forward-looking policy and we encourage other states to bring forward their solutions. In terms of planning and approvals, Australia’s systems are slow. They involve multiple levels of government, multiple statutory processes, overlapping requirements and enormous uncertainty about timeframes.

FROM THE INDUSTRY

The solution is not to lower standards. Rather, the discipline and speed of decision-making within those systems must improve. Properly prepared applications should receive timely responses. Requests for additional information should be specific and proportionate. Concurrent assessment processes should be maximised.

Data centres are full of components that Australian manufacturers are capable of making. The question is whether we capture that opportunity.

To understand the scale of what’s at play, data centre investment in Australia has gone from negligible levels in 2023 to approximately $6 billion per quarter in the early part of 2026. Eighty-five per cent of the growth in private capital expenditure over the last year is associated with data centres. From nowhere, they have become Australia’s second-largest investment generator, behind mining.

With data centres, we have the chance to get ahead of that. We have the capability, the capital interest, and the policy foundations – even if those foundations need significant work.

However, around 80 per cent of that investment is spent on equipment – AI chips and high-density computing hardware – most of which is imported. In the last two years, Australia’s imports of data processing equipment have tripled to meet the data centre rollout. While we lack the manufacturing base for the highest‑end components, the remainder represents an enormous domestic opportunity: electrical installation, power infrastructure, switchgear, substations, cooling systems, integration, maintenance and much more.

The energy transition shows what Australia can achieve at pace. It also shows where we left value on the table by not building enough domestic supply chain capability early enough.

What we need now is the discipline to act quickly, and the imagination to see that the growth of data centres and the health of the broader economy are not in conflict.

INNES WILLOX Chief Executive Officer, Australian Industry Group

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NEWS

New exposure limits bring tungsten risks into the spotlight BY SAMANTHA GONZALEZ, BUSINESS DEVELOPMENT MANAGER, WELDING AUTOMATION

What workplaces using tungsten inert gas welding need to do before 1 December 2026. Every day in workshops across the country, tungsten inert gas (TIG) welders are sharpening tungsten electrodes dozens of times a shift. This preparation process is essential and takes only a few seconds, and a usable point can be achieved with a bench grinder, angle grinder, or similar tool readily available in most workshops. Yet, when tungsten is ground, fine dust particles can be released into the air, creating an exposure risk that has long been underestimated or dismissed.

That dust is a key reason this routine task will soon sit within a clearer regulatory frame. Under the new WEL framework, workplaces must ensure no person is exposed to an airborne contaminant above its relevant limit, and ‘tungsten, metal and compounds (as W)’ will be listed at three milligrams per cubic metre as an eight-hour, time‑weighted average.

Until now, there has been little external pressure to change what has become standard practice. From 1 December 2026, that changes. Australia’s new Workplace Exposure Limits (WEL) for airborne contaminants will include ‘tungsten, metal and compounds (as W)’, bringing tungsten dust exposure risks sharply into focus.

While the eight-hour average is important, workplaces still need to consider how exposure occurs in practice. Electrode sharpening happens in short, repeated bursts, often close to the operator’s breathing zone, where dust may be more concentrated. Without specialised air monitoring, exposure levels can be difficult to assess, but the health risks associated with tungsten dust are clear enough to warrant closer attention.

A routine task now under review

The health risks of tungsten exposure

Welding fumes have been the major topic of welding safety discussions in recent years, and rightly so – but it is now time to widen the focus.

The dust generated during tungsten grinding is often incredibly fine and not always visible in the air. Once airborne, these particles can be inhaled deep into the respiratory system, where they may irritate the lungs and, with repeated exposure, contribute to more serious lung-related health effects.

A solid tungsten electrode is not cause for concern, but exposure risks arise when tungsten is ground to create the sharpened point required for welding. Under standard workshop practices, the use of an open grinding wheel during this process can release fine tungsten dust into the surrounding air.

The risk is not limited to inhalation. Tungsten dust can also irritate the eyes and skin, and may be ingested if residue transfers from hands, gloves, clothing or work surfaces. Because the particles can settle on nearby surfaces, poor housekeeping can also extend the exposure risk beyond the grinding task itself. Importantly, the risk is not limited to the person sharpening the electrode. Airborne dust can move through shared work areas, meaning nearby workers may also be exposed even if they are not directly involved in the grinding task. Even more care is required where thoriated tungsten electrodes are used. When ground, these electrodes can produce fine particles containing thorium, a radioactive material that introduces additional risk if inhaled or ingested.

A simple change: control dust at the source Exposure monitoring, personal protective equipment, ventilation, housekeeping and training all have a role to play in managing airborne contaminants. In the case of tungsten electrode grinding, however, the most direct opportunity is to stop dust becoming airborne in the first place. For many workplaces, the simplest step is to replace open grinding with a dedicated tungsten grinder designed for dust control. Instead of sharpening the electrode against an exposed wheel, these machines contain the grinding process inside an enclosed chamber, capturing tungsten dust at the point it is created. This gives workplaces a controlled method for sharpening electrodes, collecting dust and managing disposal, so they don't have to rely on an open wheel that allows particles to escape into the surrounding air. A purpose-designed tungsten grinder provides a controlled method of electrode preparation, capturing dust before it becomes airborne

As an additional step, workplaces using thoriated electrodes should also review whether a lanthanated or ceriated alternative will do the job, as this removes thorium from the dust altogether.

NEWS

A controlled option for every set-up

workplace and a practical way to reduce that risk exists, the

Open grinding is often kept in place because it is convenient. Electrodes can be sharpened quickly at a bench, beside a welding bay or out onsite, which is why the practice has remained commonplace. Convenience, however, should not come at the expense of safety, particularly when controlled options are available for different use cases.

case for change is already there. Don’t wait for the December deadline to act.

For workplaces preparing a high volume of electrodes at a fixed station, a bench-mounted tungsten grinder makes sense. Grinding, dust collection and disposal can all be managed in one place, creating a more consistent and contained approach to electrode preparation. For onsite work or workshops with a lower volume of TIG welding, a portable tungsten grinder may be the more practical option. Provided the model still offers an enclosed grinding chamber and dust filtration system, portability and convenience can be maintained without defaulting back to an angle grinder. In both cases, a dedicated tungsten grinder can improve operator safety beyond dust control. Removing the need to hold the electrode close to an exposed wheel reduces the risk of hand and fingertip injuries, and limits hazards such as eye injuries from fragments. A dedicated grinding process can also improve quality by reducing the risk of cross‑contamination from shared general-purpose wheels.

What to review before the deadline The transition to WEL gives workplaces a timely reason to review how tungsten electrodes are prepared, and whether current practices are still appropriate. For many workplaces, that review may be straightforward. If electrodes are still being sharpened on an open bench grinder or angle grinder, the process should be reconsidered. An enclosed tungsten grinder designed for dust control offers a simple way to contain grinding, collect dust and reduce exposure risk.

A portable tungsten grinder with an enclosed grinding chamber provides a dust-controlled option for onsite work or lower-volume TIG welding applications

Where dedicated equipment is already in use, the focus should be on whether it is being used correctly, maintained properly, and supported by safe procedures for dust collection and disposal. Workplaces should also identify whether thoriated electrodes are in use, and whether an alternative electrode type is suitable.

Why change should not wait The inclusion of tungsten metal in Australia’s new WEL is more than a technical change to a table of airborne contaminants. It is a clear signal that tungsten dust needs to be treated with the same seriousness as other recognised exposure risks in manufacturing environments. For workplaces still relying on open grinding, the question is no longer whether the process has worked well enough in the past; it is whether that process is appropriate for the expectations now being placed on dust control, worker safety and exposure management. The WEL transition provides a clear reason to review the process, but safety should be the motivation to take the next step. If a routine practice is creating an exposure risk in your

Open grinding during electrode preparation can release fine tungsten dust into the surrounding air, creating a workplace exposure risk. Image enhanced/generated using artificial intelligence

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Thank you for being part of the AMADA journey. 80 years of innovation. 80 years of partnership. 80 years of shaping the future of manufacturing. AMADA — Supporting manufacturing excellence today and inspiring the possibilities of tomorrow.

FOUNDATION PERIOD 1946 - 1959

EXPANSION PERIOD 1960 - 1979

BREAKTHROUGH PERIOD 1980 - 1999

DEVELOPMENT PERIOD 2000 - 2019

INNOVATION PERIOD 2010 - PRESENT

AMADA’s story begins with a single lathe. Isamu Amada, the founder of AMADA, opened a small machine repair shop.

Business expansion through direct sales, creating markets from customer needs, and overseas expansion and M&A.

Commercialised laser machines and marked the beginning of AMADA’s impact on today’s laser technology.

We became the first machinery manufacturer to develop and sell fiber laser oscillators. Improving delivery times and costs.

Co-creation for the future. Transformation and challenge ahead of becoming a 100-year company.

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INNOVATION

Driving the evolution of Australia’s manufacturing sector, innovation is essential to developing new technologies, improving productivity and creating new opportunities.

16 Manufacturing what’s ‘impossible’ with an ancient yet child‑like approach 18 Australia’s additive manufacturing gap isn’t technical; it’s systemic 20 How premium fasteners improve joint integrity 22 Matching process to purpose 24 The AI governance gap 26 Stability meets versatility

INNOVATION

Manufacturing what’s ‘impossible’ with an ancient yet child‑like approach BY LUKE PRESTON, CEO, AUSTRALIAN COMPOSITES MANUFACTURING COOPERATIVE RESEARCH CENTRE More than 2000 years ago, Aristotle is supposed to have described what we call ‘first principles thinking’ (FPT) as ‘the first basis from which a thing is known’. In the interests of being more topical, I’ll follow with a quote by Elon Musk. He laid out his approach to lowering rocket costs at SpaceX – using FPT – in the following way: ‘What is a rocket made of? Aerospace-grade aluminium alloys, plus some titanium, copper and carbon fibre. Then I asked, what is the value of those materials on the commodity market? It turned out that the materials cost of a rocket was around two per cent of the typical price.’ FPT is an important concept. I’m happy to see it gain popularity among entrepreneurs and others in recent years. Understanding what a problem worth solving is and how to then solve it are critical for any organisation. FPT helps you get there. Manufacturers might be familiar with it via the ‘five whys’ approach to dig into a breakdown in product or process to get to the root cause. Parents might be familiar with repeated ‘Why?’ inquiries from a child reaching a certain stage of development and demanding an explanation for a thing, the thing that led up to it, the thing before that, and so on. If you burrow far enough into any problem, you can strip away layer upon layer of assumptions to get at the irreducible parts of the issue. These are where you can focus. To borrow another analogy involving childhood, I don’t think it’s any accident that I’ve heard of so many engineers pulling apart appliances during their youth, seeking a better understanding of how things really work. FPT involves disassembly, and it is about mindset – it is not about recipe-following. Our brains have a tendency towards recipe-following in day-to-day life. It saves time, helps us to not get overwhelmed by too many deep thoughts, and is generally good enough. It’s often fine for knowing how to act in social settings, but it can deceive when we’re trying to innovate. Recipe-following comes to mind when I think about manufacturing in Australia. You’ll often hear, ‘Australia is too expensive to make things,’ which is in many people’s mental recipe books. This recipe was a popular one between 2011 and 2013, when our dollar was above parity with that of the United States. The high dollar really challenged manufacturing; however, in 2025/2026, with a dollar between US$0.65 and US$0.70, the equation is significantly different. Many of the manufacturers that closed when the dollar was at historical highs delivered a break-even product at $0.85–$0.90. If they were still with us today, they would be enjoying profit margins of about 30 per cent. Another recipe is ‘Australia is too far away to export products’; however, 37–38 per cent of all iron ore for steel and about 22 per cent of the world’s bauxite for aluminium comes from Australia. About 85 per cent of this iron ore goes to China, Japan or South Korea, where it is converted into crude steel, then shipped all over the world to places like the United States and Europe, where it is turned into finished products, such as cars, appliances, and construction steel.

It takes 1.6 tonnes of iron ore to make a tonne of crude steel, so the cost of shipping (plus the carbon dioxide emissions) is increased just in the first step by 38 per cent. The shortest and cheapest pathway would be to make products in Australia and ship them to the world, instead of bringing back the processed iron ore, bauxite or other minerals extracted in Australia. It seems our recipes, perhaps combined with a bit of policy (which can be changed), are keeping Australia from the most efficient and valuable pathways for manufacturing. FPT separates the recipe-followers from the chefs. It gets you out of the habit of accepting that everything is like this because nothing better is possible. We’ve been lugging things around in bags for the longest time, but it was only in the 1970s that wheeled suitcases came about. It took somebody to decide that there was a better way. A great example at the engineering level is the early SpaceX anecdote about cost discipline and ingenuity under Musk. In 2004, shortly after SpaceX was founded, engineer Steve Davis was tasked with sourcing or building an electromechanical actuator. This part was needed to gimbal/steer the upper stage (second stage) of the Falcon 1 rocket. Davis shopped around for suppliers and received a quote of $120,000 for the component. When he brought this to Musk, Musk laughed and replied something to the effect of: ‘That part is no more complicated than a garage door opener. Your budget is $5000. Go make it work.’ Davis took on the challenge of designing and building the actuator from scratch, which he completed for a total of about $3900. This tale is often recounted in biographies (such as Ashlee Vance’s) and articles about SpaceX’s early days as an example of Musk’s philosophy: aggressively challenge costs, question assumptions about what’s ‘impossible’ or expensive in aerospace, and force in-house innovation when suppliers overcharge. It helped to establish a relentless focus on making rockets dramatically cheaper. It’s a great illustration of how SpaceX started scrappy and turned ‘impossible’ engineering problems into routine successes. The mindset has been a big part of disrupting the space industry. You respond to a problem worth solving by digging, then further digging, plus a little more digging. And then, when you’re tired, you keep digging until you’re past all the unhelpful assumptions. Don’t stop digging until you’re clear on the first principles. That’s where the gold is.

