Indo Pacific Special Issue
Forging New UK AUKUS Ties
Defence AI: Cracking the Code
Teaming 2026: Still Relevant?
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In This Issue
Work is well advanced on delivering the DTC’s new Three-Year Strategy launched on July 1.
A larger than normal international contingent is expected at this
The Association has partnered with Tech Council of Australia on the National Security Technology Alliance (NSTA), and was part of the fourth Parliamentary Innovation Showcase.
The Defence Teaming Centre (DTC) has announced the finalists in its annual awards.
APOD launches charity and new community space to support defence, veteran and first-responder families
Moving cyber security from compliance to competitive advantage.
Axiom Precision Manufacturing drives innovation in Defence.
SA-made missiles set for Europe.
The challenges facing South Australia’s AI pioneers.
Sea Archer uncrewed surface vessel enters production.
A larger than normal international contingent is expected at this year’s Indo Pacific event.
Partners, Prime Supporters and Membership
The Defence Teaming Centre (DTC) has announced the finalists in its annual awards.
Henry
FROM THE DESK OF THE CEO
Libby Day, Chief Executive Officer
London Calling: AUKUS Opening Doors for SA Industry
The Indo-Pacific region will be increasingly important in strengthening relationships with US and UK business and so it was fitting that Australia was strongly represented at Defence and Security Equipment International (DSEI) in London in September.
South Australia’s interests were led by the Premier, Peter Malinauskas who was a catalyst for a record level of involvement from local companies, many of which are seeking to maximise AUKUS opportunities in the United Kingdom.
The DTC held talks with its UK equivalent, the ADS, so that we can help Australian companies understand the UK market and forge partnerships that will lead to commercial opportunities for DTC members.
For example, just as DISP accreditation is essential for defence work here in Australia,
This alignment presents a promising foundation for future partnerships that will develop over the next 12 months.
understanding and meeting the UK requirements - such as the Cyber Essentials Plus standard - is vital for Australian companies seeking to operate in the UK market.
This is just one of the many areas where the DTC can assist members.
Encouragingly, UK industry has shown a strong appetite for collaboration with Australian partners.
That was witnessed by the trade mission and in conversations we have had with groups such as ADS and other UK-based cluster industries associations, particularly those around Barrow and in other strategically located areas.
We are now seeking government approval to formalise these links but there is no doubt that this alignment presents a promising foundation for future partnerships that will develop over the next 12 months.
Leadership
Both the Premier and former Defence and Space Industries Minister, Stephen Mullighan, were highly visible in the UK.
“It is vital that we engage with industry partners in the UK and open doors for South Australian companies to enter the supply chain.”
One of the standout moments from DSEI and the associated Defence SA industry mission was the opportunity to review the UK defence industrial policy. It was launched at DSEI and offered valuable clarity on how the UK intends to build and sustain its critical industrial capabilities.
Another highlight was the signing of a memorandum of understanding between RollsRoyce Submarines and the SA Government, outlining a commitment to collaborate on workforce development, skills training, and critical technologies.
The Premier also played an important role in organising meetings with government officials and key representatives within the UK supply chain. This personal leadership demonstrates the importance the SA Government is placing on the future of our sector and it is highly valued by the DTC.
Minister Mullighan noted that as Australia prepares to build the SSN-AUKUS conventionally armed nuclear-powered submarines at Osborne Naval Shipyard, it is “vital that we engage with industry partners in the UK and open doors for South Australian companies to enter the supply chain. By meeting with senior UK defence
officials and connecting South Australian and UK industry, we are able to directly align our efforts under AUKUS Pillars I and II.”
UDT Conference
DSEI was used as the forum to name Adelaide as the host city for the Undersea Defence Technology (UDT) Conference for three years from 2026.
This is incredibly significant. It is the first time in the event’s 37-year history that it will be held outside the borders of Europe.
Held over three days at the Adelaide Showground in December 2026, UDT Australia is expected to attract more than 2,000 delegates, including leading experts, government officials, and military personnel from around the world.
More immediately, IndoPAC will have a much stronger international representation this year, from both the US and the UK. It is another excellent opportunity to strengthen existing networks and develop new contacts, both within Australia and from abroad.
I look forward to seeing many of you there.
Strategy Refresh Signals Clear Intent for DTC
Work is well advanced on delivering the DTC’s new Three-Year Strategy launched on July 1.
The DTC CEO Libby Day made the following comments about the formation of the strategy and results that have been achieved to date:
“When I was appointed, the Board gave me a clear mandate to develop a strategy-led organisation.
“We undertook deep engagement with members and stakeholders about their priorities and needs, over a 12-month period. South Australia is the defence state, so the input of state and federal governments was also critical to long-term success.
Clear Priorities
For defence industry leaders - both local and international - the refreshed DTC strategy signals a clear intent: to connect SMEs to global defence programs, invest in capability, nurture talent, and influence the strategic direction of defence policy.
This direction is set out in five Strategic Priorities, with a series of Key Initiatives supporting each priority.
“The strategy is a reflection of our commitment to being an agile organisation,” said DTC CEO, Libby Day.
3. Champion workforce skills and Industry Development opportunities.
4. Influence national policy and strategy through effective advocacy, engagement & communication.
5. Strengthen DTC membership through sustainability, diversification, and efficiencies.
Key Initiatives
Supporting Strategic Priority 1
“AUKUS Pillars 1 and II came out of that, and importance of both national and global connections.
“So, too, did the importance of growing Australia’s midtier base, and championing workforce skills and industry development at every opportunity.
“The other challenge I was given was that DTC's threeyear funding from the State Government, through Defence SA, was drawing to a close. It was clear that DTCs strategy needs to align with State and Federal strategies.
Early Results
“The great news is that in the 2025 South Australian budget, which was delivered in June, not only was our funding recommitted, it increased. In addition, the funding has gone from three years to four years,” said Libby.
“That’s a “big tick” for the DTC as we lead into 2026, in that the government recognises we are focused in the right areas at the right time.
“So where are we now?
“We've launched a three-year strategic plan and are now working on the deliverables for year one.
“That includes specific connections and support for workers at a national and global level. We've got key programs, such as supply diversification, that we are closely examining to see where we can play a meaningful role.
“On the issue of growing the mid-tier base, we are developing a strategy to attack, attract, retain and develop mid-tier members. That will be underpinned and supplemented by other measures as part of workforce skills and industry development.”
“Major shifts in the defence landscape are impacting our members and we are responding to the changing dynamic with a three-year plan.
“Being agile is enshrined in our culture and values. So, too, is our commitment to being a member-first organisation.
“More than ever before, extensive stakeholder engagement will be critical to the success of our advocacy efforts. This engagement with government, primes and key decision makers means the DTC isn’t just responding to strategy, we are actively helping shape it.”
Vision
A thriving, sustainable Defence Industry with SA at its core.
Mission
Champion the capability and capacity of the Defence Industry and National Security ecosystem.
Culture & Values
• Engaged | Being member-centric and connected.
• Collaborative | Partnering on mutually beneficial outcomes for all stakeholders.
• Trusted | Professional and positive, utilising informed decision making.
• Agile | Responsive to changing market circumstances.
Strategic Priorities
1. Drive connections nationally and globally to support members in AUKUS P1 and P2.
2. Grow the Mid-Tier base to balance industry participation in the Defence Industry sector.
• Establish and maintain key relationships at domestic and global levels with AUKUS to align outcomes for members.
• Deliver practical outcomes to members through specialist knowledge transfer, relationships, and pathways to work in global supply chains.
Supporting Strategic Priority 2
• Develop alignment in a definition of mid-tier.
• Establish a program for mid-tier suppliers within the National ecosystem.
• Deliver an uplift program focused on increased capability and capacity of suppliers.
Supporting Strategic Priority 3
• Deliver workforce and skills initiatives that support the planning and development of a future workforce.
• Establish a supplier diversification program for improving business acumen and supplier qualifications.
Supporting Strategic Priority 4
• Build out and deliver a comprehensive member engagement plan to connect with Primes, end users, and allied industries, including dual use.
• Influence direction of the DIDS.
• Reposition the DTC as a lead partner in the National Defence sector.
Supporting Strategic Priority 5
• Modernise membership experiences and organisation capacity utilising new technology
Outcome
DTC is the trusted partner to adapt to market forces on behalf of our members so they thrive and win.
DTC CEO Libby Day delivering the DTC Strategy to members.
For executives and officers managing billion-dollar portfolios in shipbuilding, sustainment and advanced systems, Indo Pacific is as much about the calibration of strategy as it is about the exhibition.
During Indo Pacific 2025, 4 to 6 November at the International Convention Centre (ICC) Sydney, the intersection of naval power, industry and sovereign capability will be tested against the shifting geostrategic realities of the Indo Pacific.
The AUKUS technology pathways, South China Sea flashpoints and the Australia Defence Strategic Review form the contextual backdrop.
INDOPACIFIC
The International Maritime Conference (IMC) has become the intellectual spine of Indo Pacific. Attendees can expect to see research and presentations covering:
• Subsurface Dominance: Advances in submarine quietening, battery density for extended undersea endurance, and the cascading impact of AUKUS-aligned technologies.
