WA Defence Review 2020 Annual Publication

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EDITORIAL

INTRODUCTION

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

Now in our third year of operation, WA DEFENCE REVIEW has published three Annual Publications with each edition being markedly enhanced in size, content and industry support.

The 2020 Annual Publication has expanded considerably to being over 200 pages in length, more than twice the size of our 2018 edition. That we have achieved this during a global pandemic reinforces the expanding opportunity that exists within WA’s defence sector.

The WA DEFENCE REVIEW Annual Publication has achieved national and increasingly international distribution, and by doing so has brought substantial value to our clients and stakeholders.

Available in both hardcopy and online, both our 2018 and 2019 editions were distributed extensively throughout Australia to Defence and industry peak bodies across every state and territory, as well as to select overseas destinations in New Zealand, Singapore, the UK and the US.

Australia Conference 2019, Pacific 2019 International Maritime Exposition, SubSTEC5 Conference 2019 and the West Australian European Defence Industry Forum 2019.

As WA DEFENCE REVIEW has the largest defence sector distribution list in Western Australia, our previous Annual Publications reached targeted senior defence decision-maker audiences, and has been showcased and distributed at an array of major industry conferences and trade shows across Australia. These trade shows included; the WA IndoPacific Defence Conference in 2018 and 2019, Avalon 2018, Australia Oil and Gas 2019, ASMEX 2019, Northern Australia Development Conference 2019, Pacific 2019 and SubStec5.

WA DEFENCE REVIEW’s core objective is to analyse Australian defence and security matters from a west coast perspective.

This edition retains that focus, and we have sought to improve our value to readers by continuing and expanding our in-depth analyses, and high-profile contributions and interviews. We have continued to seek out commentary from Commonwealth and Defence officials, defence industry including WA defence sector officials, as well as from our key ally and a regional strategic partner. In addition to our existing columns; Indian Ocean Security, Northern Australian Security and Veterans’ Affairs, we have introduced a series of new columns; Advanced Manufacturing, Aerospace & Space Affairs, Basing & Infrastructure, Canberra Musings, Cyber & Information Warfare, Health & Medicine, Innovation & Technology, Land Systems & Warfare, Logistics & Supply Chain, Maintenance & Sustainment and Policy & Advocacy.

Across Australia WA DEFENCE REVIEW has been affiliated as an accredited media partner to the following organisations; AMDA, Submarine Institute of Australia, AOG, Australian Commercial Marine Group, AIDN National, West Australian European Business Association, Association for Sustainability in Business and the Henderson Alliance. Further, and in this capacity we were associated with a wide array of exhibitions, trade shows and high-profile special events such as; AIDN National Defence Industry Gala Dinner 2018, Maritime Showcase Breakfast 2018, AIDN National Defence Industry Gala Dinner 2019, AIDN National Defence Industry Gala Dinner 2020, Australasian Oil & Gas Exhibition & Conference 2019, Australian Superyacht, Marine Export & Commercial Industry (ASMEX) Conference 2019, Developing Northern

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Significantly, in August 2019, in recognition of our Indian Ocean and WA defence and security expertise, WA DEFENCE REVIEW was invited to participate in the 27th annual Australian American Leadership Dialogue, which was hosted in Perth.

Our 2020 edition is also the first and only publication in Australia to have secured exclusive interviews with the Commandant of the US Marine Corps, Commander, French Joint Forces (ALINDIEN) and Commander, South Indian Ocean Armed Forces (FAZSOI) bringing unique insights on matters of regional security from our longstanding ally and a key strategic partner. Finally, as an acknowledgment of the service and

sacrifices of those who have served in the Australian Defence Force, we have enhanced our commitment to Veterans’ Affairs by inviting more contributing authors, and have increased the number of complimentary advertisements provided to defence and veteran charities.

We remain grateful for the continued support from the Minister for Defence, Senator the Hon Linda Reynolds CSC, who noted “As Minister for Defence, and a proud West Australian, I appreciate the WA DEFENCE REVIEW’s insightful and informative analysis”. The minister continued “With a strong defence industrial base, it is only appropriate that Western Australia should have a platform to engage government, business, academia, and military on issues of shared interest. And this is what the WA DEFENCE REVIEW does so well”. She concluded “From national security analysis to reliable industry insights, it brings together a variety of perspectives, interviews and commentary to deliver a publication engaging as it is informative”.

With the launch of our 2020 Annual Publication we can be confident that WA DEFENCE REVIEW is now widely recognised as the pre-eminent defence and industry publication on the west coast, and is now among Australia’s leading defence publications. We shall continue to act as a conduit for credible discussion on matters relating to the Indian Ocean and Indo-Pacific regions, WA’s defence sector and other topics that resonate with Australia’s wider defence sector. Finally, as an indicator of our continued progress WA DEFENCE REVIEW will soon be announcing details of our inaugural Editorial Advisory Group. We hope you enjoy this bumper 2020 edition!

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EDITORIAL TEAM

SERGE DESILVA-RANASINGHE

Managing Editor editor@wadefencereview.com.au

DR STEPHANIE KOOREY Consulting Editor & Senior Correspondent

DR PETER LAYTON

Senior Correspondent

TERRY BOOTH

Special Correspondent

Serge DeSilva-Ranasinghe is the author of over 500 articles on topics spanning strategic policy, political risk, maritime security, military affairs, transnational security and defence industry.He has interviewed numerous senior political, government, military and industry figures, with his work featured in publications such as The Diplomat, Harvard International Review, Forbes Asia, Jane’s Defence Weekly, Jane’s Intelligence Review, Military STEPHEN BUNCE DAVID NICOLSON SIMON LOUIE Technology, NAVAL FORCES, The Defence Writer Photographer Defence Writer Australian, Australian Financial Review, and many more. He has appeared on radio and television, chaired dozens of events and been invited to deliver presentations for organisations such as the Committee for the Economic Development of Australia (CEDA), Australasian Council of Security Professionals, Australian Defence College, Special Operations Command, Defence Imagery and Geospatial Organisation, Defence, Science and Technology and numerous other organisations. Serge is the Defence Advisor to the CORE Innovation Hub which is WA’s premier start-up precinct, is an Associate Fellow of the Australian Institute of Management WA, Associate of Security Professionals Australasia, is an Honorary Fellow with the National Security Institute, University of Canberra, and is the former President of the Australian Industry & Defence Network of WA.

© WA DEFENCE REVIEW. Photographer: David Nicolson.

Editor, Publisher, Design and Production: Serge DeSilva-Ranasinghe PO Box 6701, East Perth, WA 6892 For enquiries: admin@wadefencereview.com.au

Cover: Cavalry scout commander, L/CPL Nicholas Ledger of A Squadron, 10th Light Horse Regiment, 13th Brigade conducting a demonstration at Irwin Barracks, Karrakatta.

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Printed by: Vanguard Press - vanguardpress.com.au

Disclaimer: Any opinion expressed is the honest belief of the author based on all available facts, but is not necessarily the view of WA DEFENCE REVIEW or its employees. Comments and facts should not be relied upon by the reader in taking commercial, legal, financial, or other decisions. Articles are by their nature general, and readers are advised to seek specialist advice before acting on information published within which may not be appropriate for the readers’ particular circumstances. WA DEFENCE REVIEW will not accept liability for any error or omissions printed, however caused. All rights reserved. The ownership of trademarks is acknowledged. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form without the written permission of WA DEFENCE REVIEW. Copyright © 2020 WA DEFENCE REVIEW ISSN 2652-5852 Acknowledgements: WA DEFENCE REVIEW wishes to graciously thank all our corporate sponsors for their support. We also extend our gratitude to the following organisation and people for their kind assistance in helping us compile our 2020 Annual Publication: Defence Media, RADM Raydon Gates (Rtd), Peta Magorian, Ross Louthean, John McIntosh, CDRE Brett Dowsing, RAN (Rtd), Pat Hall, Stephen Bunce, Simon Louie, Dr Peter Layton, Dr Stephanie Koorey, Dr Gregor Ferguson, Chad Van Heemst, the Hon David Johnston, Professor Peter Leahy, LTGEN (Rtd), and VADM Peter Jones (Rtd), Terry Booth, Valerie Latimour and Andrea Thomsen.

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CONTENTS 2. INTRODUCTION 4.

EDITORIAL TEAM

8.

CAN YOU HEAR THE WAR DRUMS?

By Professor Peter Leahy AC, LTGEN (Rtd)

12. EXCLUSIVE INTERVIEW Senator the Hon Linda Reynolds CSC Minster for Defence, Australian Government 22. EXCLUSIVE INTERVIEW The Hon Melissa Price MP Minister for Defence Industry, Australian Government 32. STATE OF WESTERN AUSTRALIA’S DEFENCE SECTOR 2020

By Serge DeSilva-Ranasinghe 37. EXCLUSIVE INTERVIEW The Hon Paul Papalia CSC MLA Minister for Defence Issues, Government of Western Australia 45. DEFENCE WEST’S BIG YEAR

By Matt Moran 46. DEFENCE SCIENCE RESEARCH IN WESTERN AUSTRALIA: 2020 UPDATE

By Michele Clement 48. AUSTAL BUILDS ON EXPORT SUCCESS

By Dr Gregor Ferguson 53. SHIPBUILDING MILESTONE FOR LUERSSEN AUSTRALIA

By Jens Nielsen 55. CIVMEC PREPARES FOR ARAFURA-CLASS BUILD PROGRAM

By Dr Gregor Ferguson 66. INTERVIEW Simon Watson General Manager, WATMAR 71. ORONTIDE: POISED FOR EXPANSION

By Stewart Maddison 75. HMAS STIRLING: REDEVELOPMENT AND MODERNISATION UPDATE CAPT Ainsley Morthorpe CSM ADC 81. EXCLUSIVE INTERVIEW RADM Ian Murray Commander, Joint Logistics, ADF 88. PUNCHING ABOVE ITS WEIGHT: DEFENCE LOGISTICS IN WESTERN AUSTRALIA

By CMDR Ben Macdonald

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92. GAINING ALTITUDE: WESTERN AUSTRALIA’S EXPANDING DEFENCE AEROSPACE SECTOR

By Dr Peter Layton 98. RAAF BASE PEARCE REVITALISATION PROGRAM

By BRIG Matt Galton DSC 104. EXCLUSIVE INTERVIEW Dr Megan Clark AC FSTE Head, Australian Space Agency 112. AROSE: HOME TO A WORLDCLASS SPACE REMOTE OPERATIONS CENTRE

By Russell Potapinksi & Pam Melroy 115. SPACE HUB PERTH: DRIVING OUR COMPETITIVE ADVANTAGES

By Tamryn Barker 117. EXCLUSIVE INTERVIEW GEN David H Berger and LTGEN Lewis A Craparotta US Marine Corps’ Commandant and Commander, US Marine Corps Forces, Pacific 123. EXCLUSIVE INTERVIEW VADM Didier Maleterre Commander, French Joint Forces (ALINDIEN) 128. EXCLUSIVE INTERVIEW GEN Yves Métayer Commander, South Indian Ocean Armed Forces (COMSUP FAZSOI) 132. WEST AUSTRALIA’S GROWING DEFENCE LAND SECTOR

By Stephen Bunce & Dr Peter Layton 137. INTERVIEW Greg Whitehouse Managing Director, Precision Technic Defence 140. THE STRATEGIC IMPORTANCE OF THE NORTH WEST CAPE

By Dr Gregor Ferguson and Simon Louie 150. EXCLUSIVE INTERVIEW The Hon Keith Pitt MP Minister for Resources, Water and Northern Australia, Australian Government

156. STRENGTHENING THE INTERNATIONAL RULESBASED ORDER IN THE INDIAN OCEAN REGION: THE CASE FOR AN INDIAN OCEAN MARITIME ACADEMY

By Serge DeSilva-Ranasinghe and CDRE Brett Dowsing, RAN (Rtd) 163. DMTC: INNOVATION WITH A PURPOSE

By Mark Hodge 164. PAWSEY SUPERCOMPUTING CENTRE: A STRATEGIC ASSET FOR WESTERN AUSTRALIA’S DEFENCE SECTOR

By Mark Stickells 166. CERI: SUPERCHARGING HIGH-VALUE START-UPS

By Carolyn Williams 170. EXCLUSIVE NTERVIEW RADM Sarah Sharkey CSC Commander, Joint Health and Surgeon General of the ADF 178. JOINT HEALTH UNIT WESTERN AUSTRALIA: A PROFILE

By CMDR Mark Brazier 181. INFORMATION WARFARE: THE NEW BATTLEFIELD

By MAJGEN Marcus Thompson 183. WARFARE BY OTHER MEANS: THE RISE OF CYBER AND INFORMATION WARFARE

By Dr Andrew Dowse AO, AVM (Rtd) 187. A VISION FOR WESTERN AUSTRALIA’S DEFENCE INDUSTRY

By Rohan Green 190. INTERVIEW Mark MacClennan Principal, Bennett + Co 193. THE NEED FOR A UNIFIED NATIONAL DEFENCE INDUSTRY ADVOCATE

By Brent Clark 196. VETERANS AND DEFENCE INDUSTRY: TRANSITIONING TO CIVILIAN LIFE By the Hon Peter Tinley AM MLA, WA Minister for Veterans’ Issues 200. SOLDIER ON: SUPPORTING VETERANS AND THEIR FAMILIES

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COMMENTARY

CANBERRA MUSINGS

CAN YOU HEAR THE WAR DRUMS?

By Professor Peter Leahy AC, LTGEN (Rtd), Director, National Security Institute, University of Canberra.

The drums of war have started. You can hear them in the distance and they are getting louder. Drums in war were used to send signals to the troops. Strong signals are being sent now by our politicians about how our rules-based order is under assault and how we aim to defend it and shape our tomorrow. Barbara Tuchman, in The Guns of August, chronicles how once nations began to plan and mobilise, the First World War became almost inevitable. Care needs to be taken now as we listen to those drumbeats in the distance.

CHANGING STRATEGIC ENVIRONMENT

© Department of Defence.

2020 has been a big year for Australia and it is not over yet. Global threats such as climate change, terror and cyber-attacks are increasing and we are struggling to find the means to deal with these very evident and serious dangers. We have yet to fully realise the significant threat from conflict in space. And of course, there is the pandemic. Australia’s two-decadelong adventure in the Middle East is sputtering to a close and there is an increasing demand for the ADF to contribute to regional and domestic tasks. The Australian Government has initiated a well-deserved step up to the Pacific. The Middle East is a place to be avoided in the future.

The Prime Minister of Australia, the Hon Scott Morrison launching the 2020 Defence Strategic Update and the 2020 Force Structure Plan at the Australian Defence Force Academy in Canberra on 1st of July 2020. Photographer: Kym Smith.

Our country-to-country relationship with China has deteriorated rapidly and decisively. Our primary security partner, the United States, has taken an increasingly hard line against China with an apparent appetite to either control or contain their increasingly authoritarian and militaristic posture. America is keen to have us join them. Regionally there is increased pushback against Chinese actions in the South China Sea and there are even suggestions of European involvement and deployments into the region.

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India has begun to warm to the proposal for a quadrilateral security grouping alongside Japan, the United States and Australia. Any advances in our strategic partnership with India is welcome. Given their strength, size and location, a greater engagement with them adds depth and meaning to the term Indo-Pacific region. We share an ocean with them, acknowledge their influence over the entry and exit points to the Bay of Bengal and the Malacca Strait, and have common concerns about the security of the sea lanes that cross the Indian Ocean.

We are not a littoral state to the South China Sea so our actions should be in support of those states with a direct issue with China’s claims. Recent Chinese and US deployments and activities in the area have heightened the chance of misadventure. We should be concerned about ‘hot headed’ ship captains and ‘right stuff’ pilots whose spur of the moment actions could see rapid escalation of the tensions that already exist there. ASEAN have spent a long time looking for something to agree on. China’s current actions might just provide the reason for them to show some unity and resolve. As the natural leader of ASEAN, Indonesia should assume a more active leadership role in any pushback against China.

Perversely we seem to be intent on talking our way into conflict. We should be talking about peace.

Red lines are being drawn and of course the trouble with a red line is that you need to enforce and honour it. As in the lead-up to many wars there is a certain inevitability as countries prepare for war rather than seek out peace. The decision to go to war is a big one.

It needs the active consideration of the public and the direct involvement and approval of a parliament.

There are many questions to be considered; why are we going to war, what is the mission, what does victory look like and what is the shape of peace.

NEW DEFENCE POLICY Amid these developments the Australian Government has outlined a new strategy for Defence and the capability investments to deliver it. Among terms such as strategic competition, realignment and deterioration,

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CANBERRA MUSINGS

The new defence policy, as enshrined by the 2020 Defence Strategic Update and 2020 Force Structure Plan respectively, seeks to deepen our alliance with the United States and strengthen our regional engagement across the Indo-Pacific. In a welcome hint of independence from America’s ‘hawkish’ policies on China, the Australian Foreign Minister at the July AUSMIN, in Washington, said that Australia makes its own decisions and our own judgments in Australia’s national interest.

This is refreshing to hear but it will be difficult to resist American demands to be involved in its anti-China stance given our long dependence on the United States, our strategic preference to rely on a great and powerful friend and the central role that America plays in enabling the majority of our defence capabilities. Our oft-repeated policy of self-reliance, in the age of technology, is more fantasy than reality.

The publication of these two new defence documents begs the question of where is the ground truth of Australia’s foreign, defence and security policy? The 2016 Defence White Paper has been all but sidelined. The Department of Foreign Affairs and Trade have been diminished by budget cuts and a huge time gap between the publication of their two most recent white papers. Should we expect to see more white papers in the future, or will they be replaced by a series of ‘updates’ like these new documents?

Strategic circumstances are on a wild ride and the development time of a white paper is long and does not leave room for policy agility and adaptability. If we are only going to see periodic updates, we need to ask how coherence will be achieved in how we see the world and our role in it. Any chance of a unifying national security approach? Do we dare to hold out hope for a new hierarchy of foreign, defence and security papers under a revitalized national security community headed by a National Security Advisor?

© Department of Defence.

the government has directed a policy that, “signals Australia’s ability – and willingness – to project military power and deter actions against us”. The objectives are to shape, deter and respond. No free guesses for who the new policy is pointed at.

HMAS Stuart conducts a live Harpoon Missile firing off the coast of Hawaii during Exercise Rim of the Pacific 2020.

Photographer: LSIS Christopher Szumlanski.

and will be difficult to achieve given the sticker price of equipment and growing personnel and operating costs. They include patrol, support and amphibious vessels, long-range strike weapons, enhanced special forces capabilities, increased weapons inventories, cyber capabilities, fuel storage and a more durable supply chain and strengthening sovereign industry participation.

With a clear eye on the future and our growing dependence on space there will also be integrated intelligence, surveillance and reconnaissance and space tracking and sovereign satellite systems. The decision to aggregate capability into five operational domains is sensible as it aligns closely with the now commonly accepted five domains of war – land, sea, air, cyber and space. The force design and command and control for these are relatively well developed except for that of space where there is a lot of work to be done to determine our needs and methods. It’s time to give some serious thought to establishing a space command distinct from the three services to carry out this important development work.

CAPABILITY & RESOURCING

Overall, the proposals are impressive, and if delivered will in combination result in the transition of the ADF into a more expeditionary and offensive force. Whether it will be able to operate independently of the United States is another question. To fund the capability ambitions the Australian Government will provide Defence with total funding over the next decade of $575bn, including $270bn in capability investment.

The 2020 Force Structure Plan calls for a change to capability investments to support the new strategic objectives of shaping, deterring and responding with credible military force. The plans are ambitious, extensive and expensive

The big question is where will the money come from? Government promises of Defence budgets are seldom realised and Defence seems chronically incapable of getting capital and sustainment costs right.

In the aftermath of COVID-19 there will

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EDITION 3 • 2020

be intense competition across all sectors of government spending. Standby for a decade of ‘guns versus butter’ budgets with the added degree of difficulty of trying to claw back some of the massive COVID-19 deficit, which is growing day by day.

IMPLICATIONS FOR DEFENCE INDUSTRY Government correctly recognises that Australian industry is a fundamental input to defence capability and that it needs a genuine partnership with industry. Defence underestimates just how hard it can be to do business with Defence and if Australian industry is to become both sovereign and competitive it will need continued support and genuine encouragement.

The nature of the capability wish list means that much of the equipment will be sourced from the United States. This means it will be difficult to develop a sovereign industry capability capable of delivering the range and complexity of the equipment wish list. Much will need to come from the big United States primes.

Special efforts must be made for Australian companies to get a generous slice of the production, maintenance and sustainment action. There will remain questions around the viability of much of Australia’s defence industry because of the scale of the local market and the effort involved in scaling to meet potential export markets.

The 2020 Defence Strategic Update has provided a new datum point for our foreign, defence and security strategies. It has been a watershed moment and will be fascinating to track its development and its ability to shape the region, project military power and deter actions against Australia.

Its big test will be if conflict does eventuate with China. Will the force we are designing be ready, sustainable and capable?

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EXCLUSIVE INTERVIEW

SENATOR LINDA REYNOLDS: “OUR ENVIRONMENT IS NOW MORE COMPLEX, WITH AUSTRALIAN INTERESTS BEING MORE DIRECTLY CHALLENGED THAN IN THE PAST” The ascent of great power contestation throughout the Indo-Pacific region has become a central focus for the Australian Government, which is facing a series of wide-ranging and complex threats. Many analysts concur that Australia is now squarely in the crosshairs of its greatest geo-political challenge since the end of the Cold War, though some would argue since the advent of World War II. In a detailed and comprehensive interview with WA DEFENCE REVIEW, the Australian Minister for Defence, Senator the Hon Linda Reynolds CSC, discusses the policies adopted and measures being taken to build resilience into Australia’s Defence policy and the geo-political environment that supports Australian interests.

Australia is facing an wide-array of conventional and unconventional threats and challenges in the Indo-Pacific region.

How do you interpret the unfolding situation and Australia’s preparedness to meet these challenges?

The Morrison Government is firmly committed to shaping Australia’s future in a prosperous and secure Indo-Pacific region. Australia’s vision for the IndoPacific is one that is open and inclusive, and respectful of sovereignty; where disputes are resolved peacefully and without force or coercion; where open markets facilitate the free flow of trade, of capital and of ideas; and where economic and security ties are being continually strengthened. However, our environment is now more complex, with Australian interests being more directly challenged than in the past. Since the 2016 Defence White Paper, there has been growing strategic competition between the United States and China, the introduction of more capable military systems, increasingly aggressive grey-zone tactics, and expanding domestic assistance requirements, such as the COVID-19 pandemic and the bushfires and floods last summer.

The 2020 Defence Strategic Update, which the Prime Minister and I launched in July, sets out the government’s new Defence strategy and addresses these changes in our strategic environment. This new

strategy has three core effects-based objectives: shape Australia’s strategic environment; deter actions against Australia’s interests; and respond with credible military force, when required. It involves sharper prioritisation of Defence’s resources. For this reason, I have instructed Defence to focus on our immediate region. That region is the area ranging from the north-eastern Indian Ocean, through maritime and mainland Southeast Asia to Papua New Guinea and the Pacific. Australia’s access through the region is critical for security and trade, and our defence relationships are an essential part of our security planning.

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

The new strategy will also require force structure and capability adjustments focusing on responding to grey-zone challenges, the possibility of high-intensity conflict, and domestic crises. This government will deliver this new strategy by maintaining strategic alignment, capability and resources underpinned by an ongoing reform program. To date, the government has: (a) Released the 2020 Force Structure Plan that details ADF capability investments to implement the Government’s strategy; (b) Provided long-term funding certainty by continuing to provide a 10-year funding model for Defence, including $270bn in investment in Defence capability; and (c) Enhanced its commitment to ongoing reform across the organisation to sustain a unified and integrated ‘One Defence’, which uses resources efficiently and effectively.

EDITION 3 • 2020

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EXCLUSIVE INTERVIEW

The Australia-US relationship has encountered some turbulence and uncertainty in recent years. How has this impacted on strategic ties and military cooperation, and how do you envisage the future of Australia-US bilateral relations?

Australia’s alliance and friendship with the United States remains strong, underpinned by shared values and mutual commitment to a rules-based global order. I have recently returned from AUSMIN in Washington where the strength and mutual respect that is a hallmark of this relationship was on show. With Foreign Minister Marise Payne, I met with US Secretary of Defense Mark Esper and US Secretary of State Mike Pompeo to discuss this vital relationship, which remains the bedrock of security and stability in our region. Our alliance is in great shape but we cannot take it for granted. This is particularly so with the deterioration in our strategic circumstances. And it is why the substantial outcomes secured during our visit to Washington DC are so important.

We assessed in-person meetings would better secure the outcomes to protect Australia’s interests. It did. The visit built on my substantial engagement with US Defense Secretary Esper and US Congress members over the past 12 months.

Secretary Esper and I agreed substantial defence outcomes in support of a secure, open and prosperous region.

In addition to respectful and cooperative personal working relationships at the highest levels of government, Australia enjoys a status as a trusted ally. Australia is one of only three nations trusted to be included in the US National Technology & Industrial Base and our membership of the Five Eyes intelligence-sharing network are just two examples of our close friendship and collaboration. Our participation in the global F-35 program – in which over 50 Australian companies share in more than $1.7bn in contracts – is a great example of our industry-to-industry cooperation.

Along with Minister for Defence Industry, Melissa Price, I continue to advocate for opportunities and for even greater Australian participation in the program.

Our military-to-military cooperation with the United States is second to none.

There are around 500 ADF personnel currently located in the United States.

Every year, northern Australia hosts up to 2500 US marines under Marine Rotational Force – Darwin, and I am pleased a modified rotation is underway this year, following careful planning to minimise COVID-19 risks. The ADF continues to stand side-byside with the United States in land, sea, and air operations around the globe in pursuit of our strategic interests and the rules-based order. Importantly, in Washington we are seen as a reliable and respected partner, who is prepared to share the burden of maintaining global and regional security, especially in the Indo-Pacific. As partners, we don’t always have to agree, but our shared values, history and interests ensure that our alliance and close friendship will endure into the future.

Importantly, in Washington we are seen as a reliable and respected partner, who is prepared to share the burden of maintaining global and regional security, especially in the Indo-Pacific. As partners, we don’t always have to agree, but our shared values, history and interests ensure that our alliance and close friendship will endure into the future.

What is the current status of the Quadrilateral Security Dialogue (the ‘Quad’) between India, Japan the US and Australia? Can you outline the characteristics of our strategic and defence cooperation with Japan and India, and are you seeking to expand ties with them in the near future?

Australia’s Special Strategic Partnership with Japan is a natural and important partnership, underpinned by our shared liberal democratic values, strategic interests and respective alliances with the United States. It is at its strongest point ever, as reflected in the breadth and tempo of our defence and security cooperation. Since becoming Defence Minister, I have spoken regularly with my Japanese counterpart Taro Kono, including in July in a trilateral meeting with US Secretary of Defense Esper where we discussed our shared commitment to enhance security, stability and prosperity in Indo-Pacific. During the past year we have also had two bilateral ‘firsts’ with Japan. We conducted the inaugural bilateral fighter jet exercise BUSHIDO Guardian in September-October 2019.

The Japan Self-Defense Force assisted with the response to the Australian bushfires in January 2020, providing transport aircraft and personnel. On behalf of all Australians, I extended my

gratitude to Japan for such generous and appreciated support.

In June this year, PM Scott Morrison and Indian PM Narendra Modi announced the elevation of the IndiaAustralia relationship to a Comprehensive Strategic Partnership. This historic milestone in our relationship includes a number of new arrangements on defence and maritime cooperation, including a Mutual Logistics Support Arrangement and a Defence Science and Technology Arrangement. These arrangements pave the way for greater cross-service military activity, building on the success of our most complex exercise to date, AUSINDEX 2019, which focused on anti-submarine warfare. Australia is committed to regular consultations with India, Japan and the United States in the form of the ‘Quad’. The partnership is one part of Australia’s active efforts to promote a stable, prosperous and inclusive Indo-Pacific, alongside other bilateral, trilateral and regional initiatives.

The group enhanced its cooperation over the course of the past year, including convening the inaugural Quad Foreign Ministers’ Meeting, which my colleague Marise Payne, Minister for Foreign Affairs and Trade and Minister for Women, attended in September, taking forward practical initiatives in a range of areas.

Australia is open-minded about how the group might evolve.

How is Australia seeking to bolster defence cooperation with our regional neighbours in Southeast Asia?

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As Defence Minister, a key aspect of my role is building and enhancing strong working relationships in Southeast Asia. Australia is strongly committed to working with our partners in Southeast Asia to support an open, inclusive and prosperous region where the rights of all states are respected. We have a long history as a close security partner, with a focus on mutual respect, practical cooperation and capacity-building to address challenges such as maritime security, terrorism, and peacekeeping operations. While COVID-19 has interrupted some of this activity, our strong linkages and commitments in the region mean that we are working flexibly with partners on future planning.

Australia’s defence engagement with our Southeast Asian partners continues to grow. I’m pleased that we currently offer over 1000 positions per year for Southeast Asian military officers to train in Australia, and conduct almost 50 exercises with regional countries each year. For example, our peacekeeping exercise Pirap Jabiru, which we co-host with Thailand, has grown from a bilateral activity in 1998 to a regional activity with over 100 participants from 24 countries in 2018.

Security cooperation is a key pillar in our Comprehensive Strategic Partnership with Indonesia. Australia and Indonesia are natural partners. We share a long maritime boundary, strong economic ties and very strong people-to-people links.

The ADF and the Indonesian National Armed Forces are deepening military cooperation and now participate in 20 military exercises together annually. Since signing our Strategic Partnership with Vietnam in 2018, we have increased our defence cooperation, including through training and support for Vietnamese peacekeepers deployed to South Sudan.

We have also maintained a significant program of defence engagement and training activities with the Philippines after transitioning our counter-terrorism support under Operation AuguryPhilippines to an Enhanced Defence Cooperation Program in December last year.

My Singaporean counterpart and I signed a treaty on Military Training and Training Area Development earlier this year – a commitment that reflects our Comprehensive Strategic Partnership and Singapore’s longstanding training in Australia, including in Western Australia.