INNOVATION

Australia’s additive manufacturing gap isn’t technical; it’s systemic CONTENT PROVIDED BY THE AUSTRALIAN ADDITIVE MANUFACTURING NETWORK

A reflection on the ‘Print Your Profits: Making Money from Additive Manufacturing’ panel at Australian Manufacturing Week 2026 and what still needs to change. The Australian Additive Manufacturing Network (AAMN), powered by AMTIL, is an industry‑led community advancing the adoption of additive manufacturing (AM) across priority sectors. By connecting industry, research and government, AAMN supports collaboration, knowledge sharing, and the development of national manufacturing capability. At Australian Manufacturing Week 2026, AAMN convened the thought-provoking panel ‘Print Your Profits: Making Money from Additive Manufacturing’. Despite representing different parts of the ecosystem, the panellists converged on a common conclusion: the barriers to AM adoption are no longer primarily technical. The challenge today is turning proven capability into industrial impact at scale.

impossible to produce conventionally. Yet, adoption across Australian industry remains uneven. Many organisations continue to operate in pilot mode, experimenting with AM but struggling to integrate it into mainstream production. The result is a familiar pattern: strong research outcomes, promising demonstrations and successful case studies, but limited industrial‑scale deployment.

What is holding AM back? Four systemic barriers 1.

Australia produces world-class AM researchers and engineers; however, industrial adoption depends on a broader workforce that can implement and operate these technologies. As observed by Simon Marriot, Managing Director of the Additive Manufacturing CRC (AMCRC), ‘Design capability is probably one of the biggest inhibitors to innovation in additive manufacturing.’1

As global supply chains become less predictable and advanced manufacturing gains strategic importance, AM offers Australia a pathway to greater resilience, sovereignty, and high-value production. The opportunity is real, but realising it requires more than innovation; it requires confidence, integration and execution.

Industry continues to report shortages in critical areas such as design for additive manufacturing (DfAM), process integration, production planning and industrial system optimisation. Scaling AM requires practical skills that connect design, manufacturing, quality assurance and business objectives across the entire value chain.

A sector ready, but not yet scaled Australia has established a strong foundation in additive manufacturing. The launch of the Additive Manufacturing Cooperative Research Centre (AMCRC) in 2025 demonstrates a coordinated national effort to accelerate commercialisation and develop sovereign manufacturing capability through industry-research partnerships. Globally, AM has evolved from a prototyping tool into a production technology used across aerospace, defence, health care, automotive, energy and construction. It enables faster product development, reduced material waste and the manufacture of complex geometries that are difficult or

Skills: the missing middle

Connecting this to production and using aviation as an example, one can argue that you can have world-class engineers designing aircraft, but without technicians, planners and quality professionals, nothing flies. 2.

Infrastructure: beyond the printer Investment in AM equipment continues to grow, but machines alone do not create manufacturing capability.

INNOVATION

Successful deployment requires an integrated ecosystem that includes post-processing, inspection, metrology, certified materials, digital design tools and data-driven workflows. Without these supporting elements, AM remains confined to isolated applications rather than scalable production environments.

assemblies are practical opportunities available today. The starting point should always be the problem being solved, not the technology being deployed. 2.

Build end-to-end manufacturing workflows: AM must be integrated into broader digital manufacturing ecosystems, including design, simulation, production planning, post-processing, inspection and quality assurance. Productivity gains emerge when these elements function as a connected system.

Invest in practical capability: Workforce development should prioritise DfAM, process engineering, production integration and digital manufacturing skills. Technology adoption succeeds when people can implement and scale it effectively.

Strengthen ecosystem collaboration: No single organisation can address these challenges alone. Collaboration across industry, research, government and adjacent sectors – such as machining, welding and fabrication – will be critical. Initiatives such as the AMCRC demonstrate the value of coordinated investment and shared infrastructure, while AAMN continues to support the networks and knowledge exchange needed to accelerate adoption.

Buying a 3D printer without post-processing or quality systems is equivalent to buying a CNC machine without tooling or machining strategy. You have equipment, not a manufacturing system. 3.

Investment and the business case problem The challenge for AM is rarely the technology itself; it is the way value is assessed. Traditional investment decisions often focus on unit production costs and capital expenditure; however, the greatest benefits of AM are often found elsewhere. This includes shorter lead times, lower inventory requirements, greater supply chain resilience, improved product performance and faster innovation cycles. Executives do not invest in technology for its own sake – they invest in outcomes. Until additive manufacturing is framed in commercial rather than technical terms, adoption will remain slower than its potential warrants.

Confidence, standards and trust In sectors such as defence, aerospace and medical manufacturing, trust is essential. Confidence is built through standards, certification pathways, repeatability and demonstrated performance. While international standards continue to mature, industry still identifies challenges around qualification frameworks and certification requirements, particularly for mission‑critical applications. Without clear, trusted pathways to qualification, AM can still be perceived as experimental, even when the technology itself has reached a high level of maturity.

Implications for industry leaders These barriers are not merely operational challenges; they are strategic ones. Around the world, manufacturers are embedding AM within broader Industry 4.0 and digital transformation strategies. Australia’s risk is falling behind – not in innovation, but in implementation. The opportunity remains significant. AM supports localised production, reduces dependence on global supply chains and enables economically viable manufacturing of low-volume, high-complexity parts. In an increasingly uncertain world, these capabilities represent a strategic advantage rather than an incremental improvement.

From capability to confidence: what needs to change

The bigger picture Additive manufacturing sits at the intersection of several major global trends: digitalisation, supply-chain resilience, sustainability and advanced manufacturing. Australia already possesses many of the ingredients required for success: strong research capability, growing investment and clear industrial demand. The remaining challenge is execution.

Conclusion: bridging the gap between innovation and impact Australia’s AM challenge is not a lack of innovation, it is a lack of integration. The next phase of growth will not be defined solely by better machines or new materials, but by how effectively we connect design to production, research to industry, and capability to confidence. Those who make that transition will do more than adopt additive manufacturing; they will help reshape the future of Australian manufacturing. If you work in manufacturing, engineering or technology, we want to hear your perspective: Where are the biggest barriers to AM adoption? What has worked, or not worked, in building a compelling business case? How do we move from isolated pilots to scalable production?

If the barriers are systemic, then the solutions must be equally systemic.

Join the conversation, share your experiences, and connect with others working to advance additive manufacturing through the Australian Additive Manufacturing Network.

End notes

Shift from technology to application: The focus should move from what AM can do to where it creates value. Repair, tooling, spare parts and complex

www.amcrc.com.au/print-your-profits-whats-holding-additivemanufacturing-back-in-australia/

INNOVATION

How premium fasteners improve joint integrity BY PIM OOME, BUSINESS DEVELOPMENT MANAGER – BENELUX, BUMAX

Underestimating the level of variation in thread friction and surface conditions can undermine the effectiveness of the applied torque and resulting preload, and, in extreme cases, lead to joint failure. The solution is to always choose fasteners manufactured from premium stainless steel under high-quality production processes that have less surface roughness and variation in frictional behavior. For industries such as space technology, semiconductor manufacturing and medical equipment, achieving consistent and reliable bolt preloads is critical for the performance and integrity of bolted joints.

(causing yielding in the bolt or compression in the fastened components). Factors such as surface roughness, contamination and lubrication all contribute to unpredictable frictional behavior.

Underestimating the level of variation in thread friction and surface conditions can undermine the effectiveness of the applied torque and resulting preload. Inaccurate installation can result in unintended movement, uncontrolled stresses in the assembly, and fatigue. In extreme cases, it can lead to joint failure.

Why preload accuracy matters

With materials such as stainless steel, nickel-based alloys and titanium, these frictional inconsistencies can be compounded by galling, an adhesive wear phenomenon that can seize or damage fasteners during tightening.

The problem of friction variability When a setting torque is applied to a bolt, typically only 10–20 per cent of that energy is converted into a tensile preload in the bolt. The remainder is lost to friction – including about half in the threads and half under the bearing surface. Therefore, any variation in friction has a direct and often magnified effect on the resulting bolt tension. These inconsistencies can result in under-tightening (leading to joint separation or vibration loosening) or over‑tightening

Bolt preload determines how well the joint resists external loads, vibration and fatigue. If preload is too low, cyclic loading can cause micro-movement and loosening. If it is too high, the bolt may yield or the joint material may deform. Achieving the correct preload therefore depends on stable friction characteristics, consistent material properties and precision manufacturing.

Galling – when friction becomes catastrophic Galling is a form of extreme adhesive wear that occurs when two metal surfaces, such as bolt and nut threads, seize under high contact pressure. Generic stainless fasteners can be prone to galling. Microscopic asperities on the thread surfaces shear off the protective oxide layer, exposing bare metal that adheres under frictional heat. As tightening continues, material transfers between the mating threads, leading to a rapid increase in torque to overcome the effect of galling and eventual seizure. Galling can also prevent the development of a predictable, uniform preload, which is a risk in high-integrity applications.

INNOVATION

How premium fasteners provide more accurate preloads

Reliable fasteners for the most demanding applications

Fasteners manufactured from premium stainless steel under high-quality production processes have less surface roughness and variation in frictional behavior. The production tolerances on these types of fastener threads ensure a better fit between bolts and nuts.

Through superior materials engineering and manufacturing precision, premium fasteners enable engineers to achieve accurate and predictable preloads while mitigating the risks of galling and thread seizure. The outcome is safer, longer‑lasting and more dependable bolted joints – even in the world’s most demanding applications.

The cold rolling of threads means that surfaces are also smoother and benefit from higher surface hardness. This more even stress distribution helps to minimise the risk of galling. Fasteners can be waxed during production to further help optimise the friction coefficient. Compared with generic stainless steel bolts, these types of premium stainless steel fasteners typically exhibit lower and more consistent coefficients of friction, meaning that the torque-to-tension relationship is far more predictable. In clean and/or precision applications, a range of special surface treatments are available to offer even higher levels of friction control and accuracy. For critical joints, where preload accuracy is vital, this predictability translates directly into higher reliability and longer service life.

513314A_Therma-Safe Insulation Industries l 2844.indd 1

In environments where both corrosion resistance and mechanical reliability are essential, such as semiconductor manufacturing, medical engineering and space technology, the combination of controlled friction, anti‑galling performance and high mechanical strength makes premium stainless steel fasteners a crucial choice. PIM OOME Business Development Manager – Benelux, BUMAX

20/8/2026 10:41 am

INNOVATION

Matching process to purpose BY DR CAMERON CHAI AND KEVIN PRICE, AXT PTY LTD

Choosing the right polymer additive manufacturing technology for production and prototyping. Polymer additive manufacturing has evolved far beyond its origins as a rapid prototyping tool. Today, manufacturers can choose from a wide range of technologies capable of producing everything from concept models and design validation parts, through to production tooling and end‑use components. Selecting the most appropriate process, however, requires an understanding of how each technology works and where its strengths lie. Among the most widely adopted industrial polymer technologies are fused deposition modelling (FDM), Selective Absorption Fusion (SAF), PolyJet, stereolithography (SLA) and Programmable Photopolymerisation digital light processing (P3-DLP). While all options build components layer by layer, their underlying processes produce very different outcomes in terms of accuracy, surface quality, production throughput and material performance.

FDM: the workhorse of industrial additive manufacturing FDM remains one of the most recognised additive manufacturing technologies. The process works by extruding thermoplastic filament through a heated nozzle, depositing material layer by layer until the final geometry is formed. While desktop systems have made the technology widely accessible, industrial FDM platforms incorporate sophisticated process controls, including heated build chambers and tightly regulated thermal environments. These features are critical for producing repeatable, high-quality components, particularly when working with engineering‑grade thermoplastics

Origin One textured cylinders

FDM’s greatest strength lies in functional performance. Components can exhibit excellent mechanical properties, chemical resistance and thermal stability, making the technology well suited for functional prototypes, manufacturing aids, tooling, and end-use production parts. Larger build volumes also enable manufacturers to produce substantial components in a single build cycle.

SAF: scaling additive manufacturing for production SAF represents a newer generation of powder-bed fusion technology designed specifically for cost-effective production manufacturing. The process spreads a thin layer of polymer powder before selectively depositing a high-absorbing fluid (HAF) onto regions that will form the final component. Infrared energy then fuses these areas, with the process repeated layer by layer until completion. Unlike many prototyping-oriented technologies, SAF is optimised for consistency and productivity. Its ability to manufacture large quantities of durable, dimensionally accurate parts with excellent repeatability makes it particularly attractive for low- to medium-volume production environments. For manufacturers seeking competitive cost per part and scalable production output, SAF bridges the gap between traditional prototyping and true digital manufacturing. And while materials and their properties are important, manufacturers should also look at ‘nesting density’ (i.e., how many parts can be produced per run, with higher nesting densities resulting in lower cost per part, as well as the ability to recycle unused material).

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PolyJet: delivering unmatched detail and realism

Volume Prototyping4 Neo450 Somos WaterShed stereolithography

Where surface finish and visual realism are critical, PolyJet technology remains one of the most capable additive manufacturing processes available. Operating similarly to an inkjet printer, PolyJet deposits microscopic droplets of liquid photopolymer, which are immediately cured using ultraviolet light. The technology distinguishes itself through exceptional resolution, layer thicknesses as fine as 14 microns, full-colour capability and true multi-material printing. These capabilities allow engineers and designers to create highly realistic prototypes, anatomical models, consumer product mock-ups and complex assemblies with exceptional detail. PolyJet’s combination of precision and surface quality makes it particularly valuable during product development, where physical models are often required to closely represent the final manufactured product.

SLA: the benchmark for precision photopolymer printing

The technology is also capable of producing very fine features, including geometries smaller than 50 microns.

SLA is one of the earliest commercial additive manufacturing technologies, and remains highly relevant today due to its ability to produce accurate, finely detailed components. The process selectively cures liquid photopolymer resin using a focused ultraviolet laser, tracing each layer of the component before the platform moves to create the next layer.

Importantly, P3-DLP extends beyond visual prototyping into functional manufacturing. Parts typically demonstrate high‑dimensional accuracy, tight tolerances, isotropic material properties and surface finishes comparable to injection‑moulded components. These characteristics are driving increased adoption for production tooling, jigs and fixtures, medical devices, and end-use parts.