• Autonomous Integration: How AI-enabled unmanned surface and sub-surface vessels will be woven into fleet command structures.
• Sustainment Under Constraint: Analysis of sovereign sustainment strategies in an era of contested global supply chains.
• Cyber in the Maritime Environment: Shifts from traditional IT defence to operational technology hardening - where the compromise of propulsion or navigation is as strategic as kinetic attack.
Delegates can expect to leave with clearer signals on where Australian and allied navies are prioritising investment across surface, subsurface and autonomous domains. It is also an opportunity to gather intelligence on how competitors are structuring partnerships, especially in the SME–prime integration space.
And as always, it provides an early look at disruptive naval technologies that may re-shape procurement frameworks before the next decade.
Teaming in 2025: More Relevant Than Ever
Axiom Precision Manufacturing is the consummate team player – and a textbook example of why teaming is increasingly relevant in the defence sector.
The family-owned business was the lead on the ‘ACRE’ project that last year won the DTC’s Teaming Award. It joined forces with CruxML, RFTEQ and Ebor Systems to successfully deliver the CATJAT (Complex Adaptive Threat Jammer Technology) to the ADF.
“We got some great results out of that project and to receive the award was fantastic because it shows how well the four companies worked together,” said Axiom general manager Craig Maynard.
“It certainly shows to primes and Defence what SMEs can do when they collaborate and work hand in hand, rather than competing against each other.
“The outcome of the project demonstrated how much more can be achieved through SME’s Teaming rather than trying to undertake a significant project alone”
It’s a lesson that is also being reinforced in the theatre of war.
For Australia, lessons from the war in Ukraine include the need for a resilient, networked, innovative defence
industry, one that can innovate quickly and scale at speed.
It has raised questions about how Australia can fully harness its industrial base for defence readiness and resilience, and how smaller industry participants can be empowered to compete and deliver.
With SMEs accounting for up to 80% of the Australian defence industry, the case for teaming underpins future capability success.
Complementary Capability Teaming
Craig agrees that the case for teaming in the Defence sector continues to grow but like any team, the trick is in the assembly.
“I think there are more opportunities and teaming is becoming more important, especially if you’re talking about complementary capability teaming, rather than two machine shops teaming together.
“You want a team with complementary capabilities, similar to what we did with the team that won the DTC Teaming Award last year. We had mechanical, electronics, software and machine learning all teaming
together to develop a complete unit.
“It takes away the reliance on primes to do that type of work.
“So you’ve got sovereign SMEs developing it and it gives you that capability where you can start to compete with the primes. I think that’s where it’s really important.”
The concept of teaming has developed and matured, he said, since the DTC was established in 1996.
But Craig believes Axiom’s strength is in its execution.
“You see some examples where they run a consortium, everybody is separate and they just commit to working together - but they still want to have separate orders and points of contact.
“Our teaming model is a little bit different where we have what we call the Axiom secure supplier network with six companies that are all complementary and able to deliver that full system or sub-system, including design, with Axiom leading the project.
“We developed the concept that we want to work with and presented it to our suppliers and partners.
“All companies sign individual NDAs with a clear scope of work they support.
2024 Teaming Award Winner, Axiom Precision Manufacturing, CruxML, RFTEQ and Ebor Systems. (L-R) Andrew Evans, Kuba Kabacinski, Harry Rix, David Kinnaird, Fred Hull, James Giesbrecht, Craig Maynard and Ben Fraser.
“Because partners don’t cross over with their capabilities, everybody knows that if they are part of the tender process, they’ll win the work they tender for, if Axiom is successful. That’s because they’re not competing against anyone else and it assures them they are not wasting their time.
“It also means their capabilities are being shared with our customers, including attending project briefs with customers. There’s nothing stopping partners working directly with that customer either, so it really adds benefit for them as well.”
Transparency
Full transparency is another key aspect of Axiom’s strategy.
The company is very open about who their suppliers are and include them in presentations and meetings so customers can directly ask them questions.
“It’s a very visible supply chain with very strong teaming.
“Axiom leads that team because, realistically, customers still want an ‘arse to kick’ if things go wrong.
“They want one point of contract.”
Protocols are put in place to help ensure the success and on-time delivery of any project, as was achieved with the CATJAT.
There was a strong focus on open communication, with regular meetings where anybody could air grievances or concerns.
“Making sure everything was tracking is important
because we had four different companies working on different parts of the project.
“If one started to drag, it had the potential to bring the whole project down.
“A few of the members said it was probably one of the best projects they had ever worked on.”
Leading a team while dealing with Australia’s Defence partners including the US, UK, Canada and Japan adds another layer of complexities.
“I think Primes and Defence are becoming more open to it,” said Craig.
“For the last six or eight months, we’ve been spruiking our secure supply chain network and it’s certainly got a lot of interest because it reduces our customers’ risk when they’ve got one point of call for a whole system delivery.
“It’s certainly getting a lot of interest with all of the primes. They can see it helps reduce their supply chain, reduce their risk and it helps contain the project a bit better - as long as you’ve got a framework that they can easily understand and see.
“If they don’t understand how it works, then they’re not going to go down that path.”
Craig said he fully supported the DTC’s three-year strategy to advance South Australia’s Defence Industry, as well as the five core priorities it identified which he said were “critical”.
Those priorities are:
• Strengthening connections across Australia and with
global partners to support AUKUS and international initiatives
• Growing a robust and balanced mid-tier sector to foster innovation and competition
• Championing workforce, skills, and industry development to meet future capability needs Amplifying member voices in national policy discussions
• Evolving DTC membership to deliver greater value to stakeholders
But he said there are many opportunities outside AUKUS.
“AUKUS Pillar 1 and Pillar 2 are important for Australia but I think growing exports outside of that are really important too just because there are some questions around AUKUS with (President) Trump,” Craig said.
And while the DTC recently received a funding commitment from the State Government for a further four years, Craig said Federal support remains shy of where it needs to be.
“There’s a lot of talk about projects that are going to happen but it just feels like not many projects are actually being released.
“You don’t see too much in the spend phase.
“There’s still not a lot of certainty and that’s part of the reason why we’re focusing on expanding our exports because that’s where the growth is, while still being able to support Australian Defence.
“But we’re not sold on putting all our eggs in the Australian Defence basket because we just don’t see enough guaranteed work coming through.”
Adelaide-Made Missile Systems Bound for Europe
Missile launchers and command and control consoles made in South Australia are now set to be exported to Europe.
Two major export deals worth a combined $80 million have been secured by Kongsberg Defence Australia, which is part of the Federal Government’s Global Supply Chain Program.
The export deals are made possible through Australia’s Naval Strike Missile procurement contract, which included an agreement for components to be manufactured in Australia.
Both the launcher systems and command and control consoles will be assembled by Kongsberg Defence Australia, and tested in their production and maintenance facility in Mawson Lakes, South Australia. The consoles and launchers will be manufactured using 100 per cent Australian made components and subsystems from companies based in Adelaide, Melbourne and Sydney.
The two projects are set to create 60 highly-skilled jobs at Kongsberg Defence Australia and across its local supply chain.
“These major export contracts are a huge milestone for Kongsberg Defence Australia,” said Managing Director John Fry.
“Together with our Australian suppliers, we have demonstrated our determination and competitiveness to be able deliver to our parent company, Kongsberg Defence & Aerospace for international customers, highlighting the capability, quality and reliability of our Australian team and supply chain.
“The export contracts under the Commonwealth’s Global Supply Chain Program are creating opportunities in the international market for our local suppliers, which is a fantastic outcome for Australian Defence industry.”
Through its parent company, Kongsberg Defence and Aerospace in Norway, the company will deliver Naval Strike Missile Coastal Defence System Command and Control Consoles to Poland.
The $30 million contract is Kongsberg Defence Australia’s first export as part of the Commonwealth’s Global Supply Chain Program. The company also secured another $50 million order for Australian-made Naval Strike Missile Launcher Systems to be exported to Spain and Denmark.
The export deals mark a significant milestone for Australia’s sovereign guided weapons manufacturing program.
The Naval Strike Missile is a modern anti-ship cruise missile designed to defeat highly capable enemy warships as well as land-based targets. The Naval Strike Missile is being installed on Navy’s Hobart class destroyers and Anzac class frigates with a successful first of class firing in July 2024 and Initial Operational Capability declaration in 2024.
These exports are part of the Australian Government’s investment in the GWEO Enterprise, underpinned by a commitment in Defence’s Integrated Investment Program of $16 to $21 billion over the next decade.
Deep Maintenance and Modification Facility
Architect’s render of Deep Maintenance and Modification Facility (DMMF).
The four-bay aircraft hangar will support the long-term maintenance and modification requirements for the Australian Defence Force’s fleet of RAAF P-8A Poseidon maritime surveillance aircraft and RAAF E-7A Wedgetail airborne early warning and control aircraft. United States Navy (USN) MQ-4C Triton will undergo repair at the adjacent to RAAF Base Edinburgh. The DMMF facility is expected to be complete mid-2026. It will be 240 metres long, 60 metres wide and 25 metres high, with the four-bay hangar almost 50 per cent longer than Adelaide Oval. It will be the only facility of its kind in Australia, bolstering the nation’s sovereign defence capability and will provide the capacity to allow the P8 Poseidon and E-7A Wedgetail fleets to undergo maintenance, repair, overhaul and upgrades in one facility.