Australia also cooperates closely with the Association of Southeast Asian Nations

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(ASEAN) to support our shared interests in regional peace and stability. Australia became ASEANs’ first dialogue partner in 1974 and entered into a strategic partnership with ASEAN in 2014. As a founding member of the ASEAN Defence Ministers’ Meeting Plus (ADMM-Plus), Australia is committed to working with the region to boost regional resilience and address shared security challenges.

Our unbroken record of co-chairing an ADMM-Plus Experts’ Working Group in every cycle since their inception reflects Australia’s dedication to supporting practical cooperation and capacitybuilding in the region.

In February, I announced a package of new initiatives to build on Australia’s cooperation with ASEAN in the areas of peacekeeping and Women, Peace and Security. This will reinforce regional peacekeeping cooperation and strengthen the role of women in our respective peacekeeping activities, recognising the important role women play in conflict prevention and resolution, and supporting economic recovery and growth.

As a committed security partner, Australia supports Timor-Leste’s pursuit of independence, sovereignty and prosperity.

Our Defence Cooperation Program (DCP) seeks to assist Timor-Leste in realising their vision for a modern and professional military and defence ministry.

Last year I visited Dili, as did the Prime Minister, Foreign Minister and Minister for Defence Personnel, providing valuable opportunities to discuss measures to further enhance our defence cooperation.

This includes a package of measures to support Timor-Leste’s maritime security, and the redevelopment of the Port Hera naval base on Timor-Leste’s north coast to support preparations for the two Australian-built Guardian-class patrol boats that we will gift Timor-Leste in 2023. A formal Defence Cooperation Agreement covering the relationship between Australia and Timor-Leste’s respective defence organisations is under development.

The incidence of natural disasters has steadily increased in the Indo-Pacific region.

As a result, the ADF is being increasingly deployed in Humanitarian Assistance and Disaster Relief (HADR) and Defence Aid to the Civil

Community (DACC) operations nationally and internationally.

What lessons have been learnt to date and how is the Australian Government supporting Defence to adapting to this new set of circumstances?

The ADF has a long history of being deployed within the region or domestically, to respond to major humanitarian assistance and disaster relief operations, including support to the damaging effects of cyclones, earthquakes, floods and bushfires.

Defence has responded to the coronavirus pandemic through Operation COVID-19 ASSIST and demonstrated that the ADF has highly-trained and capable personnel with skills that are being used in a wide range of tasks to assist states and territories in their response to the crisis.

We have also supported regional partners in their response to the COVID-19 crisis.

To stay constantly prepared for HADR operations, we have increased engagements internationally and domestically. This includes planning for disaster response tabletop and discussion exercises conducted with our regional neighbours in the Indo-Pacific region and the United Nations Office for the Coordination of Humanitarian Affairs, and locally with state and federal emergency management and response organisations. The lessons from these operations have highlighted the need to continue to maintain close liaison with numerous agencies, and strengthen where possible, whether they be the Department of Foreign Affairs and Trade for offshore humanitarian assistance and disaster relief operations, or the Home Affairs Department and Emergency Management Australia for domestic DACC operations.

As part of the continual review of lessons and improvements, Defence regularly assesses the requirements needed to respond effectively to events in Australia and the Indo-Pacific region. The current work resulting from Operation BUSHFIRE ASSIST 2019-2020 (the ADF response to the national bushfire emergency) includes reviews and update of the: (a) DACC policy and processes to further develop a proactive and integrated approach to preparing for and responding to natural disasters; (b) Scoping the requirement for a strategic reserve of supplies near strategic distribution nodes in conjunction with the Department of Foreign Affairs and

EXCLUSIVE INTERVIEW

Trade and Emergency Management Australia; (c) Capacity and capability of the total force including mobilisation of ADF reserves; and (d) The policy and legal frameworks to support mobilisation.

Defence is also undertaking enhanced planning and training activities to further develop the relationship with Emergency Management Australia and the Department of Foreign Affairs and Trade.

© Department of Defence.

As you are a West Australian, do you have a view on Australia’s current strategic and military priorities in the Indian Ocean region? And how are these priorities likely to evolve in the near future given the rapidly changing geo-political environment?

As a Western Australian, I have long known the value and importance of the Indian Ocean Fijian PM the Hon Josaia Voreqe Bainimarama and the Australian Minister for Defence, Senator the region to Australia’s long-term security interests.

Hon Linda Reynolds showcase the signed handover certificate formalising Australia’s gifting of a Australia has one of the longest Indian Ocean new Guardian-class patrol boat – the RFNS Savenaca - at an official ceremony on 6 March 2020. The new patrol boat is being used by the Republic of Fiji Military Forces to strengthen the archipelagic coastlines and one of the largest exclusive country’s maritime security surveillance and interdiction capabilities. economic zones, which extends deep into the Photographer: LSIS Ronnie Baltoft Indian Ocean. Half of Australia’s navy fleet is based permanently on the Indian Ocean in WA, 1. Expand the regular army in WA to strengthen the security reflecting the importance we place on the region. Australia’s of north-west Australia and streamline opportunities enduring strategic priority is a secure Indian Ocean region for intensified engagement with the armies of Indian that is open and peaceful, and underpinned by international Ocean countries to counter regional rivals and enhance rules, norms and institutions. Continuing to grow and develop Australia’s influence. our bilateral and multilateral relationships, as well as regional 2. Establish an Indian Ocean patrol vessel program to engage architecture, in the Indian Ocean region will support this Indian Ocean littoral navies and coast guards and provide strategic priority. additional economic opportunities for Australian defence The Indian Ocean region is, however, increasingly industry. characterised by rising strategic competition and intensifying 3. Create an Indian Ocean maritime academy based in Perth great power rivalry, leading to a more congested and contested to engage and train with officials from Indian Ocean regional environment. Military modernisation has enabled navies and coast guards, as part of Australia’s commitment regional naval forces to operate at a greater range and with more to bolstering regional security and enhancing Australia’s precision. We are seeing competition to secure access to strategic regional influence. ports right across the Indian Ocean rim. Coercive statecraft and transnational crime also have the potential to affect our interests.

This poses a major challenge to all actors in the region.

As we look to the future, it is clear that India will continue to play a significant leadership role in shaping the strategic environment and culture of the region. Beyond India’s geopolitical clout and size, there is a natural convergence in our shared interests to ensure the Indian Ocean remains a shared resource and the region remains secure and prosperous. Achieving our shared vision of a secure and prosperous Indian Ocean will also require closer partnerships with like-minded countries. We are actively seeking to grow our defence relationships with Sri Lanka and Bangladesh through maritime domain awareness, maritime security and humanitarian assistance and disaster relief.

We are also interested in exploring opportunities for increased cooperation with our strategic partner, Indonesia.

As a measure of the Australian Government’s commitment to strengthening its influence across the Indian Ocean region, is there a personal or government view to the four concepts below that have been recently postulated:

4. Raise a Defence aviation training facility located at RAAF Pearce dedicated to training air force and navy aviation personnel from Indian Ocean littoral states as part of a regional engagement initiative.

WA is vital to Australia’s long-term national security interests. As a gateway to the Indian Ocean and on the cusp of the Indo-Pacific, WA plays a major role in protecting our near region, and is an essential location for both the current and future ADF posture. As demonstrated by the recent announcement of the 2020 Defence Strategic Update, the government continuously reviews Defence policy and force posture settings. In order to achieve our new strategic objectives, we will invest more in Defence infrastructure and capability in WA, reinforcing the commitments made in the 2016 Defence White Paper. But we also need to prioritise more sharply, and for the Indian Ocean, this predominantly means the north-eastern Indian Ocean and Southeast Asia. I am working closely with Defence to strengthen its relationships in this region.

The current capital facilities projects within Western Australia have a total planned sub-contract package value of

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EXCLUSIVE INTERVIEW

© Department of Defence.

inviting the fuel industry and other interested parties to provide their views on the future of fuel storage in Australia.

More domestic storage capacity would boost the domestic economy and the market’s ability to cope with unexpected issues like those seen as a result of the COVID-19 pandemic. Additional storage capacity in Australia would also provide opportunities for emergency stocks of fuel to be held here.

(l-r) Australian Minister for Defence Senator the Hon Linda Reynolds CSC, and US Defense Secretary Mark Esper during AUSMIN 20 hosted in Washington DC. Photographer: ARA_8509694

around $700m. Of the sub-contract packages let to date, 88% have been let to local industry, with an approximate value of $615m. Over the coming decade, there will be a $2.5bn investment to redevelop Defence facilities in WA, including Irwin Barracks, Defence Establishment Harold E Holt, RAAF Base Curtin, RAAF Base Pearce, RAAF Base Learmonth, Campbell Barracks, Yampi Sound Training Area and HMAS Stirling. Cumulative investments will directly contribute to the national economy and strengthen the influence we project from WA across the Indian Ocean.

As Minister for Defence, I’m working closely with Defence to ensure we continue to actively expand in Western Australia. Increasing the full-time presence within army’s 13th Brigade, and the growth in the reserve forces in both the Pilbara Regiment and the Kimberley Squadron of the North West Mobile Force is all key to this. The trained reserve strength of 1300 across Western Australia is significant given WA’s population.

Through the pilot training school at RAAF Base Pearce, the Royal Australian Air Force continues to develop close links with the Republic of Singapore Air Force. It’s vital that we continue to work with other like-minded nations in the Indian Ocean region, focusing on activities such as Maritime Domain Awareness, Maritime Security, HADR, and training and education opportunities for foreign armed forces and Australian Defence personnel alike. Given the state’s geographic location, WA will continue to play a pivotal role in these activities.

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Energy security is an increasingly pressing national security concern. Although the Australian Government has established a strategic fuel reserve, this is reliant on US storage. Is there an intention to create our own, as other countries have done?

Australia’s fuel supply has to date proven to be highly reliable, with Australia not experiencing a major fuel disruption in the past 40 years. Australia brings in fuel from over 70 countries, with no single country providing more than 20% of our total petroleum imports.

This means if there is a problem with fuel supply in a specific region, Australia can source fuel from other places. The interim Liquid Fuel Security Review Report found we need to be better prepared to respond to new and emerging threats in our changing global context. The unexpected challenges in the global oil market, resulting from the COVID-19 pandemic, have only strengthened this perspective.

On 22 April 2020, the Minister for Energy and Emissions Reduction, the Hon Angus Taylor MP, announced that this government is taking advantage of current low oil prices to purchase oil to be stored in the United States Strategic Petroleum Reserve. This purchase is the first part of a multi-layered framework to secure Australia’s fuel supplies.

As the next step in designing and implementing this fuel security framework, the government released a request for information on 15 June 2020,

Separate to this national initiative, Defence maintains its own fuel reserves across the country in order to ensure we have fuel when and where it is needed. Defence has strong and robust arrangements in place with industry for the provision of fuel and can work with commercial fuel suppliers to increase stockholdings when needed. In 2018, the government committed $1.2bn under the Defence Fuel Transformation Program to fund investments to reduce enterprise risk, increase resilience and optimise the operation of Defence’s fuel supply chain.

Additionally, under the 2020 Force Structure Plan the Prime Minister and I launched on 1 July 2020, Defence will invest in improved fuel resilience through greater deployable fuel storage capacity, and additional fuel storage infrastructure across a number of Defence sites. And during our recent discussions at AUSMIN, Australia and the United States announced our intention to develop a US-funded commercially operated strategic military fuel reserve in Darwin, which is a significant step to strengthening supply chain resilience.

Does Defence have targets towards implementing more sustainable energy policies, for example the greater implementation of the use of renewables, electric vehicles and hydrogen, as part of the Australian Government’s commitment towards combating climate change? What progress has been made to date?

The 2016 Defence White Paper identified climate change as a key driver of Australia’s security environment to 2035 and beyond. I continue to ensure Defence remains closely engaged with relevant departments as part of whole-ofgovernment efforts to mitigate, prepare for and address the impacts arising from climate change. Defence has been a responsible steward for our estate and environment for many decades. Defence

EXCLUSIVE INTERVIEW

prepares for climate change impacts on Defence capabilities, estate, personnel and equipment, and related operational responses. Part of this is reducing its energy consumption and carbon emissions, particularly in non-operational and support activities.

Defence’s Estate Energy Policy aims to use less energy and maximise efficiency; transition to renewable and alternative sources of energy; and effectively monitor consumption.

In 2019, Defence released an updated Smart Infrastructure Handbook, which drives the efficiency, effectiveness and sustainability of new and refurbished facilities. Policy positions are under development for things such as increased renewables in retail contracts, electric vehicle charging stations on bases, and ‘greening’ of white fleet vehicles. Defence has also implemented its renewable energy and energy security program, which aims to minimise whole-of-life energy costs for the Defence estate, reduce greenhouse gas emissions and increase energy security. About 50 sites across Australia have existing renewable energy with 15 more Defence bases currently being investigated for potential new renewable energy systems. Construction of a 1.5MW solar photovoltaic system was recently completed at Geraldton’s Australian Defence Satellite Communications Station. The system will provide up to 30% of the station’s power requirements. Late in 2019, the delivery of a small portable hybrid solar photovoltaic system, storage and diesel system at Yampi Sound Training Area was completed.

The renewable energy and energy security program is currently delivering more than 15MW through renewable energy systems at RAAF Base Darwin, Robertson Barracks, Harts Range, and Beecroft Air Weapons Range. Defence is also undertaking feasibility assessments of other low-emission technologies including wind, wave and battery energy storage, in addition to a high-level assessment of potential opportunities for using hydrogen as a diversified energy source on the Defence estate.

The long-anticipated Collins-class FCD decision has still has yet to be announced.

Can we expect an announcement in the foreseeable future, given the impacts of COVID-19 on employment and the shape of workforces in both WA and South Australia?

No decision has been made on the Collins-class submarine FCD location. Options for the future location of Collins FCD will be considered by the National Security Committee of Cabinet in due course.

Options have progressed with awareness of the need to preserve the core Collins submarine expertise currently in South Australia, which will underpin full-cycle dockings and Life of Type Extension (LOTE) of the Collins fleet into the future. We have also considered all other relevant factors, including wider workforce demands and facilities. Ensuring that Australia maintains a potent submarine capability remains a critical strategic requirement of government, and

On 4 June 2020 Civmec’s Executive Chairman, Jim Fitzgerald, provided an in person tour of the company’s upgraded heavy engineering and construction facility for the Minister for Defence, Senator the Hon Linda Reynolds CSC. Photographer: LSIS Ronnie Baltoft

submarine sustainment work is continuing at ASC’s sites in both Osborne and Henderson under routines and protocols fully aligned with the government’s policies for the management of COVID-19.

Given that the COVID-19 pandemic has also exacted a significant economic toll on Australia’s growth, what impact will this have on future Australian Government expenditure pertaining to Defence’s operational, acquisition and training budgets?

Defence’s long-term planning is based on a continuation of the 2016 Defence White Paper’s funding profile. This set the Defence budget to achieve 2% of gross domestic product (GDP) in 2020-21, at which time it would decouple from a percentage of GDP and grow at an annual rate. The Defence budget remains on track to achieve 2% of GDP in 2020-21. The decision to decouple funding from GDP was made to give Defence and industry long-term certainty for capability planning, avoiding the need to adjust Defence’s plans in response to future fluctuations in GDP. Some Defence activities have been impacted by COVID-19. However, Defence regularly reviews its budget to effectively manage and deliver capability over time. This may entail adjusting and refining its investments across capability acquisition, sustainment and personnel costs to ensure Defence delivers capability outcomes. As part of the 2020 Defence Strategic Update, the government has confirmed the commitment to a 10-year funding model for Defence. Defence requires this certainty so it can plan over the long term, including for complex capability acquisition programs.

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Perth | Adelaide | Sydney | Cairns | Darwin

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EXCLUSIVE INTERVIEW

HON MELISSA PRICE: “I WANT TO CHANGE THE WAY WE DO BUSINESS WITH DEFENCE INDUSTRY. MORE THAN EVER BEFORE, WE’RE PUTTING AUSSIE BUSINESSES FIRST” Defence industry is undergoing a significant shift as the Australian government intensifies its focus towards increasing Australian industry capability and strengthening sovereign industrial capability. Further, rising regional tensions and the current crisis of COVID-19 has spurred a renewed urgency towards strengthening supply chain integrity, which has seen defence industry become an increasingly strategic portfolio in Australia’s economic recovery. In August, WA DEFENCE REVIEW, had the opportunity to conduct an exclusive interview with the Australian Minister for Defence Industry, the Hon Melissa Price MP, who provided detailed insights into how her portfolio is being managed, the progress that has been made, the challenges that lie ahead and what her plans are for the future.

Minister, can you share your accomplishments since being appointed Minister for Defence Industry?

It has been an extremely busy, but rewarding experience since becoming Minister for Defence Industry. Under my leadership, I have put small business front and centre issue in this portfolio, forcing a cultural shift within the Department of Defence and making sure we bring in real change to Australian Industry Capability (AIC). I want small businesses to have every chance of success in defence industry. By delivering a new and enhanced AIC contractual framework and independent AIC audit program as a result of my 100-day review into the portfolio, there will be more enforceable guarantees of local content and capability in defence programs.

We’re also bringing in stronger contractual terms to hold major contractors to account on their obligations to the Australian taxpayer. This is real change in the Defence portfolio that will deliver real results, so Australian manufacturing remains alive and well in defence industry and we get more Australians in jobs. Small business is the backbone of the Australian economy and certainly in our defence industry.

The reforms I am delivering in this area, with more changes to come in the second half of 2020, are an accomplishment that gives me much pride.

It’s also clear the Centre for Defence Industry

Capability (CDIC) needed reform to be more fit-forpurpose for defence industry. The CDIC does much more than providing funding support to business. It’s a critical ‘front-door’ advisory service into Defence.

I am working to ensure it is meeting the needs of Australian small businesses. The CDIC needs to help small businesses put their best foot forward, establish strong connections for small businesses with larger contractors and engage with the right people in Defence who can say, “We need their capability.”

This review will lead to substantial reform for the CDIC so that Australian small businesses looking to get involved in Defence will have the best support provided to them.

I am extremely proud that under my direction, we’re accomplishing a new way of doing business with defence industry so that we become a stronger client.

Being a strong client helps us put more Australians into work and ensure small business remains front and centre in the minds of the major contractors and the Department of Defence. The highly successful National Defence Industry Skilling and Workforce Summit, held in Perth late last year, was also a major outcome in our efforts to build the skilled workforce of the future. Similarly, the landmark signing of the Industry Shipbuilding Workforce Plan at PACIFIC 2019 by our shipbuilding prime contractors to work together on growing our future naval workforce was another great outcome.

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW EDITION 3• 2020

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EXCLUSIVE INTERVIEW

Minister for Defence Industry, the Hon Melissa Price and NT Member for Daly, Gary Higgins, join Commander 1st Brigade, BRIG Matthew Pearse aboard a Bushmaster Protected Mobility Vehicle for a tour of Robertson Barracks, Darwin, NT. Photographer: POIS Peter Thompson.

I’ve been a tireless advocate promoting defence exports, and I am working hard to ensure our domestic industry has access to more export opportunities. It was terrific to lead a record delegation to the Defence and Security Equipment International (DSEI) trade show in London last year. I also made the case for Australian business opportunities in talks with senior US officials in Washington, before the COVID-19 pandemic put a stop to such visits. Australia’s defence industry is recognised across the globe and we have some of the world’s most innovative and technologically advanced capability solutions. The 2020 Australian Defence Sales Catalogue featured a record 170 Australian companies, helping these businesses gain greater visibility in overseas markets.

How would you describe the state of Australia’s defence industry in 2020?

© Department of Defence.

Minister for Defence Industry, the Hon Melissa Price, MP, co-signs the handover certificate with Solomon Islands Prime Minister, Manasseh Sogavare for the fifth Guardian-class patrol boat, Gizo, at Austal Shipyards in Henderson, Western Australia.

Photographer: LSIS Kylie Jagiello.

It has certainly been a challenging year for our nation. I would describe Australia’s defence industry as innovative, cooperative and resilient. The start of 2020 brought the devastating bushfires that ravaged our country during the summer and I’m extremely proud of the way Defence and industry worked together to provide support to communities. Defence and industry worked side by side to have MV Sycamore – with a defence industry crew – rapidly sail from Sydney to sealift Australians cut off by fire in Victoria. Additionally, HMAS Adelaide sailed with a team of defence industry personnel still on board who were performing critical maintenance tasks. This high level of support ensured navy was able to fully support the Government’s bushfire response. Following hard on the heels of the tragic bushfire season, Australia faced another enormous challenge when COVID-19 hit our shores. Australia took appropriate measures to safeguard the health of the nation. We also instigated measures to support defence industry and keep businesses operating safely through the pandemic.

You recently initiated a CDIC review, AIC audit and revised contractual framework. Why are these

initiatives important, and can you provide us with a progress update? Also, what implications will these activities have for Australian defence industry?

This is all about backing small business, creating jobs for Australians and delivering a stronger defence industry. Our investment of $270bn to deliver essential capability for our ADF is unprecedented and we need to do this to keep Australians safe. But my job is clear – I want to ensure Australian businesses get more involved in Defence and take up these incredible opportunities on offer. And that those already in our defence industry get more work. That’s why these reforms are needed right now. These changes will have substantial implications on Defence and companies, because we’re changing culture and the way we do business with defence industry.

The final report for the CDIC Review, including recommendations, was presented to me at the end of July and

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EXCLUSIVE INTERVIEW

Minister for Defence Industry, the Hon Melissa Price MP with AIRCDRE Damien Keddie, Director General Joint Strike Fighter Branch, Capability, Acquisition and Sustainment Group during a visit to Lintek.

Photographer: Kym Smith.

I am currently working through those recommendations. Industry engagement on the review was most welcome and constructive. The Independent AIC Audit Program and the new and enhanced AIC contractual framework are currently still under development for my approval. I will announce the details of implementation, including timelines and engagement, soon. The newly appointed First Assistant Secretary for AIC, in the Capability Acquisition and Sustainment Group, Martin Halloran, is strengthening our engagement with industry groups and small businesses to inform this body of work.

What lessons have we learnt from the COVID-19 crisis and will the Australian defence industry receive government funding or other incentives to develop capacity to quickly escalate production in a future crisis?

The coronavirus pandemic is creating unprecedented challenges for Australian SMEs. My top priority is to do all I can to support them during this time and to keep them strong on the road ahead. In March, the Minister for Defence and I announced plans to fast-track payments to the defence industry to assist them to deal with the flow-on effects of the pandemic. Since then, Defence has paid some 110,000 invoices to a value of $9bn. Of this, about $7bn has been paid early. We know these early payments are flowing on to Australian small defence businesses and this will continue as we extend the early payment of invoices until the end of September.

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To keep the lines of dialogue with industry open, I am hosting regular teleconferences with major defence companies, contractors, industry associations and state and territory defence advocates, along with senior Defence officials. This is allowing us to provide updates and quick solutions to help keep the wheels of industry turning.

This has been an extremely successful process and I thank industry for their engagement.

This pandemic has shown us the importance of self-reliance in Australia and the need to shore up our existing manufacturing base in defence industry as well as looking to build up new capability here. Our recent Force Structure Plan announcement outlines our government’s plan to invest $270bn on defence capability. The opportunities here are enormous and will go a long way toward supporting Australian manufacturing in our defence industry. Manufacturing is alive and well in Australia and our defence industry has proven this. I have visited many Australian businesses that manufacture for our Defence force and continue to do so during COVID-19.

Recently, I have visited WA-based VEEM, which will manufacture braking parts for the army’s Hawkei vehicle. They’re a great example of a WA business with a background in mining and transitioning to the defence industry.

With Australia’s strategic and economic circumstances being seriously challenged, what Defence projects have been, and are likely to be, expedited?

I am listening to leaders across defence industry on ways to support them in the months ahead. We have already worked with Defence to support business with billions of dollars in early payments. But we are exploring other opportunities too. Defence regularly reviews Australia’s strategic environment and the Defence Force structure to ensure that Defence is investing in the right capabilities at the right time. In the context of our strategic environment, projects that can help make Defence more capable, agile and potent will be a priority. We are engaging closely with Defence on this issue.

They are providing advice on a range of investment initiatives that contribute to the government’s economic stimulus objectives in response to COVID-19.

These initiatives will support Australian industry on a national and regional basis in the delivery of capability for the ADF. I hope to have more to say on more industry support in the near future.

US President Donald Trump recently suggested that the F-35 production should be brought back to the US. Understandably, this has created commotion with Australian defence industry as to the reliability of our closest ally. What steps are being taken to ensure that Australia’s role in manufacturing components of the F-35 will remain in Australia?

Our government will continue to back Australian defence industry. We have contracts in place with the US and they won’t change. So far, 50 Australian companies have won more than AUD$1.7bn in F-35 production contracts. The work of local Australian companies as part of the F-35 program is a great story of advanced manufacturing in Australia. For example, I recently visited a New South Wales-based family business – Lintek – which this year has doubled its production capacity of printed circuit boards for the global F-35 fleet. Just recently, I announced funding to help RUAG Australia in Melbourne to boost their export capability though our Defence Global Competitiveness Grants. The opportunities for Australian businesses in the F-35 program will continue to increase and our government will continue to advocate for more involvement in the F-35 program.

© Department of Defence.

EXCLUSIVE INTERVIEW

Given that you are a West Australian what is your view on the capabilities and capacity of WA’s defence sector, and what is your view on WA’s unique capabilities and overall competitiveness within Australian defence industry?

As a proud West Australian, it has become clear to me over my time in this portfolio that WA is key to the vision the government and I hold for Australia’s defence industry. WA makes a significant On 6 March 2020 the Minister for Defence Industry, the Hon Melissa Price participated in the hand over contribution to Australia’s defence ceremony at Henderson for the sixth Austal-manufactured Guardian-class patrol boat RFNS Savenaca. Built industry with a diverse industrial as part of the Pacific Patrol Boat Replacement Project the Fijian contingent present included PM the Hon base, a strong track record in Josaia Voreqe Bainimarama, the Fijian Minister for Defence, National Security and Foreign Affairs, the Hon Inia Seruiratu and the Commander Republic of Fiji Military Forces, RADM Viliame Naupoto. research and innovation, and a reputation for taking advantage of all available opportunities.

WA businesses are very competitive in the Australian In a previous interview with WA DEFENCE defence industry, and this is particularly true when it REVIEW, you mentioned that you are comes to the National Naval Shipbuilding Enterprise. interested in engaging regional Australia Workers in WA are delivering significant upgrades, with defence industry. Where do you see and contributing to the sustainment and maintenance of existing vessels, whilst also contributing to the potential for synergies, and what steps construction of Arafura-class Offshore Patrol Vessels, might you take to explore this further? as well as Guardian and Cape-class patrol boats at the One of my priorities is to ensure regional Henderson Maritime Precinct. Given the recent travel businesses have the opportunity to link into defence restrictions, I have also taken the opportunity to visit projects either directly, or through primes, to ensure defence sites both at Henderson and around Perth. that regional Australia is benefitting from the It’s been great to see the manufacturing works being government’s significant investment in capability. This carried out at both the major Defence sites and at local way, funding and employment opportunities flow into companies, big and small. local economies through an enhanced and diverse industrial base. The CDIC is working hard to ensure regional areas have access to the unique business and advisory support it provides. An example is the roadshow that gives businesses in regional centres visibility of support available to them. I was lucky enough to attend the roadshow in my own electorate of Geraldton, where I was impressed with the breadth of discussion and the potential of the business sector to take on these defence projects.

The COVID-19-related restrictions have shown us that we don’t always need to have in-person meetings, which has resulted in alternate solutions being used instead for meetings and information sharing. This way of doing business will benefit regional businesses and save them time and money that would have previously been invested on travel to attend briefings and meetings. It was great to see a recent webinar hosted by the CDIC was fully subscribed within five hours of the announcement, with 33% of registered participants located in regional areas, indicating a strong interest in this kind of service. I’ve also been pleased to engage in a series of other webinars and virtual tours around the country, including Caloundra.

As a proud West Australian, it has become clear to me over my time in this portfolio that WA is key to the vision the government and I hold for Australia’s defence industry. WA makes a significant contribution to Australia’s defence industry with a diverse industrial base, a strong track record in research and innovation, and a reputation for taking advantage of all available opportunities

EDITION 3 • 2020

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© Department of Defence.

EXCLUSIVE INTERVIEW

Minister for Defence Industry, the Hon Melissa Price MP, at the 2019 Defence Innovation Hub Industry Conference held in Canberra.

Photographer: Lauren Larking.

Australia is now in its first economic recession in three decades. What impact will this have on Defence budget projections and what are the likely implications for defence industry?

As you would know, our Government recently released the 2020 Defence Strategic Update and 2020 Force Structure Plan. The PM Scott Morrison reaffirmed our commitment to properly fund Defence – beyond our achievement of reaching 2% of GDP this year. The Morrison government has committed to a record $270bn funding in Defence capability and infrastructure over the coming decade. The new 10-year funding model will deliver certainty to Defence and defence industry. This will be achieved despite the economic pressures of the COVID-19 period, because it is of utmost importance that we ensure our ADF is properly resourced and prepared for the years ahead.

Now that it is apparent that logistics and supply chain integrity are paramount concerns for Australia’s national security, can we expect to see more manufacturing being undertaken in either Australia

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EDITION 3 • 2020

or countries deemed strategic partners in Asia?

As I’ve said recently, manufacturing is indeed alive and well in Australia.

You might have seen some of the videos I’ve been releasing recently, in which I promote these great works. We are focused on supporting the innovative capacity of Australian businesses and building a skilled industrial workforce.

COVID-19 has reinforced the value of being able to direct investment into specific sectors of the manufacturing industry and surge production in a crisis, demonstrating the importance of resilient supply chains for Australia. But as the PM recently emphasised, Australia will remain an outward-looking trading economy with strong international business ties, supporting local business to participate in global supply chains. Our $270bn investment in Defence capabilities will undoubtedly shore up Australian manufacturing in our defence industry in the decade ahead and beyond. Australian businesses are capable of a lot, and with our Aussie ingenuity we have a great road ahead for manufacturing in this country.

As we move towards the end of 2020, you have many challenges ahead of you. Tell us about your plans for 2021, and how you intend to accomplish your key policy objectives.