The laser-based curing approach enables excellent dimensional accuracy, sharp feature definition and smooth surface finishes. As a result, SLA has become a preferred technology for applications such as master patterns, dental models, product development prototypes and display-quality components. It also finds use in metal/investment casting, where it is used to fabricate high-quality patterns.

Matching the technology to the application No single additive manufacturing process is universally superior. Instead, each technology addresses different manufacturing priorities. FDM continues to excel where robust thermoplastic performance is required. SAF offers a compelling pathway to scalable production. PolyJet provides unmatched visual realism and multi-material capabilities. SLA delivers exceptional feature definition, while P3-DLP combines precision with production-ready performance.

For organisations requiring intricate geometries and fine detail, SLA continues to set a high standard for photopolymer manufacturing.

P3-DLP: combining speed, precision and production performance P3-DLP builds upon the principles of vat photopolymerisation, but introduces a significant difference in how each layer is formed. Rather than tracing geometry with a laser, an entire layer is cured simultaneously using a digital light projector.

For manufacturers evaluating additive manufacturing, success ultimately depends on aligning application requirements with process capability. As polymer AM technologies continue to mature, organisations now have access to specialised solutions capable of supporting every stage of the product life cycle – from initial concept development, through to full‑scale production.

This approach enables faster build speeds while also maintaining excellent process consistency and repeatability.

FDM

PolyJet

SAF

SLA

P3-DLP

Layer resolution

Thin walls

Surface finish

Ease of use

Product development versatility

Relative comparison of technologies, rated 1(good) to 5 (exceptional)

INNOVATION

The AI governance gap BY DIJAM PANIGRAHI, CO-FOUNDER AND COO, GRIDRASTER

How most manufacturers are adopting agentic artificial intelligence without a governance plan. Manufacturers are racing towards autonomous artificial intelligence (AI) faster than most can currently govern it. Recent enterprise research found that nearly three-quarters of organisations expect to deploy agentic AI within two years, yet only about one in five currently have a governance model mature enough to manage systems that act on their own.

A three-tier model for decision rights

That gap is not a footnote; it is the central operating risk of the next two years for any manufacturer installing AI vision systems on an inspection line.

The second tier covers decisions that always require a human to sign off on before action is taken, which is where most safety-critical inspection calls belong today. The third tier covers decisions that remain off limits to AI entirely, reserved for human judgment regardless of how confident the model is.

Most coverage of this research treats the gap as evidence that governance is behind schedule. Fewer accounts explain what closing it actually requires once the AI in question is not summarising a report, but deciding whether a part passes inspection, whether an aircraft is cleared for flight, or whether a robot should act on what it just detected.

What is actually at stake on the line In manufacturing inspection, an AI vision call is rarely just a data point. It can trigger a mechanical action, halt a line, or sign off on a component headed into an assembly that eventually leaves the factory. The consequences of a wrong call are not abstract; they show up as recalled parts, grounded aircraft or a robot arm acting on a false positive. That is why regulators are not waiting for the technology to mature before drawing lines around it. Three different philosophies are playing out inside the same industry right now, and manufacturers operating across borders are effectively living under all three at once.

Three regulatory philosophies, one factory floor In the European Union, AI systems used as safety components of products that already require third-party conformity assessment – a category that captures aviation equipment and industrial machinery – are treated as high risk, and carry documented risk management obligations across their life cycle. In the United States, aviation regulators have been explicit about where the line sits. When the Federal Aviation Administration restored some certification authority after years of tightened oversight, it kept the arrangement deliberately partial: the agency and the manufacturer now alternate weekly in conducting final safety inspections and issuing the certificate that clears an aircraft for delivery and flight. Full autonomy over that sign-off has not returned. Singapore has taken a third path. Rather than freezing a comprehensive rule book, its regulators built a model designed to evolve in roughly six-month cycles, releasing a version, learning from real deployments, and revising before the next release. The country’s National AI Council has named advanced manufacturing as one of the sectors this framework is meant to govern first. None of these approaches is wrong, but a manufacturer running the same inspection system across an EU, a US, and a Singapore facility is effectively operating under three different definitions of who is allowed to decide what.

One practical response is to stop treating AI autonomy as a single switch and instead sort decisions into three tiers. The first tier covers decisions AI can make fully on its own: typically high-volume, low-consequence calls where an occasional error is small and recoverable.

The infrastructure problem few are naming A structural obstacle sits underneath all of this. Most industrial IT systems were built as one-way reporting layers. Data flows up from the sensor to the dashboard, and a person reads it. Responsible automated decision-making needs the opposite: a system that can send instructions back down to the line, confirm they were carried out, and log the exchange for audit. Very few factories have that two-way loop built and validated today, which quietly caps how much of the second and third tier can safely move into the first.

Who answers when the system is wrong Liability is the other constraint doing more to slow full autonomy than any model limitation. When an AI inspection system clears a defective part or misreads a sensor, the manufacturer holds the legal responsibility, not the software vendor or the model itself. That unresolved question of accountability, more than raw technical capability, is what keeps many manufacturers from moving decisions out of the second tier and into the first.

Narrowing the loop, not removing it There is also a less-comfortable admission worth making plainly. Alert fatigue is real, and human reviewer bottlenecks have not been solved. Flooding inspectors with every borderline AI flag does not produce safety – it produces exhaustion and rubberstamping. The more durable path is narrowing what requires review gradually, using validated performance data to move specific, well-understood decision types from tier two towards tier one only after they have earned that trust in production, not in a lab. That is a slower story than most agentic AI coverage tells, but it is the one that manufacturers actually need to build against. DIJAM PANIGRAHI Co-founder and COO, GridRaster

E ross.dixon@rsm.com.au

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Stability meets versatility Innovative new parting blades and tool holders offer increased efficiency. Walter AG is completing its Groov·tec® GD grooving tool range with a new offering, making it universally applicable for all applications in grooving/parting-off, groove turning and copy turning. Walter has added reinforced G5041 and neutral G5042 parting blades to the Groov·tec GD portfolio. Both variants are available with or without integrated precision cooling. These new parting blades come in neutral or reinforced versions, either with self-clamping or screw clamping. The range is complemented by the G5111 axial grooving system and Walter Capto™ turning holders (C3-C6) for the G5011 Groov·tec GD grooving system for radial grooving. The expanded range supports radial and axial machining: in all common materials – from steel and cast iron to difficult-to-cut materials. The system is designed for deep grooving operations and complex geometries. The Groov·tec GD product portfolio enables the user to select a universal tool for almost all diameter ranges and machining requirements. The stable double-serration profile sets new standards for maximum process reliability and stability, as it increases the tool life of the indexable insert and tool holder by up to 50 per cent. At the same time, the double-serration profile enables simple and secure installation of the cutting insert, and prevents it from being pushed out sideways during the operation – often a common problem in groove turning. The combination of integrated precision cooling and double serration also allows significantly higher cutting parameters, and thus contributes to increased efficiency. The same applies to the seven available, highly wear-resistant Tiger-tec® Gold grades (3 CVD, 4 PVD), which further increase productivity of users. Walter offers new Walter Capto lathe holders G5011-C for radial machining with insert widths of 2.5 to eight millimetres. Axial machining operations up to a cutting depth of 25 millimetres can be carried out precisely and reliably with the new G5111 tool.

With the latest new product release in April 2026, Walter AG further expanded its Groov·tec GD portfolio with three product innovations. The new G5111-P axial grooving system is available in three cutting depths (T21, T25, and T33 millimetres) and four insert widths ranging from three to six millimetres. It enables particularly stable machining conditions and high process reliability, as the precise internal coolant on the free and plain surfaces optimally supports chip evacuation in axial contours. The new Groov·tec GD boring bar range G5221 ensures high stability for large diameters starting at Dmin 44 millimetres, insert widths from three to five millimetres, and a cantilever length of up to 3×D. It is ideal for internal grooving starting at the minimum diameter, as well as for grooving depths up to Tmax 12 millimetres. The continuously reinforced tool body with an optimised design minimises vibrations, while the enlarged internal cooling bore ensures effective flushing of the working area, and optimises chip control and tool life. The new Groov·tec GD grooving system range G55xx represents another highly universal solution: insert widths ranging from two to six millimetres enable radial grooving and groove turning up to a depth of eight millimetres, as well as axial and 45-degree applications. Thanks to the reduced base, all GD cutting inserts can be used in the tool holder. This increases flexibility, reduces set-up times, and boosts cost-effectiveness on all types of lathes – from single-piece to series production. All tools of Walter’s Groov·tec GD system share fundamental advantages for its users, which is unique in the metal cutting market – the double-serration or dual-tooth profile. This innovation guarantees maximum stability by reliably preventing the cutting insert from being pushed out laterally. In combination with the wear-resistant Walter Tiger-tec Gold grades, Walter Groov·tec GD thus enables maximum cutting parameters, tool life and process reliability for users.

The double-tooth design of the Groov·tec™ GD grooving systems effectively prevents the cutting insert from being pushed out of the insert seat laterally. Image courtesy of Walter AG

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MANUFACTURING AND LEADERSHIP

A key driver of Australia’s manufacturing success, strong leadership is essential to building capability, fostering innovation and navigating an increasingly competitive industry.

30 Building capability: the changing face of regional manufacturing 32 Industry 5.0 has a leadership problem, not a technology problem 34 Safety by design 36 Supporting women to strengthen Australia’s engineering and manufacturing workforce 38 The rise of people risk

MANUFACTURING AND LEADERSHIP

Building capability: the changing face of regional manufacturing Bowhill Engineering’s journey from a small family business to a specialist heavy fabrication and machining company reflects decades of adaptation, investment, and the evolution of manufacturing capability in regional South Australia. Bowhill Engineering is a second-generation family business in Bowhill, South Australia. Its history mirrors a broader shift within South Australian manufacturing – from traditional mechanical and repair-based businesses towards highly specialised engineering operations supporting major infrastructure, defence, mining, and industrial projects. The company commenced as a rural maintenance workshop, Bowhill Motors, in the mid 1970s. In the early 1990s, Simon and Jeremy Hawkes joined the business – preferring to build rather than repair – and the business evolved into Bowhill Engineering. This transition from repair work to fabrication reflects the changing nature of regional manufacturing businesses, many of which have expanded their capabilities in response to new technologies and industry demands. Initially based on the family farm, the company relocated to its present site in 1996, some 1.5 hours east of Adelaide in the town of Bowhill on the Murray River, with a population of less than 300. In 2002, the family suffered a tragedy when Simon, who had played a significant role in shaping Bowhill Engineering, was killed in a car accident. At that point, Jeremy’s wife, Jodie – who was on maternity leave from the local high school, and with their eldest daughter just six months old – joined her husband, Managing Director Jeremy, in the business to support its ongoing operation. Over the next 10 years, Jodie held various roles – from administration, finance, IT and marketing, to compliance and strategy – allowing Jeremy to concentrate on the development and day-to-day operation of the business.

Bowhill Engineering's Jeremy and Jodie Hawkes

Today, Jeremy is Director of Business Development, with Jodie the Chief Executive Officer. The company also maintains links with the local community through the Country Fire Service, Bowhill Progress Association, Regional Development and its role as the local post office. With a current staff of more than 70 personnel, plus some 45 subcontractors assisting with the current workload, Bowhill Engineering specialises in heavy and complex structural steel fabrication and surface treatment. The company focuses on one-off bespoke structures, primarily for the infrastructure industry, while also servicing the marine, sovereign defence and mining sectors.

Growing skills locally Bowhill Engineering has maintained a focus on apprenticeship training as part of its approach to developing skills within the business and the wider industry. The challenge of building and retaining skilled manufacturing workers is shared by many businesses across South Australia, particularly those located outside metropolitan centres. ‘We spend a lot of time visiting schools, having group tours through the site, and hosting work experience and intern students, and this has resulted in more than 56 apprentices and trainees taking part in our training program over the years,’ says Jodie. ‘Drawing on local talent, we currently have 15 apprentices and one trainee at various stages, and we look to introduce four to five first-year students each year to this program. Our previous apprentices and trainees have gone on to become team leaders, supervisors, production managers, welding supervisors, WHSE coordinators, project administration and accounts support.’

MANUFACTURING AND LEADERSHIP

Expanding manufacturing capability To expand its in-house machining capability, Bowhill Engineering has recently commissioned an Okuma CNC Double Column Machining Centre MCR-A5CII 30x65 with OSP-P500 control. The investment reflects the increasing importance of advanced manufacturing technologies in enabling Australian businesses to undertake more complex work and participate in larger supply chains. ‘Okuma was consistently recommended to us, and we took time to speak to others who have this equipment. This confirmed what we were hearing about the company’s support, replacement parts to maintain productivity and technical advice from passionate engineers,’ says Jeremy. ‘Word-of-mouth referrals by people you trust is the best advice you can get, and we intend to take full advantage of the ongoing training from Okuma. ‘The large new Okuma Double Column Machining Centre enables us to undertake large, complex CNC work that we would have had to outsource, making it difficult to remain competitive. The “all inclusive” approach to the investment package meant there were no surprises with the contract and commissioning. Okuma engineers were also at pains to ensure that the selection of the machining centre was the correct choice and fit for us given our forward projections and strategies,’ Jeremy says. ‘The first CNC contract for the company includes 648 10-tonne segments for the Torrens to Darlington Cross Tunnel Passage opening, with parts four metres long, 2.4 metres wide and one metre high, with facings, grooves, tapered holes, threaded holes and radial milling with the indexing head, so there is a lot going on with these components,’ he says. The machining centre allows the company to undertake larger and more complex CNC work internally, reducing reliance on external suppliers and expanding its manufacturing capability.

ISO 9001:2015 Quality Management, ISO 45001:2018 Safety Management, ISO 14001:2015 Environment, SCA Steel Compliance-Construction 3, EPA Abrasive Blasting and Surface Coating. The focus on quality systems, compliance and collaboration reflects the increasing expectations placed on Australian manufacturers operating within complex and highly regulated industries. The company has also received more than 30 community and business awards over the past 15 years. ‘What we value most is the opportunity to work collaboratively with the client and their designers to optimise designs for durability,’ comments Jeremy. ‘The specific capabilities and nuances of the tooling and the machine itself often influence practical and efficient design outcomes. The engineering discussions and input also allow our staff to contribute to effective solutions and gain valuable technical knowledge that would otherwise remain outside the fabricator’s scope.’