DTC Champions Future Tech On National Stage
The DTC is playing an important role in highlighting the role of emerging technologies in strengthening Australia's national resilience.
The Association has partnered with Tech Council of Australia on the National Security Technology Alliance (NSTA), and was part of the fourth Parliamentary Innovation Showcase.
The event brought together industry leaders, policymakers, and national security stakeholders to spotlight the role of emerging technologies in strengthening Australia's national resilience.
As part of the program, DTC CEO, Libby Day, facilitated a timely discussion on how industry, government, and technology innovators can collaborate more effectively to build sovereign capability and deliver future-ready solutions.
“Strengthening Australia’s national security means ensuring we have a fit-for-purpose innovation pipeline –one that enables our brightest minds and most capable businesses to connect with defence and national security customers,” said Libby.
“It’s fantastic to see industry and government aligning through the NSTA to drive that shared goal.”
Launched earlier this year, the NSTA is designed to connect Australia’s deep tech and national security
“Strengthening Australia’s national security means ensuring we have a fit-for-purpose innovation pipeline – one that enables our brightest minds and most capable businesses to connect with defence and national security customers.”
communities to deliver strategic advantage and promote trusted collaboration between tech companies and the Commonwealth.
It aims to break down silos, reduce barriers to entry for innovative SMEs, and support the translation of homegrown tech into critical national capabilities.
53 companies exhibited cutting-edge technologies and ideas at the Parliamentary Innovation Showcase, with 33 first-time exhibitors bringing fresh solutions to national challenges.
It offered a powerful platform for startups, multinationals and national security innovators to connect with policymakers, industry leaders, and the broader tech community.
This year’s event attracted more than 1,000 registered attendees and participation from 80+ parliamentarians and government offices.
Future Leaders Apply Here!
Applications are open for the “world class” 2026 Defence Industry Leadership Program (DILP).
DTC CEO Libby Day said DILP has established itself as the leadership program of choice for emerging leaders.
“The Diploma of Leadership and Management from the DILP course is a huge accolade for leaders in our sector,” she said.
“For employers, it pays dividends immediately, identifying individuals who are serious about pursuing a C-suite career in the Defence industry.”
DILP is the only immersive Defence industry leadership program of its kind in Australia, exposing participants to
“PMB
Defence
have
key decision-makers in Government and Defence.
Over the past 14 years, the effectiveness of the program has been proven by the success of its alumni, who have advanced to significant leadership and management positions in small, mid-tier, and prime businesses.
2025 DILP participant Siobhan Langan, Senior Project Officer: Business Development, Defence & Space at the University of South Australia was full of praise for DILP.
She enrolled to fast-track her defence industry knowledge and understanding of the sector, as well as establish a meaningful network of contacts.
“I look forward to each and every session,” said Siobhan.
used the Defence Industry Leadership Program
for the
development of our leaders and emerging leaders for
many
years now. The management and leadership development provided with a ‘Defence’ lens gives a valuable context for the benefit of participants, PMB and the wider defence industry ecosystem.” - Stephen Faulkner, PMB - Participant’s Manager
“The DILP curriculum is world class with incredible speakers that provide you with deep insight into how SMEs and Primes operate in the sector – their systems, processes, approach and culture - and this has proved invaluable to me in my role with the university.”
DILP is delivered by the DTC in collaboration with registered training provider, SkillsLab, a Tetra Tech company.
It provides a unique advantage over internal leadership programs by bringing together rising leaders from different defence organisations, enabling cross-sector collaboration and exposure to a wide range of leadership approaches and strategic thinking.
This sentiment was echoed by David McIver, Senior Software Engineer at Dedicated Systems Australia who is currently enrolled in DILP and who believes it represents a tangible ROI for employers.
“Participating in DILP has given me a greater appreciation of how our products can help fast-track innovative Defence projects. It’s a powerful course, well worth the investment,” he said.
Learn more at www.dtc.org.au
Libby Day along with fellow presenters at the fourth Parliamentary Innovation Showcase.
DTC Award Finalists
The Defence Teaming Centre (DTC) has announced the finalists in its annual awards reflecting a broad range of innovative projects, initiatives and collaborations that are shaping the future of Defence. This year, the awards recognise achievements under categories such as Innovation, Collaboration, and Transformation & Change. The winners will be announced at the DTC’s annual Defence Industry Dinner and Awards Ceremony 2025, Friday, 5th of December at the Adelaide Convention Centre and comprise the following shortlisted finalists across the various categories:
Innovation Category
Defence-focused management and security consultancy De Stefano & Co were nominated for their unique security compliance programs developed for members of the Defence Industry Security Program (DISP). Their Ongoing Compliance Assurance (OCA™) and Security Officer Support as a Service (SOSaaS™) Programs provide audit support, training, security help-deskand most of all, peace of mind - all at a fraction of the cost of a full-time security professional.
Starke Advanced Manufacturing Group company VPG Innovation’s Slow Cook Off Oven (SCOO) also impressed the judging panel with its sovereign innovation. Now at TRL:9, this advanced test chamber evaluates how munitions — including the BLU-111 bomb — react to slow heating, preventing the kind of malfunctions that have caused devastating accidents worldwide. By enabling Australian-made ordnance to meet NATO safety standards, the SCOO strengthens national defence and delivers a scalable, homegrown solution for safer munitions testing.
The third finalist in the Innovation category, complex systems design company Shoal Group, has developed an innovative solution to a Defence need for a more effective approach to rapidly assessing warship signatures thereby enabling ‘on-the-fly’ threat analysis and decision-making. Shoal developed FastCAD, using LiDAR and photogrammetry, to capture and generate high-resolution CAD models faster, more cost-effectively and more efficiently than contemporary methods.
SME Transformation and Change Category
100% Veteran-owned Australian engineering and professional services business Bastion Defence was nominated for their service to the Hydrographic Systems Program Office (HSPO). Bastion led the end-to-end remediation of the Hydrographic Systems Program Office (HSPO) maintenance baseline, addressing longstanding risks to the safety and seaworthiness of the Leeuwin and Fantome Class vessels. The development and
optimisation of over 2,800 Standard Activity Instructions (SAIs), removing redundant activities, optimising schedules, reducing onboard maintenance time and cost, led to more efficient execution at sea and enhanced operational readiness as well as a total estimated saving of $1.28 million per year across the HSPO fleet.
Also nominated in this category were cyber and spectrum security solutions provider Consunet. Consunet adopted the Scaled Agile Framework (SAFe) across their organisation. This includes a structured investment in staff training to embed Lean-Agile principles and practices at all levels, ensuring a consistent and collaborative approach to delivering complex Defence projects. Their implementation of SAFe has transformed the enterprise and how the teams plan, coordinate, and deliver work. Program Increment (PI) planning has become a key mechanism for aligning priorities, managing dependencies, and delivering value incrementally. This has improved transparency, predictability, and responsiveness across the organisation, driving productivity and pace of Defence capability delivery.
Leading provider of supplier assurance and risk management solutions Hellios Information Pty Ltd was nominated for the success of its flagship platform, JOSCAR. JOSCAR aims to reduce red tape from industry by allowing a single questionnaire submission to satisfy the requirements of multiple major buyers. Since its launch in June 2024, JOSCAR has been adopted by the Department of Defence and 14 Prime Contractors in Aerospace & Defence.
Starke Advanced Manufacturing Group | VPG Innovation’s Slow Cook Off Oven.
Collaboration Award
A collaborative effort led by Consunet with Lockheed Martin Australia and the School of Information Operations (SOIO) to form a cohesive, multidisciplinary team that successfully delivered the $61M Electromagnetic Battle Management (EMBM) system was recognised by the award judges. This strategic tool enables the ADF to achieve Electromagnetic Spectrum (EMS) superiority through mission planning, simulation, execution, and evaluation of EMS usage in contested environments.
The result is a sovereign capability that supports Electronic Warfare and other operations, enhances Australia’s defence posture and demonstrated how strategic partnerships across industry can deliver advanced, high-impact solutions for Defence. Bringing together two South Australian, Defenceembedded SMEs, Aimpoint and Ares Armaments Australia, has addressed Australia’s historic reliance on foreign suppliers for GWEO, a critical vulnerability in times of conflict or geopolitical instability. The Australian Defence Force uses hundreds of different guided weapons and explosive ordnance (GWEO)
This collaboration directly confronts this challenge by pioneering sovereign capacity in precision ammunition manufacturing which was identified as Sovereign defence Industry priority 4. By investing their own resources, Aimpoint and Ares are tackling funding, cultural, and industrial barriers head-on and delivering a nationally significant outcome: a veteran-staffed, export-capable SME contributing to sovereign munitions production, GWEO specific workforce development, and growth of intellectual property for Australia. Also nominated were Defence Trailblazer in collaboration with the University of Adelaide, UNSW and Lockheed Martin Australia to address a national skills gap in formal qualification pathways for combat systems engineering in Australia. The collaboration successfully delivered Australia’s first credit-ready microcredential program in Combat Systems Engineering – bolstering Australia’s national security capability in an area of growing strategic importance. The program consists of six high-quality, stackable micro-credentials that develop practical skills in systems engineering, radar systems and theory, command and control, military effectors and mission engineering. Each course is aligned
The event is considered the defence industry’s most prestigious and typically attracts more than 700 guests from across Australia including senior representatives from the Department of Defence, representatives from State and Federal Government, Defence Primes, and Australian industry. To book your seat, visit www.dtc.org.au/events/2025-defence-industrydinner-awards-ceremony
Don't Miss Out: Book Your Tickets
for the annual Defence Industry Dinner and Awards Ceremony 2025, December 5 at the Adelaide Convention Centre.