In a nutshell, I want to change the way we do business with defence industry.

More than ever before, we’re putting Aussie businesses first. Our government has put committed money behind the Force Structure Plan, investing $270bn on Defence capabilities over the next decade. My job is to ensure we deliver this, whilst maximising opportunities for Australian small businesses looking to get involved in this work. I will certainly make sure we have the right structure, processes and support mechanisms in place so that everyone who has a go, gets a go. Addressing our workforce requirements is another big focus for me in the year ahead. We set up the Naval Shipbuilding College to ensure we have the workforce needed to maximise the benefits of our extraordinary investment in naval shipbuilding. The College’s work has ramped up considerably this year and will continue to grow as workers whose industries have been impacted

by COVID-19 and other factors look for opportunities in defence industry. I will make further announcements on how I intend to build on my current work and change the way we do business with defence industry so that small business remains front and centre of decision making in the minds of major contractors and the Department of Defence.

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ANALYSIS

STATE OF WESTERN AUSTRALIA’S DEFENCE SECTOR 2020

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

It is ironic that Western Australia is on the cusp of a golden age for both Defence and defence industry not seen since World War II, and this is happening in the midst of a COVID-19 pandemic. WA is witnessing unprecedented investment in both Defence and civilian critical infrastructure.

UNIFIED VOICE Despite COVID-19 having a major impact on Australia, it is apparent that the two Defence ministers, Senator Linda Reynolds, Minister for Defence; and the Hon Melissa Price MP, Minister for Defence Industry, have gone to significant lengths to mitigate the risks for Defence and defence industry.

Referring to this, WA’s Defence Advocate, RADM Raydon Gates AO CSM, (Rtd), stated: “All in all, the excellent support from the Department of Defence in Canberra, particularly CASG, Industry Support Cell COVID-19 Task Force and Defence Industry Policy Division, concentrating on the continual communication through the weekly meetings, ensured that the WA Defence Advocate and Defence West were able pass timely messaging to the broader defence environment in WA”. He added: “Paramount to this support was the continued commitment by the Minister for Defence Industry, especially in her attendance at every weekly teleconference”.

After the WA Government’s release of the WA Defence and Defence Industries Strategic Plan in 2018, Defence West has assiduously pursued the tenants of the plan developed by former Special Operations Command (SOCOMD) Commander, MAJGEN Jeff Sengelman (Rtd). This strategy outlines six key areas of pursuit as follows: (a) Supporting a strong and enduring Defence presence. (b) Growing the state’s defence industry capability and contribution. (c) Developing strategic infrastructure. (d) Building research and innovation partnerships. (e) Advancing education, training and skilling; and (f)

Supporting veterans and their families.

Since its foundation Defence West has grown significantly from only a handful of staff to a large team of 20 professionals, with at least seven staff having Defence backgrounds adding to its increased efficacy. Matt Moran, the Executive Director of Defence West has presided over a new era of

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EDITION 3 • 2020

engagement with Defence and defence industry, which has resulted in vastly improved coordination, planning and communication. Being crucial to WA defence industry’s overall success, Defence West has played a key role in fostering a unified voice for WA’s defence sector by strengthening collaboration with industry peak bodies like the Australian Industry and Defence Network and the Henderson Alliance.

Outside of COVID-19 crisis management, the next most significant development for this year was the Australian Government’s release of the 2020 Defence Strategic Update and 2020 Force Structure Review, which has foreshadowed an additional $70bn to Australia’s Defence budget projections. According to Defence, the broad current and future implications for WA will include: (a) The acquisition of nine new anti-submarine warfare frigates to replace the eight ANZACclass frigates, six of which are currently based at HMAS Stirling. (b) A replenishment vessel will replace HMAS Sirius will be homeported at HMAS Stirling. (c) SOCOMD capabilities will be enhanced to support Special Air Services Regiment at Campbell Barracks, Perth, which also include further and ongoing upgrades to the base itself. (d) Royal Australian Air Force Bases Pearce, Curtin, and Learmonth and the Yampi Sound Training Area will be upgraded to support the ADF’s strike and air combat facilities. (e) Upgrade of Harold E Holt Communications Facility in Exmouth. (f) The Jindalee Operational Radar Network (JORN) in Laverton will be modernised over a nine-year period; and (g) The US Space Surveillance Telescope is being relocated to Harold E Holt base at Exmouth.

Further reference to some of these and other Defence projects can be ascertained from Table 1: Major Defence Acquisition Projects in Western Australia.

Speaking to WA DEFENCE REVIEW, the Minister for

ANALYSIS

Defence, Senator Reynolds alluded to a key reason why Australia’s increased Defence budget has been increased: “The Indian Ocean region is, however, increasingly characterised by rising strategic competition and intensifying great power rivalry, leading to a more congested and contested regional environment”. The minister continued: “Military modernisation has enabled regional naval forces to operate at a greater range and with more precision.

We are seeing competition to secure access to strategic ports right across the Indian Ocean rim”. She concluded: “Coercive statecraft and transnational crime also have the potential to affect our interests. This poses a major challenge to all actors in the region”.

BASING & INSTRUCTURE The principal benefactor of Defence attention and investment in WA is HMAS Stirling, which for some time now has been undergoing a significant redevelopment program. The ongoing addition of new infrastructure and support facilities will be an enduring process that should last over a decade in duration, and is being given priority attention in order for the base to support the sustainment of the Collinsclass submarine and accommodate the navy’s new fleet acquisitions, additional capabilities, associated support, workforce and training requirements.

The redevelopment program shall remain a significant economic impetus to local defence industry and the state.

Being integral to Defence’s future in the state, the Australian Marine Complex (AMC) is key and critical to support bids for the navy’s future maintenance and sustainment of larger classes of warships additional to minor war vessels and submarines. As such, Defence and the WA Government have established a joint task force focused on executive oversight of infrastructure and future development at the AMC. Studies are currently underway to guide future investment. The recently released 2020 Defence Strategic Update and Force Structure Plan 2020 also reinforce the critical place that the AMC plays in Defence’s future planning and activities.

Recognising the need for continued investment in the AMC, in June 2020 the WA Government released its draft Strategic Infrastructure and Land Use Plan for the AMC, which provided an overview for required infrastructure upgrades. The WA Minister for Defence Issues, Hon

Paul Papalia told WA DEFENCE REVIEW that: “The plan reinforces the current strengths of the southern and northern harbour, and ensures future activities in each are supported by appropriate infrastructure and planning”. In July, and as part of its ambitious WA Recovery Plan, the WA Government announced an $87.6m funding package to upgrade existing and build new infrastructure at the AMC, a move projected to generate significant employment opportunities and further entice Defence usage and investment.

Jonathan Smith, the General Manager of the AMC Common User Facility (CUF) commented, “The AMC CUF continues to support the Australian Defence Force by delivering essential services for naval vessel sustainment”. He continued: “Defence requirements at the CUF have increased yearly, with Defence being one of the largest contributors to the utilisation of the facility last year. This demonstrates the confidence the ADF has in the operation of the CUF, provided

by AMC Management”. In conclusion he acknowledged: “Further infrastructure developments that are in the pipeline, will provide opportunities for local industry to participate in the expansion of HMA fleet.”

ACQUISITION, MODERNISATION & SUSTAINMENT In the area of acquisition, modernisation and sustainment a salient focus for Defence in WA is towards the Collins-class submarines all of which are homeported at HMAS Stirling and are undergoing a series of upgrades. For example, HMAS Farncomb is scheduled later this year to receive a complete sonar upgrade during a Mid-Cycle Docking at ASC West in Henderson.

Also being implemented in WA is the Communications and Electronic Warfare Improvement Program under Project SEA 1439 Ph5B2 that will further strengthen the RAN’s submarine interoperability with allied navies.

Although the WA Government had commissioned two major studies assessing the feasibility of transferring FCD to be undertaken at the AMC, at the federal level this decision continues to be delayed. The Minister for Defence, Senator Reynolds confirmed that “No decision has been made on the Collinsclass submarine FCD location. Options for the future location of Collins FCDs will be considered by the National

Security Committee of Cabinet in due course”.

Another significant modernisation initiative is the ANZAC Midlife Capability Assurance Program (AMCAP), which is the largest update and modernisation program so far for the navy’s eight ANZAC-class frigates. Thus far, HMA Ships Arunta and ANZAC have completed the upgrade, and another three ships, namely HMA Ships Warramunga, Perth, and Toowoomba, are currently undergoing this modernisation. The AMCAP consists of major upgrades to the frigates’ combat and communication systems, and a replacement of the main mast and phased array radar. This program, which is being completed entirely at the BAE Systems yard at Henderson, and the upgrade of the final ship – HMAS Parramatta – will conclude the program in 2024.

The build process for the Arafura-class Offshore Patrol Vessels (OPVs) (Project SEA 1180) continues to gain momentum with WA-based company Civmec playing a central role. At present, this $2.5bn plus project is the most significant naval vessel construction project in WA. Working in partnership, Civmec and German prime contractor Luerssen are contracted to build the navy’s 12 new Arafura-class OPVs. In March this year, Civmec began work on OPV 3, which is the first OPV to be built in WA. While the first two OPVs are being built by ASC in South Australia, the remaining 10 OPVs will be manufactured at Civmec’s facility in Henderson.

As mark of the ongoing engagement of the advanced naval and maritime capabilities of WA industry, Defence this year awarded Austal a contract to build six evolved Cape-class patrol boats to partially replace some of the navy’s aging Armidale-class patrol boats. This $350m capability investment is intended to harmonise the transition from the Armidales to the soon to be introduced OPVs. The first patrol boat is scheduled be delivered in 2021 and the last by 2023.

All six boats will be constructed at Austal’s Henderson shipyard.

While the navy takes the lion’s share of Defence’s attention in WA, the ongoing multi-million dollar revitalisation program of RAAF Base Pearce is principally focused on the implementation of a new advanced training pilot training system alongside the new Pilatus PC-21 training aircraft and the construction of supporting infrastructure.

EDITION 3 • 2020

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ANALYSIS

Similarly, to the benefit of the army and since the completion of the major Campbell Barracks Redevelopment project early last year, there are a series of smaller ongoing upgrades that are earmarked for that facility, Irwin Barracks and regional bases for Pilbara Regiment and Norforce that will continue into the foreseeable future.

TERTIARY & UNIVERSITY SECTORS As the navy and defence industry projects continue to expand in size and complexity so to has the requirements for workforce skilling and training to meet the increased demand for fleet manning. The Naval Shipbuilding College (NSC), which commenced operations in WA in early 2019, and opened an office at South Metro TAFE located in the suburb of Naval Base, near Henderson.

The NSC is collaborating closely with the WA Government, defence industry and both Edith Cowan University (ECU) and Curtin University respectively.

Further, the NSC’s agenda is guided by input from nine industry primes and system integrators across the state, and the country more generally. This should enhance efficiencies and foster solutions that assist in improving current and future workforce skilling and training needs.

Being another crucial enabler to Defence in the west are the four Team WA universities (Curtin, ECU, Murdoch University and the University of Western Australia), which since the establishment of the WA Defence Science Centre by the state government, have markedly expanded their activities.

Referring to the university sector’s growing association with defence industry, Team WA Universities spokesperson, Pru Steinerts, Manager Industry Engagement at the University of Western Australia, stated: “This year Team WA took advantage of being online and hosted seven workshops across the four WA universities to bring together the research in relation to the DST StarShots. Over 120 academics attended these workshops with the aim to highlight relevant research and initiate collaborative research opportunities”, she said. “Whilst these workshops were primarily focussed on technology there was the opportunity to invite the broader research community with the purpose of building a wholistic WA capability to the DST research themes”. She concluded: “From these workshops, four new collaborations led to submissions for the DSC Collaborative Research Grant round. Team WA intends to continue to build strong research collaborations to underpin our smart state”.

PERTH-SAN DIEGO SYNERGIES While it is clear that WA is witnessing an unprecedented growth in its defence sector, there are many more opportunities that remain untapped that would further expand opportunities. One interesting such example is the WEST Conference, which is hosted in San Diego annually. The WEST Conference was initially identified by WA DEFENCE REVIEW in early 2019 as a key future opportunity that required future exploration.

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EDITION 3 • 2020

Recognised as the premier naval conference and exposition on the west coast of the US, the event brings together senior naval, military and industry decision-makers from across the US and the Pacific.

The WEST Conference is well suited to WA given that both Perth and San Diego have a formal Sister City arrangement, and among other similarities, have the largest naval bases on each countries’ respective west coasts. As a senior US-based Austrade representative observed when asked about WA defence industry attending other US conferences: “They’ll just blend in with the Australia crowd; they’ll be present but they won’t be unique because the other states will also be there”. He added: “Whereas WEST gives them the chance to shine on their own and establish relationships as WA”.

Recognising the value of the WEST conference, in March this year Regional Development AustraliaPerth CEO, Colleen Yates, undertook an exploratory visit to West 2020 and also attended the 5 Eyes National Security on Innovation Roundtable. “West 2020 was an impressive event and WA really should consider being a main sponsor in future, once COVID restrictions ease”, she said. “The synergies between Perth and San Diego are considerable and WA would hold a captive audience hosting a function with any future San Diego WEST Conferences”.

Being a US Navy and Marine Corps town with significant innovation hubs, there are striking similarities - albeit on a smaller scale - between the Perth, Fremantle, Henderson and Garden Island environs to San Diego’s industry and innovation hubs leading one senior Royal Australian Navy official to declare: “Perth is the San Diego of Australia, while San Diego is the Perth of the US.” Clearly the WEST Conference is a potentially significant opportunity that warrants further attention from not only the WA Government, but also the City of Perth and the state’s defence industry.

Defence West and other associated initiatives emanating under the guidance of the WA Defence and Defence Industries Strategic Plan, are gaining ground and proving effective both in outcomes and sustainment. There is strong and consistent support across all appropriate levels of the Commonwealth and state governments, Defence, industry, academia and support services, and this augers well for the development of the defence sector as a major and fundamental element for WA’s future prosperity.

Fulfillment will, however, continue to rely on an agile, dedicated, intellectual and persistent endeavour from across government and industry in WA. Strong and dynamic leadership, ethical and innovative management and hard-working and focussed application will also be required. WA and Western Australians are clearly up for it.

Table 1: Major Defence Acquisition Projects in Western Australia SEA 129 Ph5

Maritime Unmanned Aircraft Systems SEA 129 Phase 5 aims to equip the RAN’s future Arafura and Hunter warship classes with embarked UAS capabilities.

Textron Systems Australia has been shortlisted to tender for the SEA 129 Phase 5 (S-129-5) program. S129-5 will introduce the Maritime Tactical Unmanned Air System (MTUAS) into service. The MTUAS will operate from both the future offshore patrol vessel (OPV) and Hunter-class frigates. This project will enhance the RAN’s existing capability by equipping future fleets with UAS capabilities.

SEA 1180 Ph 1

Offshore Patrol Vessel Civmec is contracted to the SEA 1180 prime contractor, Luerssen Australia, to process steel for all 12 OPVs and will build 10 of the 12 at its new facility in Henderson.

SEA 1397 Phase 5B

Nulka Launcher Sub-system (LSS) Upgrade ANZAC platform installation managed by the WAMA – Warship Asset Management Agreement which is comprised of BAE Systems Australia (Fremantle), Naval Ship Management (Australia) Pty Ltd (Fremantle & Brand) and Saab Australia Pty Ltd (Brand).

SEA 1442 Phase 4

ANZAC-class Communications Systems Upgrade ANZAC platform installation managed by the WAMA – Warship Asset Management Agreement Alliance which is comprised of BAE Systems Australia (Fremantle), Naval Ship Management (Australia) Pty Ltd (Fremantle & Brand) and Saab Australia Pty Ltd (Brand).

SEA 1445

Evolved Cape-class Patrol Boats In April 2020, the Australian Government approved the procurement of six evolved Cape-class patrol boats to de-risk the transition to the new Arafura-class. All six boats are being constructed by Austal at Naval Base.

SEA 1448 Phase 4B

ANZAC-class Long Range Radar Replacement Project ANZAC platform installation managed by the WAMA – Warship Asset Management Agreement Alliance which is comprised of BAE Systems Australia (Fremantle), Naval Ship Management (Australia) Pty Ltd (Fremantle & Brand) and Saab Australia Pty Ltd (Brand).

SEA 1905

Future Mine Warfare and Hydrographic Support Vessels Enhancements to mine countermeasures and hydrographic capabilities through the acquisition of up to eight additional vessels, built in Australia – potentially based on the Arafura-class OPV design.

SEA 1442 Phase 4

ANZAC-class Communications Systems Upgrade ANZAC platform installation managed by the WAMA – Warship Asset Management Agreement Alliance which is comprised of BAE Systems Australia (Fremantle), Naval Ship Management (Australia) Pty Ltd (Fremantle & Brand) and Saab Australia Pty Ltd (Brand).

SEA 1448 Phase 4B

ANZAC-class Long Range Radar Replacement Project ANZAC platform installation managed by the WAMA – Warship Asset Management Agreement Alliance which is comprised of BAE Systems Australia (Fremantle), Naval Ship Management (Australia) Pty Ltd (Fremantle & Brand) and Saab Australia Pty Ltd (Brand).

SEA 1905

Future Mine Warfare and Hydrographic Support Vessels Enhancements to mine countermeasures and hydrographic capabilities through the acquisition of up to eight additional vessels, built in Australia – potentially based on the Arafura-class OPV design.

SEA 3033

Pacific Support Vessel (formerly the Pacific Large Hulled Vessel) This project will see the acquisition of a vessel to support the Australian Government’s Pacific Step-Up initiatives.

SEA 3036 Ph 1

Pacific Patrol Boat Replacement Austal Ships is contracted to deliver 21 Guardian-class patrol boats, which will be gifted to 12 Pacific Island nations as well as Timor Leste. Each of these vessels will be constructed in Henderson, WA.

SEA 5000 Ph1

Hunter-class Frigate Program ASC Shipbuilding is the prime contractor building nine frigates at Osbourne in South Australia. Bulk of contracts have yet to be issued but companies from across Australia are contributing a wide range of services.

AIR 3029 Ph 2

Space Surveillance Telescope Relocation and development costs for the integration of the Space Surveillance Telescope near Exmouth.

AIR 9000 Ph 8

Future Naval Aviation Combat System Helicopter BAE Systems (Fremantle) and other smaller companies are conducting Seahawk MH-60 Romeo helicopter ship integration with the ANZAC-class frigates as part of ship upgrades.

JP 9101

Commonwealth’s Enhanced Defence High Frequency Communications System (EDHFCS) Project Phoenix will upgrade the ADF’s existing Defence High Frequency Communications System (DHFCS) ca-pability by the end of the decade. Boeing Defence Australia designed and developed the DHFCS and has been the incumbent since it entered service in 2004. BAE Systems Australia is the incumbent lead support contractor on Defence’s JORN, which also uses the HF spectrum. It is also likely that some aspects of the JORN upgrade may potentially included in JP 9101.

JP 9102

Next Generation Satellite Technology Also known as the Australian Defence SATCOM System (ASDSS), the project aims to deliver a system which will enable the joint command and control of deployed Joint Task Forces through resilient and responsive communications beyond the range and capacity of other communication systems.

LAND 129 Ph3

Replacement of the Army’s Shadow 200 Tactical Unmanned Aerial System (UAS) through project LAND 129 Texton System has been shortlisted to tender for this program. Land 129 Phase 3 will replace and enhance the existing TUAS capability. The replacement will ensure that the ADF is positioned to take advantage of the technological enhancements being made in TUAS Air Vehicle and Sensor technology. It will also ensure that there is no degradation in the Combat Brigade Commander’s combat capability due to reduced capability through Shadow 200 v1 Obsolescence.

EDITION 3 • 2020

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EXCLUSIVE INTERVIEW

© WA DEFENCE REVIEW.

EXCLUSIVE INTERVIEW

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

HON PAUL PAPALIA: “OUR GEOGRAPHICAL LOCATION AND ROLE AS THE CENTRE FOR THE COUNTRY’S SUBMARINE OPERATIONS MEANS WE ARE WELL PLACED TO DELIVER ON AUSTRALIA’S DEFENCE OBJECTIVES” The state government of Western Australia is now dedicating unprecedented attention to the defence sector, which is experiencing commensurate rapid growth. Since being elected to office in 2017, the measures taken by Premier Mark McGowan’s government have provided a much-needed impetus for growth and prestige in the state’s defence sector. Speaking exclusively to WA DEFENCE REVIEW, WA Minister for Defence Issues, the Hon Paul Papalia CSC MLA, gave his thoughts on the key developments pertaining to WA’s defence sector in 2020, and his insights for the year ahead.

The WA government has been involved for some time now in consultations and planning towards upgrading some of the key facilities and infrastructure at the Australian Marine Complex (AMC) in Henderson. What specifically does this plan entail and can you update us on the timeline and scale of the projects – in particular the AMC infrastructure upgrades announced in late July.

In July, the WA government announced an $87.6m upgrade for key infrastructure at the AMC. The upgrade will create up to 600 jobs, boost opportunities for local businesses and grow WA’s capacity to undertake future defence work as part of the WA Recovery Plan.

The investment includes a major wharf extension and upgrade, the design of a new finger wharf, a new vessel transfer path, three road intersection upgrades and a new shipbuilding hall.

The extension to AMC 1 Wharf will create a new berth and enable the facility to accommodate all Royal Australian Navy vessels including ANZAC-class frigates, Arafura-class Offshore Patrol Vessels and the future Hunter-class frigates. The state government is fast-tracking these projects to ensure we have the

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EDITION 3 • 2020

infrastructure in place to meet the needs of Defence, and continue to enhance the AMC’s reputation as Australia’s key maritime defence industry hub.

This follows the June release of the WA government’s draft Strategic Infrastructure and Land Use Plan for the AMC. The plan highlights the short, medium, and long-term infrastructure upgrades required to guide the AMC’s ongoing development as a nationally significant industrial area for the defence, marine and resources industries. The plan has three main components: (a) precinct-wide infrastructure upgrades, (b) a single concept for the northern harbour, and (c) two concepts for the southern harbour. The plan reinforces the current strengths of the southern and northern harbour, and ensures future activities in each are supported by appropriate infrastructure and planning.

To date, the WA government has successfully managed the COVID-19 pandemic and the state is now on the road to recovery. As such, to what extent has COVID-19 impacted upon the implementation of the WA Defence and Defence Industries Strategic Plan, and what steps are likely to be taken to mitigate any delays in the implementation of the plan?

© Government of Western Australia.

EXCLUSIVE INTERVIEW

Premier Mark McGowan and Defence Issues Minister Paul Papalia at the Australian Marine Complex in July, announcing the state government’s $87.6m infrastructure upgrades as part of the WA Recovery Plan. The investment will create up to 600 jobs, boost opportunities for local businesses and increase the state’s capacity to attract major Defence work.

Every WA industry, including defence, has benefitted from the state government’s nation-leading work to suppress COVID-19. While other jurisdictions around the world have seen major lockdowns and widespread health implications, WA’s management of the virus has meant our economy has been able to reopen quickly and safely. Our defence industry has continued to operate effectively through this difficult period and the state government’s defence objectives, including the implementation of the WA Defence and Defence Industries Strategic Plan, remain on track. The strategic plan has a vision to make WA the home of a robust industry with a broader and deeper defence industrial base that is respected, innovative and competitive. The McGowan government’s work in this space represents the first time a WA government has committed to an overarching vision and direction to ensure the state can fully contribute to the national and international defence industry.

We have established a team in Defence West who are responsible for delivering the objectives of the strategic plan. Their role is to listen to Defence and industry, and provide the support they need to achieve the objectives. That may be as simple as facilitating an introduction at a trade show, to working with both stakeholder groups in developing a plan to identify the strategic infrastructure requirements, such as the Strategic Infrastructure and Land Use Plan for the AMC. It is important to note the broader defence sector is in a better position than some other industries to weather the impacts of COVID-19. This is because of

its large acquisition programs, ongoing research and development in Australia, and the local concentration on training and continued skills improvement. The McGowan government will continue to promote the local sector’s capacity to deliver high-value projects and create local jobs as we head into the COVID-19 recovery phase.

Exports have been promoted as a way of generating economic growth for Australia’s defence industry. From a local perspective, what is the WA government doing to facilitate export growth for WA’s defence sector, and what success stories can you share?

Despite the inability for local companies to travel/attend events, conferences and seminars, the activities listed above have enabled a high level of communication between all levels of defence industry, supplemented by other methods of communication including webinars, newsletters and industry group communications. The McGowan government has always advocated that in order to sustain a local defence industry we must export. While the current investment in Defence provides significant opportunities for Australian industry, the focus upon exports is critical if we are to sustain and grow our capabilities and capacity to ensure the ADF has the best available equipment. We need to ensure we do not create a scenario where industries are dependent

EDITION 3 • 2020

39

© Government of Western Australia.

EXCLUSIVE INTERVIEW

Premier Mark McGowan and Defence Issues Minister Paul Papalia at the Australian Marine Complex in July.

upon one single source of purchase for their products and services.

This is the same mindset that was brought into government in diversifying the state’s economy to mitigate the impacts of boom and bust cycles in the resources sector. There are a number of success stories of WA companies exporting their products and services into export markets, and a simple review of the 2020 Australian Military Sales Catalogue shows the number of WA companies that have met the requirements to supply to foreign military. It should be noted that prior to 2017, representation of WA companies in the catalogue was effectively limited to Austal. The significant infrastructure initiatives surrounding the Strategic Infrastructure Land Use Plan give a great deal of impetus as enablers for WA’s defence industry, and give a significant level of confidence in the attraction of major Defence work programs to the state. WA SME involvement in large programs such as LAND 400, JP129 and LAND 200, along with the significant number of companies included by defence primes in their global supply chains dramatically impact the export potential for the WA defence industry.

Can you provide an update on the state government’s WA Maritime Defence Industry Workforce Development Plan?

When will this be publicly released, and what practical impact will it have?

The soon-to-be-released WA Maritime Defence Industry Workforce Development Plan will position the state to diversify its economy and enhance its existing industrial capability, especially in the face of COVID-19. The plan will identify the workforce needs of the sector in the short and medium terms.

The WA government has committed to workforce

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training to meet industry needs, including further funding for training infrastructure such as welding simulators to ensure students have access to real training scenarios and real-time feedback. COVID-19 has created an environment of uncertainty for the community. However, it also presents an opportunity to re-position and reskill an underutilised workforce in preparation for the transfer of full cycle docking to WA. This will enhance existing industrial capability and will help the state continue to diversify the economy and create jobs – a critical factor as we work to deal with the impacts of COVID-19.

As a result of COVID-19, there will no doubt be pressures on the WA economy particularly on portfolio budgets, such as Defence Issues. In that context, what funding model will the WA government use for the AMC upgrade?

These are matters for government to continue to consider in line with normal budget processes and the ever-evolving situation regarding COVID-19, noting the significant immediate $87.6m investment made in July. Needless to say, growing the defence industry is a priority for the WA government and AMC projects have the potential to deliver incredible value to WA.

Finally, how do you intend to steer defence industry growth for the remainder of your current term in office? Given that a state election is due next year, do you have a view yet on what more could be done from a defence issues policy perspective, especially with relation to WA’s role in supporting Defence in the Indian Ocean region?

© Government of Western Australia.

EXCLUSIVE INTERVIEW

In May 2017 WA Premier the Hon Mark McGowan MLA joined the Hon Paul Papalia MLA to announce the launch of the Office of Defence West at the Australian Marine Complex. Credit: Government of Western Australia.

WA government announced

$87.6m upgrade for key infrastructure at the AMC 600 jobs, boost opportunities for local businesses and grow WA’s capacity to undertake future defence work as part of the WA Recovery Plan.

The state election is not a factor in the McGowan government’s commitment to developing WA’s defence industry. This government was the first in the state’s history to acknowledge the potential of the defence industry and put its development front and centre of the state’s economic agenda. Clearly there is a wealth of potential in developing more opportunities for our defence sector and we will continue to be guided by our strategic plan. PM Morrison’s announcement of a $270bn defence funding boost as part of the 2020 Defence Strategic Update and the 2020 Force Structure Plan presents a wealth of opportunities for our industry. The McGowan government’s focus on defence issues means we are better placed to contribute than ever before.

WA leads the world in developing mining and offshore oil and gas technologies. Remote vehicles and related technologies, systems integration and a rapid, solutions-focused culture honed in these sectors can readily be applied to defence. Further, our geographical location and role as the centre for the country’s submarine operations means we are well placed to deliver on Australia’s Defence objectives. Collaboration between our universities, defence primes, the Chamber of Commerce and Industry, and peak bodies representing SMEs in the defence sector adds further weight to our case. The state government will continue to make the case to the Australian Government to secure these high-value projects for the benefit of WA’s defence industry and the nation’s interest.

EDITION 3 • 2020

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COMMENTARY

DEFENCE WEST’S BIG YEAR

By Matt Moran,

Executive Director, Defence West

Defence West has had a big year. The team has grown to help local companies, worked hard to make the case for major infrastructure upgrades at the Australian Marine Complex (AMC) and greatly enhanced our collaboration with Defence. And there is still so much more to do.

LESSONS LEARNT 2020 has taught us many lessons and one is the defence industry is a robust, critical sector which has stable jobs and has dealt with COVID-19 much better than many. The importance of sovereign capability and secure supply chains has never been more evident.

The Australian Government’s 2020 Defence Strategic Update and 2020 Force Structure Plan make it very clear the defence industry needs to grow in line with increased defence spending. This means there are even more opportunities for local businesses to enter the market.

The growing strategic importance of the Indo-Pacific to the nation is recognised and that places Western Australia on the frontline. As the Defence strategic update states, “Australia’s region – the Indo-Pacific – is in the midst of the most consequential strategic realignment since World War II”. The Commonwealth requires Defence to be able to “deploy military power to shape Australia’s strategic environment, deter actions against our interests and, when required, respond with credible military force.”

WA is in a great position to support this focus and we have huge opportunities to grow the local defence industry and help diversify our economy. However, we need to continue to work effectively together to attract more projects west.

Given the state’s unique position in the Indo-Pacific and Defence West’s advocacy there are many more projects set to head our way. An exciting one on our radar is a graving dock which would unlock so many other opportunities, including maintaining allied vessels.