Looking ahead Discussing the current economic environment in South Australia, Jodie notes that the company is working across two of the state’s major infrastructure projects. This is balanced with uncertainty in global economic conditions, requiring businesses to remain adaptable. The focus on quality systems, compliance and collaboration reflects the increasing expectations placed on Australian manufacturers operating within complex and highly regulated industries. Today’s focus for Bowhill Engineering is on return on investment following recent investment in new heavy lift capacity with a 100-tonne gantry and machining workshop expansion. The company is continuing to explore opportunities across tunnel works, sovereign defence, mining, marine and infrastructure projects.

For regional manufacturers, investments like these can help retain specialist work within the state while building technical expertise and supporting participation in major infrastructure supply chains. According to Jeremy and Jodie, the equipment is also providing opportunities for engineering staff to develop new skills and gain hands-on experience with advanced manufacturing technology. Personnel are gaining a deeper understanding of modern fabrication methods, along with improvements in efficiency and accuracy. Most of Bowhill Engineering’s work is built to specific supplied designs, but in recent years there have been opportunities to optimise designs for manufacturing buildability. For structural integrity and accuracy, adjustments can be made to designs, improving efficiencies during fabrication.

Quality and collaboration The company operates an integrated business management system supported by a document management system accessible to stakeholders. Its certified systems include

Bowhill Engineering Okuma Double Column Machining Centre

MANUFACTURING AND LEADERSHIP

Industry 5.0 has a leadership problem, not a technology problem BY ELTON BROWN, SENIOR CONSULTANT, DMS; AND LECTURER, THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL I spend my weeks in two kinds of rooms. One is the consulting room, working with manufacturers on planning and supply chain. The other is virtual rooms where I lecture online with The University of Sydney; the students are supply chain practitioners, and they often run the businesses I would otherwise be consulting to. The same pattern keeps surfacing in both – and it’s not the pattern you would expect from a sector now talking seriously about Industry 5.0. It looks like this: •

the Monday production meeting where the schedule has changed again and nobody is quite sure who approved it

•

two warehouses holding the same stock-keeping unit; one in excess, the other short. Across the businesses I see, inventory typically sits about 20 per cent higher than it needs to be, and service levels still come in three to five per cent below target

•

a forecast accuracy report that everyone presents and nobody trusts

•

the end-of-quarter scramble when sales pull orders forward that operations cannot realistically support.

These are not exotic problems; they are the daily texture of running a manufacturing business. And they have very little to do with the technology on the factory floor. Most manufacturers do not have a technology problem – they have a decision-making problem.

Connect decisions, not just systems If Industry 4.0 was about connecting machines, Industry 5.0 has to be about connecting decisions. Most of the public conversation around 5.0 is still pointing at hardware: cobots, smarter interfaces and adaptive automation. These matter, but they sit downstream of the real constraint. Walk into any reasonably modern Australian manufacturing site, and the technology is impressive. Machines are connected. Data is flowing. Dashboards are live. The capability is there; the decisions are the problem. Sales is optimising for revenue. Operations is optimising for throughput. Supply chain is optimising for service. Finance is optimising for cost. Each function is doing its job; the trouble is they are doing it in parallel rather than together. That gives you multiple versions of the truth, conflicting priorities and plans that look aligned in a steering committee, but fall apart on the floor on Tuesday.

Better data is not the answer This is where many leaders reach for the wrong lever: better data, better forecasts and artificial intelligence (AI) on top. Better inputs help, but they do not solve the underlying issue – in some cases, they make it worse. When every function gets sharper tools, each one optimises its own outcome more aggressively, and the gap between functions widens. You end up with four confident teams arguing from four accurate but incompatible numbers. The problem is not the quality of the insight; it is what happens to that insight when it has to cross a function boundary. The

cost shows up in places nobody owns. Expediting is the clearest example. In most operations I see, 50 to 80 per cent of expediting spend is pure waste, the direct financial signature of decisions that were made too late or in the wrong sequence.

What good looks like The manufacturers I see making real progress share a few traits, including one aligned plan (not three plans stitched together in a steering meeting), and one set of numbers reflecting demand, supply, and financial reality that the business actually stands behind. They also have clear decision rights so that everyone knows who owns the trade-off when sales, operations, supply and finance disagree. The escalation path is short and explicit. They have technology as a shared reference point, where AI and analytics are used to bring the business onto the same page, not to give each function a sharper weapon. And lastly, they treat planning as a decision process, not a reporting cycle; the meeting exists to make calls, not to present slides.

Where AI actually fits AI still matters; its role is just narrower than the marketing suggests. Used well, it removes argument about the baseline. Forecasts, scenarios, risk signals, and trade-off analysis can be generated faster and more consistently than any team could manage manually. That frees the conversation to move from debating the numbers to debating the actions. That is the right division of labour – one in which AI reduces the noise and people still make the decisions.

Where to start The instinct on most transformation programs is to start with systems, such as new platforms, new tools and new data layers. A more useful starting point is to ask four questions: Where do decisions actually get stuck? Where are the conflicting priorities? How many versions of the truth are in play? Who owns the final call when a trade-off is required? In most businesses, the answers expose an operating model gap, not a technology gap. Technology then gets introduced to support a clearer way of working, rather than to paper over an unclear one. Industry 5.0 is described as human-centric manufacturing. The phrase usually conjures workers and cobots side by side on the line. That is part of it. The bigger part is how the people running the business work together to make decisions about the line. The competitive edge in this next phase will not go to the operators with the most advanced kit; it will go to the ones who can take what the technology produces and act on it as one business, not four.

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Safety by design BY IMOGEN MINNS, DIGITAL MARKETING SPECIALIST, AXELENT AUSTRALIA PTY LTD

Why protecting infrastructure is becoming an operations decision, not just a compliance one. For decades, machine guarding and physical safety barriers sat firmly in the ‘compliance’ column of a facilities manager’s budget – a line item required to satisfy AS/NZS 4024 and ISO 14120, ticked off once and rarely revisited until an auditor or an incident forced the issue. That thinking is shifting. Across manufacturing, logistics and warehousing, safety infrastructure is increasingly assessed the way process engineers assess any other capital asset – by its impact on uptime, total cost of ownership, and the speed at which a facility can adapt to change. The shift is driven by a simple fact: in high-throughput environments, the costliest safety events are rarely catastrophic. They’re the mundane, repeated collisions between forklifts and racking, and between mobile plant and fixed infrastructure, that chip away at production time, damage flooring, and generate a slow drip of maintenance work. In Victoria alone, more than one worker a week is seriously injured after being struck by a forklift or falling load and, in 2024–25, WorkSafe suggests that forklifts were a factor in almost 160 workplace injuries. Comparable patterns show up in every state’s data. This isn’t a Victoria problem; it’s a design problem. The physical barrier separating people, plant and product is now doing more operational work than its ‘compliance’ label suggests.

Downtime is a safety metric, too There’s a tendency to think about ‘downtime’ and ‘safety’ as separate KPIs sitting in different parts of the business – one owned by operations, the other by work, health and safety. In practice, the two are tightly coupled, nowhere more obviously than around impact protection. Column guards, bollards and pedestrian barriers exist to absorb the collisions that happen in the ordinary course of a working day – a forklift misjudging a corner, or a pallet jack clipping a barrier leg. Systems built as a single fused

or welded assembly typically mean a damaged section can’t be isolated: repair means removing and re-anchoring a larger run of barrier, core-drilling or patching the slab, and production areas taken out of service far longer than the original knock warranted. Multiply that across a facility with dozens of columns and traffic routes, and the cumulative downtime from ‘minor’ impacts can outstrip the cost of the incidents themselves. The alternative gaining traction across the sector is modular impact protection, where individual bollards or barrier sections absorb repeated hits and are replaced in isolation, without disturbing the surrounding installation – a short piece swap instead of a half-day isolation and re-anchoring job, with no cascading damage to flooring that then needs its own repair program.

The stock question: what ‘lead time’ really costs The other variable that rarely gets scrutinised until it becomes a problem is parts availability. Imported guarding systems, particularly lower-cost product sourced from markets with longer freight lines, can look competitive on unit price, until a damaged section needs replacing, and the facility discovers that the specific profile, bracket or panel size isn’t held locally – a recurring theme in maintenance planning conversations across Australian manufacturing. For facilities with a zero-accident or continuous‑improvement philosophy, the gap between ‘replace this week’ and ‘replace next quarter’ often decides whether a barrier is fixed promptly or left in a degraded, semi-protected state until the next shutdown. It’s a factor some local suppliers build their model around. Axelent Australia, the Adelaide-based distributor for Axelent’s Swedish-manufactured range, holds standard components in local stock for this reason.

Case study: designing for a decade, not a day Cable manufacturer Nexans offers a useful illustration. At its production site in Grimsås, Sweden, the company is running Program 66 – a six-year initiative to upgrade safety across 66 machine lines, backed by a total investment of SEK 60 million (A$9 million). Rather than a one-off installation, Nexans built the upgrade entirely from modular, standard components with safety infrastructure specialist Axelent, so guarding could be redesigned on the floor as production layouts evolved. Peter Kebke, Project Manager at Nexans, says working directly within the supplier ‘saved time and made it easy to get exactly what we needed’. The result was shorter lead times, greater precision and a safer work environment. The relationship illustrates a broader point: the value wasn’t in any single product specification, but in consistency, fast technical response and confidence that a system installed today remains supported a decade on – a long-horizon approach available to manufacturers of any size. ‘The facilities getting the best long-term value out of their safety infrastructure are the ones treating it as part of the production plan, not a compliance afterthought,’ says Drew Hoxey, Managing Director at Axelent Australia. ‘A barrier

MANUFACTURING AND LEADERSHIP

system that can be reconfigured as fast as the floor around it changes ends up cheaper and safer over a 10-year horizon than the one that looked cheapest on day one.’ Safety infrastructure that can’t move with production becomes a liability the moment the layout changes.

Compliance as a floor, not a ceiling None of this diminishes the compliance dimension. AS/NZS 4024 and ISO 14120 remain the baseline reference points for machine guarding in Australian facilities, and getting risk assessment, fixed-versus-interlocked guarding and mesh aperture sizing right is still non-negotiable; however, meeting the standard tells you a guarding system is safe – it doesn’t tell you whether it’s been designed to work with the facility around it. That’s where the earlier conversation matters. Digital layout tools are increasingly used to model traffic routes, impact zones and machine cells before anything goes into the ground, catching conflicts – like a barrier blocking a forklift’s turning radius – before they become an on-floor rework problem. An established facility isn’t at a disadvantage here; modular guarding systems can be designed around existing machines just as effectively as they can be planned into a new build.

The bigger picture The common thread across examples like Nexans is that guarding and impact protection are not treated as a static, install-and-forget asset, but rather as infrastructure that keeps pace with a facility that is constantly changing – new equipment, new layouts, new traffic patterns and the ordinary wear of daily operations. That’s only possible when the underlying system is modular from the outset, with standard components that can be added to, reconfigured or partially replaced without re-engineering the whole installation. For manufacturing and logistics operators reviewing their own safety infrastructure, the practical questions worth asking are less about which standard is being met and more about what happens on the day something gets hit. The barrier’s first job is making sure that ‘something’ is never a person – physical separation removes that outcome from the equation entirely. Its second job shows up in what’s left afterwards: how long is the isolation zone, what has to be dismantled to repair or maintain it, is the replacement part in a warehouse or on a ship, and what condition is the floor left in once the repair’s done? Those are operational questions as much as safety ones, which is exactly the point.

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MANUFACTURING AND LEADERSHIP

Supporting women to strengthen Australia’s engineering and manufacturing workforce Australia’s engineering and manufacturing workforce is changing. As employers compete for skilled talent, attracting and supporting more women into technical careers isn’t simply about improving representation; it’s about building the workforce the industry needs for the future. Automation, robotics, precision engineering and digital manufacturing are transforming the way products are designed, built, and delivered. As technology advances, employers are looking for workers with increasingly sophisticated technical skills while continuing to grapple with persistent workforce shortages. Manufacturing remains one of Australia’s largest industries, employing more than 868,000 people – around 5.9 per cent of the national workforce.1 Yet, women account for only 30 per cent of that workforce, highlighting a significant untapped talent pool at a time when employers are struggling to fill critical technical roles. The challenge isn’t simply finding more workers. It’s about broadening who sees engineering and manufacturing as careers where they can thrive. ‘Engineering and manufacturing offer outstanding career opportunities, and there is a real opportunity to broaden participation and attract talented people from across the community. By doing that, we can build an even stronger workforce for the future,’ says Matthew Baker, Engineering Manager at Chisholm Institute.

Attraction is only the beginning Encouraging more women to consider engineering and manufacturing as a career is an important first step. But recruitment alone won’t solve the industry’s workforce challenge. Many career decisions are made long before someone applies for an apprenticeship or enrols in a qualification. School experiences, career advice, family perceptions and the visibility of role models all influence whether young people see these industries as places where they belong. Outdated perceptions of engineering and manufacturing as physically demanding, male-dominated or offering limited career opportunities can discourage women from exploring careers that are increasingly innovative and diverse. ‘Attracting more people into engineering and manufacturing is important, but the greatest results come when we also focus on supporting people to build successful long-term careers,’ Baker says. Supporting women isn’t about creating different pathways or lowering expectations; it’s about removing barriers that have historically limited participation, and ensuring that talented people have the confidence to pursue careers where they can succeed. ‘Support shouldn’t begin on the first day of training or end at graduation – it needs to continue throughout someone’s career journey.’