Principal Partner Event Partners
Cracking the Code: The Challenges Facing (South) Australia’s AI Pioneers
South Australia led the nation when it established Australia’s first institute focused on artificial intelligence in 2017.
Earlier this year Michael Brown was appointed as Assistant Minister to the Premier for Artificial Intelligence (AI), Digital Economy and Defence and Space Industries.
Minister Brown was a logical choice.
A former IT professional, he served as the Chair of the Select Committee on Artificial Intelligence.
“There is global race to scale up and adopt AI, and we want South Australia to be at the forefront of this technology,” the government said when announcing his appointment.
“But there is more to do, and Assistant Minister Brown will work across government and with the private sector to secure South Australia’s AI advantage and ensure South Australia is harnessing all the benefits of AI.
“As well as transforming the way we work, AI has the potential to transform our economy by attracting investment, creating jobs and the companies of the future.”
But as the Select Committee on Artificial Intelligence stated in its final report, SA (and even Australia) can’t expect to compete head on with global superpowers.
As evidenced in many other areas of economic endeavour in small population settings, the key to success is to be strategic and niche.
The report stated: “Rather than be the proverbial 'Jack of all trades, master of none', the committee recommends that South Australia build a competitive advantage by identifying selected areas of AI to champion and develop world-leading levels of expertise in.”
It also identified the need to “develop a State Action Plan to market South Australia as
the premier destination for AI investment in Australia, consider the introduction of a Growth Accelerator to accelerate the adoption of AI technologies in industry...”
The Investment Race
Whatever that focus might be, a recurring concern is need for greater government investment if Australia is to keep in touch with the rest of the world in AI research and development.
University of Adelaide professor and AIML Chief Scientist Anton van den Hengel told the Committee several years ago that AI “improves productivity 80% of the time and enables entirely new global business models. [Australia’s] focus on risk instead of opportunity has seen us slow to adopt AI and thus slow to capture its benefits.”
He said Australia was lagging behind countries similar to Australia in terms of AI investment.
‘Compared to most of the countries that we like to compare ourselves to, we have been very slow to make the transition,’ to an AI-enabled economy said Prof van den Hengel. ‘Canada has done a lot better than we have. They’ve just spent billions on this.’ ‘Singapore has just spent another billion and South Korea has spent billions as well,’ he said.
Now, in late 2025, that message is being amplified across a range of fronts.
Defence Minister Richard Marles addressed the National Press Club in July, to launch Deloitte’s Digital Pulse report, which observes: “Australian businesses are lagging behind other markets in AI adoption.”
Digital Pulse is produced for ACS, which highlighted the Minister’s remark that ‘building
Australia’s digital capabilities is the nation’s most significant micro economic reform challenge’.
The report calls on Government to:
• develop a national sovereign AI strategy.
• provide greater incentives for R&D in AI and tech adoption by business.
It acknowledges SA as “a hub for cyber security and defence technology research” and part of that is the School of Computer and Mathematical Sciences at the University of Adelaide.
Senior Lecturer Dr Tim Chen adds his voice to calls for Australia to do more.
“Other countries are ahead and if we don’t have the right infrastructure we might not be able to compete with them,” he said.
Dr Chen is an expert in human-AI interaction and extended reality.
He researches how to augment human capabilities by engineering human-centred AI systems in his role with AIML (Australian Institute for Machine Learning) at Lot Fourteen.
The institute collaborates with Defence companies and supports more than 35 South Australian businesses in developing AI-based products.
Dr Chen recently partnered with Saab Australia through the Defence Trailblazer Project to develop a strategic AI-powered planning tool for the Royal Australian Navy, aimed at enhancing defence readiness against hypersonic threats.
But without extra funding, the institute is fighting an uphill battle.
“I think the University sector has lots of excellent researchers with very capable knowledge,” said Tim.
“But we achieve that with a tragic amount of funding by our Federal government.
“We really punch above our weight.
“The industry really wants to collaborate with us but we hit a wall because we just don’t have the infrastructure to make it happen.”
AI and AUKUS
AI will play an increasingly important role in Australia’s AUKUS aspirations and for future shipbuilding in South Australia.
In a US Naval Institute article co-authored by Rear Admiral Todd S. Weeks in June this year, the country’s “shipbuilding crisis” was tackled in unflinching terms: “When it comes to solving the multifaceted crisis, one thing is certain: Attempting to answer it solely by piling more workers on the problem without replacing outdated manufacturing technologies is like slamming on the gas with one foot while keeping the other firmly on the brake.”
“… technological innovation requires a discussion of artificial intelligence (AI). Though this article is intentionally limited to near-at-hand, proven technologies, AI has many promising shipyard applications, and the Navy is already pursuing several via various pilot programs, including machine learning (ML) algorithms for analyzing complex shipyard datasets; large language models for generating repetitive, boilerplate text or
“If you want to train those large models that are reliable, you really need a huge, huge data centre and unfortunately, Australia is lagging in that direction.”
work instructions; and algorithmic schedule generation. These programs will facilitate broader implementation as the technology matures.”
Global maritime design and engineering firm, BMT, offers a deeper insight into real world applications of AI. A report entitled AI in Design" by BMT’s Jake Rigby and Lee Hedd, different approaches being used in ship design.
“These include robotic process automation and neural networks for hull form design, as well as genetic algorithms for layout optimisation. These technologies demonstrate that AI is not just an abstract concept but a functional asset to ship design.”
According to Ridgby and Hedd, AI and ML will not replace naval architects.
“Instead, they should be seen as collaborative aids, enhancing human capability rather than substituting it. While ML can process vast amounts of information and quickly identify patterns, it lacks the nuanced judgment required to navigate the intricate trade-offs that define effective ship design. For example, deciding between competing priorities, such as structural weight and layout design, requires a level of human insight that no algorithm can fully replicate.
“In this context, AI tools in ship design serve as accelerators for solving specific, welldefined problems within the design space. These tools amplify the capabilities of human designers…”
Denis Morais, CEO of SSI, is careful to sperate AI hype from reality.
“It’s tempting to imagine AI as a solution that will “solve” shipbuilding’s challenges overnight,” he states.
“But the reality is more nuanced. AI is most effective in areas where data is already structured, consistent, and available at scale.
“Planning and scheduling are prime examples. These functions naturally generate structured data, making them ideal testbeds for AI. With the right foundation, AI can optimize sequencing, anticipate bottlenecks, and help decision-makers act faster and more confidently.
“Maintenance, repair, and operations (MRO) processes are another area where the payoff is clear. AI models trained on vessel imagery can detect corrosion, cracking, or wear – issues that human inspectors might not identify until much later.
“Similar technologies have already transformed industries like healthcare. In shipbuilding, the result is safer vessels, faster diagnostics, fewer surprises, and measurable returns.”
Ghost Shark
In September, the Royal Australian Navy awarded Anduril a A$1.7BN contract to deliver a fleet of Ghost Shark Extra Large Autonomous Underwater Vehicles (XL-AUV) over the next five years. The Ghost Sharks, manufactured in Australia, involve over forty sovereign Australian companies.
Last year, announcing that the first prototype was delivered a year ahead of schedule, Anduril noted it was “leveraging technology from its proprietary AUV capability and its Lattice AI-powered software platform to develop Ghost Shark”.
Anduril Industries has a strategic partnership with OpenAI. In the skies, it is using AI in counter-unmanned aircraft systems (CUAS) so “AI models can be leveraged to rapidly synthesize time-sensitive data, reduce the burden on human operators, and improve situational awareness”.
Lessons From Overseas
In the same month the State Government launched SA’s inaugural government Office for AI, US President Donald Trump declared: “From this day forward it’ll be a policy of the United States to do whatever it takes to lead the world in artificial intelligence.”
He’s also stated: “The United States must aggressively adopt AI within its Armed Forces if it is to maintain its global military preeminence”
While State Development says that SA has “the nation’s most concentrated pool of AI talent”, it won’t come as a surprise to Minister Brown that industry and academia are desperate for more funding to match the billion and trillion-dollar investment being made offshore.
“You do see Canada, the UK, the US and China have lots of investment for infrastructure for machine learning,” said Dr Chen.
“If you want to train those large models that are reliable, you really need a huge, huge data centre and unfortunately, Australia is lagging in that direction.”