UNIFIED VOICE

Defence West has fantastic relationships with the Henderson Alliance, Australian Industry and Defence Network of WA, the Chamber of Commerce and Industry WA and the education sector, and this collaboration has proved powerful. We have a united voice in WA now and Canberra is listening.

In 2018 the WA government released the Western Australian Defence and Defence Industries Strategic Plan and committed to an overarching vision and direction to ensure the state can fully contribute to the national and international defence industry. The WA strategic plan provided a vision to make WA the home of a “robust defence industry with a broader and deeper defence industrial base that is respected, innovative

and competitive”. The implementation work done to date on this plan has set up WA well to fully grasp the opportunities on offer.

WA has a highly-skilled workforce and the state wants to grow the number of people in the defence industry to ensure Australia’s strategic interests are met.

This will provide people with more job opportunities, something which is very important as we deal with the fallout of COVID-19. Defence West is also focused on helping veterans join the defence industry and ensure their experience is respected and embraced.

INFRASTRUCTURE & PROJECTS Defence investment in WA in the years ahead includes the significant redevelopment and expansion of HMAS Stirling to support the Collins-class and Attack-class submarine programs, Hunter-class frigates, and Arafura-class Offshore Patrol Vessels.

The WA government has also followed through on its commitment to invest in infrastructure. The AMC, the state’s major industrial hub, will get more than $80m in upgrades. It is expected the upgrades will create up to 600 local jobs, and the investment further demonstrates WA’s commitment to securing more Defence work, such as Collins-class submarine Full Cycle Docking (FCD). This work was informed by the WA government’s AMC Strategic Infrastructure and Land Use Plan and endorsed by Defence. Four projects are being fast-tracked and will help WA’s economy recover from COVID-19. The investment includes a major wharf extension and upgrade, the design of a new finger wharf, a new vessel transfer path, three road intersection upgrades and a new shipbuilding hall.

The focus on the Indo-Pacific in the Defence strategic update further enhances the case made by the WA government to move Collins class FCD west. Quite simply, it is in the national interest. Defence West continues to advocate for FCD and the state will ensure we have the workforce and infrastructure required. We are also focused on winning work in other areas such as cyber, space, and autonomous systems. We need to use our strengths as a competitive advantage.

GRAVING DOCK? Given the state’s unique position in the Indo-Pacific and Defence West’s advocacy there are many more projects set to head our way. An exciting one on our radar is a graving dock which would unlock so many other opportunities, including maintaining allied vessels. Defence West is your champion – together we can create more jobs, help our military and serve the national interest.

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COMMENTARY

DEFENCE SCIENCE RESEARCH IN WESTERN AUSTRALIA: 2020 UPDATE

By Michele Clement,

Director, WA Defence Science Centre

In 2019, the Defence Science Centre (DSC) delivered on its mission to transform challenges into tangible capabilities for Western Australia, with over $760,000 in funding awarded to the local defence research community.

Though 2020 has presented unforeseen challenges to both industry and research organisations, the DSC remains committed to building linkages among universities, government and industry, delivering on its core objectives.

FOSTERING COLLABORATION In the face of a world-changing event such as COVID-19, the DSC is committed to building resilience in the WA economy in 2020 by fostering a competitive local defence industry and continuing to look for opportunities to facilitate connections between Defence, academia and industry.

The DSC is a representation of a unified approach between the WA government, the Commonwealth’s Defence Science and Technology (DST), and state universities to strengthen and enhance the performance of WA defence-related research and education.

In 2019, the DSC delivered on an ambitious set of core objectives. We solidified partnerships with Curtin University, Edith Cowan University, Murdoch University and the University of Western Australia; four world class public universities that are working together to achieve a wholeof-state approach to world-class defence science research.

GRANTS & PROGRAMS The first round of the DSC Collaborative Research Grants funded five defence science projects that will see these universities collaborate with DST, national and international universities, and some of the world’s biggest defence industry companies.

Projects benefiting from the DSC’s inaugural grants included collaborations around artificial intelligence in warfare strategies, addressing biological warfare, communication with autonomous underwater vehicles, enhancing team effectiveness and developing effective biosecurity training. After a successful first round, WA Minister for Defence Issues, the Hon Paul Papalia announced the opening of the second round of the Grants Program in April 2020. Successful

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applicants for the second round will be announced in the third quarter of 2020.

The DSC is also supporting individual capability development with four Higher Degree Research Grants worth $60,000 in total to be awarded to students working on collaborative defence-relevant projects and undertaking defence industry placements as part of their study. Murdoch University’s Chloe Smith was one of the recipients for her project on training and enhancing the human perceptual-cognitive performance of military personnel, whilst three students at Edith Cowan University were awarded grants for their work on human performance. The second half of the year will see the launch of the second round of Higher Degree Research Grants. This round will be extended to include both honours and masters students to ensure a broad range of applications in a range of different research areas.

STRENGTHENING PARTNERSHIPS This year the DSC looks forward to continuing to develop these partnerships and build on university capabilities by identifying opportunities for collaboration and innovation with industry and defence and achieving them through our Collaborative Research Grants, Higher Degree Student Grants and the APR Internship Program. Speaking of industry, the success of the DSC could never have been achieved on this scale if we didn’t have the support of WA industry networks. The Australian Industry and Defence Network of WA, the Henderson Alliance and the Chamber of Commerce and Industry of WA have all been vital in helping us connect and engage with the WA defence industry. We also attended a number of key conferences including Pacific 2019, SubSTEC5 in Fremantle, SCINDICATE-2019 in Adelaide, and the WA Indo-Pacific Defence

“

The DSC is a representation of a unified approach between the WA government, the Commonwealth’s Defence Science and Technology (DST), and state universities to strengthen and enhance the performance of WA defence-related research and education.

Conference to strengthen our connections, and to promote WA defence research capabilities. This has led to a number of connections between academia, small to medium enterprises and the broader defence sector.

2020 OUTLOOK The DSC, along with our counterparts the Defence Science Institute, Victoria; the Defence Innovation Partnership, South Australia; and the Defence Innovation Network, New South Wales, is working with the Australian Government examining how best to address the new challenges facing us in 2020. We are launching a range of one-off collaborative initiatives designed to harness innovation and capabilities of academia and industry. The Artificial Intelligence for Decision Making Initiative, a program to develop artificial intelligence and machine learning expertise, is just one of the initiatives that we believe will take Australian defence and national security capability to the next level.

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COMMENTARY

ADVANCED MANUFACTURING

AUSTAL BUILDS ON EXPORT SUCCESS

By Dr Gregor Ferguson,

Contributing Defence Analyst

Can you name an Australian company that builds ships on three continents for more than 100 customers in the region and around the globe? Here’s a clue: it’s headquartered in Henderson, Western Australia.

COMMERCIAL PERFORMANCE It’s Austal Ships. Established in 1988, the company has carved out several global markets based on its mastery of high-speed ship design and strong, lightweight aluminium construction. It designed and is building the Independence-class Littoral Combat Ship (LCS) and Spearhead-class Expeditionary Fast Transport (EPF) for the US Navy in the United States of America – and also delivered two High Speed Support Vessels (HSSV) to the Royal Navy of Oman.

Right now, Austal is building six Cape-class patrol boats for the Royal Australian Navy, two more for the Trinidad and Tobago Coast Guard and 21 Guardianclass patrol boats for the Australian Government to replace the Pacific patrol boats gifted to 12 Pacific Island nations nearly 30 years ago. And it still builds the large, high-speed aluminium ferries on which it built its reputation.

The company has seven shipyards in five countries: Australia, of course, where its design, technology, R&D resources and corporate headquarters are based; and also in Mobile, Alabama, in the USA; Vietnam; the Philippines; and China (a joint venture, Aulong, of which Austal owns 40%).

And in 2019 it also made around $300m from in-service support and sustainment, a logical diversification. Over 300 Austal-designed and constructed military and commercial vessels are in service around the world so it is not surprising that Austal has been increasingly involved in supporting them. the company does this from dedicated service facilities in Australia, the US, Singapore and the Middle East, aiming to achieve optimal vessel availability and operability throughout a 30-year life cycle.

Think about that: aluminium hulls slicing through often-challenging waters, safely and reliably for 30

© Austal.

In FY2019, Austal had a revenue of $1.85bn, an order book of $4.9bn and new orders for 11 ships.

Worldwide, the company had 58 ships under construction and delivered 12, employing 5700 staff

(1067 in Australia) with a supply chain of around 1000 sub-contractors and suppliers. Not surprisingly, it was also one of the biggest defence earners of export revenue among Australian manufacturing companies.

Austal’s shipyards in Henderson, WA are delivering the Pacific Patrol Boat Replacement Project, comprising 21 Guardianclass patrol boats, plus six Cape-class patrol boats for the Royal Australian Navy and 2 Cape-class for the Trinidad and Tobago Coast Guard.

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ADVANCED MANUFACTURING

© US Navy.

COMMENTARY

Austal USA is delivering 19 Independence-class Littoral Combat Ships and 14 Spearhead-class Expeditionary Fast Transport ships for the US Navy.

years without incurring significant fatigue or damage. That’s a measure of Austal’s mastery of its preferred construction material.

Having said that, the Guardian-class vessels’ hulls are made from steel and the company will invest US$100m in steel shipbuilding infrastructure at its Mobile, Alabama shipyard over the coming years to enable pursuit of major steel vessel contracts anticipated for the US Navy.

This additional opportunity is over and above the company’s existing contracts for aluminium ships with the US Navy, building 19 Independence-class LCSs (12 delivered) and 14 Spearhead-class EPFs (11 delivered).

Work in hand is substantial: as well as the EPFs and LCSs for the US Navy, Austal has two 58m Cape-class patrol boats to build for Trinidad and Tobago

and 15 out of 21 Guardian-class boats to deliver with 11 high-speed ferries under construction. One of the most recent contracts is for Austal’s biggest-ever ferry (by volume), a 115m catamaran, for repeat customer Molslinjen of Denmark.

Here Austal exploits its more than 32 years of expertise in strong, lightweight aluminium vessel construction, highspeed monohull, catamaran and trimaran hull forms, advanced seakeeping and propulsion.

UPCOMING PROSPECTS

Longer-term, however, Austal is investing in ‘smart ship’ technologies such as MARINELINK-Smart that help operators better monitor and control various systems (on-board and remotely), to achieve optimum performance and seakeeping. Austal is also investing in battery power research and development for smaller fast ferries, and its technology partnerships are addressing other new opportunities including Unmanned Surface and Underwater Vessels (USVs and UUVs) and other specialist variants of existing platforms such as EPF hospital ships.

The Australian Government’s 2020 Force Structure Plan, released in July this year, contains potential new opportunities for Austal as well, the company says, and it will respond to these when they are open for business.

Construction in Vietnam, the Philippines and China maintains the company’s global competitiveness in what is still a tight commercial market.

But its competitive advantage resides squarely at Henderson, where its design technology and R&D resources are based.

EDITION 3 • 2020

49

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NAVANTIA LOOKS WEST

A Royal Australian Navy Landing Craft transports Australian Army Armoured Personnel Carriers from HMAS Adelaide to Cowley Beach, during exercises in Queensland. Both vessels were designed and built by Navantia.

Navantia Australia is creating a new business in Western Australia. Here it will complete two new Auxiliary Oiler Replenishment (AOR) ships for the Royal Australian Navy (RAN), sustain the ship that will be homeported there, and possibly build new ships in WA for both the navy and commercial customers.

Navantia established its Australian presence in 2006, and Navantia Australia Pty Limited in 2012. Since then it has designed 19 vessels for the navy: three Hobart class DDGs (which were built in Adelaide); two Canberra class LHDs, which were built at Navantia’s El Ferrol yard in northern Spain and then completed at Williamstown by BAE Systems Australia; 12 LHD Landing Craft (LLCs) built in El Ferrol; and the two Supply class AORs, both of which have been launched at El Ferrol.

Most are now based in Sydney, where Navantia manages its Australian throughlife support activities. But the AORs signal a new direction, according to John Wardell, Navantia Australia’s AOR Sustainment Program Director. The first, NUSHIP Supply, is scheduled to arrive at Fleet Base West in late September 2020 (COVID-19 restrictions permitting). There, the ship will have the final elements of its combat system and communications suites fitted, along with Nulka decoys, Phalanx Close-In Weapons System and twin Typhoon 25mm guns, and undergo final trials and completion certificate activities. The ship will then be handed over to Defence and a navy crew will sail it to Sydney for commissioning in its new home port.

Its sistership, NUSHIP Stalwart is anticipated to arrive around mid-2021.

It will also be homeported at Fleet Base West. To support work on both ships Navantia Australia will open a new office there employing 14 people to upkeep, update and upgrade in-service ships.

After the delivery of Stalwart, Defence plans to purchase two new $4-6bn Joint

Support Ships, says Jamie Gibbs, Navantia Australia’s Head of Engineering. Like the landing ship HMAS Choules, they’ll displace around 16,500 tons. Australia would be the launch customer however New Zealand also indicates a need for something similar and Navantia Australia believes they all could be constructed in WA. However, says Alfonso Garcia-Valdes, Navantia Australia Managing Director, there’s no economic sense in creating a shipbuilding capacity for just two or three vessels. So Navantia is also eyeing the Australian markets for naval and commercial ships in the upcoming years, as well as for products like floating structures to support offshore wind turbines that are in Navantia’s Spanish portfolio. Furthermore, says GarciaValdes, there’s growing demand for ship repair facilities in northern WA. And then there’s the prospect of exporting ships and substantial sub-assemblies into the region and even back to Europe.

Navantia Australia is a wholly-owned subsidiary of Navantia, which is owned by the Spanish government, and has been buildings ships and submarines for over 300 years. A single owner and business case simplifies decisionmaking, says Garcia-Valdes. Navantia was selected to design the Hobart class DDGs back in 2006, with the LHDs selected in 2007 and the AORs in 2014.

In May 2020, the company had 119 staff in Melbourne, Sydney, Adelaide, Henderson and Canberra, and around 100 of them are engineers to handle inservice platform modifications and design changes. With an increased focus on

business opportunities in WA, Navantia Australia anticipates fielding a 20-strong team at Fleet Base West, including a senior management team and business development representative.

Navantia won’t duplicate what already exists in Australia, says Garcia-Valdes, so it has formed partnerships with established firms such as Raytheon, Saab, Civmec, SOFRACO, SAGE Automation and KBR. However it is transferring design data and high technology Integrated Platform Management System (IPMS) technology from Navantia in Spain. The IPMS’s tens of thousands of onboard sensors and integrated processing system allow highly automated ship operation and technical management, as well as creating a digital twin supported by the Ship Zero data logger that allows crews and maintainers to analyse and predict ship performance and health, and potential failure modes under different conditions.

Navantia will introduce to Fleet Base West everything it takes to complete and sustain the AORs and then build a successful new, high-technology shipbuilding and repair business devoted to naval and commercial customers in the west.

By Dr Gregor Ferguson,

Contributing Defence Analyst

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EDITION 3 • 2020

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COMMENTARY

ADVANCED MANUFACTURING

SHIPBUILDING MILESTONE FOR LUERSSEN AUSTRALIA

By Jens Nielsen, CEO, Luerssen Australia

In late March, Luerssen Australia and Civmec commenced construction on the first of the next generation of Offshore Patrol Vessels (OPV) to be built in Western Australia – the third of a twelve-vessel fleet, the Arafura-class. A milestone of that significance in a shipbuilding program would typically be marked by ceremony but as COVID-19 cases increased in Australia the focus was rightly on safely getting to work on the vessel.

COLLABORATION & PARTNERSHIPS This milestone, the commencement of construction in Civmec’s existing facility and the newly built and world-class shipbuilding facility in Henderson, served as a reminder that the construction of the Arafura-class to the Royal Australian Navy represents an incredible opportunity for Australia’s defence industry, of which Luerssen Australia is grateful to be a part.

Alongside our partners ASC and Civmec and our supplier base, and as we continue to navigate these unprecedented times created by COVID-19, Luerssen Australia is performing strongly and delivering this program according to the Australian Government’s expectations. There is cause for real optimism in the Australian shipbuilding industry. Our collaboration with the Commonwealth and our partners is a demonstration of our support for this important and ongoing shipbuilding program.

Shipbuilding is a job-creating industry. We know that a highly skilled workforce is critical to the success of the SEA1180 OPV program. This program directly employs 400 people and up to 1000 people indirectly. Through the program, Luerssen Australia has also created opportunities such as scholarships,

Luerssen Australia is proud of the work of our supplier base in Australia, which is over 300 companies, a significant portion of which are small and medium enterprises. We committed to 60% Australian Industry Capability as part of the SEA1180 OPV program. To date Luerssen Australia has delivered 62.7%”.

apprenticeships, and internships to contribute to the development of the Australian workforce of the future. We are deeply committed to helping Australia continue to develop a highly skilled workforce that can contribute to both domestic naval production and Australia’s ambition of becoming a globally competitive defence exporter.

OPV UPDATE As the prime contractor and designer of the Arafura -class, delivering the SEA1180 Offshore Patrol Vessels, Luerssen Australia has, in just over two years, achieved the scheduled design integration milestones and we are well on the way to ensuring a timely handover to support navy capability.

We committed ourselves to a schedule, which has resulted in us jointly achieving: (a) OPV 1 Commencement of Construction in November 2018; (b) A Keel-Laying Ceremony in May 2019 for OPV 1; (c) OPV 2 Commencement of Construction which started in June 2019; (d) The OPV 2 Keel-Laying Ceremony in April 2020; and (e) OPV 3 Commencement of Construction in March 2020. This was held in Henderson where OPVs 3 to 12 are scheduled to be built.

Moving the program of work from South Australia to WA is presenting us with unique opportunities to grow our supply chain and increase opportunities for Australian SMEs. We are fortunate to be collectively helping the Commonwealth create and maintain a sovereign shipbuilding capability and our collaborative working environment is integral to realising this objective.

AUSTRALIAN INDUSTRY CAPABILITY Luerssen Australia is proud of the work of our supplier base in Australia, which is over 300 companies, a significant portion of which are small and medium enterprises. We committed to 60% Australian Industry Capability as part of the SEA1180 OPV program. To date Luerssen Australia has delivered 62.7%.

While we are very proud of this result, we also believe and will continue to work to achieve a larger

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©Luerssen Australia.

COMMENTARY

Jens Nielsen, CEO, Luerssen Australia; Mark Clay, OPV Project Manager, Civmec; the Hon Melissa Price MP at the Luerssen awards ceremony held in Perth on 30 January 2020 which hosted over 180 representatives from more than 100 Australian SMEs collaborating on the SEA 1180 Program.

percentage of local content over the coming years. It is a task we take seriously, and it has never been more important to build economic resilience. We continue to ensure we are supporting the local industry and small and medium enterprises as much as we can.

In what seems to be a lifetime ago, earlier this year we took a moment to celebrate our collaboration.

In January 2020, we held an awards ceremony in Perth, to acknowledge and highlight the significant contribution of Luerssen Australia’s local partners in helping the Commonwealth create and maintain sovereign shipbuilding capability. We were honoured to be joined by the Minister for Defence Industry, the Hon Melissa Price MP, the Western Australian Minister for Defence Issues, the Hon Paul Papalia CSC MLA and over 100 SMEs who came from all over Australia for the event.

AUSTRALIA’S SHIPBUILDING FUTURE Luerssen Australia is proud of the relationships we have built, and we look forward to future milestones and activities such as achieving ship acceptance and sustainment opportunities.

Coupled with Civmec’s modern shipyard, which

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accommodates the SEA1180 OPV program and can accommodate other programs in the future, there is huge economic development and growth potential.

Civmec’s shipyard has a significant advantage of being weather independent, which gives a certain level of stability and efficiency gain.

Luerssen’s generations of shipbuilding experience, Civmec’s use of modern technology for production and our successful partnership will make us competitive in the region. When we signed the SEA1180 contract with the Commonwealth, we said we would build the OPVs using Australian shipyards, Australian small to medium enterprises, labour and steel.

Luerssen Australia is proud to be part of this nation’s shipbuilding future. We are proud to transfer Luerssen’s experience, design, and technical skill to Australia to help create a sovereign industry, which we are all part of. As we continue to deliver on and meet our program milestones, our enduring commitment to developing the local industry is made possible through our partnerships with local suppliers. These partnerships help us create an Australian shipbuilding industry, which is critical to Australia’s economic recovery.

COMMENTARY

ADVANCED MANUFACTURING

CIVMEC PREPARES FOR ARAFURA -CLASS BUILD PROGRAM Contributing Defence Analyst

CIVMEC’S JOURNEY Established in 2009 to deliver projects across the infrastructure, mining, oil and gas and defence sectors, Civmec now turns over around $500m a year and does about one third of its business at Henderson. The rest of its revenue comes from major turnkey engineering

projects delivered on-site across Australia. Its customer list now includes giants such as Alcoa, BHP Billiton, Chevron, the Department of Defence, FMG, Rio Tinto and Woodside and is listed on both the Australian and Singapore stock exchanges.

Civmec commenced defence work in earnest when

© Civmec.

By Dr Gregor Ferguson,

If you’re wondering about Australia’s capacity to build ships, consider this: Western Australia is home to one of the biggest undercover ship assembly facilities in the world. Heavy engineering, construction and maintenance services provider, Civmec’s 53,000m2 (usable floor area) assembly and sustainment hall at Henderson is big enough to accommodate a navy Hobart class DDG, or many other large military vessels, according to the company’s Executive Chairman Jim Fitzgerald. However, its immediate focus will be on constructing the navy’s 12 Arafura-class Offshore Patrol Vessels (OPV) and a new submarine escape training facility at Henderson.

Australian PM Scott Morrison at the Civmec steel cutting ceremony for the Arafura-class OPVs.

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© Civmec.

© Civmec.

COMMENTARY

Submarine hull section done by Civmec in 2015 to demonstrate its skills to undertaken advanced manufacturing for Defence.

it formed its Marine and Defence Business Unit in 2015, anticipating demand for skilled engineers and fabricators. Defence’s Naval Shipbuilding Plan and 2016 Defence White Paper state that Australia would consolidate down to just two warship construction yards: Osborne, South Australia, to build submarines and major surface combatants; and Henderson, to build smaller vessels. This spurred major investment by Civmec in its Henderson facilities.

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PROJECT SEA 1180 In 2017, German prime contractor Luerssen won the contract to build 12 Arafura-class Offshore Patrol Vessels (OPVs) for the navy under Project SEA1180; Civmec would build them. To help preserve essential skills at Osborne while awaiting the start of the navy’s Hunter class frigate program, the first two are being constructed there by ASC. However, Civmec provides all the steel plate and complex pipework for all 12 of the OPVs,

the first of which will be delivered at the end of next year.

The day Civmec cut the first steel for the Arafura class OPVs, at Henderson, (and after 18 months of ground works) it also commenced the erection of the steel structure for its new assembly and sustainment hall. Located adjacent to the Common User Facility (and its 12,000-ton capacity ship lift) at the Australian Marine Complex (AMC), the completed hall is one of the biggest of its kind in the world. Its

COMMENTARY

internal length is over 200m, the overall roof height is 70m, and it has internal cranes capable of handling 400 tons.

Up to 10 Arafura-class OPVs will be built there undercover by a skilled workforce, but Mr Fitzgerald says the facility is big enough for the construction and maintenance of much bigger ships as well as major engineering structures for other markets. The hall will be an important growth platform for the company into the future.

PLANS AFOOT Civmec’s shipbuilding aspirations focus principally on the defence sector, Mr Fitzgerald told WA DEFENCE REVIEW. All of the company’s shipbuilding assets are now located at Henderson, with the former Forgacs yard at Tomago, NSW, which Civmec acquired in 2016, now being transitioned to use for advanced construction and fabrication work.

ADVANCED MANUFACTURING

a joint venture with Luerssen, known as the Australian Maritime Shipbuilding & Export Group (AMSEG).

AMSEG has plans to be an Australian sovereign shipbuilder as well as undertake sustainment activities and, over time, develop in-house design capability to complement Civmec’s current fabrication and facility capacities.

Civmec began work on the first WA-built OPV in March of this year, just as the COVID-19 pandemic began to impact Australia. By reacting decisively and rapidly, it succeeded in both looking after its people and maintaining business continuity. Despite a pandemic that has decimated other companies and entire sectors, Civmec’s facility and workforce at Henderson now make possible opportunities to build and sustain complex warships and commercial structures in Australia and, increasingly, in our wider region.

© Civmec.

On the back of their strong working relationship and with a recognition of similar cultures and work ethics between the companies, in 2018 Civmec formed

Aerial view to Civmec’s facility at Henderson.

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ADVERTORIAL

AMI GROUP: ADVANCING ENERGY THROUGH PARTNERSHIP

By Valerie Latimour,

Contributing Defence Writer,

WA DEFENCE REVIEW

From humble beginnings as AMI Sales in Fremantle, Western Australia over 35 years ago, AMI Group now has a scope and a breadth that covers an amazing array of capabilities, and it continues to grow.

while they are hugely successful in their own right, they also partner with local and international concerns to ensure that they are well-placed to offer clients the best, most up-to-date products and services available. They also continue to push ahead with innovation and development of capabilities, focusing on R&D both in-house and in partnership with other companies. The AMI Group is proudly Australian-owned while competing on the world-wide stage.

Providing products and services across a range of industries, AMI’s focus is always on excellence and customer satisfaction.

involved in distribution, import and export, satellite and communication technology, marine safety equipment, research and development, servicing and refurbishment. As another member of the AMI Group of companies, TMQ is a longestablished supplier of marine technology, including auto-pilots, communications and networking products and accessories.

They have designed printed circuit boards (PCBs) for Hensoldt Kelvin Hughes (formerly Kelvin Hughes), and are currently working on the next generation of PCBs, which Gary Bowater says will be “a leap forward in technology”.

Harnessing ENAG’s expertise in design and i.Power’s excellent manufacturing capabilities, Enpower will build energy solutions specifically for defence applications, creating Australian industry capability for primes. The vision is for Enpower to deliver the highest-quality energy conversion equipment designed and manufactured to customer’s specifications. As with all of AMI Group’s companies, Enpower places a high premium on quality relationships with customers. The ability to see a project through from conception to completion, including continuous customer liaison, ensures customer satisfaction.

Manufactured goods created and supplied from Cairns in Queensland are supported

by AMI group, through servicing facilities in each state and territory across Australia as well as in Singapore and Vietnam.

In a world of constantly changing technology, AMI works hard to not only stay abreast of current developments but also to further the pool of knowledge and expertise in the field. Previous successes include the fitting of water makers to Collins-class submarines. Defence put the call out to industry for a solution when the existing water makers became unreliable.

AMI modified a commercial reverseosmosis desalinator to the specifications required on the Collins-class submarines, including the ability to control valves and other operations at depths. Modifications included making the equipment modular so that it could be built onsite, and fit through submarine hatches. All Collinsclass submarines are now fitted with the new technology, which delivers four times the amount of water provided by the previous water makers, at one-tenth the cost.

AMI Connect, the Satcom-based arm of the group, provides a solution to onboard data and voice requirements, hardware, and airtime packages, with experience across commercial marine and defence.

The diversity of the AMI Group includes MARSAFE Marine Survival Solutions (with locations in Victoria, South Australia and Queensland), specialising in the supply and servicing of lifesaving equipment.

They are agents for major brands of lifejackets, personal flotation devices and life rafts, catering to offshore, commercial and recreational sectors alike, providing sales, service and spare parts.

Both ENAG and i.Power have a proven track record with previous commercial and defence projects, including power supplies, chargers, converters, switchboards, switchrooms and DC load banks. Enpower will build on these successes to deliver world-class solutions to energy requirements for customers in defence, civil support and high-end commercial markets across Australasia and other regions. Enpower showcases one important aspect of AMI’s success:

Led by Director Gary Bowater, the AMI Defence office at O’Connor in WA houses an impressive range of testing and simulation equipment, and is a testament to the flexibility and resourcefulness of the company. Communication and monitoring equipment for a range of applications keeps them in touch with the world, while their innovative engineers work on design, repair and refurbishment of a range of technologies.

The AMI group includes companies

An exciting current development is Enpower, a joint venture partnership between AMI’s i.Power Solutions, and the French company ENAG. Based in Cairns, i.Power Solutions has an impressive track record in manufacturing, supplying and servicing energy management products, while ENAG’s 70-year history in the energy conversion industry includes expertise in design and manufacturing for a range of rugged environments.

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One of AMI’s key assets is its dedication to providing excellent products and services being committed to all aspects of a project, from research and design to construction and installation. This also includes servicing and refurbishing to ensure the longest possible life span of the equipment, and being committed to helping customers achieve their goals.

AMI values quality relationships, with commercial service agreements that have lasted in excess of a decade. With a solid history of success and providing solutions to many sectors, AMI is looking forward to continued growth, through Enpower Australia Pty Ltd and all other subsidiaries.

www.amigroup.co

ENERGY MANAGEMENT TECHNOLOGY

Enpower Australia Pty Ltd specialise in energy conversion and electrical equipment that meet the expectations of Australian Industry Content.

Enpower Australia Pty Ltd is a strategic joint venture between i.Power Solutions and ENAG Visit www.enpowerdefence.com.au Find us on ICN Gateway A member of the AMI Group of companies

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ADVERTORIAL

MAGELLAN POWERTRONICS: POWERING INDUSTRY

By Tim Scanlon,

Contributing Defence Writer,

WA DEFENCE REVIEW

Industry doesn’t sleep. This means that industry needs reliable power to operate day and night. This is true of defence industry, mining, health care, and transport. Magellan Powertronics has become the go-to company if you want specialised power equipment to keep operating.

Magellan Powertronics was founded in 1992 in response to the distinct lack of power electronics in Western Australia.

At the time, much of the equipment used by engineers was imported from overseas and there was little in the way of a local manufacturing industry. There was a need for customised power equipment that was locally designed and manufactured to operate in the harsh Australian conditions.

Since establishment, Magellan has designed and manufactured highreliability AC and DC back-up power systems for major projects across Australia. These include the Onslow Power Project, the Dampier to Bunbury Gas Pipeline, the Fiona Stanley Hospital, and Rio Tinto’s Paraburdoo Mine Expansion. The defence industry has also benefitted from Magellan’s power systems.