Modern talent Manufacturing today bears little resemblance to the industry many Australians still picture. Across engineering and advanced manufacturing, technologies such as robotics,

automation, computer-aided design (CAD), CNC machining and digital production systems are transforming the way products are designed, built, and maintained. According to the Australian Jobs Report1, the sector is increasingly embracing advanced technologies and specialised production processes. This evolution has created demand for workers with strong technical capability alongside adaptability, critical thinking and a commitment to lifelong learning. As the industry evolves, so too do the qualities employers value. Today’s engineering and manufacturing workforce needs professionals who can solve problems, embrace new technologies and continue developing their skills throughout their careers. That shift presents an opportunity to challenge long‑held assumptions about who belongs in these industries. Supporting more women into engineering and advanced manufacturing isn’t simply about improving gender diversity; it’s about ensuring that the sector is drawing on the broadest possible pool of talent at a time when skilled workers have never been more valuable. ‘Technical skills are critical, and when they’re combined with strong mentoring, supportive workplaces and clear career pathways, people are able to reach their full potential,’ Baker says. Creating workplaces where people feel supported doesn’t just improve individual outcomes – it strengthens businesses by improving retention, developing future leaders and building more resilient teams equipped for the future.

Partnerships in action Creating meaningful change requires more than good intentions. The Victorian Government’s Making it Equal2 strategy highlights that women make up less than one-third of the state’s manufacturing workforce, while remaining significantly under-represented in trade, technical, STEM and leadership roles. At the same time, employers continue to report shortages of engineers, welders, fabricators and fitters. Addressing these challenges requires practical collaboration. ‘The most successful outcomes occur when industry, training providers and government work together to create clear pathways and career opportunities,’ Baker says. One example is Chisholm’s involvement in the Victorian Government–funded Nice Work If You Can Get It3 project, delivered in partnership with Women’s Health in the South East and the South East Melbourne Manufacturers Alliance. The project explored the experiences of women studying engineering through a gender impact assessment, student 1 2 3

https://content.yourcareer.gov.au/sites/default/files/2025-06/ Australian%20Jobs%202025.pdf www.vic.gov.au/women-in-manufacturing https://manufacturingalliance.org.au/chisholm-institute/

MANUFACTURING AND LEADERSHIP

forums and staff workshops. It gave female students the opportunity to share their experiences while helping educators identify practical ways to strengthen learning environments. The process resulted in 16 recommendations across three key areas: building more inclusive learning cultures, embedding gender equity into institutional practices, and strengthening partnerships with employers to improve apprenticeship experiences for women. These recommendations are now being implemented across Chisholm’s Engineering Department, with a focus on practical, sustainable changes that are visible to students and strengthen their experience from the classroom through to the workplace. Alongside initiatives such as Empowering Women in Trades, this work demonstrates how partnerships can move beyond discussion, and create meaningful improvements that benefit both students and industry.

What’s possible Chisholm student Ana Gamero’s journey demonstrates what wrap-around support and equal opportunity can achieve. Originally from Peru, Gamero discovered a passion for welding after exploring new career opportunities in Australia. What began as a career change has developed into a successful future in manufacturing, supported by quality training, employer encouragement and strong industry connections. In 2025, Gamero was recognised as Empowering Women in Trades’ Apprentice of the Year – an achievement that reflects not only her technical excellence, but also the impact of practical partnerships between educators, employers and industry. Today, Gamero is helping inspire other women to consider careers in manufacturing and engineering, challenging outdated perceptions and showing what’s possible when

opportunity is matched with encouragement, mentoring, and support. ‘The women we’ve worked with consistently highlight the value of supportive employers, strong industry networks and mentors who encourage them to pursue their goals,’ Baker says.

Looking ahead Australia’s engineering and manufacturing workforce won’t be strengthened by one organisation or one initiative alone. It will take continued collaboration across schools, training providers, employers, industry associations and government to create clearer pathways into technical careers – and to ensure that more women are supported to succeed once they enter them. Supporting women isn’t separate from solving the industry’s workforce challenges – it’s one of the most practical ways of addressing them. The organisations that invest in broader participation, stronger career pathways and supportive workplaces won’t just create more opportunities for women; they’ll help build the skilled, innovative, and resilient workforce Australia’s engineering and manufacturing sectors need for the future. ‘We’ve seen what is possible when talented people are given the opportunity, encouragement and support to succeed,’ says Baker. ‘The opportunity now is to build on that success, and create even more pathways for the next generation of engineers and manufacturing professionals.’ For employers facing skills shortages, the question is no longer whether broadening participation matters, but how quickly we can enable more women to enter, remain, and thrive in engineering and manufacturing careers.

MANUFACTURING AND LEADERSHIP

The rise of people risk BY ADAM BOWLES, COUNTRY DIRECTOR, ONEADVANCED AUSTRALIA & NEW ZEALAND

Why manufacturing leaders are spending more time managing people risk than operational risk. A quiet but significant shift is underway in Australian manufacturing. For decades, operational risk dominated executive agendas – from plant uptime and supply chain continuity, to quality control and safety incidents. Today, a growing number of manufacturing companies are finding that people-related risk is consuming more of their time, board attention and investment. This is not a reflection of declining operational discipline. Rather, it signals a structural change in risk itself. Workforce complexity, regulatory pressure and shifting labour dynamics are converging to elevate people risk into a core strategic concern.

The expanding definition of risk Manufacturing has always carried inherent operational risk. Equipment failure, production bottlenecks and supply disruptions remain critical; however, these risks are increasingly well managed through automation, predictive maintenance and integrated enterprise resource planning systems. By contrast, the risk to people is becoming more complex and less predictable. It spans compliance with industrial awards, fatigue management, skills shortages, workplace safety, contractor oversight and employee engagement.

MANUFACTURING AND LEADERSHIP

In many cases, these risks are interconnected and difficult to manage without real-time visibility.

analytics have improved visibility and control across production environments.

Research supports this shift. Deloitte’s Global Human Capital Trends report says that organisations are placing greater emphasis on workforce risk, with leaders citing workforce issues as a top driver of enterprise risk exposure. Similarly, PwC’s Annual Global CEO Survey consistently shows the talent availability and workforce capability are among the top threats to growth.

Workforce management, however, has often lagged. Many organisations still rely on fragmented systems for rostering, time and attendance, and payroll. In some cases, manual processes and spreadsheets remain in use.

In manufacturing, where labour models are often complex and compliance obligations are stringent, this trend is amplified.

Regulatory pressure is reshaping priorities Australia’s regulatory landscape is a major factor behind the rise of people risk. The Fair Work Act 2009 has become increasingly prominent in boardroom discussions, particularly in light of high-profile wage theft cases across multiple sectors. While manufacturing has not faced the same level of public scrutiny as retail or hospitality, the underlying risks are similar. Complex industrial awards, overtime rules, shift penalties and enterprise agreements create a compliance environment that is difficult to manage manually. Even minor errors in rostering or time tracking can lead to systemic underpayments. At the same time, new legislation is expanding the scope of employer responsibility. Industrial manslaughter laws have been introduced across jurisdictions, alongside strengthened workplace safety obligations under Safe Work Australia frameworks, thereby elevating accountability for worker wellbeing.

Workforce complexity is increasing Manufacturing workforces are becoming more diverse and fragmented. Many organisations rely on a mix of full‑time employees, casual staff, contractors and labour hire arrangements. Each category carries different obligations and risk profiles. At the same time, demographic shifts are reshaping the workforce. Australia’s manufacturing sector is grappling with an aging workforce, while also competing for younger, digitally skilled workers. According to the Australian Bureau of Statistics labour market data, skills shortages remain a persistent challenge across trades and technical roles. This creates tension between operational needs and compliance requirements. Organisations may turn to flexible labour models to maintain output; but without robust systems, this can increase exposure to wage errors, fatigue risks and inconsistent training. The result is a risk environment that is less about isolated incidents and more about systemic vulnerability.

Technology has solved operations, but not people Manufacturers have invested heavily in operational technology over the past decade. Advanced planning systems, Internet of Things–enabled machinery, and predictive

This creates a disconnect. While production data is captured in real time, workforce data is often delayed, incomplete or siloed. Executives lack a single source of truth about who is working, under what conditions and at what cost. Analyst firm Gartner has highlighted this gap, noting that organisations with integrated workforce management systems are better positioned to manage compliance and optimise labour costs. Similarly, research by Forrester points to the importance of real-time workforce visibility in reducing operational and regulatory risk.

The cost of inaction is rising The consequences of poor people risk management are becoming more severe. Financial penalties for noncompliance can be substantial, particularly in cases of systemic underpayment. Reputational damage can be even more significant, especially as environmental, social and governance considerations increasingly influence investor and customer decisions. There are also operational impacts. Fatigue-related incidents, absenteeism, and disengagement can reduce productivity and increase downtime. In a sector already facing margin pressure, these inefficiencies are difficult to absorb. Importantly, many of these issues are not the result of deliberate misconduct; they are the outcome of systems that are not equipped to handle the complexity of modern workforce management.

From reactive to proactive workforce governance Forward-looking manufacturers are responding by investing in integrated workforce management software platforms. These systems bring together rostering, time and attendance, award interpretation, and payroll into a single environment. This enables real-time visibility into workforce activity and compliance. It allows organisations to identify risks before they escalate, whether that is an impending overtime breach, a fatigue threshold or a scheduling conflict.

People risk is now operational risk The distinction between people risks and operational risks is rapidly dissolving. Manufacturing leaders are recognising that managing people risk is not a distraction from operational priorities, but rather is fundamental to them. As regulatory expectations continue to evolve and workforce dynamics become more complex, this shift will only accelerate. Organisations that invest in workforce visibility, compliance and governance will be better positioned to navigate the challenges ahead.

4 0 P AP RA RT NT NE RE RC CO ON NT ET NE NT T - I N D U S T R I A L M A C H I N E R Y A

BARRA STEEL RAISES THE BAR WITH ADVANCED AORE AND DAITO TECHNOLOGY Melbourne fabricator BARRA Steel has significantly expanded its steel‑processing capabilities with the installation of an AORE M36‑120‑120 12‑kilowatt fibre tube laser. Established in 1995 and based in Dandenong South, BARRA Steel has delivered more than 2700 major projects across the residential, commercial and industrial sectors. Its latest investment reflects an ongoing commitment to Australian manufacturing, automation and faster project delivery. The new AORE M36 is engineered for demanding structural applications, processing tube and profiles up to 12 metres long. Its powerful 12‑kilowatt fibre laser, three‑chuck configuration and bevel‑cutting head allow BARRA Steel to process round, square and rectangular hollow sections, as well as channels, angles, I‑beams and other open profiles. Holes, slots, mitres, notches, copes, bevels and complex connections can be completed accurately in a single programmed operation. For BARRA Steel and its customers, the benefits are immediate: reduced processing time, fewer manual operations, consistent accuracy and components that can move directly into welding and assembly. 'Before the M36, much of this work was outsourced or performed manually,' says BARRA Steel Managing Director Ben Jones. 'We now control the quality, cost and lead time ourselves. The labour‑intensive task of manually cutting steelwork is gone for good.' The M36 joins BARRA Steel’s AORE PG3015 six‑kilowatt sheet fibre laser, providing fast and accurate processing of plate and sheet. Together, the two AORE systems give the company comprehensive flat‑sheet, tube and profile laser‑cutting capability within one Melbourne facility. At the heart of BARRA Steel’s structural processing operation is its long‑serving Japanese‑built Daito DCM1000 combined beam line. The DCM combines three‑spindle drilling and milling with robotic plasma coping,

marking and cut‑to‑length processing in one automated system. The combination of AORE laser technology and Daito structural steel machinery gives BARRA Steel an exceptionally broad in‑house processing platform. Sheet, tube, open profiles and structural beams can all be prepared accurately and efficiently before fabrication, reducing handling, lead times, rework and material waste. All three machines were supplied and supported by Industrial Machinery Sales & Service (IMS). The partnership brings together AORE’s high‑performance fibre

laser technology, Daito’s renowned structural steel engineering, and IMS’s Australia‑based installation, training, parts and technical support. 'The support from IMS is second to none,' Jones says. 'They understand our business, respond quickly and help keep our machines performing at their best.' For BARRA Steel, these investments represent more than increased capacity; they strengthen the company’s ability to compete with imported fabricated steelwork while supporting local employment, Australian steel and Australian projects.

SUSTAINABILITY AND RESILIENCE

A key focus for Australian industry, sustainability and resilience are increasingly driving innovation and transformation across the nation’s advanced manufacturing sector.

44 Protecting what you build 46 Stop being the quoting bottleneck 50 Why profit doesn’t always translate to cash in manufacturing 52 Beyond energy efficiency 54 A safer path to corrosion resistance 56 Why OT cybersecurity starts before design for Australian

industrial plants

SUSTAINABILITY AND RESILIENCE

Protecting what you build BY ADAM MOTT, NATIONAL MANAGER, METAL INDUSTRIES INSURANCE BROKERS

Insurance risks every manufacturer must understand. In the manufacturing sector, risk is part of the job. From heavy machinery and high-temperature processes, to complex supply chains and contractual obligations, businesses operate in an environment where a single incident can have far‑reaching consequences. While many operators focus heavily on safety and production efficiency, insurance is often treated as a back‑end necessity – until it’s needed most. Gaps in insurance coverage can significantly impact a business’s financial stability and long-term viability. Understanding key insurance risks – and addressing them proactively – can mean the difference between recovery and closure following a major loss.

The underinsurance trap: why asset values matter One of the most common and costly issues facing metal manufacturers is underinsurance. Many policies include an ‘average clause’ (also known as an underinsurance clause), which penalises businesses if assets are insured below their true replacement value. For example, if your plant and equipment are insured for $5 million, but their true replacement value is $10 million, you are effectively only 50 per cent insured. In the event of a claim, insurers will significantly reduce the claim payout, even if the claim itself is well below the insured value arranged within the policy. In an environment where machinery costs, steel prices and labour rates are continually fluctuating, outdated asset valuations can leave businesses dangerously exposed. Regular, professional asset valuations are essential – not only to satisfy insurers, but to ensure that your coverage reflects the real cost of rebuilding and replacing.

Business interruption: protecting your income and survival While physical damage is often the most visible impact of a loss, the real threat to a manufacturing business is often the interruption that follows. Business interruption (BI) insurance is designed to protect your income during periods when operations are halted due to an insured event; however, many

businesses underestimate the time and cost required to return to full production. Consider the realities: •

Lead times for specialised machinery can extend well beyond 12 months.

•

Supply chain disruptions can delay raw materials.

•

Skilled labour may not be immediately available.

•

Regulatory approvals and rebuild timelines can be prolonged.