Defence Minister Richard Marles addressed the National Press Club in July, when he launched Deloitte’s Digital Pulse report. The report is produced for ASC, which noted the Minister’s reference to ‘building Australia’s digital capabilities is the nation’s most significant micro economic reform challenge’.
The report acknowledges South Australia as “a hub for cyber security and defence technology research.”
It also calls on the federal Government to develop a national sovereign AI strategy and to provide greater incentives for R&D in AI and tech adoption by businesses.
AIML’s Role
AIML directs 70 per cent of its research towards medical advancements, with the remainder focussed on Defence in areas such as surveillance, autonomous systems and decision-making processes.
Surveillance
“In surveillance, AI is mostly used for system monitoring across different domains –land, sea, space even cyberspace,” said Dr Chen. “It can integrate data from drones, satellites and ground censors so it can deliver a live picture of the battle space. It can also automatically detect anomalies like unexpected vessels in waters or unusual troop movement which would take a lot of human resources if it didn’t have AI to help.”
Autonomous systems
“With autonomous systems, AI can power unmanned vehicles. We can do those things without putting our personnel at risk. They can adapt their roles, sometimes tactics and even missions without human intervention. We can design AI in a way that they are really the teammates of the human operators. They can adapt to local change and change their behaviour to reach the goal.”
Decision making
“In decision making, it cuts through the noise because nowadays we have so many sensors and a massive streaming of data and intelligence so how do you really extract useful knowledge from that flood of information to predict something like an adversary move?
“I always say with Defence, AI can see further, can act faster and decide smarter and all to protect human lives. Those are the things that AI can do very well.”
Defence and Ethics
Dr Chen said fears that AI could go rogue or replace humans are misguided.
“Many people are very concerned about this,” he said.
“Interestingly, I feel the people involved in Defence really care that the human must have the final say. It’s non-negotiable. Everyone is very serious about that.
“It’s all about augmenting the human, not about replacing them.
“AI will not replace commanders, it is there as an additional voice around the table to provide a suggestion but always the human makes the final call.”
Projects To Watch
• DEWC Services, the University of Adelaide and Defence Trailblazer are collaborating on a new research project focused on protecting container-based cloud environments. The project will leverage AI-driven security to create a system that can automatically adjust and defend against new and changing cyber threats. The team will explore Moving Target Defence (MTD) which disrupts adversarial attacks by continuously modifying the attack surface, making it harder for attackers to penetrate systems.
• Greenroom Robotics is a WA company that has received approval to export its AI software to the UK and United States, helping to fast-track AUKUS defence assets. Greenroom Robotics specialises in world-leading navigation and situational awareness software that converts any ship or boat into a fully autonomous, AI-enabled vessel.
• Computer Vision. In addressing the AI committee, Professor Simon Lucey, Director at the Australian Institute for Machine Learning, said SA has ‘strategically chosen certain pockets of AI to excel at’, using the example of computer vision, in which the state is classed as a global leader.
Breaking Into the Defence Industry
South Australia is emerging as a key hub for the defence industry, with several major initiatives underway, including AUKUS Submarine Program and the Hunter Class Frigate Program. These landmark projects open doors for SMEs to enter global supply chains and play a key role in shaping the future of defence manufacturing and technology. However, such opportunities can also bring complexity, particularly on the financial front. Ensuring your accounting practices are robust and accurate can help you sidestep costly mistakes, improve your competitiveness and ensure you are compliant under both Australian and international regulations. Here are five key factors to help you prepare your business for the defence sector.
1. Understanding all the costs
There are more costs involved than the amount listed on the invoice when entering global supply chains. On top of the purchase price, you’ll likely encounter additional expenses such as customs duties, import taxes, freight, insurance, currency exchange, compliance costs, storage
and handling. Careful budgeting is crucial to account for all associated costs in your pricing, helping to protect your profit margins, avoid unexpected financial pressure and remain competitive in the market.
2. Manage financial risks strategically
Global operations can be particularly challenging for SMEs, exposing you to financial risks like currency volatility, custom delays or supplier defaults. For example, as we know, the Australian dollar can fluctuate rapidly, which can significantly impact the cost of materials and the value of international payments. Identifying these risks early and implementing mitigation strategies is key to operational stability and protecting cash flow. Approaches may include hedging against currency movements, conducting supplier credit checks, and offering or negotiating better terms to support consistent cash flow.
3. Ensure compliant financial reporting
The defence industry is highly regulated, making compliance a non-negotiable for SMEs. This means maintaining accurate and transparent financial records that meet export control requirements and support detailed cost reporting, especially if you are working as a subcontractor. At the same time, GST must be applied properly to imports and exports and you claim the right input tax credits. Having a reliable accounting system that captures all of this can simplify audits and support government reviews, helping you avoid costly penalties and maintain contract continuity.
4. Plan for longer payment cycles
Cash flow is the lifeblood of SMEs, yet participating in global supply chains often involves longer payment terms or upfront supplier costs that can strain cash flow and disrupt day-to-day operations. To navigate these challenges, SMEs need strong cash flow forecasting and effective working capital management. Using tools such as supply chain finance, invoice factoring and optimised inventory management, can help keep your business running smoothly, even when payments take longer.
5. Focus on quoting for defence jobs
One area that many SMEs often struggle with is getting their quoting right, especially when working in global supply chains. Staying competitive and profitable requires more than adding a markup to your costs, it also involves accounting for all costs, direct and indirect and building in contingences for delays, currency fluctuations, regulatory compliance and specific payment terms. Using past data and running “what if” scenarios, such as the best case, worse case and most likely scenarios, can help refine quotes, ensuring competitiveness while reducing the risk of unexpected financial surprises.
Navigating the complexities of global defence supply chains as an SME demands careful financial planning and strategic management. If your business is looking to take on the opportunities in the defence sector, reach out to your local William Buck advisor for expert guidance and support.
Trusted Advisors to the Defence Sector
William Buck has provided trusted advice to the defence sector for over 50 years. With deep expertise in the complex regulatory and financial environment of defence contractors, suppliers and service providers, we deliver business and financial solutions that ensure compliance, optimise financial performance and support strategic growth.
How we can help you
— Tax planning and compliance
International expansion and structuring
— R&D incentives and grant support
— Budgeting and forecasting
— Financial analysis and board reporting
— Valuations, due diligence and M&A support
— Bank finance and capital raising
— Risk frameworks and compliance reviews aligned with defence procurement regulations
— Cash flow and cost controls optimisation
— Defence market analysis and business planning
— Financial statement and compliance audits associated with defence standards
Leidos Commences Australian Production of Sea Archer, Boosting Sovereign Maritime Capability
Leidos has taken a significant step towards strengthening Australia’s sovereign defence capability with the commencement of local production of its next-generation uncrewed surface vessel, Sea Archer. This move fast-tracks proven U.S. capability into Australia. With over five decades partnering with the U.S. Navy and 120,000 nautical miles at sea, Leidos is leveraging its global expertise to deliver capability closer to home.
Central to this effort is a strong commitment to working with local industry.
NSW based Oceans Rivers Lakes has been appointed to construct the first aluminium vessel, with work already underway.
Beyond shipbuilding, Australian industry will contribute across the supply chain - from payload integration and autonomy software to sustainment and maintenance.
According to Leidos Australia Chief Executive Paul Chase this will create a robust ecosystem to support rapid production and long-term sustainment.
“We’re aiming to deliver a rapid production capability, and because of its easy-to-build aluminium hull, can have Sea Archer built at multiple shipyards across Australia.
This will allow us to quickly deliver flexible, adaptable and affordable maritime solutions, using our fleet or customer vessels, to support mission needs.”
The partnerships developed for the Sea Archer project build upon Leidos’ history of collaboration with local industry, particularly its longstanding relationship with Acacia Systems.
Together, the companies recently secured a $45.9 million contract under the Australian Government’s LAND 156 program as the Systems Integration Partner, tasked with delivering Counter-Small Unmanned Aircraft System (C-sUAS) capability to the Australian Defence Force. Such partnerships underline the strength of Australian industry in shaping future defence solutions. Sea Archer itself brings formidable capabilities. Designed for speed, endurance and adaptability,
the vessel can sprint at up to 40 knots with a range of 1,500 nautical miles.
Its 900kg payload bay capacity supports a broad range of missions, from intelligence, surveillance and reconnaissance to logistics resupply, electromagnetic deception and strike operations.
Mr Chase said Sea Archer is particularly suited to Australia’s strategic environment.
“Given Australia’s vast northern approaches, platforms with coverage, endurance and agility are critical. The ability to monitor large areas, detect threats, and provide continuous uncrewed support enhances our nation’s security posture in today’s geostrategic environment,” he said.
Currently undergoing sea trials in the United States, Sea Archer is expected to be mission-ready by 2026. With Australian industry at the heart of its build and sustainment, the result is a strengthened sovereign capability and resilient supply chain delivering proven maritime solutions for the Indo Pacific.
APOD Launches Charity and New Community Space to Support Defence, Veteran and First-Responder Families
On Thursday 28 August 2025, APOD marked a new chapter in its mission to support the defence, veteran, and first responder community, with the launch of APOD Community Ltd as a registered charity and the opening of a new community space in Keswick, South Australia.