They provided 2000 military specification power supplies to the Jindalee Operational Radar Network (JORN) and DC power backup systems for HMAS Success.

It is clear from the wide range of projects they have been involved in that Magellan is an innovative company.

They have grown from a one-person and one-product company to a team of 65 staff, including specialised engineers, researchers, technicians, and professional support staff. They offer customised equipment in the 10 kW to 1 MW range, which covers household, stand-alone,

microgrids, utility-scale, and mining operations.

These systems are designed by Magellan to be rugged, reliable power solutions especially built and tailored to specific project needs. Whether it is a hospital or a frigate needing DC and AC power backups, or aircraft needing ground power, Magellan can design and make it.

Magellan Powertronics prides itself on being a true manufacturer, not just an integrator. Where many companies utilise off-the-shelf parts to integrate into a project, Magellan makes customised solutions for any environment. The company manufactures high-reliability AC and DC power systems, grid-supporting energy storage equipment and microgrids.

As a result, they are experts in designing and manufacturing uninterruptible power supplies, power converters, lithium battery modules, and chargers for industrial power requirements. Their equipment manufacturing is noted for its longevity and reliability with a 25 year product-service design life.

Another aspect of Magellan’s company is its strong commitment to research and development. Customised power solutions require knowledge and research to create cutting-edge technology. The field of power electronics is ever evolving, so Magellan’s staff work with major Australian universities, particularly those in WA, to ensure they are always on the cusp of industry changes.

This has a flow-on benefit. The electrical and mechanical engineers and technicians who helped develop the technologies are also the ones designing solutions

for customers. Because they are a local Australian company, customers can access the technicians and engineers who assisted in developing, designing, and testing the product when it comes to servicing.

Magellan Powertronic’s service technicians are the industry’s leading experts in the provision of support through preventative and onsite repair services, which can eliminate the downtime of power equipment. Their technicians are fully trained in all aspects of AC/DC repair and refurbishment and bring the collective knowledge and experience of the entire Magellan Power design and manufacturing team. The company is accredited with the AS/NZS ISO 9001:2015 Quality System across the areas of research and development, manufacture, supply and service of renewable energy equipment, design management, manufacture supply and service of power electronic equipment, and supply of industrial batteries.

Throughout Magellan Powertronic’s history, they have innovated, created smart jobs in power electronics where there were none, and have manufactured power solutions locally for local needs and conditions. Rather than integrate imported parts or rely on companies overseas, Magellan does it all in Australia.

They have created state-of-the-art power electronics equipment to rival the best in the world using local talent and expertise.

If it needs to have power, Magellan can design, manufacture, and service a solution for you. They are a power solutions provide .

www.magellanpower.com.au

EDITION 3 • 2020

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ADVERTORIAL

MDR: SUPERIOR SOLUTIONS FOR TESTING AND INSPECTION Safety and quality are essential factors in any successful endeavour. A thriving industry has grown up around the need for testing, inspection and assurance, and the most important aspect of this industry is trust. For the past two decades, clients have been able to trust MDR Certification Engineers.

Managing Director Gary Holder established the business in 2001 after many years’ experience in inspection and quality control. Noting a gap in the market for single-source testing, Mr Holder decided to strike out on his own and hired a team of quality assurance inspectors and engineers.

Originally servicing the oil and gas sector, MDR expanded into mining as their capability and business grew.

Versatility to explore new markets has become a trademark of MDR, thanks to their size, flexibility and diverse skillsets of their personnel. Proudly Western Australian owned and located within the Australian Marine Complex in Henderson, MDR’s head office is fully equipped with the latest technology. Using highly trained specialists and the latest inspection and testing techniques, they have developed a world-class business servicing the construction, fabrication, mining, and oil and gas industries. MDR services the Australian and international market and have offices in Victoria and Papua New Guinea.

MDR’s niche is in solving complex inspection and testing requirements.

“What we really excel at is problemsolving for companies,” Mr Holder notes.

“Customers come to us wanting to know how they can inspect something better, or within certain parameters.

We go away, workshop it, and invent or build something to suit that customer.”

Clients feel confident in bringing the most challenging inspection and testing requirements to the MDR team to achieve effective solutions. Their engineers will work with clients, inventing or adapting technologies to deliver exceptional results.

While much of their work is carried out across client’s sites, MDR’s onsite fullyequipped technical workshop provides the in-house capability to build, adapt and invent solutions to meet each client’s needs. A core capability at MDR is having the right technology for the job at hand.

Specialised equipment employed includes 3D floor scanners, 3D laser scanners,

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drones for aerial inspections, phased array, ultrasonic corrosion mapping, Lidar mapping, and ultrasonic C-scan imaging.

The MDR engineering team will also create project plans that allow efficient inspection, testing and rectification to occur, thus saving time and money. As a privatel- owned company, they are flexible and agile, able to move quickly to take advantage of the latest technologies and changes in the market. This enables them to respond quickly to client requirements and develop tailored solutions.

Importantly, they can service the testing requirements of an entire project. By dealing with one trusted company from beginning to end, clients are able to streamline their operations, confident that all work will be carried out to their exact requirements.

Originally providing inspection and testing, MDR has followed market demands, moving into fabrication, engineering, non-destructive testing, inspection and supervision. Through innovation and technology, MDR’s vision for the future involves developing autonomous and non-intrusive inspections capability, preventing the need to shut down plant or equipment for inspections or testing. Remotelyoperated inspection technology receives information from autonomous data collecting robots. The data is analysed and recommendations made on rectification methods.

Mr Holder has always had an interest in defence. “I was involved with the inspection and testing of the Collins-class submarines at the Australian Submarine Corporation in Adelaide, and we have worked on various navy projects, and inspected tanks and storage facilities at several locations around Australia.” He believes that MDR has the technology and skilled personnel necessary to provide testing, inspection and quality assurance for Defence. They are highly specialised in pressure vessel testing, which requires similar techniques to frigates and submarines. MDR are positioning

C

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MDR, Managing Director, Gary Holder.

themselves to become a contractor of choice in Australia’s expanding defence sector.

The team at MDR are always looking towards the future, monitoring upcoming technological advances and continually updating their training to keep abreast of the latest industry standards. They are able to compete with larger competitors by remaining at the cutting edge of the latest testing technology and by having internationallyrecognised qualifications. To provide the highest quality service to their customers, MDR pursues accreditation in a number of industries including ISO, NATA, DNV-GL and CASA. Whatever your testing, inspection or quality assurance requirements, MDR can provide a superior solution.

www.mdr.net.au

By Valerie Latimour,

Contributing Defence Writer,

WA DEFENCE REVIEW

CM

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CMY

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LET US PROTECT YOU SO YOU CAN PROTECT US.

At 300 meters below, it’s not the time to evaluate if the structural inspectors were professionals.

Your office and your home should be the safest place to be, don’t let the structural integrity be your weakest defence.

admin@mdr.net.au | www.mdr.net.au | +61 8 9437 2007 EDITION 3 • 2020

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ADVERTORIAL

AUSTRALIAN SUPPLY CHAIN KEY TO ASC’S ONGOING SUCCESS With more than 30 years’ experience in building and maintaining submarines in Australia, ASC is a firm ally of sovereign Australian industry supply chains. At ASC’s site in Henderson, known as ASC West, the Australian company has supported and maintained the Collins-class fleet of six submarines for over a decade at its cutting-edge facilities. Since 1992, as a trusted partner of the Royal Australian Navy, ASC has also been an integral part of submarine training at Fleet Base West at Garden Island.

As part of its focus on Australian supply chains, ASC spends around $30m each year with Western Australian-based suppliers. This includes around $10m with Veem Engineering Group in Canning Vale, a company that has been supporting the maintenance of submarines through the supply of components since the era of the Oberon-class submarines – the Collinsclass predecessor.

ASC Chief Executive and Manager Director Stuart Whiley said maintaining relationships with local companies is a win-win for both Collins-class submarine availability and Australia’s defence industry supply chain. “It is vitally important that we maintain great relationships with our entire supply chain, and see their continued contribution to the program,” said Mr Whiley. “This means the SMEs have confidence to keep their workforce on, and both ASC and the nation can be confident that the Collinsclass will continue to serve the navy by delivering submarine availability that is above international benchmarks.”

Since the Coles review into submarine sustainment in 2012, ASC has nurtured a highly capable, high quality stable of suppliers, increasing Australian content to above 90% for platform (submarine) sustainment, up from about 70% during

© Department of Defence.

During the unprecedented COVID-19 pandemic, ASC stepped up to support its Australian supply chain across the nation to assist in their business continuity. After the pandemic hit Australia’s shores earlier this year, ASC brought forward millions of dollars in payments to vital Australian SMEs through accelerated payment arrangements, ensuring the sovereign industrial capability of its supply chain remained intact. Among them was a series of orders of around $4.5m in value with HI Fraser Group, an O’Connor-based company, which supplies ASC components

for high-pressure air equipment.

HMAS Sheean, which recently underwent intermediate docking maintenance at ASC West.

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the Collins-class build program in the 1990s. “ASC’s management of the sovereign submarine supply chain is about delivering sovereign industrial capability to support the Collins-class fleet – a key objective of defence industry policy. So, at every opportunity, we seek to fulfil orders in Australia where capability, value for money and security of supply can be demonstrated.

“Supporting our Australian suppliers makes the Collins-class program stronger and more resilient, especially in these uncertain times.” Mr Whiley added. This success story in sovereign supply chain management ensures increased resilience in submarine sustainment and security, and will help ASC to keep delivering Collins-class submarine availability, in spite of any potential hurdles such as COVID-19, well into the 2030s.

www.asc.com.au

INTERVIEW

By Tim Scanlon,

Contributing Defence Writer,

MAINTENANCE & SUSTAINMENT

WATMAR: AN ENGINEERING COMPANY WITH 30 YEARS OF EXPERIENCE WORKING ON NAVAL PLATFORMS

WA DEFENCE REVIEW

Western Australia has developed an internationally-recognised multi-billion dollar naval and maritime sector, of which the epicentre is Henderson. As an outstanding example of a successful Henderson-headquartered business, WATMAR (formerly known as Watmarine Engineering Services) is a specialist in fluid system engineering, delivering projects, products and services to the defence and marine sectors. Speaking exclusively to WA DEFENCE REVIEW, WATMAR’s General Manager Simon Watson discussed the developments that have seen WATMAR emerge as one of Australia’s leading engineering companies in their area of expertise.

Problem-solving expertise! As an engineering company with 30 years of experience working on naval platforms, WATMAR is uniquely experienced over a wide range of naval fluid systems and mechanical equipment. We have provided innovative products like reverse osmosis systems and have developed solutions such as Australian-made pumps that keep Royal Australian Navy vessels operational.

We have also developed long-lasting relationships with Defence personnel which has enabled us to understand the specific requirements and challenges they face. For example, when naval frigates were being relaunched, failures were occurring in system-critical pumps.

WATMAR identified that during ship maintenance periods, many pumps remained unused for extended periods of time and often with contaminants left in them. This caused significant corrosion issues and deterioration of bearings and seals. We developed a set of procedures and practices, such as pump rotations, to keep the bearings and seals lubricated and prevent fatal damage to pumps during layup periods. This has prevented equipment failure, increased component quality control. This pro-active and innovative thinking has saved millions of dollars in repairs and has dramatically improved naval readiness.

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© WATMAR.

What differentiates WATMAR in the defence sector?

WATMAR General Manager Simon Watson displaying the NATA certified valves that are used on Royal Australian Navy vessels.

What innovative products is WATMAR working on?

We are developing a next-generation electronic control and monitoring module for electro-mechanical equipment such as pumps, actuators and complex mechanical equipment. This will provide automatic secondary performance management to deliver a wide range of operational functions. These features deliver extensive benefits including extended equipment life, reduced power consumption and reduced maintenance and equipment failures. The system immediately delivers significant cost savings and readiness outcomes.

Our extensive experience with the installation, operation, and maintenance of electro-mechanical equipment means we intimately understand the problems and areas that can be optimised. This isn’t just next-generation technology; it is targeted. This technology has been purposefully developed to deliver similar benefits over a wide range of industries, such as mining and resources. They utilise similar types of equipment and experience the same problems. We are excited about the export potential of this product.

What are WATMAR’s key achievements in its 30-year history?

INTERVIEW

MAINTENANCE & SUSTAINMENT

WATMAR are proud to have designed and supplied a wide range of equipment and fluid systems including pumps, valves, reverse osmosis, sewage treatment, ballast water treatment, filtration, separators, chemical dosing, heat exchangers and fire systems. Many of these systems are manufactured locally by us. From our work with the navy, we have managed the overhaul and testing of more than 2500 naval pumps. WATMAR continue to deliver reliable, superior pump maintenance and re-build services to the navy and this forms a significant part of our fluid systems expertise.

program. WATMAR has several contracts in place for the provision of equipment and services to the new Offshore Patrol Vessels (OPVs), future frigates and submarines, and the business continues to expand its involvement in Defence projects. There are hundreds of pumps and fluid systems on the average naval vessel, from sewage to fuel separation systems. Our engineering expertise continues to deliver vital service and product solutions to defence, cementing our position as the ‘go-to’ defence expert for fluid systems.

Something else we are proud of is the close international partnerships we have built with manufacturers such as Leistritz, Alfa Laval, Quantum, Rickmeier, Zehnder Pumpen, Everblue, CAIME, Duramax Marine and Taiko. These companies rely on our expertise to ensure their products are integrated seamlessly into marine and defence applications. We have been collaborating with many of these companies since WATMAR’s inception, which speaks to our quality products and solid relationships with them.

With the announced expansion of WA’s defence infrastructure, what role do you see WATMAR playing in it?

The founder of WATMAR, Ian Watson, served as a qualified mechanical engineer in the navy for a decade. He was responsible for all aspects of diesel engines, gearboxes, and pump valve management on the ANZAC-class frigates. When he started WATMAR in 1989, he re-invested his experience and problem-solving skills to the navy as a supplier. He understood the issues involved with maintaining naval vessels from his time at sea and how to rectify them.

So, serving the defence industry is part of who WATMAR are. Current staff have family in active service in the navy.

Our culture is deeply committed to supporting the ADF and we are growing our support across the country. These are values Ian has passed down to myself and the company as a whole. The majority of WATMAR’s operations are defence products and services. This ensures that we remain focused on delivering the highest possible levels of service to Defence, in all our locations across Australia.

An example of this focus is the Australian continuous shipbuilding

WATMAR is actively involved in the construction of major capital projects including the OPVs, frigates and submarines. When these projects are delivered, we also look forward to being at the forefront of maintaining these platforms and constantly looking to provide more efficient methods of sustaining naval vessels in WA. We’ll be applying our three decades of experience to these platforms. Our fluid systems expertise is particularly applicable to the navy’s key new platforms such as the landing ships, patrol boats, frigates and oil tankers. A key opportunity that would drive growth in the WA’s defence sector would be the assignment of full cycle docking of the Collins-class submarines locally. A contract of this sort would stimulate the state’s economy and provide high-skill jobs. We would welcome the opportunity to expand our scope of work on the Collins-class submarines.

We have challenged ourselves to develop an innovative set of new fluid system products, such as our nextgeneration electronic monitoring. We’re also continuing to diversify our business in other sectors like mining and resources.

A lot of what we do in fluid systems is directly applicable to their operations.

Our skills and expertise improve their operations and cut downtime, and also help us deliver innovative products and services to Defence. What keeps us motivated on a daily basis is using our knowledge, skills and innovations to support the ADF, working as an active participant in the defence of Australia and its interests.

As an Australian SME engineering company, WATMAR is determined to develop and manufacture innovative technologies completely within Australia.

To achieve this, we have developed close relationships with other local manufacturers and research facilities.

We have also expanded the size of our technical team, bringing fresh innovation to the business. Our aim is to advance Australian product development and service capabilities that can be utilised

by Defence and primes. This would WATMAR staff conduct a quality control inspection on a NATA certified be great for WA and pump that is used by the Royal Australian Navy. the ADF.

© WATMAR.

To what extent is WATMAR involved in meeting the needs of Defence?

We’re obviously pleased with the announced expansion. WATMAR look forward to working closely with Defence and prime contractors to assist in the delivery of new infrastructure programs with maximum local content. But we are also passionate advocates of core Australian industry intellectual property.

There is a lot of potential for Australia to develop intellectual property rather than simply adding low-level local content, such as painting and welding.

That doesn’t add value to Australia the way IP and advanced equipment design and manufacturing does. We can design, manufacture and maintain fluid and mechanical systems in Australia.

Where do you envisage WATMAR in the years ahead?

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ADVERTORIAL

DEFENCE WORK KEEPS RMS AT THE TOP OF ITS GAME A global leader in inspecting, testing, servicing and re-manufacturing diesel engine components, RMS returns components to a ‘zero-hour state’, breathing new life into existing machinery, enabling it to perform like new. Based in Kewdale WA, the third-generation family outfit is now led by General Manager Stuart Davis. Mr Davis said RMS prided itself on its role in the defence industry with work spanning from manufacturing Bofors gun and Bren gun carrier parts, as well as Tiger Moth aircraft parts, to reconditioning submarine periscope thrust bearings for US Navy vessels based at Fremantle, and servicing parts from the current submarine fleet, patrol boats and frigates.

“Our defence work has always been incredibly important for us – in fact, we were fully employed with this work during World War II – as it demands we operate at the very highest level and that we can repeat our work with precision time and again,” said Mr Davis. “It’s given us a strong motivation to keep investing in skills, equipment and tooling to ensure we never stop lifting our expertise and stay at the forefront of our field globally, as technology such as 3D printing, and computer-driven machinery, continues to ramp the field up a notch.” According to Mr Davis “With such investment, we aim to grow the volume of our defence workload and expand our service offerings to the sector in the coming years.”

Founded by entrepreneurial Irish migrant Robert Moore, Neil Moore remains as the chairman, supported by his brother Warren. Mr Davis joined RMS in 1991, starting as a leading hand then progressing up the ranks until he was appointed to the lead role in 2005. “We pride ourselves on continuous learning, embrace new technologies such as computer-

“

“Our defence work has always been incredibly important for us – in fact, we were fully employed with this work during World War II – as it demands we operate at the very highest level and that we can repeat our work with precision time and again,” said Mr Davis.

© RMS.

West Australian company R. Moore & Sons (RMS) celebrates its 100th birthday this year. The company says its work providing specialised services in the supply chain to support Australian and international defence forces has been an integral part of its operations since World War II, helping keep the group at the top of its game worldwide.

RMS, General Manager, Stuart Davis.

controlled machining equipment, and stay true to our founder’s vision to fix problems for our clients,” he said. “Through a thirst for fresh knowledge and by collaborating with original equipment manufacturers and our broader customer base, we can deliver engine components back to clients in a better-than-new condition which not only brings down their costs but also lowers the overall environmental impact.”

RMS partners with industries from power generation, to mining, defence, commercial marine, oil and gas, rail, transport and agriculture. Never content to rest on its laurels, RMS is always watching emerging trends that are forcing change in the industry. “We don’t shy away from transformation; we in fact challenge ourselves to continually improve by finding and purchasing technology and equipment that helps us stay competitive globally in order to retain precious skills and jobs within Australia,” said Mr Davis. “And our staff are key to this – we empower them to take part in the engineering thought-process to drive new solutions for our customers which they wholeheartedly embrace.”

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CELEBRATING THE PAST

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COMMENTARY

MAINTENANCE & SUSTAINMENT

ORONTIDE: POISED FOR EXPANSION

By Stewart Maddison,

CEO, Orontide

For over 40 years, Orontide have built a solid reputation in the defence sector, playing an integral role in the ongoing sustainability programs of the Royal Australian Navy. So, what does it take for a family-owned local Western Australian business to successfully deliver sovereign capabilities for Australia’s leading Defence projects? © Orontide.

HUMBLE BEGINNINGS

When Serge and Sophie Madrigali started their business in a small shed in Henderson 40 years ago, they never imagined they would be sowing the seeds for one of Australia’s most successful engineered maintenance and asset preservation companies. Commencing operations as Madco in 1979, their business has grown and diversified. Today, Employees from Orontide’s four Henderson sites gather to celebrate the company’s 40th Anniversary.

Orontide is a leading company providing an integrated range of tank remediation, painting and specialised TRUSTED PARTNER services throughout the country and coating applications, as well as complete employing hundreds of people across five Working closely with prime contractors operational sites. and partial deck refurbishments and has enabled Orontide to provide valuable superstructure and hull remediation.

In the early years, the company industry experience and invest in new worked on trawlers for WA’s fishing We believe it is our unwavering certifications and qualifications. This has industry, manufacturing rudder stocks, commitment to delivering quality work increased employment opportunities propeller shafts and stern tubes, installing and supporting our clients that has for WA’s local workforce, and set the engines and gearboxes, and developing established our reputation within the foundations to deliver the capability watertight doors and hatches. The naval defence and commercial marine required for future naval programs such as business continued to build a strong sectors. The key to our success in the early the OPV and future frigate projects. As the presence in the maritime sector, supplying days of our business was building solid senior project manager, Fazl Bolar Soharab equipment and machined components and trusted collaborative relationships is responsible for Orontide’s defence for commercial tugs and working on with our clients, suppliers and employees, portfolio and has been a driving force oil rig supply boats. When three of the a premise we stand by today. behind our success in this sector. In his view, biggest state ships were constructed in Orontide is all about quality workmanship.

Orontide’s strong reputation has been WA, Orontide played a key role installing “We are constantly commended for our built over the years delivering specialised underwater gear, engines, gearboxes attention to detail, specialised painting and solutions to long-term clients, but it is and compressed air systems throughout coating finishes and the high quality of our our contribution to the WA economy that the ships. This project was one of many work,” he says. “It’s not just about planning we are most proud of.

Our collaborative in an ongoing relationship with the and preparation. Our team are passionate efforts with industry to enhance shipbuilding and defence industries. and take great pride in their work, and critical skills in WA’s preservation and this shows in the results we deliver for our maintenance services have had a positive BURNISHED CREDENTIALS clients.” impact on the naval, defence and maritime Orontide has a solid track record of sectors.

Engaged as a 100% local supplier to Orontide is excited at the work vessel sustainment, having refurbished complete works on ANZAC-class frigates prospects that lie ahead. The Australian a steady stream of ANZAC-class frigates for the ASMD Project in 2014, Orontide Government’s investment in building our as part of the Anti Ship Missile Defence established a solid apprenticeship program national defence capability will provide (ASMD), ANZAC Mid-life Capability to support delivery of the work and valuable support and economic growth to Assurance Program (AMCAP) and standards required. This push to train and strengthen Australia’s defence industry.

Warship Asset Management Agreement upskill local workers resulted in record With the wave of opportunities destined (WAMA) upgrade projects. We have apprentice numbers at Orontide with for WA SME’s, our business has already been engaged as a first-tier supplier the highest number of surface-finishing proven it has the capability and is well to Naval Ship Management (NSM) on apprentices in any WA organisation during positioned to continue to build on its the WAMA upgrade program from its commencement, providing hull cropping, this project. success well into the future.

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ADVERTORIAL

NIHAR: INTEGRATED SOLUTIONS TO ACHIEVE PEAK ASSET PERFORMANCE Nihar is a Western Australian owned and operated company, managed by a team of passionate and experienced engineers. Nihar was established in 2003 from a modest beginning, with the vision of being the leading service provider of asset maintenance management solutions in the industry.

Our experience collected over the past 17 years across various industry sectors helped us to evolve rapidly as the partner of choice for asset maintenance and management solutions both locally and in international markets.

We have built a strong team consisting of engineers, consultants, specialists and data scientists, with combined industry experience of over 500 years. Nihar has the experience, expertise, knowledge, passion, and the capability to work with our clients and provide the optimum asset management solutions to achieve peak asset performance. Nihar is actively investing and cultivating in R&D activities.

We are now designing fourth generation of maintenance (beyond RCM) where maintenance decisions will be based on asset health assessment using predictive technologies.

We bring a multi-disciplinary and holistic approach underpinned by the passion towards delivering detailed and quality outputs in implementing sustainable asset management and maintenance engineering solutions. Our client spectrum comprises leading local and international companies from oil and gas, mining and resources, manufacturing, utilities, rail and chemical industry sectors. We work alongside our clients in a collaborative approach to make breakthrough decisions that improve safety, reliability and availability through consistent high-quality project delivery.

Long-term relationships and preferred vendor status with various major oil and gas and mining companies demonstrate the quality and sustainability of solutions developed by Nihar. These companies have benefitted from Nihar’s expertise and cross industry experience.

Nihar’s future growth and development is carefully designed and cultivated by the Nihar management team to ensure a sustainable and ethical business, whilst always being on the

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By Matheesha Jayasekera, COO, Nihar

forefront of any latest developments in the engineering market. Nihar’s success has been derived from ensuring the bringing together of business expertise and process with experienced resources to deliver bestin-class, value-add solutions to our clients using proprietary smart tools. The digital technology and predictive analytics are the enablers to support engineers to make decisions based on data, in which Nihar has invested heavily with proven success.

One of the smart tools developed

by Nihar is the audit and review tool that provides evidence to review the compliance of standard maintenance regimes. The tool collates information from various sources such as vendor manuals, client’s safety and regulatory commitment (license to operate) documents to allow our engineers and clients to easily review data and make all engineering decisions based on facts.

We plan our growth by strategically partnering with other companies to increase our service capabilities and one such partnership is with a global engineering consulting firm. This joint venture partnership will elevate both parties to a better position in the current market by combining Nihar’s asset maintenance management and optimisation solutions with the global engineering consulting firm’s engineering, design and project delivery expertise.

Quality is of utmost importance at Nihar and sustainable quality is provided

by ensuring we are managed under the governance of our ISO 9001:2015 quality management certification. Nihar puts the interests of our clients at the forefront of its operations, and in doing so, consistently produces work of high quality. Furthermore, Nihar understands the evolving requirement for information security management. With our robust and secure IT systems in place, we are now working towards ISO 27001 information security management certification.

Nihar is committed to ensuring an inclusive and diverse workplace that embraces and promotes a culture of equal opportunities, respect and acceptance.

Nihar employs 80 staff from diverse cultural backgrounds, have a male-female gender balance of 70:30, and have a blend of young to highly experienced engineers.

Nihar is more like a family and emphasises that people are our greatest assets and that employee training is key to Nihar’s growth plan.

Looking forward, Nihar is excited about the challenges that lie ahead, and is passionate about being at the forefront of new technology and process improvements, and we are working towards engaging with Defence to bring all our cross industry expertise, knowledge and lessons learnt to support the defence industry achieve peak asset performance through developing strong relationships.

www.nihar.com.au

Data Science Asset Integration Predictive Analytics Operations Readiness Maintenance & Reliability CMMS & Master Data Technical Writing Materials/Spares Management Level 5, 256 Adelaide Terrace, Perth, 6000 Australia

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COMMENTARY

BASING & INFRASTUCTURE

HMAS STIRLING: REDEVELOPMENT AND MODERNISATION UPDATE

By CAPT Ainsley Morthorpe CSM ADC,

Commanding Officer, HMAS Stirling Royal Australian Navy

I have had the honour of Commanding HMAS Stirling since January 2019.

This is my first posting to the base, having spent most of my sea-going career operating out of Sydney and Fleet Base East. Stirling is the Indian Ocean fleet base, as defined by the Two Ocean basing policy of 1987. Fleet Base West incorporates the entirety of Garden Island off Rockingham.

STANDING THE TEST OF TIME Garden Island has hosted and protected navy ships since the arrival of Captains Stirling and Fremantle in 1829. The strategic foresight of Captain Stirling, who successfully argued the case to establish a city and navy base in Perth, has stood the test of time, with ready access to the Indian Ocean region and its trade routes, plus a moderate climate for support to, and sustainment of, modern naval operations. The primary purpose of HMAS Stirling is as an operational support facility. The base provides a home port, ship repairs, logistics support, trials and research facilities, training, personnel and maintenance support for our own and other visiting Royal Australian Navy and allied warships plus their helicopters. In addition, it provides home port and sustainment facilities for Australian Border Force and contracted submarine rescue vessels.

“HMAS Stirling has been undergoing an extensive redevelopment since just before I joined – with a total value of over $366m. This is focused on updating and refurbishing compliance and capacity shortfalls to some of our existing supporting infrastructure, facilities and maritime structures on the base”.

As such 12 major fleet units, including five Anzac-class frigates, six Collins-class submarines, an auxiliary oiler plus a Clearance Diving Team, are home ported at HMAS Stirling. We also have over 70 other units and functions here, including: the Submarine Training and Systems Centre; a Helicopter Support Facility; Defence Communications Station Perth; Joint Logistic Unit – West; and Capability Acquisition and Sustainment Group Guided Weapons in-Service Sustainment. A key strategic benefit for

supporting the fleet here and hosting a workforce of over 3600 staff and their families is our ready access to a modern and thriving city, with its associated heavy industry, shipyards, schools and other sophisticated facilities needed for modern ships and families.

UPGRADE & REFURBISHMENT PROGRAM HMAS Stirling has been undergoing an extensive redevelopment since just before I joined – with a total value of over $366m. This is focused on updating and refurbishing compliance and capacity shortfalls to some of our existing supporting infrastructure, facilities and maritime structures on the base. The project has achieved 100% local participation by procuring contractors from both Rockingham and the broader Perth region. The project is scheduled for completion soon.

To prepare the base for the evolving fleet, there will be a number of new buildings and facilities built at HMAS Stirling and at Henderson, over the next five or so years. The first new platform to be based at HMAS Stirling, the HMAS Stalwart, will be the second and final Supply-class ‘Auxiliary Oiler Replenishment’, which will provide a maritime operational support capability and replace the HMAS Sirius. The first of the Arafura Class Offshore Patrol Vessels, HMAS Arafura, will be based at HMAS Stirling. In addition, the Hunter-class Frigates will replace the Anzac-class, with a number of these ships based at Stirling.

To support these new ships’ capabilities, technologies and training needs, significant new infrastructure is required around the country, and our base will receive a good proportion of what is known as the Navy Capability Infrastructure SubProgram. Collectively this will be worth over $2.1bn over the next 10 years. This first tranche of this work for Garden Island has already commenced, comprising a 156m extension to the existing armaments wharf structure, to specifically support the explosive ordnance loading of the replenishment ships and improve the loading of our other ships.