In addition to lost revenue, businesses often incur significant additional costs – such as outsourcing production, paying overtime wages, leasing temporary equipment, or expediting freight – to maintain customer relationships. Selecting an adequate indemnity period and sum insured is critical. Without it, even a well-insured physical loss can evolve into a cash flow crisis that threatens the entire business.

Contracts and hidden liabilities: what you sign matters In today’s commercial environment, contracts are increasingly shifting risk between parties – often in ways that are not immediately obvious. Clauses such as ‘hold harmless’ agreements, waivers of subrogation, and broad indemnity provisions can transfer significant liability onto your business. The danger lies in the fact that many Public & Products Liability policies contain a standard contractual liability exclusion. This means that liabilities you assume under contract may not be covered by your insurance. For example, if you agree to indemnify a client for losses arising from your work – even where you are not negligent – you may be stepping outside the protection of your policy. Some insurers offer extensions to remove or soften the contractual liability exclusion, providing broader protection aligned with modern contractual demands; however, these extensions are not automatic and must be carefully negotiated. The key takeaway: never sign a contract without understanding the insurance implications. A simple clause can override years of prudent risk management.

SUSTAINABILITY AND RESILIENCE

Professional risks: not just for consultants Many manufacturers are increasingly involved in design, engineering input, or technical advice – whether in-house or through outsourced providers. This introduces exposure to professional liability risks that are not covered under standard liability policies. Professional indemnity (PI) insurance is designed to protect against claims arising from errors, omissions, or negligent advice. Importantly, even if design work is outsourced, your business may still carry vicarious liability for that work in the eyes of your client, especially if you’ve signed a contract with that particular client. Without adequate PI cover, a design flaw or specification error could result in costly claims for rework, delays, or third-party losses – none of which would typically be covered under Public and Products Liability policies. Some policies may provide an Errors and Omissions extension. Ensuring that your insurance program reflects the true scope of your operations – including advisory or design elements – is critical.

The fine print: business descriptions and policy endorsements Insurance policies are not one-size-fits-all, and the detail matters. An inaccurate or incomplete business description can lead to claims being reduced or denied. For example, if your policy describes your operations as ‘metal fabrication’, but you also undertake installation, onsite work, or design, you may be exposing uninsured activities. Similarly, endorsements and additional exclusions attached to policies can significantly alter coverage. These are often overlooked, but may restrict key protections – such as height limits, heat work exclusions, or restrictions on specific industries or activities like automotive, aviation and mining. It is essential to: •

ensure that your business activities are fully and accurately described

•

review all endorsements and exclusions carefully

•

seek advice where wording is unclear or ambiguous.

Metal manufacturers face unique risks and require tailored insurance solutions that provide meaningful protection, not just compliance. When the unexpected happens, the strength of your insurance program can determine whether your business bends or breaks.

ADAM MOTT National Manager, Metal Industries Insurance Brokers

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Stop being the quoting bottleneck BY BLAKE MCCROSSEN, MANAGER, PAPERLESS PARTS ANZ

Australia’s metal fabrication sector is growing, and every fabricator I speak to is chasing the same thing: more of that growth landing in their own margin. Rising energy and input costs mean that protecting margins has never mattered more, and the shops pulling ahead are the ones finding ways to work smarter, not just harder. I spend most of my time talking to people running sheet metal and fabrication businesses across Australia, and the pattern is consistent: it’s the businesses that have grown past a handful of people, running more than one process, with quotes going out every day, that have the most to gain from getting quoting right. If that sounds like your shop, here’s what I’m seeing work.

The bottleneck nobody budgets for Skilled people – welders, estimators and technicians – are in short supply across the sector, and that is exactly why quoting matters so much. In the businesses I talk to, quoting is rarely handled by just one person; it’s usually an estimator, or a small estimating team, working through a backlog that never quite clears, with pricing logic that lives in someone’s head or a spreadsheet nobody else fully understands. For the owner or director, that is a visibility problem as much as a capacity one: it’s hard to know your real win rate, or which jobs are actually making you money, when every quote is built slightly differently depending on who had time to do it. Here’s a number worth sitting with: about seven in every 10 quotes a shop sends out will never turn into a job. That is not a reason to quote less carefully; it’s a reason not to have your most experienced people spending hours hand‑calculating quotes that were never going to convert, when that time could go into the ones that will, or back into the work only they can do. And speed matters more than ever. Clients now expect a quote back within two hours and parts delivered within two days, and the fabricator who responds first wins the job around nine times out of 10, regardless of price. Get your quote out first, and you are usually already ahead, no matter how good your competitor’s numbers are.

Where the hours actually disappear Ask most estimators where their day goes and the honest answer is not pricing, but admin. A request for quotation (RFQ) arrives by email, often as a zip file with a print, a model, a spec sheet and a purchase order buried inside. Someone has to open it, save the files somewhere sensible, work out what was actually asked for, and manually build a line item for every part before any pricing can even start. On a straightforward job, that is a nuisance. On a multi-part assembly, it is the whole afternoon. This is where I think the bill of materials deserves more attention than it gets, because in sheet metal fabrication it is one of the biggest hidden time costs in the entire quote. A single assembly can carry dozens of components, purchased hardware and fasteners buried inside a model tree, all of which an estimator traditionally has to identify, count and cost by hand before a price can even go out. Get it wrong and you have either underquoted the job or possibly have to run at a loss, or overquoted one you were never going to win. Software that can read the CAD file, extract the tree structure, and build the bill of materials (BOM) automatically, flagging subcomponents and hardware as it goes, is exactly what turns a complex assembly quote that used to take four days into one that takes about four hours. Getting the intake step right matters just as much. Rather than an estimator manually opening an RFQ email, saving every attachment, and typing part numbers and quantities into a spreadsheet, that email can simply be forwarded straight into the quoting platform. Paperless Parts’ artificial intelligence (AI), which has been trained specifically to read manufacturing data, the email

SUSTAINABILITY AND RESILIENCE

and every attachment, pulls out part numbers, revisions, descriptions and quantities, works out who sent it, and builds the line items automatically, all before anyone has manually touched a file. Paperless Parts reports that this alone has cut quote set-up time by as much as 90 per cent for shops that have adopted it.

What I would actually check first If any of that sounds familiar, here is where I would start looking. Work out how much of your estimator’s week, or your own, goes into quotes that never convert. Compare how long a straightforward part takes to quote against your fastest competitor’s turnaround. And be honest about whether your pricing logic and your BOM process live in a system, or in one person’s head and a folder of half-named files. The results reported by shops reflect what closing that gap actually looks like: a single component quoted in around 15 minutes instead of two hours, a complex assembly in about four hours instead of four days, and RFQs answered roughly six times faster than manually. None of that replaces an estimator’s judgement; it gives that estimator their time back, freed up from data entry, file-hunting and BOM building, and puts it where it actually earns its keep.

Why I am writing this There is currently no dominant, purpose-built quoting platform for fabrication shops in Australia, whether that’s a growing mid-sized operation or a larger multi-site manufacturer. Most businesses are stuck choosing between a spreadsheet, a quoting module bolted onto a machine-specific CAD/CAM suite, or a generic enterprise resource planning add-on that treats quoting as one feature among many rather than the core job it actually is. That is the gap Paperless Parts is built to fill. The fix does not start with hiring more people; It starts with getting the slowest, most manual parts of the sales process – the intake, the BOM and the filehunting – out of the way, so that the people already on your team can spend their time on the work that pays.

BLAKE MCCROSSEN Manager, Paperless Parts ANZ

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4 8 P AP RA RT NT NE RE RC CO ON NT ET NE NT T - A M T R O N I C S A

TWENTY YEARS OF SERVICE, INNOVATION AND PARTNERSHIP: AMTRONICS AND MURATEC IN AUSTRALIA For more than 20 years, Amtronics has proudly represented Muratec in Australia, delivering world-class sheet metal machinery backed by technical support, automation expertise and long-term customer service. Unlike many machinery suppliers that evolved from sales, Amtronics was founded on service. That service-first philosophy remains central to Amtronics's business, and has helped the company build lasting relationships with manufacturers across Australia and New Zealand. Throughout its history, Amtronics has maintained a large team of full-time employed service engineers, providing responsive local support, software integration expertise and specialist technical knowledge. Investing in advanced manufacturing technology requires more than purchasing machinery. Long-term success depends on skilled engineers who understand mechanical systems, electrical controls, software platforms and sophisticated automation technologies. This focus on technical excellence aligns with Muratec’s history and values. Established in Kyoto, Japan, in 1935, Muratec has built a worldwide reputation for precision engineering,

reliability and manufacturing excellence. Since entering the sheet metal machinery industry in 1970, the company has become a global leader in punching, automation and intelligent material handling systems, supplying advanced solutions across Asia, Europe, North America and Oceania. Drawing on more than 50 years of innovation in sheet metal manufacturing, Muratec combines renowned Japanese build quality with advanced automation technologies. Its expertise is evident in solutions that integrate punching, forming, sorting, material storage and unmanned production into efficient manufacturing environments. A recent example is the installation of a Muratec M3058TG turret punch press integrated with the FG3015 sorting and material handling system at RXI, near Sydney. The project showcases Muratec’s automation leadership and Amtronics’ expertise in delivering highly technical manufacturing solutions. As Muratec’s top-of-the-range punching machine, the M3058TG combines high-speed punching, forming and tapping within a single platform, delivering productivity, flexibility and precision.

The FG3015 complements the punch press by managing material loading, finished-part sorting and production flow, creating an integrated cell designed to maximise machine utilisation and support unattended production. Working closely with Muratec’s automation specialists in Japan, Amtronics managed the RXI project from application analysis and software integration, through to commissioning, operator training and ongoing technical support. The installation demonstrates the quality and reliability of Muratec’s Japanese-built machinery, together with Amtronics’s capability in sophisticated automation, machine networking and software integration. It is a strong example of advanced automation being successfully implemented and supported in Australian manufacturing. After more than two decades of partnership, Amtronics continues to provide Australian manufacturers with access to advanced sheet metal fabrication and automation technologies, combining Japanese engineering excellence with local service, technical expertise, long-term support and capacity for future growth.

SUSTAINABILITY AND RESILIENCE

Why profit doesn’t always translate to cash in manufacturing BY SAMANTHA ZEBROWSKI, PARTNER, BUSINESS ADVISORY, WILLIAM BUCK ADVISORY Many manufacturing businesses are profitable, yet constantly short on cash. It’s a conversation that comes up again and again with manufacturing owners and leaders.

Profit is a measure of performance, whereas cash flow is a

On paper, the business looks strong. Sales are healthy, margins are solid and the production pipeline is full. And still, the same question keeps surfacing: ‘Why does it always feel like we’re chasing cash?’

timing of major capital equipment investments, where significant

In today’s environment, where global supply chains remain fragile and input costs are less predictable, that question is surfacing more often, and with greater urgency. The answer lies in the unique cash dynamics of manufacturing.

measure of survival; and in manufacturing, survival depends on how efficiently you convert inputs into cash and manage the up-front spend can quickly tighten liquidity. In the current environment, where equipment lead times are longer and supplier terms less flexible, these investments often require staged payments and careful timing. Installation downtime and delayed payback can disrupt normal cash cycles if not planned deliberately.

Unlike service businesses or retailers, manufacturers carry significant working capital throughout the entire production cycle. Cash leaves the business long before revenue comes back in, and the gap between those two milestones can be surprisingly wide.

The opportunity: small changes, big cash impact

These dynamics become even more pronounced when conditions are less stable; delivery timelines stretch, supplier pricing shifts with little notice and access to working capital is more closely scrutinised.

working capital.

The hidden cash trap in manufacturing

The good news is that improving cash flow doesn’t always require selling more or cutting costs. Often, the biggest wins come from tightening the operational levers that influence A few targeted improvements can release significant amounts of cash: •

Inventory management: Reducing excess stock, improving reorder points and increasing visibility across

Manufacturing ties up cash at every stage of the process:

the supply chain.

•

raw materials purchased weeks or months before production even begins

•

work in progress sitting on the factory floor, consuming labour and overhead

•

finished goods waiting to ship or sitting in a warehouse

troughs, planning purchases, and aligning production

•

customers who often take 45–60 days to pay, even after delivery.

with demand.

Debtor collection: Shortening payment cycles, enforcing terms and improving invoicing accuracy. Cash flow forecasting: Anticipating peaks and

These aren’t dramatic changes; they’re disciplined ones. But

When you add seasonal demand swings, supply chain delays, rising input costs, the ongoing shipping constraints and changing trade relationships, it’s easy to see how cash can be locked up for months before it returns to the business. Profit may look strong on the profit and loss statement, but the bank account tells a very different story.

in manufacturing, even small adjustments can free up tens or

This is why so many manufacturing owners feel like they’re running hard just to stay in the same place. The business is performing, but the cash conversion cycle is dragging behind.

industry demands large up-front investment long before revenue

The profit focus versus the cash reality

prudent; it helps protect cash and preserve flexibility, and it

What we often see is a strong focus on profit; improving margins, increasing throughput and reducing waste. All of that matters, but far less attention is paid to the cash conversion cycle, which measures how long it takes to turn investment in materials and production back into cash in the bank. A business can be profitable and still run into cash stress if: •

inventory levels creep up

•

production bottlenecks slow down throughput

•

customers stretch payment terms

•

forecasting doesn’t anticipate seasonal swings

•

purchasing decisions aren’t aligned with sales cycles.

hundreds of thousands of dollars that are currently sitting idle in materials, work in progress, or overdue invoices. Manufacturing businesses don’t struggle with cash because they’re poorly run; they struggle because the nature of the arrives. By shifting some focus from profit to cash conversion, owners can unlock the working capital already inside their business. In uncertain conditions, this shift in focus isn’t just ensures that the business can respond deliberately rather than reacting under pressure. For more information, please contact your local William Buck Manufacturing Specialist advisor.