Key highlights:
• Launch of APOD Community Ltd – a registered charity expanding support for Defence, veteran, and first responder families.
• Opening of a new community space in Keswick, South Australia – enabling physical as well as digital impact.
• Strong support from Defence leaders, government, business partners and veteran support organisations.
• Looking ahead: expanded programs in cost-of-living relief, wellbeing, and career pathways.
This space allows us to extend its digital impact into a physical one – a place where members, partners, and the wider defence and first responder community can come together to access support, share ideas, and build connections. It strengthens the ability to deliver cost-of-living relief, wellbeing programs, and career pathways that directly benefit families who serve and protect Australia.
A strong show of support
The milestone event brought together almost 80 senior defence and veteran leaders, business partners and veteran support organisations to celebrate APOD’s journey since its establishment in 2012.
The South Australian Minister for Veterans’ Affairs, The Hon Joe Szakacs MP, praised APOD’s role in building resilience among veteran families:
“Today demonstrates the importance APOD places on supporting veterans through economic and financial
resilience. We see the great value that APOD brings to the veterans community, veteran service organisations, and businesses in putting veterans and their families front and centre.”
Wing Commander Craig Keane, CSC, Royal Australian Air Force, also spoke about APOD’s practical impact.
“There are practical benefits that APOD produces that we can use every day. I see firsthand what the Royal Australian Air Force, Edinburgh precinct defence members get to benefit from APOD, and also see it firsthand as a user. It’s not just about the dollar saved, it’s about recognition, belonging, and ensuring that the defence and veteran family always feel supported. Having the unique service like APOD to support us is really important.”
Partners walking alongside us
The launch drew strong support from business partners, including Commonwealth Bank, Garmin, Spinifex Brewing Co, the veteran-owned Human Quotient Group, Smoke Eaters Wines, and Tindall Gask Bentley Lawyers.
Julie Hall, Senior Manager at Commonwealth Bank for Veterans, reflected on the partnership’s growth:
“At CommBank we’re deeply proud to support APOD and to walk alongside them. On a personal note, my family and I have used APOD many times - the kind of support we get isn’t just about money, it’s a tangible way of saying thank you to the veteran community.”
Looking ahead
Between 2019 and 2023, APOD delivered more than $55 million in savings back into the pockets of Defence and veteran families. With APOD Community now established as a charity, and with a physical space to
complement our digital platform, we are expanding our impact even further.
APOD CEO, Paul Broadbridge, described the launch as a defining moment.
“APOD connects Defence and veteran families with cost-of-living relief, job opportunities, wellbeing programs, and a growing network of veteran-owned businesses,” he said. “This office gives us a home, this charity gives us a purpose, and this program gives us a way forward.”
In his speech, Paul thanked APOD members for their ongoing support and encouragement, noting that every partnership, every dollar, and every initiative is turned into real outcomes for families.
The mission of APOD Community is clear: to relieve the poverty, hardship and distress that come with service life; to support financial wellbeing and resilience; to foster mental health and community connection; and to encourage entrepreneurship by providing families with access to networks, knowledge, and, in time, resources to build sustainable livelihoods. Through APOD Community, we will also work closely with expert partners in areas such as financial wellbeing and mental health, ensuring families can access the right support at the right time. These collaborations mean we can turn lived experience into practical, professional help that makes a real difference.
Since 2012 APOD has been committed to improving the financial and social wellbeing of defence and veteran families. This new chapter ensures we can continue to grow that impact together.
For more information, email us at community@apod.com.au or follow us on Facebook, Instagram, and LinkedIn.
New Defence Hub To Train AUKUS Workforce
The DTC has welcomed the announcement of a dedicated National Security TAFE Centre of Excellence, to be established at TAFE SA's Regency campus.
A key focus of the Centre will be upskilling current and future technicians so they are job ready to work on AUKUS.
This will include partnering with UK and US education institutes to transfer advanced technology training and developing new qualifications with industry relevant to Australia’s defence industry.
The $28 million centre has also been warmly welcomed by defence industry.
“A highly skilled local workforce is essential for South Australia to take full advantage of the defence industry opportunities on the horizon,” said Saab Australia Chief Financial Officer, Courtney Morcombe.
“This new investment will support organisations like Saab Australia to deliver the Commonwealth’s capability requirements, continue developing sovereign capabilities and growing our workforce in South Australia.”
The Centre will develop training programs focused on improving Australia’s national security and information
security readiness across electrotechnology, electronics and engineering training, while supporting workforce development in emerging industries through partnerships with employers, unions, universities and research institutes.
The new state of the art centre of excellence training facility will allow tradies and apprentices to get hands on experience working on automated technologies, artificial intelligence, robotics, and virtual reality tools to prepare them for a range of occupations. These include:
• electricians
• engineering technicians
• mechanical fitters
• welders
• boilermakers.
Defence Training
“As South Australia and Australia’s defence industry ramps up for naval shipbuilding, nuclear-powered submarines, guided weapons and explosive ordnance, so too does the need to protect our supply chains from ever-increasing foreign interference,” said South
Australian Minister for Education, Training and Skills, Blair Boyer.
“TAFE SA is well placed as the largest provider of defence training in South Australia to deliver this new National Security Centre of Excellence, which will support Australia’s capacity to build and safeguard sovereign manufacturing capabilities.”
“With industry and unions, we will deliver new training courses in defence and cyber security, build a world class training facility for the future workforce, and offer courses for South Australians to protect themselves from cyber-crime and fraud.”
The State and Federal Governments are each investing $14 million to establish the Centre.
TAFE Centres of Excellence foster collaboration between TAFEs and key stakeholders to deliver high-quality and responsive training in critical and emerging industries.
In other news:
• Global counter-drone and electronic warfare company, DroneShield, will invest $13 million in a new research and development facility in Adelaide. It will initially create around 20 highskilled engineering roles in Adelaide, focused on radio frequency (RF) electronics, EW, and systems integration.
“Adelaide has been chosen due to its proximity to leading global defence and aerospace organisations, a highly skilled engineering workforce, and established infrastructure supporting advanced technology development, particularly in EW and RF systems,” the company said.
• REDARC has announced a new $50 million Defence and Space Hub in Lonsdale, SA.
“We supply battery monitoring and power management solutions for BAE Systems Maritime Australia’s Hunter class frigates program and contribute to Kongsberg and Raytheon’s NASAMS surface-to-air missile system,” REDARC said in a statement.
“This new hub will take that work further, with advanced spaces for manufacturing, testing, and R&D, alongside dedicated areas to engage students and start-ups.”
Moving Cyber Security From Compliance To Competitive Advantage
Cyber attacks occur at the rate of one per second in Australia, with breaches per capita more than double the global average.
Qantas, iiNet and Louis Vuitton are just three well-known companies that suffered data breaches in July and August, as this story was being prepared.
There is no argument that the defence sector has an escalated need for bulletproof security – but the burden and cost of upgrading systems for SMEs can be daunting.
“Unfortunately, cyber security is always viewed as a cost to a business,” said Chris Self, Chief Operating Officer of MyEmpire Group, which chiefly assists Australian and British companies to mature their cyber security.
“Organisations and small business owners have to realise that if they want to be in the defence sector, they need to do something with cyber security.
“And it doesn’t necessarily have to be gold plated but
there is going to be an expense to make sure they are protecting their environment and Defence data better.
“Determine the holes you need to close and then you can invest money in the right areas.”
Salient Lesson
MyEmpire Group rose from the ashes of DistributeIT, a booming domain registration business, which was brought to its knees in 2011 by a local hacker whose sole motivation was to showcase their cyber skills.
Co-owners Alex and Carl Woerndle lost everything.
“They lost the whole business in the space of two to three weeks. The personal impact was significant.”
It’s why when assessing the need for a cyber uplift, Chris said first and foremost, business owners and operators need to ask themselves the question, what have I got to lose?
"What are the key things that make your business a
success and how do we protect those things?
“If you lost those key things, can your business operate without them? What is the impact?
“Once we understand what is important and the risk, we can do something about it.
“By not having foundational processes, people controls, and good technical control, what does that leave open?
“If there is a significant risk, then that’s what we are trying to mitigate.”
C-Suite and Board Risk
Boards and CEOs, he said, have the most to lose.
“There are liability elements and responsibilities at that level that they need to be aware of.
“AICD (Australian Institute of Company Directors) has reference materials around cyber considerations for boards and CEOs, asking Does the organisation understand their risk? Are they testing those controls?”
Image: Space Surveillance Telescope, WA
Image: LAND19, RAAF Base Edinburgh, SA
“If you don’t have multi-factor authentication applied to your environment, you may not even be considered for cyber insurance.”
Cyber insurers demand a minimum level of cyber security.
“If you don’t have multi-factor authentication applied to your environment, you may not even be considered for cyber insurance.”
But the financial cost of hardening a business’ cyber defences varies greatly, depending on its size and specific requirements. But it’s never a one-time investment.
“You will need resources that can implement those cyber requirements inside your organisation, whether your own IT staff or external support. There will be upfront technology costs. And then you’ll need to consider your run costs because you still need someone to operationally patch or remediate those vulnerabilities once uplift has been implemented.