Delivery of this work has been contracted to a joint venture between Duratec Australia and Ertech.

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©Department of Defence

COMMENTARY

HMAS Canberra prepares to come alongside at Fleet Base West, marking the first berthing of Canberra-class Landing Helicopter Dock at HMAS Stirling.

Photographer: LSIS Richard Cordell.

There has been significant progress and the wharf extension is due for completion in mid-2021. This work package also includes an upgrade to the navy’s marine diesel fuel distribution infrastructure. Local contractors have been awarded 85% of this work.

in support of the new Hunter-class frigates. This comprises upgrades and extensions to existing wharves and other maritime structures, additional living-in accommodation and training facilities at HMAS Stirling, and finalisation of the support facilities at Henderson.

The Australian Parliament recently approved two further packages of work under the Navy Capability Infrastructure Sub-Program, including works at HMAS Stirling, Garden Island and a new Defence site at Henderson, worth around $365m. The Garden Island works will include new living-in accommodation, logistics, maintenance and training facilities, primarily in support of the Arafura-class.

JEWEL OF COCKBURN SOUND

New facilities at Henderson will be located on recently acquired Commonwealth land to the east of, and in close proximity to, the Australian Marine Complex. The principal infrastructure on the site will be a multi-storey building being referred to as a Capability Centre, which will include logistics, engineering, management and crew support facilities. This will support operation and sustainment of the new Arafura-class and Hunter-class vessels, as well as Anzac-class frigates while they remain in service.

From an environmental perspective, I am also pleased to say that all our development plans will be focused on the already built environment as we fill-in workspace. This will allow Defence and navy to not only develop a modern 21st century naval base, but also protect the stunning natural environment which is a jewel of Cockburn Sound, of which I am constantly amazed and proud to be a steward of. While I am unlikely to personally enjoy the combined benefits of the final outcome, it will be a dynamic, inspiring and modern workplace for someone like my daughter, who is also in the navy, to serve in.

For the various works packages available, Lendlease have set a target of 85% going to the local Perth community, with local industry to be proactively engaged through public industry briefings, direct approaches, advertisements and local industry group interaction. So, while I will see this work started, my successor will see the benefits. A second package of works is due to commence towards the middle of the decade, primarily

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©Department of Defence

Lendlease Building were awarded a Managing Contractor contract in March this year to manage the planning and delivery of this package of works, and are finalising the designs of the various support facilities across the two sites. Tendering for the subsequent construction is planned to commence in the fourth quarter of 2020, with the building works taking approximately two and a half years to complete.

HMAS Sheean returns alongside to family and friends at Fleet Base West, Rockingham, Western Australia, after leaving in April.

Photographer: LSIS Richard Cordell.

NEWCASTLE | MELBOURNE | PERTH

www.bluezonegroup.com.au

ADVERTORIAL

ROCKINGHAM: IT’S ALL ABOUT LOCATION, LOCATION, LOCATION

The expansion of HMAS Stirling in recent years has seen it grow to become the largest shore establishment of the Royal Australian Navy in Australia. It is home to more than 2650 service personnel, 600 Defence civilians and 500 long-term contractors. It is here that all of Australia’s submarine fleet and up to half of the navy’s major surface fleet assets are stationed. The number of vessels on the base is expanding with building work already underway, or scheduled to start soon, on Attack-class submarines, Hunter-class frigates and Arafura-class Offshore Patrol Vessels.

“For local businesses, the opportunities provided by the defence industry are huge. Whether it is in construction, maintenance, repair and refit for vessels or providing services to Defence personnel, contractors and families, Defence is a major contributor to the local economy,” said City of Rockingham Mayor, Barry Sammels.

HMAS Stirling currently spends more than any other Defence base in Western Australia. It has recently had $367m spent on maintenance and upgrading its facilities with a further $1bn plus estimated spend over the next five to 10 years. This investment will provide additional infrastructure upgrades to accommodate new vessels, their crews and support staff. The head contractor for this work, Lendlease, has committed 85% of its future spend for the next tranche of work to local firms, which will have a knock-on effect, with more employment opportunities, more growth and an increasingly vibrant local economy.

To help support small to medium sized businesses who want to understand the opportunities and develop the skills required to get into the defence industry supply chain, the City of Rockingham is planning a series of workshops and an annual defence industry event. Mayor Sammels told us, “During the first half of 2021 the city will engage a registered

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© City of Rockingham.

Why are so many businesses in the defence industry based in the City of Rockingham? The answer is easy to find when you visit the city’s immaculate, leafy green foreshore and look across the clear bay to Garden Island where HMAS Stirling, part of Fleet Base West, is located.

City of Rockingham Mayor Barry Sammels with CO HMAS Stirling CAPT Ainsley Morthorpe in Rockingham, WA, holding renders of the wharf extension to take place under NCIS 3 at Fleet Base West.

training organisation to deliver a series of workshops for local SMEs. The city will also partner with the Rockingham Kwinana Chamber of Commerce to run an annual defence industry forum. These events are significant as they provide real world support to decode and demystify working with Defence and outline some of the skills and steps necessary for local SMEs to engage and participate in this sector.”

As part of its commitment to the defence sector, the city is currently investigating the establishment of a defence industry hub. As well as its proximity to Garden Island, Rockingham is also close to the Australian Marine Complex at Henderson and the Port of Fremantle, and is part of the Western Trade Coast. The proposed defence industry hub would be a highquality smart village for defence companies to locate to and encourage knowledge transfer, technology development, research and innovation. The city is ideally placed to accommodate a defence industry hub as it has excellent transport links with freeway interchanges and two passenger rail stations, high population growth, and a supportive community. Additionally, attractively priced housing in a resort style coastal setting, makes relocation to the area inviting.

The economic impact on the city that Defence and defence-related activity and investment has is considerable. In 201819, Defence directly contributed $1.5bn or 20.9% of gross regional product. This is an increase of 49% over the previous five years and is set to increase further. In terms of employment, Defence provided direct

employment of 2928 or 8.3% of local jobs during 2018-19, an increase of 7.7% over the previous five years. Again, this is set to increase further. Economic modelling from the National Institute of Economic and Industry Research indicates that Defence provides an additional $1.1bn and 3771 jobs to the local economy through flow-on industrial and consumption impacts.

For Mayor Sammels, there is also another dimension to living and working in the city. “Rockingham really is the icing on the cake. Just one look at our coastline will blow you away. Where else can you swim with wild dolphins, go sea lion watching or enjoy some of the greatest sailing and windsurfing anywhere in the world? Just a five-minute ferry ride across Shoalwater Bay is Penguin Island, while on the headland we’ve got Point Peron, a spectacular nature reserve with its own secluded beaches. When you walk around the town, people stop and chat, they’re friendly and downto-earth. It’s hardly surprising that we’ve had interest from defence companies

By Rhuwina in Malaysia, India, Griffiths, Indonesia and other Contributing Defence parts of the world who Writer, are keen to set up and WA DEFENCE REVIEW do business here.”

www.rockingham.wa.gov.au

Discover Rockingham WA’s Defence Industry Hub Connected by a causeway to Rockingham, Royal Australian Navy’s Fleet Base West at Garden Island is set to undergo an infrastructure and capability transformation in the coming years with upgraded wharves, new vessels, and new buildings to support the increase in staff.

With over one billion dollars in infrastructure upgrade projects planned to accommodate this growth over the next five to ten years, Rockingham Strategic Metropolitan Centre is set to become a centre for Defence related administration, innovation and technology.

Fleet Base West

Henderson

Rockingham Foreshore

Fleet Base West Rockingham

With a range of Industrial and Commercial land available for development, it makes sense to come and locate your base next to ours in Rockingham.

Y ER Y EV ESDA TU TRADE AUSTRALIA SHOW Stay up to date with all the latest international trade and investments from Australia and beyond.

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EXCLUSIVE INTERVIEW

LOGISTICS & SUPPLY CHAIN

©Department of Defence

EXCLUSIVE INTERVIEW

By Stephen Bunce,

Defence Writer,

WA DEFENCE REVIEW

&

Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

LOGISTICS & SUPPLY CHAIN

RADM IAN MURRAY: “MODERNISATION OF DEFENCE LOGISTICS IS FOCUSED ON ENSURING DEFENCE CAN RESPOND TO A DIVERSE SPECTRUM OF OPERATIONAL CHALLENGES” An army marches on its stomach, a maxim often attributed to French emperor and General Napoleon Bonaparte, who was referring to the significance of logistics and supply chain continuity in dictating outcomes of battles, campaigns and wars.

In the modern context this aphorism holds more truth than ever, which is why the ADF places such importance on this vital capability. In an exclusive interview, RADM Ian Murray, Commander, Joint Logistics told WA DEFENCE REVIEW how the ADF is adapting to the advent of modern complex multidomain challenges, and how the ADF is maintaining logistical and supply chain resilience in the face of a growing array of commitments.

What are the key areas of logistics specialisation within the ADF and how do they contribute to the delivery of Defence capability?

Defence logisticians have the challenging role of supporting the ADF in its day-to-day activities and in all operational environments across the spectrum of warfare. In the operational context, support is often delivered in austere and insecure environments, and over long distances. To meet these challenges, Defence logisticians must be skilled professionals with a deep understanding of the Defence logistics system, as well as being adaptable, agile, innovative and determined.

Defence logisticians support both deployed personnel and deployed capabilities, with specific functions

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The Defence Fuels Transformation Program is improving the way Defence operates its fuel supply chain to achieve a safer, simpler and assured fuel network partnered with industry.

The program is remediating work health and safety, environmental and compliance risks at Defence fuel installations around Australia.

broadly categorised into six main areas: supply; movements and transportation; capability life cycle support; engineering and maintenance; infrastructure; and support services such as catering.

Logistics specialisations required within Defence include air dispatch personnel, who provide the aerial delivery of stores, vehicles and equipment to deployed forces; maritime logistics officers who manage all logistics functions necessary to keep a ship at sea for prolonged periods; and air force logistics officers who are integral to activating and operating bare bases in remote areas of Australia. Whilst the operational role is the front line for Defence logisticians, they also play a vital part in managing Defence systems and equipment fleets through their life cycle from acquisition to sustainment and ultimately disposal.

LOGISTICS & SUPPLY CHAIN

© Department of Defence.

EXCLUSIVE INTERVIEW

Australian Army soldiers from the 3rd Combat Service Support Battalion move in a convoy of Land 121 fuel and water module resupply vehicles during Exercise Brolga Run, Townsville Field Training Area, 03 August 2020. Photographer: SGT Eliza Oates.

Managing the elements of Integrated Logistics Support (ILS) for these systems throughout the capability life cycle is core business for Defence logisticians.

Can you describe Defence’s logistics capabilities and how has it have evolved to cater for the ADF’s broadening requirements and increasingly rapid deployment timeframes?

Defence’s logistics capabilities are extensive.

They span the Defence joint logistics supply chain, fuel, explosive ordnance and movements networks, and incorporate the logistics capabilities resident in each of the three services. It is also important to appreciate that the broader Defence logistics enterprise incorporates many industry partners who are vital to the delivery of logistics support to the ADF. The ADF’s logistics capabilities and personnel are highly adaptable. They can transition from activities in Australia to the deployed environment overseas at very short notice. Our logistics capability is not only adaptable in terms of location, but also very adaptable in terms of the mission to be supported. In support

of this agile response, the ADF logistics workforce collaborates closely with our defence industry partners and partner nations.

Tell us about the Defence Fuels Transformation Program. How is this initiative critical to the future interests of the ADF? The Defence Fuels Transformation Program is improving the way Defence operates its fuel supply chain to achieve a safer, simpler and assured fuel network partnered with industry. The program is remediating work health and safety, environmental and compliance risks at Defence fuel installations around Australia. The program is also optimising the fuel network footprint and upgrading assets and infrastructure, and will deliver a new fuel services contract, which will increase the resilience of the Defence fuel supply chain and lead to more reliable availability of fuel to support ADF capability.

As cyber has emerged as a critical domain of warfare, what impact has this had on Defence logistics?

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LOGISTICS & SUPPLY CHAIN

© Department of Defence.

EXCLUSIVE INTERVIEW

Australian Army soldier Private ‘J’, a Special Operations Logistic Squadron cargo operator, directs the driver of a new army Rheinmetall MAN truck where to unload a Manitou forklift at Holsworthy Barracks, Sydney, in March 2020. Photographer: Janine Fabre.

Information technology has enabled Defence to integrate and digitise many processes within the Defence supply chain, allowing more efficient processing and movement of materiel within Australia and overseas. The Defence logistics system, as part of the broader Defence ICT network, is subject to considerable ongoing effort to build resistance to cyber attack. The impending transition of Defence to SAP’s S4 HANA Enterprise Resources Program in the coming years also supports these efforts. A vulnerability that Defence must remain vigilant against is our supply system connectivity with our industry partners, who continue to be targeted by malicious cyber actors. Defence is addressing cyber threats of this nature through initiatives such as the Defence Industry Security Program (DISP), which sets cyber security standards for the defence industry requiring levels of assurance from our industry partners. Additionally, frameworks, policies and the identification of technology that seeks to increase supply chain resilience and contribute to the overall cyber worthiness of the defence enterprise will continue to be implemented.

The COVID-19 pandemic has demonstrated some of the shortcomings in Australia’s dependence on foreign

supply chains. What impact has this had on Defence logistics and how is this likely to be addressed to mitigate future crises?

The Defence supply chain has not been significantly impacted by the COVID-19 pandemic.

However, the paucity of international airfreight options has presented challenges requiring more intensive management. COVID-19 has prompted a renewed focus on understanding our supply chain in detail and building greater supply chain resilience.

Like industry, Defence will learn lessons from the COVID-19 crisis, and build more resilience through Australian industry capability and develop greater diversity within our supply chains.

Can you describe the logistical challenges that the ADF has faced, and continues to confront, in the context of national humanitarian assistance and disaster relief and Defence assistance to the civil community operations? What role does WA play in Defence’s overall logistics system, and in support of ADF units deployed regionally and globally?

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EXCLUSIVE INTERVIEW

LOGISTICS & SUPPLY CHAIN

Defence logistics is postured to support Defence’s primary mission of protecting the security of Australia, whilst also being prepared to promptly support the civil community as directed by the government. Defence logistics capabilities can adapt rapidly to these differing roles.

Throughout 2019 and 2020, Defence has supported a wide range of wholeof-government led responses to natural disaster and emergencies, from major flooding, to bushfires and pandemic response. Responding to domestic civil tasking while continuing to support operational commitments overseas, can create concurrency pressures for logistics capabilities that must be carefully managed by Defence logisticians. Good planning and preparation are key to ensuring our Defence logistics resources are pre-positioned and postured to respond when called upon. We work closely with our industry partners to ensure the support they provide can surge in times of heightened demand, as seen during the recent bushfire season.

Western Australia is critical to the Defence logistics network. Every global and regional conflict that Australia has been involved in since Federation has demonstrated the importance of WA as a logistics hub; from being the last port of call for troop and supply ships

transiting to Europe during the First World War, through to units deployed in the Middle East being directly supported

by Joint Logistics Unit-West in Perth.

WA continues to support the ADF across the spectrum of operations, including border protection off the north-west coast, search and rescue in the Southern Ocean, humanitarian assistance and disaster relief in the Indian Ocean, and Defence Aid to the Civil Community within WA itself. Defence has a strong and positive working relationship with the Government of WA.

How does Defence streamline logistics cooperation with Five Eyes countries and other regional partners. How is this likely to evolve in the foreseeable future?

Through a growing number of bilateral logistics agreements (binding) and arrangements (non-binding), Defence continues to improve its interoperability with our partner nations, including Five Eyes countries. These logistics instruments underpin close working Defence partnerships that build confidence and understanding, and enable us to provide mutual support and operate together at short notice when required. The most recent of these arrangements is the Mutual Logistics

Defence logistics capabilities can adapt rapidly to these differing roles. Throughout 2019 and 2020, Defence has supported a wide range of whole-of-government led responses to natural disaster and emergencies, from major flooding, to bushfires and pandemic response.

Support Arrangement between Australia and India, announced in June 2020.

As the Australian Government is placing a premium on developing a sovereign industrial capability, how can Australian industry optimise the current and future objectives of Defence’s logistical requirements?

Enhancing sovereign capability and building domestic capacity through

© Department of Defence

The C-17A Globemaster III provides the Air Force with an unprecedented capacity for strategic airlift. It allows Australia to rapidly deploy troops, supplies, combat vehicles, heavy equipment and helicopters anywhere in the world. Based at RAAF Base Amberley, all eight C-17As are operated by No. 36 Squadron, and provide a logistics backbone for Australian Defence Force operations overseas. This has included operations in the Middle East and Afghanistan, as well as East Timor.

Photographer: CPL Nicci Freeman.

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© Department of Defence

EXCLUSIVE INTERVIEW

Air Movements personnel from the Expeditionary Air Base Operations Unit receive stores and equipment delivered by a Royal Australian Air Force C-17 Globemaster at Australia’s main operating base in the Middle East.

Photographer: POIS Yuri Ramsey.

long-term strategic partnerships is essential to the Defence mission. It is not about placing a premium on this capability but rather calling it out for specific focus and attention. Defence will work closely with our industry partners to achieve greater levels of sovereignty in critical areas and increase supply chain resilience and assurance in supporting ADF capability.

We have a further eight Sovereign Industrial Capability Priority implementation plans to release in 2020, and included in these are the critical industrial capabilities that are operationally critical to the Defence mission and require degrees of both access and control but also dedicated monitoring, management and support. The logistical effort is key to enabling critical industrial capabilities and there will be numerous opportunities for Australian industry to participate in enabling the Sovereign Industrial Capability Priorities and, in the context of COVID-19, providing the supply chain assurance that we seek.

As the ADF continues to modernise, how will Defence logistics look to develop and support future ADF capability, and strengthen responses to future logistical challenges?

Modernisation of Defence logistics is focused on ensuring Defence can respond to a diverse spectrum of operational challenges. As new capabilities are developed and acquired for the ADF, it is vital that Defence logistics systems also evolve to enable these capabilities to operate as they were designed.

The operational concepts for these capabilities will dictate how logistics is delivered on the modern battlefield; therefore, Defence logisticians must be intimately involved in the design of the related support system. Bespoke and fragmented logistics support arrangements for new capabilities need to be avoided, ensuring the jointly integrated Defence logistics enterprise is a priority to deliver a resilient supply chain and maintenance system that enables effective support of Defence capabilities in remote and austere environments. Ensuring Defence capabilities can be supported by the joint logistics systems, and are interoperable with our partner nations, are key objectives in order to achieve this coherent outcome for Defence.

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COMMENTARY

LOGISTICS & SUPPLY CHAIN

PUNCHING ABOVE ITS WEIGHT: DEFENCE LOGISTICS IN WESTERN AUSTRALIA

By CMDR Ben Macdonald,

Commanding Officer, Joint Logistics Unit – West Australian Defence Force

It is sometimes easy to fall into the trap of thinking that Western Australia is not a significant player in an ADF operational context. While the public is increasingly aware that Perth (and in particular the Australian Marine Complex at Henderson) is a centre of excellence for maritime sustainment and shipbuilding, most people think that the actual ADF ‘firepower’ is on the east coast. Well, that is true to a degree – the majority of Australia’s land, air and maritime power is based to our east and north – but in terms of bang for buck, WA is punching well above its weight.

JLU-W provides warehousing, distribution and maintenance services for all ADF units located in, visiting, or transiting through WA. Our primary sites are located at HMAS Stirling and Guildford’s Palmer Barracks, with a smaller permanent presence at RAAF Base Pearce and Irwin Barracks at Karrakatta.

Our team is what Defence refers to as an ‘integrated workforce,’ consisting of both ADF and Australian Public Service members, complemented with our major industry partners: Linfox for warehousing and distribution, and Broadspectrum for materiel maintenance and military clothing.

CAPABILITIES IN THE WEST

SUPPORT TO OPERATIONS

One needs only to think of the Special Air Service Regiment and the submarine force to understand the strategic value of the capability the west brings to the table, but they are just the tip of the iceberg.

A very substantial portion of navy’s surface fleet operates out of HMAS Stirling in Rockingham, while RAAF Base Pearce in Bullsbrook provides basic flying training to all air force and navy pilots, and jet conversion training to air force pilots who will go on to fly F/A-18 and F-35 fighter aircraft.

Although we are centred in Perth, our reach is vast. Our primary area of operations extends from Eucla westwards, and south of a line extending from Sandfire (between Port Hedland and Broome) to the Northern Territory border.

In the north of WA, the Pilbara Regiment is keeping watch over its 1.3m km2 patch and providing army with a vital surveillance and reconnaissance function. RAAF Base Learmonth near Exmouth has consistently demonstrated its strategic value as a stepping stone for maritime surveillance and humanitarian assistance and disaster relief operations in the Indian Ocean (an area which includes the Timor Sea).

Joint Logistics Unit – West also plays its part in enabling operational supply chains wherever in the world ADF elements may be deployed. In recent times, that has frequently involved the shipment of materiel to the Middle East region, but has also involved support closer to home such as Operation BUSHFIRE ASSIST 2019-20 and Operation COVID-19 ASSIST. Our success is entirely dependent on the professionalism of our people and the partnerships we have developed over 21 years of operation in Perth and WA. We are trusted to provide maintenance on just about anything, from outboard motors and Mack trucks, through to communications gear and weapons systems.

One of seven networked joint logistics units located throughout Australia at strategic locations, JLU-W provides warehousing, distribution and maintenance services for all ADF units located in, visiting, or transiting through WA.

Delivery of logistics support to enable these joint operational effects requires a team that is able to leverage both military and commercial experience, and has deep institutional knowledge of the intricacies of the West Australian operating environment. That is where Joint Logistics Unit – West (JLU-W) comes in.

ENTER JOINT LOGISTICS UNIT - WEST As one of seven networked joint logistics units located throughout Australia at strategic locations,

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We provide logistics support throughout the state such as: coordinating trade repair and replacing damaged windscreens for 6th Engineer Regiment vehicles transiting through Kalgoorlie and Newman, en route to Jigalong in the East Pilbara, for the Army Aboriginal Community Assistance Program; installing communications system upgrades to the Pilbara Regiment’s surveillance and reconnaissance vehicles (Mercedes-Benz G Wagon 6x6) in Karratha; maintaining aircraft refuelling trucks at RAAF Learmonth; and providing camp stores and materialhandling equipment to support Department of Fire and Emergency Services firefighting efforts at Esperance.

INDUSTRY ENGAGEMENT We achieve these outcomes in collaboration with our industry partner, Broadspectrum, and a network of trade repair agents right across WA. Similarly, we

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© WA DEFENCE REVIEW.

COMMENTARY

rely heavily on our industry partner, Linfox, to enable our warehousing and distribution effort, but also have flexibility through our network to leverage ADF strategic lift where commercial airline capacity is under pressure, as has been the case during the COVID-19 pandemic.

Joint Logistics Unit – West is evolving to meet ADF capability growth within WA. Having grown our footprint to incorporate a warehousing and distribution capability at RAAF Base Pearce in 2019, capital works will be undertaken at Palmer Barracks in 2021 to expand hardstand storage capacity, enhance physical security, and install infrastructure to support army’s new medium/heavy vehicles delivered under LAND Project 121 Phase 3B/5B. We have also benefited from investment in our ICT infrastructure delivering an interim

Warehouse Management System at HMAS Stirling and Palmer Barracks in 2019 before Defence’s Enterprise Resource Planning solution is implemented across the Joint Logistics Command network from 2023.

Joint Logistics Unit – West is a critical enabler, ensuring that WA’s substantial contribution to the defence of Australia can be sustained within our state, our near region and across the globe.

Achieving this would not be possible without our trusted industry partners who have consistently demonstrated a flexible, mission-focused approach to ensuring Defence can meet its operational aims. We look forward to our industry partner relationships continuing to evolve to support the substantial growth in WA defence industry over the coming years.

© WA DEFENCE REVIEW.

Mack Trucks from the JLU(W) Loan Pool at Palmer Barracks.

Indoor Weapons Test Firing Facility at Palmer Barracks, utilised by Broadspectrum for weapons maintenance.

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LAW AT THE LEADING EDGE DEFENCE + AEROSPACE

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With extensive local networks on the ground and a deep personal interest spanning many years, our defence and aerospace team are focussed on understanding and identifying the distinctive issues faced by West Australian SMEs working in the sector.

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ANALYSIS

AEROSPACE & SPACE AFFAIRS

GAINING ALTITUDE: WESTERN AUSTRALIA’S EXPANDING DEFENCE AEROSPACE SECTOR Dr Peter Layton, Senior Correspondent,

WA DEFENCE REVIEW

The Royal Australian Air Force (RAAF) has had longstanding presence in Western Australia, and remains a key location and a centre of excellence in pilot training programs. Similarly, this presence, though small in size, has been supported by a plethora of foreign and local companies that provide specialist expertise in the spheres of training, maintenance and sustainment.

Though the small but thriving sector is not experiencing major growth, there is future potential that should be harnessed for the benefit of WA’s defence aviation sector.

A PILOT TRAINING FOUNDATION

Air defence and maritime strike forces became based in the west to protect against possible Japanese carrier raids and to undertake anti-submarine patrols.

Late in the war, B-24 long-range bomber missions were flown from the northern Kimberley region against strategic targets in Java in support of the Borneo campaign. B-24 missions were also flown from the Cocos Islands by British squadrons, ranging across Southeast Asia as far north as Thailand.

Today, WA’s defence aviation sector is centred around the RAAF and in particular RAAF Pearce. With over 100,000 aircraft movements annually, the airbase © WA DEFENCE REVIEW.

One hundred years ago in the Australian Senate, the then Minister for Defence, Senator George Pearce from Western Australia, first outlined the Australian Government’s intentions to establish the RAAF. Unsurprisingly, the first RAAF airbase built in WA now bears his name. RAAF Base Pearce, located 35km north of Perth was officially opened in 6 February 1939, on the eve of WWII. Initially a pilot training base, RAAF Pearce took on new significance when Japan entered the war in late 1941, and the RAAF’s presence across WA greatly expanded.

In February 2020 the RAAF’s F/A-18A/B Hornets from No. 75 Squadron (75SQN) arrived at RAAF Base Pearce to participate in Exercises Phoenix Black and Nigrum Pugio.

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ANALYSIS

AEROSPACE & SPACE AFFAIRS

In further considering uncrewed systems, WA has considerable expertise in automated mining operations. Indeed, the states’ mines are world-leading in their application of robotics, autonomous systems, artificial intelligence, machine learning, sensor fields and remote operation. In sharp contrast, aviation in general and air forces in particular, have been tardy in embracing advanced digital technology. There are real opportunities here for an extension of mining expertise into automating military airbases, such as the RAAF’s remote bare bases. is one of the country’s busiest. This status reflects Pearce’s important pilot training role for both the RAAF and the Republic of Singapore Air Force (RSAF).

The RAAF’s No. 2 Flying Training School flies some 20 brand-new PC21 advanced pilot training aircraft.

Compared to the PC-9 trainers they replaced, the PC-21s offer expanded capabilities specifically designed for training the aircrews of the 5th generation air force the RAAF is building.

For this task, the PC-21s feature an embedded simulation and training suite that provides cross-platform cockpit emulation, weapons simulation, a stores management system, simulated radar and electronic warfare, a tactical situation display and datalink functionality.

Trainee pilots come to Pearce after completing the ADF Pilots Course Phase 1 at RAAF East Sale; at Pearce they undertake the 30-week ADF Pilots Course Phase 2, flying some 135 hours.

The RSAF also flies the PC-21s although these are older airframes.

Indeed, the RSAF was the PC-21’s launch customer, with the aircraft based at RAAF Pearce since 2008. Since then, they have flown more than 70,000 hours.

The RSAF’s 19 PC-21s are operated by two units; No. 130 Squadron that runs the nine-month Basic Wings Course for aspiring pilots and weapon system officers, and the Standards Squadron that trains flying instructors. The RSAF has been at Pearce since 1993, graduating some 1600 aircrew. The renewal of the Singapore-Australia agreement means this training will continue until at least 2043.

The third flying unit at RAAF Pearce is the RAAF’s No. 79 Squadron operating

about 15 Hawk Mk.127 Lead-in-Fighter aircraft. In line with the 5th generation air force training approach, the Hawks have recently had a major avionics upgrade providing new capabilities including simulated radar, electronic warfare, Air Combat Manoeuvring Instrumentation, digital mapping, a ground proximity warning system and traffic collision avoidance. After PC-21 training completion, graduate aircrew selected for fast jet aircraft move onto the Hawk to undertake the 14-week ADF Pilots Course Phase 3. After this, they move to RAAF Williamtown for further lead-in-fighter training and then operational conversions onto F/A-18F or F-35A aircraft.

At Pearce, there are also another four RAAF units providing various services. These are; No. 25 (City of Perth) Squadron airbase operations, a flight of No. 453 Squadron Pearce providing air traffic control, No. 3 Security Forces Squadron Detachment Pearce, and No. 1 Expeditionary Health Squadron Detachment Pearce.

Some 30km north of Pearce is RAAF Base Gingin, crewed and utilised as a satellite training airfield – when required – in support of courses being conducted from RAAF Pearce. The airfield is particularly useful during early circuit training by day and night although it is somewhat limited for either operational or more advanced flying training.

A GROWING AIR & SPACE OPERATIONS EFFORT RAAF Pearce also has an operational role in supporting long range maritime surveillance missions, although this is usually overshadowed by the base’s

primary pilot training mission. However, its critical importance to maritime air surveillance across the southern Indian Ocean was highlighted in the extensive search for the downed Malaysian Airline’s Flight MH370 over March-May 2014.

Seven countries deployed large aircraft to RAAF Pearce, flying a total of 345 missions during 42 days of searching. The aircraft deployed included; a Royal Malaysian Air Force C-130H-MP Hercules, a People’s Liberation Army Air Force Ilyushin IL76MD from China, a Japan Maritime Self Defense Force P-3C Orion, a Republic of Korea Navy P-3C Orion, two RAAF AP-3C Orions, a US Navy P-8A Poseidon, a Royal New Zealand Air Force P-3K2 Orion, and a RAAF E-7A Wedgetail.