SAMANTHA ZEBROWSKI Partner, Business Advisory, William Buck Advisory

Is your Manufacturing business Future Ready? When conditions are uncertain, the greatest risk isn’t volatility itself; it’s being forced to make rushed decisions without clear options. Rising costs, tighter margins and external pressures can leave business owners reacting instead of leading. Future Ready is designed to help you stay in control. We provide clear, practical guidance to help you understand where your business stands and identify the choices available to you, so you can focus on the decisions that matter most. By focusing on fundamentals such as cash flow, scenario planning, governance and tax, we help you preserve options, make better decisions under pressure and protect the business value you’ve built, while staying ready for what comes next.

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Beyond energy efficiency BY HRISTOS MATHEOU, OPERATIONS MANAGER, ELECTRIC MOTOR POWER

Alternating current to direct current motor conversion can support more sustainable manufacturing. Australian manufacturers are under increasing pressure to reduce energy consumption, improve productivity and extend the life of existing equipment. Rather than replacing entire systems, many are exploring targeted upgrades that improve operational performance while supporting broader sustainability objectives. Motor systems is one area attracting renewed attention, particularly where advances in brushless direct current (BLDC) technology may offer practical benefits for specific applications. For many organisations, sustainability is no longer measured solely by emissions or electricity consumption. It increasingly reflects how efficiently equipment performs over its entire operating life – from energy use and maintenance, through to reliability, service life, and replacement intervals. This broader perspective is prompting engineers to evaluate whether existing motor systems continue to meet modern operational requirements. There is growing interest in alternating current (AC) to direct current (DC) motor conversion as manufacturers seek to improve efficiency without replacing entire systems. The key question, however, is not whether DC technology is inherently better than AC; it is whether the motor architecture is the right fit for the application.

Looking beyond energy efficiency Energy efficiency remains an important sustainability objective; however, it is only one part of the equation. A motor that consumes less electricity may not deliver the greatest long‑term benefit if maintenance demands remain high, reliability is compromised, or the system cannot adapt to changing operating conditions. This is why many engineers now assess equipment using a whole-of-life approach rather than focusing solely on up‑front purchase costs or quoted efficiency ratings. Total cost of ownership provides a broader framework for evaluating operational performance by considering various factors, such as: •

energy consumption

•

maintenance requirements

•

equipment downtime

•

operational life

•

replacement and disposal costs.

Viewed through this lens, sustainability is closely linked to productivity and asset performance. Equipment that operates reliably for longer, requires less maintenance, and consumes less energy delivers both environmental and commercial benefits.

Why operating conditions matter Motor performance depends on how equipment is used as much as the technology itself. Two motors with similar power ratings can produce very different energy outcomes depending on duty cycle, load profile and operating conditions. Applications that operate continuously under fixed loads typically place different demands on a motor than systems that frequently start, stop, or vary in speed. In variable load environments, improved speed and torque control can reduce unnecessary energy consumption while minimising mechanical stress on surrounding equipment. Modern BLDC systems incorporate electronic controllers that adjust motor output to match operational demand. Rather than operating continuously at a fixed speed, these systems can respond dynamically to changing loads, improving efficiency where operating conditions fluctuate throughout the day. These considerations are particularly relevant across Australian manufacturing, where many facilities operate equipment with varying production schedules – changing throughput requirements – and aging infrastructure. Understanding how equipment performs under real operating conditions helps engineers to identify opportunities where targeted upgrades may deliver meaningful operational improvements.

Where AC to DC conversion can support sustainability In the right circumstances, converting from AC to DC can improve both operational performance and long-term sustainability outcomes. High-run-time applications often present the greatest opportunity, as even modest improvements in efficiency accumulate over thousands of operating hours. Reduced energy use, longer maintenance intervals and lower downtime can deliver significant life cycle benefits. Variable speed applications, including conveyors, pumps, automated equipment and material handling systems, can also benefit from improved controllability. Matching motor output more closely to operational demand reduces wasted energy while improving process control.

SUSTAINABILITY AND RESILIENCE

As manufacturers increasingly adopt battery-powered, hybrid, and renewable energy systems, DC motor architectures are becoming attractive for applications where direct integration with battery storage or renewable power simplifies the overall electrical system. Eliminating unnecessary power conversion stages can improve overall system efficiency while supporting greater operational flexibility. In some applications, BLDC motors also provide higher power density than comparable AC systems, letting engineers reduce overall system size and weight where installation space is limited. Importantly, these benefits depend on the application. Successful projects begin by understanding operational requirements before selecting the most appropriate motor architecture.

When retaining AC may remain the better engineering decision Despite growing interest in electrification, AC motors continue to provide an effective solution across many manufacturing environments. Applications operating at constant speed under predictable loads often perform efficiently using existing AC infrastructure. Where equipment is already well matched to the production process, the benefits of conversion may not justify the cost or complexity of retrofit.

Successful conversion, therefore, depends on integrating the motor, the controller and the power supply as a complete system, rather than evaluating each component independently.

Applying the principles in practice Consider an industrial pumping system operating across multiple production shifts. Demand fluctuates throughout the day; however, the existing fixed-speed AC motor continues operating at constant output regardless of changing process requirements. Rather than assuming a motor replacement will automatically improve efficiency, engineers first evaluate the pump curve, operating profile, required flow rates and overall system architecture.

Similarly, systems with relatively low operating hours or limited maintenance requirements may deliver little measurable improvement from conversion.

If the assessment shows that variable speed operation would better match operational demand, a correctly specified BLDC motor and electronic controller may reduce unnecessary energy consumption while also reducing mechanical stress on bearings, seals, and other rotating components. These improvements can contribute to lower maintenance requirements and reduced life cycle costs over time.

From a sustainability perspective, replacing equipment simply because newer technology exists is rarely the best outcome. Extending the useful life of reliable assets, while improving performance where appropriate, often delivers greater environmental and commercial value than unnecessary replacement.

Conversely, if the pump already operates continuously under a stable load and performs efficiently within the existing installation, retaining the AC motor may remain the more practical engineering decision. The objective is not to replace equipment unnecessarily; rather, it’s to select the motor architecture that best supports the application’s operational requirements.

This balanced assessment is central to responsible engineering practice. Technology should be selected because it suits the application, not simply because it is newer.

Sustainable manufacturing starts with informed engineering decisions

Engineering considerations for successful conversion Where conversion is being considered, engineers must evaluate the entire system rather than treating the project as a simple motor replacement. Mechanical compatibility is often the first consideration. Frame size, mounting arrangements, shaft dimensions, cooling requirements and available installation space all influence the feasibility of retrofit. Electrical integration is equally important. DC motors require compatible controllers and power architectures to achieve their intended performance. Controller selection directly affects efficiency, torque control, protection features and long‑term reliability. Engineers must also assess operating characteristics, including duty cycle, starting torque, peak loads and expected run time. Selecting a motor based solely on nameplate ratings may result in poor real-world performance if these operating conditions are not fully understood.

As Australian manufacturers continue balancing productivity, energy costs and sustainability objectives, decisions about motor technology are becoming increasingly strategic. Rather than asking whether AC or DC is inherently better, engineers are increasingly asking which solution best supports the operational demands of a specific application. AC to DC conversion offers significant opportunities where variable speed operation, battery integration, or improved controllability are priorities. Equally, many existing AC systems will continue delivering high performance for years to come. The most successful projects begin with a thorough understanding of how equipment operates, the demands placed upon it, and the outcomes the organisation is trying to achieve. By evaluating equipment through a whole‑of‑life engineering perspective, manufacturers can make informed decisions that improve efficiency, extend asset life and support more sustainable operations without replacing equipment unnecessarily.

SUSTAINABILITY AND RESILIENCE

A safer path to corrosion resistance CONTENT PROVIDED BY ALPHAWELD SUPPLY GROUP

Using electrochemical passivation as a sustainable surface treatment option for corrosion resistance. Corrosion resistance is a critical part of delivering reliable, long-lasting stainless steel finishes, but achieving it commonly involves hazardous practices that cannot remain the status quo. For many welding professionals, fabricators and maintenance teams, safety and sustainability is a growing concern for the future of their operations. With stricter regulation being enforced nationwide in December 2026, these concerns are not just limited to fume exposure, but also open an opportunity for all welding processes to leverage the latest technology and minimise risk. In recent years, electrochemical passivation has been introduced as an effective, low-risk alternative, helping to ensure that fabricated components perform as intended – even in the harshest operating environments – while significantly improving the impact on workers’ health and the environment.

Surface treatment benefits you can’t ignore The advantages of electrochemical passivation extend beyond corrosion prevention to include enhancements in workplace safety and sustainability. It improves adhesion for future coatings while reducing friction and maintaining the aesthetic appeal of metal parts. Importantly, it doesn’t compromise dimensional tolerances, which is crucial for precise and safe applications. Electrochemical surface treatments are designed with sustainability at their core. Modern systems limit hazardous chemical use, facilitating safer disposal and fewer regulatory issues, further boosting workplace safety. The passive films defend against chemical attacks from environmental contaminants, making them ideal for settings where safety and pollution control are critical, such as in marine environments and chemical processing plants.

Removing the risk of traditional cleaning methods

Evolving operator safety

Many fabricators still rely on abrasive grinding, wire brushing or pickling paste to clean welds. While these methods have their place, they each come with significant drawbacks. Mechanical grinding removes material from the surface and can introduce scratches that become future corrosion sites. Wire brushes may leave embedded contaminants if the incorrect brush is used, while also failing to fully restore corrosion resistance.

Prioritising the safety of your team should be at the forefront of any welding operation. With rising awareness about the critical importance of welding exposure limits and the ongoing need to minimise hazards in fabrication workshops, introducing electrochemical passivation over traditional methods – like chemical and mechanical grinding – represents a significant investment in your team’s wellbeing.

Pickling pastes are hazardous chemicals that are effective, yet they present several operational challenges, including lengthy application times, extensive neutralisation and disposal procedures, and significant personal protective equipment. Electrochemical passivation addresses many of these limitations by delivering fast, controlled cleaning with minimal surface damage and greatly reduced chemical exposure. Modern systems are specifically designed to improve operator safety while producing consistent, repeatable results.

How the passivation process works Stainless steel owes its exceptional corrosion resistance to an invisible chromium-rich oxide layer that naturally forms on its surface. During welding, the intense heat can disrupt this passive layer while producing heat tint, oxidation and surface contamination around the weld zone. If these affected surfaces are left untreated, they become ideal locations for rust formation, pitting corrosion and contamination. The electrochemical process begins with preparing the metal surface by safely removing contaminants with a carbon fibre brush, ensuring a clean slate for passive layer formation without harsh chemicals.

This cleaner, safer method not only mitigates health risks associated with hazardous substances, but also contributes to a more sustainable workplace environment. By leveraging advanced techniques that enhance safety, you’re setting a new standard in workplace safety culture, ensuring that your workforce is protected while optimising operations for the future.

Investing in long-term change Choosing the correct post-weld treatment should never be viewed as an optional finishing step – it is an investment in the long-term sustainability of operations and the crew involved. Reducing exposure to harmful cleaning practices benefits everyone involved in the fabrication process. Electrochemical passivation restores the corrosion resistance that welding temporarily disrupts, improves appearance, protects the team and helps ensure compliance with demanding industry standards. As fabrication technologies continue to evolve, electrochemical passivation has established itself as the benchmark for efficient, safe and highly effective stainless steel surface treatment. For workshops committed to producing premium‑quality work, it represents one of the smartest investments in both productivity and long-term customer satisfaction.

Passivation machines, such as the Betaweld PASIV8, use an environmentally friendly electrolyte solution and a controlled electrical current to initiate uniform oxidation. This safer method guarantees the protective film’s quality and sustainability, making the workplace safer, and reducing environmental impact. The outcome is a passive layer that not only improves corrosion resistance, but also aligns with safer and more sustainable manufacturing practices.

Electrochemical passivation. Image courtesy of Alphaweld Supply Group

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Why OT cybersecurity starts before design for Australian industrial plants BY JEFF ELLIOTT

Growing connectivity and long-term operational requirements are pushing cybersecurity decisions into the earliest stages of Australian industrial project design. The earliest decisions in a new Australian industrial project often have the longest impact. Choices involving automation, supplier access, and long-term support can be difficult and expensive to change once the process has been commissioned, yet they will continue to affect reliability, maintenance, and operational risk for years. Operational technology (OT) cybersecurity is now one of those foundational decisions. OT includes the control systems, industrial networks, software, and connected devices used to monitor and operate physical processes. Unlike traditional IT systems, which primarily manage business information, OT controls the plant itself, including pumps, valves, turbines, motors, production equipment and other critical process assets. As industrial facilities become more connected, protecting these systems is becoming just as important as protecting the physical infrastructure they control. In many industrial projects, however, OT cybersecurity is still treated as something that can be handled later, after the main technology selections have been made and the system design is already moving towards detailed engineering or commissioning. That approach simply does not work anymore. As industrial systems become more connected and cybersecurity requirements continue to expand, decisions made late in the project can create compliance issues, increase costs, complicate commissioning, and leave plant owners with security gaps that are much harder to address after startup. In the European Union (EU), OT cybersecurity is moving beyond a matter of technical preference. The Cyber Resilience Act and NIS2 are placing defined responsibilities

on both sides of the industrial environment. Suppliers must provide products that meet security requirements, while critical infrastructure operators must manage cybersecurity risk throughout their operations. ‘In the EU, cybersecurity is enforced by law. That is why everyone is on their toes,’ says Teemu Kiviniemi, Solution Manager for OT Cybersecurity Services at Valmet, which provides process technologies, automation systems, and services for the pulp, paper, and energy sectors. According to Kiviniemi, the shift in Europe is creating a particular challenge in engineering, procurement and construction projects (EPCs), where EPCs are often responsible for bringing together the many suppliers required to deliver a complete power plant, refinery, chemical plant, water treatment facility, or other industrial asset. In these projects, the EPC may be responsible for defining the cybersecurity requirements during the project and making sure suppliers meet them; however, once the plant is handed over, the owner is responsible for operating the system securely and maintaining that security over time. ‘The analogy is similar to an automobile: the manufacturer can build a vehicle that meets applicable regulations, but the driver must still understand and follow the rules of the road,’ says Kiviniemi. That puts EPCs in the position of delivering plants that support compliance, even though the ongoing cybersecurity responsibilities extend beyond the construction project and into the operating life of the facility. This is where timing becomes critical. When cybersecurity is considered only after the core system architecture has already been selected, the project

SUSTAINABILITY AND RESILIENCE

with an unknown IP address and it shouldn’t do that,’ says Kiviniemi.