“The on-going run cost of newly implemented technology or a cyber security program is the big one that typically gets missed. It can be done internally or supported by an organisation like us.”
Chris said a level of government funding for SMEs would be useful, not just to encourage them to join the sector but to ensure appropriate mechanisms remain accessible to support ongoing cyber security uplift or maintenance.
“What we need to think about is the weakest link concept.
“Some level of funding to support how to raise the baseline for everybody in the supply chain.”
Evidence of the implementation of certain minimum cyber security standards is essential.
“With government in particular, there is more and more emphasis being placed on having good cyber maturity.
“If you can appropriately hit and demonstrate a minimum, I think that will start providing a competitive edge.”
He said Australia’s Defence supply chain has settled on Essential Eight to support a technical control baselinebut it’s not a case of one size fits all.
His view is that Essential Eight is a “reasonable starting point”.
“It’s a strong technical framework, it really drives technology control uplift, but it doesn’t touch much on the other key capabilities – appropriate governance, appropriate risk considerations or the people element. With so many different standards and certification schemes globally, it’s challenging for small operators to know where to begin.
“There’s so much overlap with the frameworks for SMEs to decide which way to go, what to focus on and how to pick the right controls to manage risk within an appropriate budget.
“This just adds confusion about what to focus on and choosing what make sense to the SME.”
Targeted Investment
That’s why Chris believes SMEs need to have a target in mind, or focus, when investing in cyber security.
He said he would prefer organisations spend on practically uplifting their capabilities through technology, third party systems and process rather than solely focussing on a compliance obligation.
“If certifying to frameworks provides you with a commercial competitive advantage then by all means pursue certification. However, if not, simply aligning to a chosen framework, initially I think that is a huge win, especially for SMEs to help focus investment.”
The key, he said, is to tailor cyber investment specifically to the needs and risks of the business.
“Unless you require certification, I think you should be flexible in leveraging different parts of different standards to suit your organisation and the risks you’re trying to mitigate.
“While the Essential Eight is a great starting point, you’ve got to start thinking a little bit more broadly than that. A new framework, SMB1001, is trying to bridge the gap by providing more specific guidance incorporating technical and process controls aimed at smaller organisations. And Essential Eight controls can be merged here too.
“Even if you start at Maturity Level 1, something is better than nothing and then you can build upon this baseline.
“But it is not bulletproof. Nothing is in cyber.
“The balance is being secure and productive as a business and that’s going to be unique to each of the SMEs.
“But if they can start holistically thinking about security across their business, having that right cultural mindset,
embedding good cyber security culture in the business, user training, developing the right policies, all of those little factors contribute to greater maturity and managing risk and what is important to that business.”
That then leads to establishing confidence within the sector, opening up greater business opportunities.
Investment
“It’s just a cost you need to consider,” said Chris.
“Hopefully the budget you put aside for enhancing your security capability creates that competitive edge, which creates increased revenue.
He explained that Defence would always assess the risk an SME poses to supply chains.
They would view positively evidence that a company:
• Understands the risks and assets they need to protect
• Are taking the right actions to understand where they fit into that supply chain
• Has a proactive approach to manage their cyber security maturity and risks.
“As long as SMEs are starting to leverage the intentions of what’s in the Essential Eight to implement the right controls, I think that would help move that dial forward.”
It’s about being thorough, he said, not just for the protection of your own business but across the sector.
“What we should really be focusing on is how do we get the right support to SMEs to understand what is needed for the entire supply chain do a little bit better, to make it harder for an attack, trying to close those hygiene gaps, such as timely patching of their internet-facing services. And ultimately uplift that supply chain baseline!”
ADCG Services
Does your organisation need security clearance sponsorships, a cleared workforce, or assistance in obtaining and maintaining DISP membership? ADCG is your partner assisting Australian industry to be Defence and Government Ready through sponsorship of Security Clearances, access to Security Cleared Talent, and support for DISP membership.
Security Clearance Applications and Sponsorships
ADCG is one of Australia’s largest private sponsors accredited under the Defence Industry Security Program (DISP) to provide sponsorship services to applicants and clearance holders for Australian Government Security Clearances issued by the Australian Government Security Vetting Agency (AGSVA). Since 2009 ADCG has supported over 5500 personnel with their security clearance applications and sponsorship, enabling a cleared defence workforce to support Australia’s growing defence industry.
ADCG sponsors and supports candidates at the Baseline, Secret (NV1) and Top Secret (NV2) levels. Our team of dedicated Security Officers provides comprehensive and high-quality support to every step of the security clearance application and management process.
Once AGSVA grants a Security Clearance, ADCG provides through life governance, including:
• AGSVA information updates,
• Change of Circumstances reporting,
• Overseas Travel reporting and briefings,
• Transfers, Upgrades and Downgrades,
• Training packages for many mandated Defence courses,
• Mandatory Annual Client Compliance Statement (MACCS reporting), and
• Support to personnel security reporting such as suspicious contact or unusual occurrences.
DISP Accreditation
Through our trusted alliance partner, AVMG, the Australian Vision Management Group, ADCG offers assistance to organisations applying for Defence Industry Security Program (DISP) membership and the ongoing governance and management required once membership is achieved. ADCG and AVMG supports organisations navigating the DISP application process and assists organisations establish the required security frameworks and documentation tailored to your business. AVMG provides experienced consultants and a robust alliance network across all four DISP components of Governance, Personnel, Facilities, and Information & Cyber.
• In addition to supporting industry with attaining DISP membership, AVMG offers through-life support with the ongoing governance and management of their DISP accreditation:
• Training and mentoring of designated Security appointed client company personnel to develop them as Chief Security Officers or Security Officers,
• Provision of a dedicated Chief Security Officer or Security Officers as required from our Security Officers as a Service (SOaaS) Capability,
• Provision of a specifically tailored support contract to meet Client businesses requirements,
• Ad-hoc support such as:
• Internal Security Audits,
• Development of the mandated Annual Security Report (ASR)
• Preparation the two-yearly Audit required by the Defence Industry Security Branch (DISB)
Keeping Veteran Claims on an Even Keel with KSC Claims
As Australia strengthens its Indo Pacific presence, maritime defence personnel remain central to regional security. Yet, when service ends, many veterans face a new challenge: navigating the complex Department of Veterans’ Affairs (DVA) claims system. Delays, rejections, and inconsistent support can make the process overwhelming.
KSC Claims is the trusted compass, providing clarity, direction, and expert advocacy for veterans nationwide.
From the Deck to the Desk: Veteran Advocacy That Delivers
Founded and led by Australian Veterans Luke Armstrong and Matt Dumars, KSC Claims delivers more than claim
processing. They provide strategic insight, empathy, and guidance to veterans across every state and territory. While offering specialist support for maritime personnel, including Navy sailors, technical specialists, and support staff, they are equally committed to all who have served across land, air, and sea.
Since March 2020, KSC Claims has assisted more than 3,000 veterans nationwide, using a digital-first, traumainformed approach that helps veterans navigate the often-complex DVA system.
DVA Claims in Numbers
The numbers tell the story. Claims are rising, wait times remain long, and veterans are stuck in the system.
Recruiting, Talent Management, and Workforce Screening
ADCG provides access to a large network of security cleared candidates ready for employment in Government and Industry. ADCG identifies, recruits, screens, and places security cleared talent to assist organisations with their talent management and workforce requirements. With access to thousands of cleared professionals, ADCG can provide the right talent for your organisation’s workforce requirements. From cleared ICT professionals and project managers to globally mobile nuclear qualified talent, ADCG has it all.
Workforce Screening
ADCG facilitates Employment Screening Checks (ESC) under Australian Standard AS4811:2022 Workplace Screening to prepare candidates for their Security Clearance application and to screen candidates for placement in roles supporting Defence and defence industry.
Employer of Record Services and Market Analysis
ADCG provides comprehensive employer of record services covering the full spectrum of employee talent management for organisations seeking to develop or expand their Australian based workforce. ADCG provides market analysis and assessments for Australian and overseas organisations seeking to enter the Australian defence market.
If you need assistance to be Defence and Government Ready then contact ADCG today at info@adcg.com.au on the web at www.adcg.com.au and connect with us on LinkedIn at ADCG
As of July 2025:
• 67,786 claims were with officers for processing
• 16,036 claims were yet to be allocated for processing
• 326 days is the average time to process an MRCA Initial Liability claim
Life at sea takes its toll. Hearing loss and tinnitus, musculoskeletal injuries, PTSD, anxiety and depression are common among maritime veterans. Without guidance, even routine claims can become stressful and prolonged.
Ethical Advocacy and Systemic Contribution
KSC Claims takes a transparent, ethical, and veteranled approach, offering free initial consultations and prioritising long-term wellbeing.
The team also contributes to government inquiries, legal forums, and media discussions, helping shape systemic improvements across the veteran community.
Partnering with Microsoft in the Defence Industry
The global Defence landscape is driving an urgent need for partnership across the industry.