In the future, RAAF Pearce may also be used for periodic maritime air surveillance deep into the Southern Ocean. Australia has interests in Antarctica including the Heard and McDonald Islands located in the distant Southern Indian Ocean. Fisheries exploitation is steadily increasing, suggesting a possible role for the RAAF’s new Triton UAVs. Operating from RAAF Pearce, such aircraft could spend several hours on patrol overhead the islands monitoring foreign fishing activities.

However, given their limited numbers, additional Tritons would be needed if Southern Ocean fisheries surveillance developed into a major role and the base at Pearce might need further upgrading.

Beyond Pearce, about 80km southwest at Garden Island’s Fleet Base West, is a small but important naval helicopter operating base and short airfield. The airfield includes a recently ungraded Helicopter Support Facility (HSF) that provides maintenance and logistic support services for MH-60R helicopter flights embarked in the several Royal Australian Navy frigates based in WA. The facility can also be used by army or navy helicopter detachments supporting Special Air Service Regiment (SASR) or other operations or training.

Some 700km east of Perth in the Leonora/ Laverton area is the second radar in the Jindalee Operational Radar Network that provides 24-hour, very long range air and maritime surveillance coverage beyond Australia’s coastline.

The radar system is operated by RAAF’s No 1 Remote Sensor Unit, with BAES and Lockheed Martin (Australia) contactor maintenance. Defence has a long term upgrade underway which will significantly improve the radar’s performance. This

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F/A-18A/B Hornets of No. 75 Squadron (75SQN) at RAAF Base Pearce participate in real-time mission scenarios designed to increase the skill level and effectiveness of the RAAF’s combat-ready Joint Terminal Attack Controller qualified personnel, in support of Defence operational requirements.

year Defence acquired the Mertondale pastoral lease near the Laverton site to increase the buffer between the site and other land users.

Well north of Perth there are two large ‘bare’ airbases, RAAF Base Learmonth outside Exmouth and RAAF Base Curtin outside Derby. These bare-bases have a small permanent caretaker staff, being more fully activated only for exercises or when required such as during a crisis or war. In July and August of this year, RAAF Learmonth was activated to support pilot training by two FTS PC-21s and 79 Squadron Hawks.

These two airbases were built in the 1980s to have an operational role in the defence of Australia. They are now taking on greater importance under the 2020 Defence Strategic Update. A new defence strategy is being adopted that envisages significantly deepening engagement with countries in Australia’s immediate region, defined as running from the northeastern Indian Ocean, across Southeast Asia and into the Southwest Pacific. For future air operations across much of the western part of this area, RAAF bases Learmonth and Curtin are well-situated.

The joint civil-military user airfield on the Cocos Islands also seems likely to become increasingly important given its strategic location.

RAAF Learmonth and Curtin may also have an increasing role in terms of

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supporting future coalition air operations, in particular USAF long-range bombers and their accompanying air-to-air refuelling aircraft. In times of crisis, such aircraft flying from the bases could range as far as the northern South China Sea. In times of peace, the bases offer additional training options that might augment the Australia-US Enhanced Air Cooperation program. While this program has focussed on RAAF bases Darwin and Tindal so far, as it develops further with longer and larger US Marine Corps and USAF deployments, it could potentially include air activities in WA, including short-term detachments.

The big new RAAF operational capability in WA is the move into space operations. Centred around RAAF Learmonth are three new facilities associated with the RAAF’s emerging space situational awareness (SSA) capability. This remote location was chosen as it offers very dark skies, generally clear weather and proximity to a large airfield.

The new Learmonth SSA Observatory provides optical tracking and active laser ranging of satellites out beyond geostationary orbit to some 70,000km. At the nearby Harold E. Holt communications station a USAFowned, jointly operated C-Band space surveillance radar system has recently been installed. On a nearby ridgeline, a large Space Surveillance Telescope has

now been mounted in a purpose-built facility with an accompanying power generation station. Specific project management activities were handled

by Perth-based Tracey Brunstrom & Hammond. These facilities form the initial elements in a planned nation-wide SSA network.

A SUSTAINABLE INDUSTRY BASE Today’s defence aviation industry sector in WA mainly focusses on support.

The state is relatively isolated so being able to access skilled local maintenance and logistic services is very advantageous.

In this role, the sector has become sustainable. It now employs about 350 people, has multiple multi-year contracts that total over $2bn, and an estimated annual turnover of around $200-250m.

To help grow the defence aviation industry sector, the WA government has for the first time appointed a Minster for Defence Issues, retired naval veteran the Hon Paul Papalia CSC MLA, established a Defence Advisory Forum and appointed a WA Defence Advocate, RADM Raydon Gates AO CSM (Rtd). Speaking at the latest Avalon Airshow, RADM Gates noted “we are [now] looking at…the diversification of industry in Western Australia. We have a thriving aerospace industry, small but thriving, so we want to have a look at the opportunities”.

Most of the state’s defence aviation support activities are clustered together

ANALYSIS

at RAAF Pearce. Supporting the RAAF and RSAF PC-21 flying training units is an industry group comprising Lockheed Martin Australia, Pilatus and Hawker Pacific that provides a varying mix of aircraft, flightline services, maintenance, simulators and ground instructors. The Hawks are maintained

by BAE Systems Australia with some specialist support from Airflite, a sizable local services and maintenance company. BAE supports the associated Hawk full-mission simulator. In addition, under a RAAF contract, Canadian Helicopter Company (CHC) operates a Leonardo AW139 helicopter that provides specialised search and rescue services. This is complemented by B214/414 helicopters as needed to meet availability requirements.

Beyond support, in terms of involvement in global supply chains an emerging WA defence industry success is the well-known Orbital UAV. The company has become the world leader in sparkignited, heavy fuel propulsion systems for tactical unmanned air vehicles – a rapidly growing market.

Orbital is now embedded in the supply chains for Boeing subsidiary Insitu’s and Textron Systems’ unmanned air systems.

In the advanced F-35 fighter program, there has also been some success. Western Australian Specialty Alloys (WASA) supplies half the IN100 powder alloy used in the F-35’s Pratt & Whitney F-135 engine. IN100 is a critical alloy used in engine disc manufacture.

WASA has supplied this material to Pratt & Whitney continuously since the F-35s inception and before Australia joined the F-35 program. Hofmann Engineering has also had success in becoming a second tier F-35 supplier providing production tooling. The company has one of the largest 3D, 5-axis machining capacities in Australia and has supplied specialised components and tooling for several aircraft projects including the Hawk, KC-30A and Wedgetail.

Away from components, Perth’s InnovAero is a collaborative effort from two well-established and leading consulting organisations,Structured Design and Thomson Design. InnovAero provides services in aeronautical product development and manufacturing, bringing together an extensive range of expertise and knowledge. In the military field, they were involved in the design of the Airbus A400M military air transport aircraft wing.

An important part of the defence aviation industry sector has become airbase construction services. Numerous facilities refurbishments and modernisations have been undertaken recently at RAAF Pearce associated with the introduction of the RAAF’s PC-21 fleet and air traffic management enhancement projects. The airbase is now having the runways extended, taxiways and pavements strengthened and an aircraft rinse facility built to assist Boeing P-8A Poseidon maritime patrol aircraft operations.

Such development is being complemented by an extensive works program at RAAF Learmonth and Curtin. At Learmonth, the runway will

AEROSPACE & SPACE AFFAIRS

be strengthened and lengthened and the fuel infrastructure upgraded to allow deployed KC-30A air-refuelling operations. At Curtin, the asphalt pavement will be resurfaced and airfield lighting replaced. In mid-decade, facilities at both bases will be further upgraded to allow deployed F-35 operations and maintenance. Off-shore, the Cocos airfield will be upgraded with runway, taxiway and apron improvements to support future P-8A operations.

EMERGING INDUSTRY OPPORTUNITIES Perth-based company Helicopter Logistics, is part of the Airbus team responding to the LAND 2097 Phase 4 tender for 16 air-transportable, special forces helicopters. Helicopter Logistics is a veteran-owned company that provides helicopter maintenance and flying services for the mining, construction and government sectors including in remote, austere locations.

The LAND 2907 project is currently focussed on basing the new special forces helicopters near Sydney.

However, with half of army’s special forces being located in WA, the likelihood of some helicopters – perhaps eight – being based in Perth seems high. A possible basing location is at Fleet Base West’s HSF This is a secure and discreet facility with adequate space for expansion although needing additional hangarage and operational support buildings. Given this possibility, other LAND 2907 project bidders, like Bell and Babcock, might also team with a WA helicopter support company – security requirements permitting.

In a similar vein, a request for information for an aircraft to replace the Hawk lead-in-fighter trainer aircraft was released in June. This is a longer-term opportunity but one that local WA companies might carefully consider now given that the replacement aircraft will most likely be based at RAAF Pearce.

The rapid expansion of uninhabited aviation appears another area where local defence industries might be involved. In terms of the air vehicle, Orbital UAV already makes excellent engines while InnovAero has design and some manufacturing capabilities and Airflite, Aerospace NDI and Hofmann Engineering also have potentially useful capabilities and capacities.

In terms of the essential command, control and communications infrastructure, Blacktree Technology offers advanced communication systems, and Edith Cowan University cyber security expertise. Finally, Bennett + Co have considerable expertise in drone law and regulations, together with defence contract matters and military law.

A broad local consortium could be put together capable of building small uninhabited air systems suitable for defence purposes. In that regard, there remains a possibility that the large Airbus Zephyr solar-powered unmanned air systems may again be operated from northern WA. In further considering uncrewed systems, WA has considerable expertise in automated mining operations. Indeed, the states’ mines are world-

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ANALYSIS

AEROSPACE & SPACE AFFAIRS

leading in their application of robotics, autonomous systems, artificial intelligence, machine learning, sensor fields and remote operation. In sharp contrast, aviation in general and air forces in particular, have been tardy in embracing advanced digital technology.

There are real opportunities here for an extension of mining expertise into automating military airbases, such as the RAAF’s remote bare bases. Success in such automation might also find extensive civil airfield applications.

There may also be opportunities in expanding military flying training although this would require some active governmental support. Perth already hosts RAAF and RSAF pilot training units, at least partly due to relatively unconstrained airspace and excellent weather conditions.

Encouragement could be given to regional countries and those in the broader Indian Ocean region to also undertake pilot training in the Perth area.

Smaller countries in particular find maintaining an indigenous aircrew training capability problematic. In financial terms it makes sense to pool resources and undertake training at a single large facility in a manner similar to that done today at RAAF Pearce with its satellite airfield of Gingin. From the RAAF’s perspective, such pooled training would help build relationships between regional countries and support the Australian Government’s new defence strategy of greater regional engagement.

In broad terms, establishing such a facility would cost about $600m for around 20 advanced training aircraft like the PC-21 and associated support equipment, require about 150 air and ground staff to run and need an annual operating budget of about $95m. Such an organisation might graduate 5060 pilots a year. An increase in Perth area flying training activities might be accommodated and managed through making use of training detachments operating from local civil airports or RAAF Learmonth and Curtin.

Such a facility would involve a small number of RAAF/ADF personnel with the majority of instructors, staff and maintenance personnel supplied by local companies such as Airflite and Helicopter Logistics. Indeed, Airflite already operates a flying college that includes simulators.

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© WA DEFENCE REVIEW.

AN INDO-PACIFIC PILOT TRAINING FUTURE

A parked F/A-18A/B Hornet at RAAF Base Pearce present at Exercises Phoenix Black and Nigrum Pugio.

Commenting on WA’s capability to provide services to the region, Matt Corbett, Managing Director of Helicopter Logistics noted recently that “The local defence aviation sector has the experience to provide training and support services to aligned regional neighbours if they were to undertake training opportunities in Western Australia.”

Some regional and Indian Ocean air forces though might not need pilots trained to the higher military qualifications. For these, there are other possible lower cost pilot training models nearby. The RAAF Pearce military pilot training complex is partly mirrored in the civilian domain with the nearby Jandakot civil airport hosting the Singapore Airlines flying college and China Southern airline’s flying college (which is also at Merredin Airport). The Singaporean facility operates 16 Cessna 172 single-engine light aircraft and two Piper Seminole twin-engine aircraft.

The large Chinese facility can train up to 304 students and operates some 37 small single-engine Grob G115 and Robin 2160 aircraft and five Piper Seminole aircraft.

In the century since Senator George Pearce announced plans to create the RAAF, his home state’s defence aviation sector is well established with numerous growth possibilities. Summing up the issues CDRE Brett Dowsing (Rtd), recently Senior Officer Western Australia declared “WA has a long aerospace history that has grown out

of our geographic necessity and strategic importance. This relevance is set to continue well into the state and Australia’s future. As such, I believe there is enormous potential to advance Australia’s soft power outreach into the Indo-Pacific by holding a regular aerospace show and convention, and establishing a military pilot training centre for regional partners, in the Perth environs utilising our combined air force and industry capabilities.”

The defence aviation sector in WA is small but it has carved out for itself a definite niche. The question for the future is whether the sector will seek to expand in terms of capabilities and product offerings. This is a matter for industry but also for governments at the local, state and federal levels who can act as a catalyst in the sector’s development.

One way to make the WA defence aviation sector more prominent is to have a regular airshow with associated industry trade displays and heritage/warbirds aviator’s ‘fly-ins’. Given the centralised nature of the sector in WA such a show might be most readily held at RAAF Pearce or possibly Gingin. A schedule of every twoto-four years, when the major east coast Avalon airshow was not running might be practical. Such an opportunity for regional leaders in naval and military air forces, civil aviation, regulation, policy and industry to meet professionally would strengthen Australia’s contribution to the Indian Ocean component of the Indo-Pacific compact.

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Perth Australia

COMMENTARY

AEROSPACE & SPACE AFFAIRS

RAAF BASE PEARCE REVITALISATION PROGRAM

By BRIG Matt Galton DSC,

© Department of Defence.

Director-General Capital Facilities and Infrastructure Department of Defence

The Department of Defence has long been an integral part of the economy and community of Western Australia. Thousands of West Australians have served across the ADF’s three services and its supporting public service, but many thousands more have worked with Defence – either directly or indirectly – to ensure Defence capability is supported by the best infrastructure.

The graduates of the No. 244 Pilots Course stand in front of the PC-9 Aircraft. Photographer: Chris Kershaw.

SUPPORTING LOCAL INDUSTRY Recent and upcoming projects at the Royal Australian Air Force (RAAF) Base Pearce embody the close relationship we have with the construction industry in Perth, working to ensure the only fully manned military aviation base in WA remains a modern facility. We have worked with WA companies and their sub-contractors to ensure jobs remain local. Four of the five major projects under way have achieved greater than 95% local engagement within Perth. The fifth major project has achieved more than 95% local engagement within WA. A leading factor in Defence’s high local engagement rate is our Local Industry Capability Plan (LICP) requirement. In line with the Defence Policy for Industry

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Participation requirements, every tenderer is required to submit an LICP, outlining their proposal to engage small and medium local businesses through the life of the project.

By dividing the works packages into smaller packages and selecting tenders that favour local engagement, more small and medium local businesses have an opportunity to contribute to larger projects.

KEY PROJECTS One of these projects is RAAF Base Pearce’s new pilot training system, which has elevated the base in its capability to deliver advanced training. The project includes a new Flying Training School, support buildings, hangars and flight line shelters to support the new Pilatus PC-21 capability – the world’s most advanced pilot training aircraft.

“

We have worked with WA companies and their subcontractors to ensure jobs remain local. Four of the five major projects under way have achieved greater than 95% local engagement within Perth. The fifth major project has achieved more than 95% local engagement within WA.

© Department of Defence.

Royal Australian Air Force pilots from No. 79 Squadron make their way back to the squadron headquarters after completing a training exercise in a Hawk 127, at RAAF Base Pearce, Western Australia. Photographer: LSIS Ronnie Baltoft.

through the life of the project.

The refurbishment of RAAF Base Pearce’s health centre is currently under way and further demonstrates the local opportunities in the base’s revitalisation.

The project – due to be completed by September 2020 – has already engaged 30 local subcontractors, achieving 100% local engagement, with 205 personnel already inducted on site. Obligations for local engagement promised in the LICP with the initial tender have been, and will continue to be, monitored and managed through the term of the contract.

Other projects are all set for completion within the next year, with the upgrade to potable water and the current phase of improving RAAF Base Pearce’s forward operation base capacity to be finished before the end of the FY202021 – all with more than 95% engagement within WA. As Defence continues to upgrade its bases around Australia, its focus on local engagement will continue and ensure small and medium WA businesses are in prime position for future Defence infrastructure projects.

© Department of Defence.

By requiring each tenderer to submit an LICP before awarding the contract, we have been able to provide successful outcomes in maximising local opportunities for businesses. As a result of this, 96% of jobs related to the project have remained in Perth. The project has been divided into 58 different works packages, which means that small and medium businesses that were unable to tender for the larger project have been able to be brought on board at a lower level. Altogether, approximately 800 personnel have been brought to the site

A Royal Australian Air Force Pilatus PC-21 from No. 2 Flying Traing School prepares for a training flight at RAAF Base Pearce, Western Australia.

Photographer: LSIS Ronnie Baltoft

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ADVERTORIAL

HELICOPTER LOGISTICS: BESPOKE SOLUTIONS WITH UPLIFT

By Terry Booth, Special Correspondent,

WA DEFENCE REVIEW

The renovators of the historic Breaksea Lighthouse had a problem – how to land 60 tonnes of materials on difficult terrain 12km from the rocky Albany coast, surrounded by cliffs, in waters where boat access is dangerous. What to do?

Just such a difficulty is the market niche of Helicopter Logistics, a Jandakot-based aerospace company specialising in bespoke solutions. Using one of their rotary wing aircraft, they successfully airlifted the materials, delivering each load to a precise location at the base of the lighthouse – later removing redundant materials and equipment to the mainland.

Their contribution ensured the preservation, at one of Australia’s oldest lighthouse locations, of a building with connections to the ANZAC fleet of World War I. The company was formed in 2005 by Matt Corbett, formerly a professional soldier who became a commercial helicopter pilot in 1985. On leaving the ADF, Matt broadened his flying and aviation management experience before establishing his own business. Initially providing aerial work services including geophysical survey operations, Matt then secured government contracts in fire suppression and prescribed burning land management contracts with helicopters and fixed-wing aircraft. The company has continued to pursue business opportunities whilst further expanding its flight operations and aircraft maintenance service division.

Helicopter Logistics is managed largely by ADF veterans, reinforcing its capability with the specialised skill sets, mindset and discipline that this background provides. This makes it a ‘go to’ contractor when it comes to facing down Australia’s well-known summer bushfire threats. Using helicopters and fixed-wing aircraft fitted with an incendiary delivery system, its pilots precisely back-burn the bush in coordination with the Department of Biodiversity, Conservation, and Attractions, as a means of minimising the fire threat. In the event of an emergency, it provides aerial services to the area. This includes delivering firefighters to the fire ground to fight the fires and supplying air attack aircraft to provide ‘air traffic control’ functions over the fire.

Being resident in a resource-rich state, it’s no surprise that Helicopter Logistics has found vital work in the geophysical exploration industry, contributing to the growth of airborne geophysical surveys and listing among its clients BHP, Rio Tinto, Newcrest and IGO. Including Matt’s previous work in the resource sector, the company has some 30 years of experience in locating minerals to add to the state’s wealth.

Extracting minerals in some of Australia’s and the world’s most remote and demanding locations, frequently requires the specialised solutions of

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Helicopter Logistics, which provides a range of aviation services. Low-level electromagnetic (EM) geophysical surveys are a core business for the company, coupled with the design and manufacture of tailored EM systems for airborne, ground and maritime operations. The R&D cell has been instrumental in cementing a long working relationship with Defence Science and Technology. The diversity of the R&D cell led to the development of a canting device for use in training new recruits in how to identify and understand one of the key principles to marksmanship; sight alignment.

Helicopter Logistics aircraft maintenance engineering business provides PART 145 maintenance services to the company’s fleet of aircraft and other commercial organisations. The company is certified to provide maintenance support for single and multiengine helicopters and fixed-wing aircraft.

Diversification is a route to growth and security, and Helicopter Logistics has secured a range of products and services to this end. These include a night vision system for aircraft; a product it sells, services, installs and provides training for. Helicopter Logistics Business Development Manager, Lindsay Hawke, whose experience is in the field of Chemical, Biological, Radiological and Nuclear (CBRN), realised that WA may have a need for a medical aerial retrieval service dedicated to COVID-19. This led to the importation of Australia’s first IsoChamber for safely transporting highly infectious patients with diseases such as COVID-19.

This capability to forward project possible requirements within the CBRN environment has developed into a collaboration with a leading Perth hospital and veterinary facility to utilise the unique abilities of dogs to sniff out disease, a feature which could be deployed in CBRN operations. Examples would be to detect COVID-19 in public places such as airports, or detecting malaria in deployed personnel.

For businesses with ambitions of entering the defence supply chain, obtaining recognition by prime contractors is the key. Helicopter Logistics has been selected by Airbus Australia Pacific to join its Team Nightjar bid for the special forces helicopter LAND2097 Phase 4 project. In this and so many other ways, the company has distinguished itself as a provider of bespoke solutions.

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EXCLUSIVE INTERVIEW

AEROSPACE & SPACE AFFAIRS

DR MEGAN CLARK: “WHAT WE’VE SEEN IN THE LAST TWO YEARS SINCE THE ESTABLISHMENT OF THE ASA IS THE START OF A TRANSFORMATION IN THE SPACE SECTOR”

The Australian Government is now heavily invested in transforming its burgeoning space sector by allocating unprecedented resources to developing its technical and economic potential. The establishment of the Australian Space Agency (ASA) earlier this year was a historic milestone in realising the space sector’s potential to the national economy. In an exclusive interview with WA DEFENCE REVIEW, the Head of the ASA, Dr Megan Clark AC FSTE, spoke about the salience of the space sector to both Australia and global commons, and her agency’s efforts to transform the Australian space sector into an engine of future economic growth and opportunity.

Can you tell us why there was a need to establish an ASA? The ASA was a long time coming. In the last five years in particular it became increasingly obvious that Australia was missing out on many opportunities arising from the space economy and its shift into a commercial phase. Technology continues to become smaller and cheaper and the cost to accessing space is dropping, meaning space is now commonly considered another place to operate, like the land, sea and air.

At an industry level, the emerging Australian space sector was demonstrating its potential to have world-leading capabilities, including in Earth observation and robotics and automation technology.

When positioned alongside other core industries like mining, manufacturing and agriculture, space needed to be unlocked as the ultimate enabler of industry growth, further building our competitive strengths and sovereign capabilities. What was essential to bring all of this together was a focus for national policy and an appropriate regulatory environment that ensured safe and responsible space activities without stifling entrepreneurialism.

Australia also needed a front door for international collaboration because the global space sector is founded on strong partnerships. Leveraging global partnerships has a positive trickle-down effect

By Stephen Bunce,

Defence Writer,

WA DEFENCE REVIEW

&

Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

for local innovators, and having a seat at the table in international forums, agreements and treaties strengthens national capability. Put simply, a national space coordination entity was needed to harness and build on the incredible momentum happening around us. There was also a spark of curiosity about space in the Australian public that, when ignited, would inspire the next generation of space and STEM leaders. The rest is history.

Can you describe the current status of the space sector in Australia?

The Australian space sector is going through an emerging phase.

In 2016, the Expert Review Group’s Review of Australia’s Space Industry Capability determined the space sector contributed $3.9bn and provided 10,000 jobs in Australia.

The Australian Space Agency’s ultimate aim is to triple the size of the sector to $12bn

In 2018-19 our space sector employed over 13,000 people, a 14% increase from 2016-17 to 2018-19.

Over the two years from 2016-17 to 2018-19, the total number of space businesses increased by almost 10% from 698 to 766.

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and add another 20,000 jobs by 2030.

The path to achieving this aim is bright as Australia has some really encouraging areas of strength and expertise including in advanced manufacturing, precision engineering and remote asset management.

What we’ve seen in the last two years since the establishment of the ASA is the start of a transformation in the space sector. There’s a strong civil space capital pipeline of activity, including investment of over $2bn in capital projects, including R&D and 88 projects underway across the nation. Over $729m of this is inbound investment from industry, private foundations and international space agencies. As a result, we now have momentum in every state and territory.

Our SME space sector is starting to blossom. The sector has experienced sustained growth of 15.6% from 2016-

17 to 2018-19 when compared against other international space sectors, such as Canada (1.2% from 2016-17) and the United Kingdom (3.3% from 2016-17). In 2018-19 our space sector employed over 13,000 people, a 14% increase from 2016-17 to 2018-19. Over the two years from 201617 to 2018-19, the total number of space businesses increased by almost 10% from 698 to 766. These numbers are reinforced by feedback from people in the local space industry, one of whom recently compared their experience as being a space start-up ‘pre-space agency’ and ‘post-space agency’.

We have strategic partnerships with 12 international space agencies, most recently with the Japan Aerospace Exploration Agency (JAXA), which was acknowledged at the Australia-Japan Virtual Leaders Meeting by PM Scott Morrison and Prime Minister Shinzō Abe. As the effects of the COVID-19 pandemic on our economy become more apparent, Australia’s prosperity and security has never been more important. It is therefore very encouraging that space is identified as a critical new capability in the recently announced 2020 Defence Strategic Update.

Space is also becoming increasingly central to the national agenda for international relationships. This is evidenced by our $150m Moon to Mars initiative, which is the result of a space partnership between the Australian Government and NASA announced

by PM Scott Morrison late last year.

From a global competitive perspective, what scientific and technological contribution can Australia make towards the advancement of space-related affairs?

Investment of over © Australian Space Agency.

$2bn in capital projects

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including R&D and 88 projects underway across the nationstrongly

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EXCLUSIVE INTERVIEW

AEROSPACE & SPACE AFFAIRS

Australia has a long and proud history in space. We were one of the earliest nations to launch its own satellite from Woomera, South Australia in 1967. It is true in the decades that followed that we didn’t fully participate in the global space economy. Australia, however, had extraordinary capability and, the technology and talent to become a respected player in the growing international space sector. What we needed to do was focus our efforts, we needed to showcase what Australia could do, and we needed to enter into new partnerships and supply chains on a national and global scale.

This is a key reason why the ASA has identified seven national priority areas in the Australian Civil Space Strategy that further leverage our national strengths, including: • Earth observation, which can improve agricultural monitoring, water management, emergency services management of bushfires, and monitoring shipping routes.

Geoscience Australia has immense capability demonstrated in the Digital Earth Australia (DEA) initiative, which translates data into free readyto-use insights about Australia’s natural and built environment.

Such insights are then used to build a stronger evidence base around things like soil and coastal erosion, agricultural practices, deforestation, mining and water quality.

• Communications technologies and services: Australia’s largest contribution to space has traditionally been in the area of communications technologies and services. We continue to have increasing capability in advanced communications, specifically in hybrid radio and optical communications, antennas and signalling, and secure communication using advanced quantum technology.

Advances in secure high bandwidth optical communications will significantly improve regional and remote connectivity across the country, as well as deliver value for the national finance sector.

• Robotics and automation: Australia’s capability in applying robotics to the resources sector for remote asset management is world-leading. We can leverage this expertise in robotics technology and systems for remote

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GPS signals with mobile phone network information for precise positioning.

The Australian Space Agency’s ultimate aim is to triple the size of the sector to

$12bn and add another 20,000 jobs by 2030.

operation and exploration in space.

• Space situational awareness: Australia is already part of the US surveillance network for space debris. In addition, the new joint US-Australian Space Surveillance Telescope has recently been commissioned at the Harold E. Holt Naval Communications Station near Exmouth in WA. The radar and telescope will increase Defence’s capability to detect and track objects in space, including space debris, and predict and avoid potential collisions.

• Access to space: Access to space, spaceport and launch capability are important areas of sovereign capability that Australia is looking to develop, with several companies progressing on a pathway for launch sites and rocket capabilities across the country.

We also have many areas that we want to showcase to the world where the Australian space industry has really encouraging technology, such as new propulsion capability, hypersonics, artificial intelligence on satellites, and space medicine. Geoscience Australia is upgrading Australia’s position, navigation and timing signals from space. This includes plans for 5-10cm positional accuracy in our cities by combining

How does the ASA cooperate with international space bodies?

The ASA leverages international bilateral and multilateral partnerships that, where consistent with our national civil space interests, open the door for local innovators and grow a connected, respected and globally competitive space industry in Australia. We have agreements in place with international space agencies including Canada, the European Space Agency, France, Germany, Italy, the UK, New Zealand, United Arab Emirates and the US. As already mentioned, we’ve recently signed an agreement with Japan and are also working closely with India. In each of these partnerships, we are exploring joint missions where Australian technology and know-how can be showcased on the global stage. We also have space representation at the United Nations where Australia is a signatory to all of the UN treaties that govern space activities.

The partnership with NASA on our $150m Moon to Mars initiative is a key part of the Australian Government’s plans to harness the opportunity in front of us. This program is an investment in Australia, to provide our best ideas and technologies to support NASA’s ambition to go to the Moon and on to Mars. The first part of the initiative, the supply chain program, will focus on building the capabilities of Australian businesses so they can participate in national and international space supply chains – an important activity to help build resilience in Australia’s post-COVID economy.

How is the Australian Space Agency working with Defence on space affairs?

The Australian Space Agency has strong and deliberate links with Defence.

Most notably, AVM Catherine Roberts AM CSC is a member of the Australian Space Agency Advisory Group. Professor Tanya Monro, the Defence Chief Scientist is also a member of our Space Industry Leaders Forum, which keeps the ASA informed on industry-relevant issues and provides a coordination point for the civil space sector. At an operational level, our teams are further linked to Defence via secondments of specialists, some of who have included LTCOL Michael Hose, WGCMDR Steve Henry, and WGCMDR Peter Crooks. We will continue to work

AEROSPACE & SPACE AFFAIRS

© Australian Space Agency.

EXCLUSIVE INTERVIEW

closely with Defence as has been highlighted in the 2020 Defence Strategic Update.

How has the ASA responded to the COVID-19 crisis and its effect on the space industry?