OT/IT integration raises the stakes Traditionally, automation systems have functioned as isolated, highly secured environments with strict controls preventing any external data exchange. This isolated architecture provided strong protection against cyber threats, but it also meant that data could not move freely into or out of the OT network. That became a problem as industrial operators began looking for ways to connect production systems with analytics platforms, cloud services, enterprise resource planning (ERP) systems, and other business technologies. These connections can provide a much clearer view of plant performance and help operators identify problems earlier; however, they also remove some of the separation that once protected the OT environment. team is effectively trying to add security after the product has been designed. ‘It is like first making a product and then putting the quality in afterwards. It doesn’t work that way,’ says Kiviniemi. ‘You need to take cybersecurity into consideration from the start.’

The cost of late cybersecurity decisions Once the system architecture is already established, new cybersecurity requirements can be difficult to accommodate without creating additional complexity. Compliance may require new components, changes to existing interfaces and workflows, or exceptions that leave the overall system more difficult to operate and maintain. The cybersecurity requirements also continue after the project is complete. Although the EPC may still deliver the project on time, any compromises made during design can remain with the owner for the next 20 to 30 years. This is particularly important in OT, where industrial systems cannot be patched, modified, or rebooted with the same freedom as conventional IT systems. ‘Email server patching may inconvenience employees for an hour. A poorly timed or poorly tested OT patch can affect production, safety, or, in the case of a power plant, one million people don’t get electricity and it makes headlines,’ says Kiviniemi. In an OT system, a known vulnerability may remain open for some time before the patch can be installed. Software updates in an industrial control system are rarely immediate. Before anything is installed, the automation supplier must determine whether the update applies, test it against the control system, and confirm that it will not interfere with operations. Even after that work is completed, the plant may not be able to install the update until the next scheduled outage or maintenance window. Until then, the vulnerability remains, which means some other form of protection is required. Kiviniemi says this is where support after commissioning becomes critical through patch assessment, vulnerability management, monitoring, endpoint protection, and life cycle support. ‘Our system can detect if there is unauthorised access, or for some reason a specific server is starting to communicate

As a result, the challenge is no longer simply keeping the OT network isolated. It is controlling how operational data moves between OT and IT systems without creating unnecessary risk. This becomes even more important as artificial intelligence (AI)–driven tools enter process automation and place greater demands on the distributed control systems that keep continuous industrial processes running safely and reliably. With modern automation platforms like Valmet DNAe, cybersecurity is built into the underlying architecture, with support for IT/OT convergence, with industrial-standard interfaces and edge technology providing connectivity from field-level sensors through to cloud applications. This allows data to move across the system and supports the use of digital intelligence and AI-based tools at different levels of the operation. Communication and data management are organised through the Trusted Information Framework (TIF), which forms the foundation of the distributed control system. Security measures, including authentication, role-based access control, encryption, endpoint protection, and audit trails are incorporated into that framework. Because these capabilities are part of the original design, the system does not depend on cybersecurity being added later to an architecture that was not built to support it. The security requirements are addressed while the system is being designed, before the major architectural decisions are already fixed. Today, cybersecurity belongs in the earliest project conversations because the decisions made during design will remain with the plant long after commissioning. When those questions are left until the end, the plant may still operate as intended, but securing and maintaining it will usually become more difficult and more expensive. That problem will only increase as Australian industrial systems become more connected and cybersecurity requirements continue to expand. Cybersecurity is no longer a separate task that can be assigned near the end of engineering. It must be considered as part of the automation system from the beginning and carried through the life of the plant.

AMTIL NEW MEMBERS

Welcoming new AMTIL members AMTIL’s member organisations become part of a national network committed to innovation, collaboration and industry growth. They receive strategic support, valuable insights and a platform to influence the future of manufacturing in Australia. This edition, we welcome the below new members.

AUTOA PTY LTD

ULTRALIFT AUSTRALIA

Australian provider of robotic welding cells, delivering flexible, high-performance automation solutions designed to improve productivity and support manufacturers, fabricators and engineering businesses.

Melbourne manufacturer of motorised TV lifts, projector lifts, AV mounts and concealment solutions, providing custom‑engineered products for residential, commercial, government and education applications.

Ingleburn, New South Wales

Heidelberg West, Victoria

autoaweld.com

ultraliftaustralia.com.au

LAWS PLUS

UNIVERSAL SYSTEMS

Brisbane-based additive manufacturing bureau providing industrial 3D printing and advanced manufacturing solutions for engineering, aerospace, automotive, construction, mining and other industries.

Australian-owned industrial automation specialist delivering advanced drives, robotics, motion control and intelligent automation technologies to help manufacturers improve efficiency, safety, and productivity.

Geebung, Queensland

Mount Waverley, Victoria

lawsplus.com.au

universalsystems.com.au

AMTIL INSIDE

AMTIL events and networking A wrap-up of recent member events. As Australia’s peak membership body for the advanced manufacturing and precision engineering industry, AMTIL is committed to offering members informative and engaging events nationwide. Here’s an overview of events that took place recently.

CEO Dinner series (June 2026) AMTIL’s CEO Dinner series brought together manufacturing CEOs, managing directors and senior executives across Queensland, Victoria, Western Australia, and New South Wales for candid, peer-led discussions on the issues shaping Australian manufacturing. A key focus was the growing impact of artificial intelligence (AI), with conversations exploring technology adoption, workforce and skills requirements, cybersecurity, data readiness, and organisational change. Other discussions examined the future of defence manufacturing and additive manufacturing, and opportunities to strengthen Australia’s manufacturing capability. Hosted by AMTIL CEO Lorraine Maxwell, the dinners provided an exclusive forum for industry leaders to exchange experiences, challenge thinking, build connections, and identify opportunities for collaboration and future growth.

Speaker and Site Visit series: Bosch Australia Manufacturing Solutions (July 2026) AMTIL members and manufacturing leaders visited Bosch Australia Manufacturing Solutions (BAMS) in Clayton, Victoria, for a Speaker Series and site tour focused on the future of Australian manufacturing. The event explored how manufacturers can move from AI curiosity to practical implementation, with presentations covering lean manufacturing, operational excellence, Industry 4.0 and digital transformation. Speakers shared practical insights into aligning new technologies with measurable business outcomes, and creating real value across manufacturing operations. Attendees also toured the Bosch Manufacturing Automation Centre, seeing firsthand how robotics, automation and advanced engineering are being applied to support the next generation of Australian manufacturing.

Site Visit series: Hyperion Systems (June 2026) AMTIL members and industry professionals visited Hyperion Systems in Western Australia for an engaging site tour and speaker session with Founder and CEO Joshua Wigley. The event provided an insight into how large-format 3D printing, robotic integration and deployable manufacturing systems are opening new possibilities across defence, construction, marine, infrastructure, and advanced manufacturing. Attendees toured Hyperion’s facilities, viewed live technology demonstrations, and explored real-world project case studies while hearing about emerging manufacturing trends and opportunities. The event also provided valuable networking opportunities, highlighting the potential of additive manufacturing to drive innovation, sustainability and greater local production capability.

The Bosch Transformer is a three- to four-metre-tall humanoid robot sculpture built entirely out of Bosch power tools, drills, grinders and saws

Hyperion Systems site visit

Attendees at the Bosch Manufacturing Automation Centre AI presentation and site visit

INDUSTRY CALENDAR – INTERNATIONAL

International events Manufacturing-related trade shows and events around the world.

2026

2027

PLAST IMAGEN MEXICO, Mexico City 10–13 November 2026

NPE USA, Orlando 3–7 May 2027

Plastimagen.com.mx

Npe.org

ADVANCED DESIGN & MANUFACTURING EXPO CANADA, Montreal 11–12 November 2026

CONTROL 2027 GERMANY, Stuttgart 11–14 May 2027

Admmontreal.com

Control-messe.de/en

METEC INDIA INDIA, Mumbai 30 November – 2 December 2026

EAST MANUFACTURING TECHNOLOGY SERIES USA, West Springfield 11–13 May 2027

Metec-india.com

East.mtseries.com

METEC GERMANY GERMANY, Düsseldorf 21–25 June 2027 Metec-tradefair.com

NEWCAST GERMANY, Düsseldorf 21–25 June 2027 Newcast.de

LASER WORLD OF PHOTONICS GERMANY, Munich 22–25 June 2027 https://world-of-photonics.com/en/trade-fair

WORLD OF STAINLESS STEEL NETHERLANDS, Maastricht 16–18 November 2027 Stainless-steel-world-event.com

Reap the benefits of AMTIL membership The Australian Manufacturing Technology Institute Limited represents the interests of Manufacturing Technology Suppliers and Users within the precision engineering and advanced manufacturing sector. Contact us to learn more: amtil.com.au

INDUSTRY CALENDAR – LOCAL

Local events Manufacturing-related trade shows and events in Australia.

2026

2027

LAND FORCES PERTH CONVENTION AND EXHIBITION CENTRE 6–8 OCTOBER 2026 The Land Forces International Land Defence Exposition is the region's premier event for the land defence sector, featuring a comprehensive international industry exhibition, a specialist conference program with presentations and symposia from leading defence institutions, and extensive networking opportunities.

APPEX 2027 MELBOURNE CONVENTION AND EXHIBITION CENTRE 16–19 MARCH 2027 APPEX 2027 will represent all areas of processing and packaging including: machinery, ancillary equipment, materials and packaging, food processing, logistics and materials handling, and industry services. appex.com.au

AMW 2027 MELBOURNE CONVENTION AND EXHIBITION CENTRE 11–14 MAY 2027 AMW27 returns to Melbourne from 11–14 May 2027, bringing together manufacturers, exhibitors and industry professionals for four days of technology, innovation, and connection. Under the theme 'Precision Manufacturing on Show', the event will showcase the latest manufacturing technologies and capabilities. australianmanufacturingweek.com.au

landforces.com.au

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PART 70

HISTORY

Challenging conventional automotive design with J. A. Grégoire Sir Laurence Hartnett’s ambition was to develop a lightweight, aluminium-bodied car for the Australian market. At the centre of the project was French engineer and inventor J. A. Grégoire, whose innovative approach to automotive design would bring together engineers, aluminium manufacturers and, ultimately, Hartnett himself. The following is an extract from Big Wheels & Little Wheels, by Sir Laurence Hartnett, as told to John Vietch in 1964 (© Diedre Barnett.) J. A. Grégoire, an outstanding individualist in a nation of individualists, is a brilliant mathematician, automotive engineer and thinker. He has been awarded the Legion of Honour for his eminent work in engineering design. A graduate of a famous École Polytechnique, he has designed engines for several European cars and made his name – and his fortune – by designing the ‘Tracta joint’, a universal joint that gives remarkable performance in four-wheel drive vehicles and was used by the armies of all belligerent nations during the war. In basic car design, Grégoire faced the question of power and weight, and found the answer in aluminium. Accordingly, the great French combin L’Aluminium Français, and other aluminium interests, had financed him in his work of designing and building a car using aluminium in many forms, and especially for a cast-aluminium chassis. The project was already underway when war broke out and the German invasion of France began. Grégoire dispersed his top men not long before the fall of France, giving each of them a job to do. One man had to complete the design of the suspension, another was given engine problems, a third worked on the transmission, and so on. When the war ended, they all made their way back to Paris to show what they’d done. Every man had made good progress. Grégoire coordinated their work, and together they produced the prototype of their little car. To my mind, it was a first-class piece of advanced engineering. At this time, across the Channel, the directors of a large aluminium foundry at Renfrew, just outside Glasgow, were wondering what could be done to keep their plant going now that the war had ended and orders from the aircraft industry had ceased. This foundry, established at the outbreak of war by a Colonel Devereux, Managing Director of Alumin Limited, and Lord Hives, the head of Rolls-Royce, had been virtually the saviour of Britain during the war years because it made the

The 1941 aluminium ‘Francais-Grégoire’. Image courtesy of Buch-T via Wikimedia Commons, licensed under CC BY-SA/GFDL

aluminium castings for the engines, and other components for the Spitfires and Hurricanes, which won the Battle of Britain. Without the Renfrew production, heaven only knows how the war would have gone in 1940 and 1941. But now Renfrew faced a bleak future. Lord Hives and Colonel Devereaux went across to Paris to see if they could find any new product developments requiring aluminium. They were introduced to Grégoire, who told them of his newly completed design for a car built up with aluminium castings. Colonel Devereaux and Lord Hives leapt at the chance to make castings for the Grégoire car. They even found a man who would take over the building of the car in Britain, a well‑respected engineer named Kendall who, during the war, had produced Hispano-Suiza aircraft guns at Grantham, and who previously had worked at the Citroën factory in Paris. So, when I first met Grégoire, Kendall was acting as midwife at the birth of the car – a birth that was attended by all kinds of heartbreaking complications. Some castings had been made and some tooling completed at Renfrew, but, being a newcomer to the car field and having to compete with established manufacturers for such critical items as electrical equipment, which were in extremely short supply, Kendall was in trouble. It looked possible that, through no fault of his own, he might have to abandon the project. Grégoire assured me that if Kendall could not carry on, I could take over the project. And he put no strings to his offer. If I felt that it might require some design modifications to fit in with Australian conditions, I was free to make them. Here, at last, was someone who understood my way of thinking. It was refreshing to work with a man who could appreciate what I was trying to do. To be continued…

The 1948 prototype of the Hartnett, designed by Grégoire

Real Business Real People Real Members John Hart is proud to be a founding member of AMTIL. Our continued and active participation is fostered by the enthusiastic and engaging staff at AMTIL. Their staff have an intimate understanding of our industry from all perspectives and provide a valuable resource of skill, knowledge, and experience. There are many benefits that come from AMTIL membership, the most valuable of which is its people. Mark Dobrich, John Hart

Since 1999, AMTIL has been connecting business, informing of opportunities and growing the manufacturing community. To become an AMTIL member contact AMTIL direct on 03 9800 3666 or visit amtil.com.au/join-amtil/

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