Defence budgets worldwide have surpassed $2.4 trillion, with NATO allies committing to spend 5% of GDP on defence by 2035 – 1.5% of which is earmarked for infrastructure resilience, cyber security, and civil preparedness. Countries like Japan, Australia, and South Korea are rapidly expanding their defence budgets to reinforce maritime security, cyber resilience, and regional deterrence. In this climate, modernization and multilateral cooperation are paramount, making trusted partnerships with global reach more critical than ever.
Partnerships rely on close and trusted collaboration.
Defence missions demand cutting-edge capabilities and sustained partnerships built on trust, agility, and shared purpose. The most effective solutions arise from close collaboration between governments, industry leaders, and technology partners, emphasizing interoperability and rapid innovation. This collaborative approach enables organizations to anticipate risks, respond swiftly to crises, deliver resilient solutions, and shape effective deterrence strategies. Disrupting traditional defence supply chains by prioritizing agility and innovation is increasingly necessary.
Microsoft is at the centre of an extensive global partner ecosystem.
Microsoft unites over 500,000 partner organizations globally, ranging from startups to enterprises, to meet
Post-Claim Support: Guidance Beyond the Paperwork
Lodging a DVA claim is just one step. Through the Post Claims Support Initiative, veterans continue to receive guidance after their claim is closed. Legacy KSC Claims clients can access:
• Email updates on services and supports
• A dedicated phone line for non-urgent assistance
• Help navigating veteran support networks like Open Arms
• Free assistance lodging or updating DVA applications
• Advocacy doesn’t end with a determination. Where the system ends, we keep going.
• Community Initiatives: Support Beyond Claims
• KSC Claims strengthens veteran wellbeing nationwide by supporting veteran-focused organisations such as:
• The Younger Heroes: father-child reconnection camps across Australia
• Gold Sponsorship of VESPIIA’s inaugural Future
the evolving needs of defence organizations. The partner network includes defence prime contractors (e.g., Lockheed Martin, Leidos, Northrop Grumman), global defence systems integrators (e.g., Accenture, EY, Thales, BAE), cyber security firms, ISVs focused on AI and analytics, cloud integrators, and tactical edge solution providers. This extensive ecosystem is designed to scale support while maintaining high-touch collaboration for managed partners, ensuring that the value of the managed partner ecosystem is not diluted.
Providing Mission Understanding & Technical Advantage.
Microsoft’s team includes former military and government professionals who bring deep mission understanding to every engagement. By working side-by-side with defence partners, Microsoft co-builds solutions and iterates based on real-time needs. Defence partners gain access to advanced technology, including AI, sensor data fusion, and secure information sharing, all underpinned by world-class cyber security informed by 78 trillion signals analysed daily. Microsoft’s global cloud infrastructure supports operations across borders and is tailored for national defence requirements.
Partner with Microsoft now to boost capabilities, global reach and scale.
Our engagement with you is deliberate and missionfocused, prioritizing trust, transparency, and shared outcomes. Microsoft will seek to understand your mission, scale, and objectives and look to match those with the right team and support.
For software partners, engagement goes beyond technical support – Microsoft helps build, scale, and sell solutions, leveraging its trusted brand, global reach, and defence-aligned sales force.
Accordingly, our engagement will enable you to:
• Showcase your software solutions on the Microsoft Commercial Marketplace to boost your brand visibility and earn customer trust.
• Unlock new growth by joining programs that provide technical resources, cloud credits, integration support, and expert guidance – empowering you to build, launch, and scale with confidence.
• Benefit from tiered rewards such as marketing support and enhanced sales opportunities as your solutions gain momentum.
• Achieve recognised partner status and certifications to demonstrate quality and reliability, opening doors to new customers and success worldwide.
Join a mission-driven community today.
• Joining the Microsoft partner network means becoming part of a mission-driven community committed to strengthening national and global security through innovation, collaboration, and scale. Partners are encouraged to learn more and sign up online (via the link below) to join the program, leveraging Microsoft’s resources and expertise to achieve more in the defence sector.
• Build and sell your solutions – with the Microsoft AI Cloud Partner Program –www.partner.microsoft.com/en-US
Frontlines Conference: advancing defence capability and veteran wellbeing
• Australian Veterans' Children Assistance Trust (AVCAT): funding scholarships for children of veterans
• These community initiatives ensure support reaches beyond financial outcomes, helping veterans and their families thrive.
Support That Travels With You
From initial claims to appeals and post-support programs, KSC Claims provides digital-first access, ensuring expert guidance is always just a click or call away. For women in Defence, specialised support includes female case managers and a dedicated female Veteran Support Officer.
Whether it’s your first claim or a follow-up, KSC Claims ensures veterans are never left navigating the system alone.
Learn more at kscclaims.com.au or contact us by:
• SMS: 0482 076 328
• Phone: 07 3185 5691
• Email: info@kscclaims.com.au
We guarantee a response within 12 hours, 7 days a week. Once we connect, we’ll arrange a 30-minute call to discuss what the DVA has requested and answer any questions about the process.
KSC Claims Founders, Luke Armstrong and Matt Dumars.
CAPABILITIES
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Medium
Composites
Precision
Rubber & Seals
Design/Creative
Legal
Workforce/HR Support
Banking/Finance
Bidding/Tender Writing Marketing
Consultants
Design
Design Testing
Global Positioning
CAPABILITIES
CAPABILITIES
Bidding/Tender
Consultants Research
Training
Advanced
Command
Design
Design
Ground
CAPABILITIES
Workforce/HR
Banking/Finance
Bidding/Tender
Project
Consultants
Research
Training
Through-Life
Inspection,
Insurance
Advanced
Command
Design
Design
Adelaide Film Works
In a sector where trust, compliance, and precision underpin every project, Adelaide Film Works has steadily built a reputation as a partner of choice for government, defence, and leading commercial brands.
Headquartered in South Australia, the company delivers high-end videography and photography that not only capture compelling stories but also meet the stringent requirements of organisations operating in complex and highly regulated environments.
JOSCAR Accreditation
This year, Adelaide Film Works achieved JOSCAR accreditation – a milestone that affirms its commitment to rigorous standards of governance, compliance, and security. The Joint Supply Chain Accreditation Register (JOSCAR) is a widely recognised credential within the defence and aerospace sectors, providing assurance that suppliers meet the highest benchmarks of quality, reliability, and risk management.
For Adelaide Film Works, JOSCAR is more than a badge of credibility. It is a formal recognition of the company’s long-standing practices in managing intellectual property, safeguarding sensitive data, and adhering to industry-specific compliance requirements. By joining a
register that streamlines procurement for prime contractors and government bodies, Adelaide Film Works not only enhances its visibility in the defence ecosystem but also reinforces its position as a safe pair of hands for projects where precision and accountability are paramount.
Proven Delivery for Federal Gov
The company’s credibility in government circles has been earned through consistent delivery on projects of national importance. Adelaide Film Works has worked extensively with the Department of Health and Aged Care, the Department of Finance, the Department of Social Services, the Department of Workplace Relations, and Services Australia.
Each of these engagements has demonstrated the firm’s ability to navigate complex approval processes, manage multi-stakeholder communications, and ensure compliance with government protocols.
Key to its success is an unwavering attention to detail – particularly in the management of licensing, risk frameworks, and intellectual property.
These are areas where oversight can carry significant reputational and legal consequences, yet Adelaide Film
Works has established processes that allow departments to proceed with confidence.
Delivering for Industry Leaders
While government work has been central to Adelaide Film Works’ portfolio, its commercial client base is equally distinguished. Recent projects include content for SA Water, REDARC Defence & Space, ASC, McDonald’s, and Haigh’s Chocolates. Each engagement reflects the company’s versatility—shaping narratives that range from public utility communications to defence technology promotion and consumerfacing brand storytelling.
In these projects, Adelaide Film Works combines creative vision with disciplined project management. The result is content that resonates with audiences while upholding the technical, legal, and reputational requirements of complex organisations. This dual capability—creative storytelling underpinned by compliance rigour—is what sets the company apart in the marketplace.
A Trusted Partner
Backed by a strong record across government and commercial sectors, the company enables impactful communication while maintaining compliance and trust.
For a thriving and resilient defence industry with SA at its core.
Based in Adelaide, South Australia, the Defence Teaming Centre (DTC) is a leading not-for-profit industry association that reinvests 100% of its earnings into strengthening the Australian defence sector.
Through advocacy, education, networking and industry development initiatives we connect Defence Primes, SMEs, academia and professional service providers to drive growth and support Australia’s strategic defence interests.
The DTC represents South Australia’s defence industry and national, and international companies with an interest in SA-based opportunities.
We create connections, champion capability development and advocate for our members to ensure a thriving and resilient defence industry with SA at its core.
As a trusted industry partner, we guide and support members to navigate the evolving defence landscape and secure opportunities across Air, Land, Sea, Space and Cyber.
We deliver a comprehensive calendar of events and training programs, provide facilitated introductions to key defence decision makers and practical advice on market engagement.
Join us for our premier defence industry gala, dedicated to celebrating the outstanding achievements of DTC members in the Australian Defence industry. The evening also features Dr Dan Pronk as our Keynote Speaker, veteran charity support, and presents a key networking opportunity.
Friday, 5th of December 2025
Adelaide Convention Centre, 6pm
Tickets on Sale dtc.org.au
Principal Partner