The ASA was crystal clear about priorities at the beginning of the COVID-19 pandemic. Our principal priority remains the health and safety of our staff, and secondly how to support the emerging space industry during this difficult time. Our staff have all done a magnificent job adapting to the changes that COVID brings, particularly working remotely. While we weren’t on the frontline in the early stages of the pandemic, we knew we would play an important role in the recovery phase by supporting the industry as it emerges from the initial economic impacts. The first thing we looked at was fee recovery and have now announced a deferral of fees for launches and returns for the space sector for 12 months. Secondly, we released the first tranche of investments through our industry programs.

We knew it was important to continue building pathways for critical infrastructure and industry growth, which is why we announced three projects being supported through the Space Infrastructure Fund: $6m for Australia’s first Mission Control Centre in Adelaide, $4.5m for the Australian Space Robotics, Automation and AI Command Control Complex in Perth, and $1.5m for the Australian Space Data Analysis Facility also in Perth. This was in addition to the already announced support to upgrade existing infrastructure in Tasmania to commercial standard for deorbit tracking. To further support the industry and research community, we also announced the

first round of the International Space Initiative Fund, which supported 10 projects that ranged from passive radar detection of space debris with Silentium Defence, to innovative new space suits by Human Aerospace. With the range of skills and capability exhibited in these projects and others in the pipeline, the space industry will form an important part of Australia’s economic recovery, and will help us emerge from the COVID-19 crisis.

Can you outline what space-related infrastructure exists in WA, and what role does this infrastructure play in Australia’s overall focus towards the space sector?

WA has significant space infrastructure including the Square Kilometre Array (SKA) project in the Murchison, the new robotics command and control centre in Perth and the new data facility at the Pawsey Supercomputing Centre in Bentley.. Added to this are the European Space Agency’s deep space communication centre in New Norcia, the Perth International Telecommunications Centre, the WA Space Centre and Learmonth Solar Observatory. The new Space Surveillance Telescope and the C-Band Radar capabilities at the Harold E. Holt facility at Exmouth are critical nodes in our US partnership on space situational awareness and debris monitoring.

WA businesses also have strong capabilities in the development and use of space-derived applications.

Indeed, the greatest potential for economic growth, jobs and competitive advantage lie in agriculture, mining, offshore oil and gas, remote operations and robotics. These are just some of many projects and capabilities that make WA very important to the future of space for our nation.

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ADVERTORIAL

FROM DEEP SEA TO SPACE – MISSIONS DELIVERED ANYWHERE In one giant leap for Australia’s space and robotics industry, the Australian Space Agency (ASA) has selected Fugro to design, build and operate the Australian Space Automation, Artificial Intelligence and Robotics Control Complex (SpAARC) in Western Australia. The project is also supported by additional funding from the WA state government.

“Fugro’s ability to operate robotics systems over vast distances on the back of low bandwidth satellites using unique data transfer technology and edge compute capability is one example of necessity forcing unique adaptation of new technologies,” Fugro SpAARC Director Sam Forbes said.

“With technology as the enabler, the integration of sophisticated systems must be overlaid with appropriate operational architecture and process to provide complete situational awareness allowing complex outcomes in remote and harsh environments at minimum risk. It is the combination of environmental constraints and pedigree that has motivated the Australian Space Agency to single out robotics, automation and AI as a strategic priority for the nation and focus on our existing and developing remote operations capability to benefit the international space ecosystem,” he added.

“The team at Fugro are well equipped to handle hostile and harsh environments, both on land and subsea. Autonomous and remote operation technologies allow sophisticated integration of systems and increased efficiencies in production, while fundamentally changing operational processes,” Mr Forbes stated. “Remote operations will provide a breakthrough in social value, safety, productivity and unit costs to many companies. As technology converges across leading Australian industries, including mining, petroleum, defence and aerospace, those opportunities will accelerate.”

“The new space facility will encourage further research and development of remote asset management capabilities

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for use in space,” said the Head of the ASA Dr Megan Clark AC. “Fugro is a leader in offshore positioning, inspection and monitoring, and seabed-mapping services, and we are thrilled that the establishment of SpAARC will create more high-tech jobs in robotics and automation Fugro’s world leading WA Remote Operations Centre. to benefit other industries such as mining, agriculture, The global space industry is going emergency services and maritime through a transition, and the dominant surveillance.” countries in the space exploration race Fugro CEO Mark Heine added: “We are seeking support for renewed efforts are excited to partner with the ASA on in this domain. Commercial entities also a project of such national importance. understand the potential of this growing Over the past few years, we’ve been market, whether that be operating in rapidly delivering our own digital Earth orbit, cislunar space, or on the transformation with a strong focus on surface of the Moon. Inversely, there are remote and autonomous operations and significant opportunities for space-based artificial intelligence. This new project is technology to be adapted for Earth-based a fantastic opportunity to build on our applications. existing capabilities in satellite positioning Fugro identifies this as a two-way and remote operations being applied to opportunity for Australia, a notion that robotics in space.” is supported by the creation of new The ASA says that SpAARC will organisations such as Australian Remote stimulate domestic space investment Operations for Space and Earth and and provide opportunities for STEM Quantum TechX. education. It will enhance capabilities This project received grant funding and collaboration in multiple sectors, and from the ASA’s Space Infrastructure create new opportunities for engagement Fund: Robotics, Automation and Artificial with the defence sector, as well as Intelligence Command and Control supporting start-ups, small businesses Centre grant opportunity. and researchers in controlling robotics activities in space, including servicing satellites in orbit.

© Fugro.

The ASA has chosen Fugro for this important role – a testament to the company’s track record as an industryleading operator in the remote operations and robotics control space. Fugro has extensive experience operating in harsh marine environments.

For many years, Australian companies have faced some of the harshest operating conditions on Earth. This means they are primed partners for space exploration.

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FROM DEEP SEA TO SPACE. MISSIONS DELIVERED...

ANYWHERE. As a key partner of the Australian Space Agency (ASA), and with the support of the Western Australian Government, Fugro is proud to be part of the future of the Australian exploration and remote operations industry. Fugro will design, build and operate the Australian Space Automation, Artificial Intelligence and Robotics Control Complex (SpAARC).

To find out more www.fugro.com

COMMENTARY

AEROSPACE & SPACE AFFAIRS

AROSE: HOME TO A WORLDCLASS SPACE REMOTE OPERATIONS CENTRE

By Russell Potapinksi, Chair, AROSE Board

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Western Australia will be the home of the newly-created Australian Remote Operations for Space and Earth (AROSE) organisation with its headquarters in the Perth CBD. AROSE will drive knowledge exchange across both terrestrial and space applications, drive national capability and deliver industry-led collaboration projects. AROSE’s remit will span both civilian and defence applications.

NEW SPACE RACE Pam Melroy,

Board Director, AROSE

The Australian Space Agency (ASA) was founded in 2018 with an ambitious strategy to triple Australia’s nascent space industry to $10-$12bn per year by 2030.

In 2019, the ASA published the National Civil Space Strategy which outlines several key priority areas.

Among them is robotics and automation on Earth and in space, leveraging Australia’s world-class expertise in remote asset management.

Remote asset management is a mature capability in Australia, but there is an opportunity to learn from the aerospace industry which has been advancing robotics, automation, and systems engineering approaches to human-machine teaming for decades. Likewise, as the global space industry is growing and advancing beyond Earth’s orbit, remote asset management can provide critical capabilities for the space industry.

NASA is partnering with Canada, Europe, Japan, and now Australia in the Moon-to-Mars program.

Australia has committed $150m to joining the effort and is focused on bringing capability to the partnership and growing the Australian presence in the global space market. Elements of the Moon-toMars program include a ‘Gateway’ logistics station orbiting the Moon, and a ground laboratory on the lunar surface, known informally as Moon Village, to develop the capabilities needed to sustain humans on Mars.

Both the Gateway and Moon Village will not have permanent human presence, but instead be tended remotely except during specific times when crews will visit and work in both locations. The extensive logistics required to support humans, science, and exploration near and on the Moon are a terrific analogue for the challenges faced in remote mining and energy facilities, and remote asset management technologies hold great promise to support that capability. Additionally, there is great interest in finding resources to use in-situ on the Moon and Mars, reducing the amount of cargo that must be carried via rocket from the Earth to the Moon.

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“

AROSE intends to ensure Australia will be the trusted supplier of remote asset management for both terrestrial and off-Earth applications through high-impact project execution, technology transition, knowledge exchange, promotion of national capability and development of future workforce.

In Situ Resource Utilisation (ISRU) is simply the space acronym that means excavation of lunar dirt for water (which just happens to be rocket fuel), and even rare earth elements such as yttrium. All of the elements of resource exploration that are so familiar on Earth will need remotely managed execution on the Moon and Mars. WA is perfectly positioned to take leadership for Australia in this key area.

FOUNDATION OF AROSE AROSE is a not-for-profit organisation incorporated in February 2020 to manage a consortium of industry, academia, and government to grow Australian capability in remote operations where terrestrial and space applications overlap.

The founding partners include Woodside Energy, Fugro, Nova Systems, Curtin University, the University of Western Australia, and the WA Department for Jobs, Tourism, Science and Innovation. These partners have been working together for over a year in consultation with dozens of entities across Australia to articulate the vision and governance of the consortium. AROSE intends to ensure Australia will be the trusted supplier of remote asset management

AEROSPACE & SPACE AFFAIRS

© AROSE.

COMMENTARY

AROSE and Australian Space Agency officials at Australian Space Forum in February 2020.

for both terrestrial and off-Earth applications through highimpact project execution, technology transition, knowledge exchange, promotion of national capability and development of future workforce.

The WA government invested $1.5m to assist in the foundation of AROSE. Since incorporating, AROSE has begun its first project, a study funded by National Energy Resources Australia (NERA) to capture and highlight existing remote asset management capabilities in Australia. The board has been elected and a search for an independent chair and CEO is underway. Other projects are also in development.

MULTI-PARTY PROJECTS The primary approach of the consortium is to execute multiparty projects that demonstrate remote operations solutions in applications across industry sectors, with a laser focus on utilisation and commercialisation. The ASA announced in 2019 that WA would be the site of a robotics, automation and AI command and control infrastructure facility which AROSE hopes to leverage.

Although AROSE will have its headquarters in Perth, the consortium will be an all-of-Australia effort as new members will be invited to join soon. Several potential members have

already reached out to connect. The next activity for AROSE is to identify and execute projects to develop and demonstrate remote

The WA government invested $1.5m to assist in the foundation of AROSE. Since incorporating, AROSE has begun its first project, a study funded by National Energy Resources Australia (NERA) to capture and highlight existing remote asset management capabilities in Australia. operations capabilities to solve problems here on Earth that have applicability to space. These capabilities, and the inspiration for the workforce of the future, will enhance the industrial base in Australia that will have impacts on the defence sector as well.

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COMMENTARY

AEROSPACE & SPACE AFFAIRS

SPACE HUB PERTH: DRIVING OUR COMPETITIVE ADVANTAGES Co-Founder, CORE Innovation Hub and Founder, Space Hub Perth

The core elements of a thriving space innovation ecosystem are being built in Western Australia. The Australian Space Agency has recognised our unique capability and leadership in remote operations, automation, robotics and asset management, pioneered in the resources and energy sector, with the formation of the WA-based, industry-led consortium Australian Remote Operations for Space and Earth (AROSE) involving the WA Government, Woodside, Fugro, Nova Systems, Curtin University and the University of Western Australia.

GENESIS & INNOVATION We have dedicated programs such as Quantum TechX to support and accelerate new and smallmedium-sized enterprise growth, while also driving our competitive advantages in mining, oil and gas, agri-tech and defence into the $314bn global space sector.

And we have unbelievably innovative start-ups and scale-ups. Most notably Space Industries which is developing mining technologies to be a primary utility provider to sustain life on the Moon and Mars, and including extraction of Helium 3 for use on Earth; Nexxis Technologies with advanced multilimb robotic crawler capability and systems for any remote inspection and monitoring environment; and Chironix with robotic autonomy and artificial intelligence systems integrating human-centred robotics, wearable technology and machine learning capability. All of these companies have been resident members at CORE Innovation Hub. CORE was founded in 2016 to support collaboration and new enterprise in the resources and energy sector. Playing to our strengths in resources, the hub acts as an open, dynamic start-up and industry community, drawing on an entrepreneurship culture and delivering skills pathways to build competitive advantage in the opportunities presented by data science and other digital technologies.

Early on, we sought to link cross-over opportunities with defence. Then, in recognising the role resources and energy had to play in solving space sector challenges and creating future markets, we were seeing ever-increasing opportunities for start-ups to push boundaries and be part of driving a space sector globally, and were excited about Perth entrepreneurs getting involved.

FOUNDATION & EVOLUTION At CORE, Space Hub Perth was formed in 2017 as a local group dedicated to

growing a space start-up community of practice to help inspire real commercial outcomes from the community level, being underpinned by our strengths in resources technology. Our vision was to realise a coordinated, accelerating space industry in WA, and through combined efforts to raise awareness of opportunities and capability for growing the role of local entrepreneurs and innovators in the multibillion-dollar global space sector.

Led by CORE Space Start-up-in-Residence, Conrad Pires, founder of small satellite solutions start-up Picosat Systems, Space Hub Perth runs the annual NASA International Space Apps 48-hour world-wide hackathon with coders, engineers, scientists, and designers forming teams to apply their ingenuity and NASA data to solve mission-critical challenges. Guest speakers at the event have included US Hall of Fame Astronaut and technology entrepreneur Dr Scott Parazynski and Enrico Palermo, President of The Spaceship Company, Virgin Galactic’s engineering, manufacturing and flight test enterprise. Tellingly, for three years a Perth team has reached the global top 25 finalists – out of 200 cities and 30,000 participants.

FUTURE OUTLOOK Space Hub Perth is expanding its commitment to space start-ups in 2020 in collaboration with Space Industries. Joshua Letcher, founder and CEO of the company is a CORE resident and is leading the charge to build a WA Space Precinct (WASP) close to Perth Airport. With CORE as a delivery partner for the precinct, Space Hub Perth will help activate and grow the start-up community on site, providing a unique window on the WASP build and our advancing local space sector. Watch this space!

© CORE Innovation Hub.

By Tamryn Barker,

Winners and sponsors of the NASA International Space Apps Challenge held at CORE Innovation Hub in October 2019.

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The Australian Naval Institute is the leading forum for naval and maritime affairs in Australia. Formed in 1975, the main objectives of the Australian Naval Institute are to encourage and promote the advancement of knowledge related to the Navy and the maritime profession; and to provide a forum for the exchange of ideas concerning subjects related to the Navy and the maritime profession.

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The ANI achieves these goals through:

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priority booking and discounts on ANI events and cosponsored conferences;

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the Australian Naval Review;

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full access to the ANI website;

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access at member rates to events conducted by kindred organisations; discounted access to the on-line version of the US Naval Institute Proceedings.

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The annual Vernon Parker Oration and ANI dinner

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The Goldrick Seminar which each year focuses on a different aspect of naval affairs

Presentation of the annual ANI McNeil Prize to an individual or individuals who have made an outstanding contribution from industry to the capabilities of the Royal Australian Navy

Joining and Contributing to the ANI Your membership helps support the ANI in realising its objectives.

Members receive:

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Publication of the annual, peer-reviewed Australian Naval Review

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Conducting Maritime Events onboard Naval Ships and Establishments to promote engagement of ANI members and others with the Fleet

For further information www.navalinstitute.com.au

THE

CENTRAL BLUE THE SIR RICHARD WILLIAMS FOUNDATION IS AN INDEPENDENT RESEARCH ORGANISATION WHICH AIMS TO STRENGTHEN AUSTRALIA’S NATIONAL SECURIT Y

BY PROMOTING THE DEVELOPMENT AND EFFECTIVE IMPLEMENTATION OF POLICIES WHICH IMPACT ON AUSTRALIA’S FUTURE AIR POWER CAPABILIT Y. The Foundation advocates the need for forward-looking policies which support the potential for air power to shape and influence regional security; and promotes constructive debate on policy implementation.

The Williams Foundation aims to host 2 conferences and 4 member lunches per year. The Foundation also hosts The Central Blue Forum and produces occasional research papers. Information on activities and membership benefits are available on the website.

W www.williamsfoundation.org.au

E info@williamsfoundation.org.au CHAIR AIRMSHL Geoff Brown AO (Ret’d) DEPUTY CHAIR ACM Mark Binskin AC (Ret’d)

The Central Blue (TCB) is a forum designed to promote informed discussion and debate about air power issues affecting Australia. The scope is broad, covering topics from tactical integration to strategic theory; and from historical lessons to future capabilities. The TCB team welcome submissions from any source, and particularly encourage serving military practitioners to contribute, in order to foster a new generation of air power thinkers.

W www.williamsfoundation.org.au/

thecentralblue

E thecentralblue@gmail.com

EXCLUSIVE INTERVIEW

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

FOREIGN FORCES

TRENDS IN AMPHIBIOUS EXPEDITIONARY WARFARE: FUTURE OF US MARINE CORPS IN THE INDO-PACIFIC As the world’s leading amphibious strike force, the US Marine Corps is preparing for a new and challenging era in the increasingly fractious IndoPacific region. The combination of an assertive China, resurgent Russia and vexatious North Korea have increased the regional threat profile, compelling the US Marine Corps (USMC) to reconsider its doctrine, equipment and force structure. Addressing these varied issues in an exclusive interview, WA DEFENCE REVIEW spoke to the US Marine Corps’ Commandant, GEN David H Berger, and Commander, US Marine Corps Forces, Pacific, LTGEN Lewis A Craparotta on how the most renowned fighting force in the Indo-Pacific is readying to contend with its most formidable challenges since the end of the Cold War. on us. So, staying ahead, for us, means we need to have new concepts and new approaches from the sea services.

© U.S. Marine Corps.

I believe that what our nation needs is a future marine corps that is trained and equipped as a naval expeditionary force in readiness, and prepared to operate as an inside or stand-in force within contested maritime terrain in support of fleet operations. In a mission statement, that’s it.

Washington D.C. - Commandant of the Marine Corps GEN. David H. Berger delivers remarks at a press briefing about the Marine Corps and COVID-19, at the Pentagon, Washington, D.C., March 26, 2020.

Photographer: Lisa Ferdinando

The United States of America is facing an era of unprecedented conventional and unconventional challenges. How do you interpret the unfolding situation and the USMC’s preparedness to meet these challenges?

GEN David H Berger: China and Russia have carefully studied us for the past 20 years. They took good notes. They sent that back into their systems and built a force specifically designed to over-match the United States. All that time, of course, the bulk of our focus was in the Middle East in a counterinsurgency effort. They were not distracted. They focused only

We are in the initial stages of force design. The reason why we need to redesign our marine corps is driven by China’s pivot towards the sea. And that primary front which they have opened up has renewed great power competition. And we can add Russia, of course, to that equation. That combination has fundamentally transformed the operating environment in which the naval, joint, and coalition forces must operate. Specifically, I think, the US Navy and the US Marine Corps really have to accept that presumptive sea control is no longer something that the United States can rely on. We will compete for it.

I think we have to be prepared all the time to respond to threats across the entire spectrum of conflict. Given. But our first priority, as a naval service, has to be deterrence. Because the cost of competition, the cost of deterrence, will always be lower than the cost of a conflict in terms of blood and treasure both.

We should be willing to pay the cost of deterrence.

So this means that our fleet marine forces and the naval component must be able to operate inside the threats; the enemy’s sensory and weapons engagement zones. That’s where marines are comfortable operating. It’s how we can best support the naval force and the joint force, and their scheme of manoeuvre.

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“

I believe that what our nation needs is a future marine corps that is trained and equipped as a naval expeditionary force in readiness, and prepared to operate as an inside or stand-in force within contested maritime terrain in support of fleet operations. - GEN David H Berger.

That’s my premise. It’s not a nice-tohave: it is essential. Particularly in close and confined seas. And when we use the terms ‘sea control’ and ‘sea denial’, which the navy has a doctrinal explanation for, we can translate it very simply even to sinking ships, shooting down planes, killing enemy forces inside the area and stopping all other forces from coming in. It’s very straight forward: that’s what we do.

In relation to ADF-USMC cooperation, can you tell us what has been achieved in recent years? Are we likely to see greater pre-positioning of USMC in Darwin and can we also expect to see increased USMC exercises across northern Australia, including in Western Australia?

LTGEN Lewis A Craparotta: In 2011, President Obama and PM Gillard agreed to increasing levels of cooperation and integration between the US Department of Defense and the ADF. In the intervening years, the regional security environment has become more complex, and a key element of that agreement, the Marine Rotational Force-Darwin (MRF-D), has evolved from a limited training deployment to a critical platform that advances both Australian and US national security priorities. At present, there are 20 years left on the 25-year force posture agreement. As the marine corps service component to the US Indo-Pacific Command, US Marine Corps Forces, Pacific (MARFORPAC) believes MRF-D is accomplishing the agreement’s goals, and plans to continue MRF-D on a rotational basis for the remainder of the 25-year agreement.

The first two rotations were companysized and essentially infantry, but in 2014

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the force increased significantly to a full infantry battalion as the ground combat element, with an attached air combat element of four CH-53s. Since then, we have added capabilities to include UH-1 Hueys, AH-1 Cobras, MV-22 Ospreys and an artillery battery. Up until 2018, MRF-D was based around an infantry battalion; in 2018, we added a command element headed by a Colonel to command the Marine Air-Ground Task Force (MAGTF) and completed what we refer to as the ‘base force’ of an infantry battalion; a reinforced squadron and a logistics battalion.

In 2019, MRF-D was brought up to its full complement of 2500 marines over the course of the six-month deployment, and comprised a capable MAGTF consisting of a reinforced infantry battalion, an MV-22 squadron reinforced with smaller utility and attack helicopters, and a full combat logistics battalion in support. For a period during each deployment, usually associated with a significant exercise, we deploy the ‘force enhancement’, which is a capability-based element, and which brings the total number of personnel to approximately 2500. This MAGTF is a tangible example of the US commitment to our security relationship with Australia and supports US Indo-Pacific Command’s

The marine corps maintains a pool of vehicles and equipment in Darwin yearround. In the wet season, a detachment of approximately 100 marines deploys to Darwin to maintain that equipment and ensure that it is ready for the next year’s rotation. For each rotation, additional equipment and vehicles are shippedin to support training objectives and US-Australia bilateral interoperability objectives established between the ADF and the US Marine Corps, and all complying with Australian Quarantine and Inspection Service requirements. In this manner, that original formation of an infantry company has grown into a force that has landed MV-22s aboard Australian ships, fired Australian and US artillery pieces in support of each other, deployed US marines aboard Australian ships to Hawaii and throughout Asia, integrated Marine Cobra helicopters with Australian Army Tiger helicopters in exercises, and is working through cooperative responses in case of crisis or contingency.

This growing interoperability effort has seen MRF-D deploy capabilities to support and integrate with ADF units in bilateral and multilateral exercises throughout Australia and the region.

In addition to the Northern Territory, US marines have trained in Townsville, Brisbane, Sydney and Adelaide. As opportunities to train bilaterally or multilaterally arise in other parts of Australia, and at the invitation of the ADF, MRF-D will take advantage of those opportunities.

© U.S. Marine Corps.

This is where marines belong; inside. Our ability to conduct sea control and sea denial operations both from the sea and from key maritime terrain is an essential naval capability in modern armed conflict.

effort to support allies and deter potential adversaries. The MAGTF is also an example of a stand-in force, which can operate inside contested maritime terrain in support of fleet operations.

U.S. Marine Corps Maj. Gen. William F. Mullen, left, passes the command colors for the Training and Education Command to Lt. Gen. Lewis A. Craparotta, center, during the change of command ceremony at Warner Hall, Marine Corps Base Quantico, Va., Aug. 3.

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L3HARRIS.COM Images © Lürssen 2019, Commonwealth of Australia, Department of Defence 2015 and BAE Systems 2019

FOREIGN FORCES

© Credit: U.S. Marine Corps.

EXCLUSIVE INTERVIEW

US Marines with Combat Logistics Detachment 1, Combat Logistics Battalion 13, 1st Marine Logistics Group, practice “combat gliding” during Integrated Training Exercise 2-15 at Camp Wilson on Twentynine Palms, California, Jan. 31, 2015. ITX 2-15, executed by Special Purpose Marine Air Ground Task Force 4, is conducted to enhance the integration and warfighting capability of all elements of the Marine Air Ground Task Force.

Photographer: L/CPL Kathryn Howard.

What role does the USMC have in the northeastern Indian Ocean region and its littoral states?

LTGEN Lewis A Craparotta: The US Marine Corps’ role in the Indian Ocean region is to provide trained and equipped marine forces for the USINDOPACOM (US IndoPacific Command) Commander to advance opportunities and broaden critical partnerships. This ensures access to the global commons and protects the vital commerce that flows through it. Our marines, working as an integral part of the Pacific Fleet, provide the premiere naval expeditionary force-in-readiness forward in the littorals that is capable of conducting fullspectrum operations to deter aggression, respond to crisis and contingencies, and reassure our partners in the defence of their sovereign territory and interests.

Key to this approach is our alignment with India - a major defence partner of the United States since 2016. We are expanding our defence and security cooperation with India, and support India’s growing relationships throughout the region. US Marine Corps Forces, Pacific, partners with the Indian armed forces to improve amphibious capabilities that enhance Indian contributions to regional security, and address threats and challenges in the Bay of Bengal and the Indian Ocean. We are committed to continuing our bilateral amphibious partnering with the Indian Integrated Defence Staff and building on our success with the tri-service amphibious Tiger Triumph exercise, which saw the US Navy and Marine Corps and the Indian Army, Navy, and Air Force successfully demonstrate the mutual benefit of improving our combined capabilities last November. As the Indian Navy builds their fleet of amphibious ships, we will continue to assist them as they stand-up two amphibious-capable brigades and a standing amphibious task force, training together to increase our combined capability and interoperability.

Increased presence of US Navy-Marine Corps’ Amphibious Ready Groups (ARG) and Marine Expeditionary Units (MEU) in the South Asian littorals will allow INDOPACOM to strengthen partners in the sub-region and provide us more opportunities to train with Sri Lankan Navy Marine Corps and the Maldives Marine Corps to enhance their maturing amphibious capability

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and forces. This presence provides options and flexibility for crisis and contingency response and provides opportunities for marines to operate with partners from the sea and ashore, sharing skills and capabilities that reinforce regional security and stability. Increased amphibious ready group/marine expeditionary unit (ARG/MEU) presence keeps us forward and ready to respond to natural disasters by assisting our partners with humanitarian assistance missions, as we did twice with Bangladesh in 1991 and 2007 with Operation Sea Angel and Sea Angel II, and in Myanmar in 2008 with Operation Caring Response.

MARFORPAC supports INDOPACOM in recognising the importance of the Indian Ocean region to the overall Free and Open Indo-Pacific strategy. The navy-marine corps team provides the premiere naval expeditionary force-in-readiness that, when integrated with the joint force and combined with our partners, is essential to contributing to a regional order respectful of sovereignty and independence.

Notwithstanding the impact of COVID-19 on the current rotation into Australia, can we expect to see an enhanced USMC future presence in the Indian Ocean region and is there potential for Diego Garcia, Cocos Island and Western Australia to play an augmented role in any future USMC Indian Ocean aspirations?

LTGEN Lewis A Craparotta: US Marine Corps Forces, Pacific, continually explores new ways to engage and train with our partners and allies throughout our area of responsibility, all of which serves to contribute to security, stability and economic prosperity.

Looking to the future, can you summarise what the key priorities are for the USMC within the context of the USINDOPACOM? LTGEN Lewis A Craparotta: MARFORPAC supports USINDOPACOM in its efforts to support security and stability

© U.S. Marine Corps.

EXCLUSIVE INTERVIEW

FOREIGN FORCES

These changes will be accompanied by a reinvigoration of our role as Fleet Marine Forces Pacific (FMFPAC) by assigning more marine corps forces to the fleet; putting more marine corps experts in the Fleet Maritime Operations Centers; shifting emphasis in its training, education, and supporting establishment activities; and refining its component relationship in partnership with the navy.

Characteristics that will shape the future force will include:

A multinational amphibious assault on Bellows Beach has marked the final showdown for Exercise Rim of the Pacific (RIMPAC) 2018. Australian personnel from the 2nd Battalion, Royal Australian Regiment, and US Marine Corps soldiers of Task Force Black’s pre-landing force departed the Royal Australian Navy amphibious ship, HMAS Adelaide, using small-boats to insert onto the beach for an urban raid. Concurrently, a combat team of follow-on forces launched 13 USMC Amphibious Assault Vehicles from Adelaide’s well dock to storm the beach.

Photographer: ABIS Craig Walton.

in the largest geographic area in the world, in coordination with interagency organisations, allies and partner nations.

For more than 70 years, the Indo-Pacific has remained largely peaceful. This peace is underpinned by our combat credibility and the commitment of free nations to work together.

In order to maintain its vision of a free and open Indo-Pacific, USINDOPACOM components conduct such activities as to reassure allies and partners of continued US commitment to the region, and deter potential malign activities to undermine US government efforts. The USINDOPACOM strategy centres on fielding and sustaining a force capable of combat-credible deterrence that is postured to win before fighting, and if necessary, to fight and win. Fielding and maintaining a force ready to fight and win reduces the likelihood that an adversary will resort to armed conflict in an attempt to challenge or undermine the rulesbased international order.

The marine corps has always prided itself on being our nation’s forcein-readiness, as well as the training partner of choice for our many military partners and allies throughout the USINDOPACOM area of responsibility.

Toward that end, the marine corps is instituting sweeping changes needed to meet the principal challenges facing the institution: effectively playing our role as the nation’s naval expeditionary force-in-readiness, while simultaneously modernising the force in accordance with

the National Defense Strategy (NDS), and doing both within the fiscal resources we are provided. This entails a shift in our primary focus to great power competition and an enhanced focus on the IndoPacific region, as the current force has shortfalls in capabilities needed to support emerging joint, naval, and marine corps operating concepts.

MARFORPAC encompasses two thirds of the total US Marine Corps’ combat power, organized within two separate marine expeditionary forces (MEFs).

Japan and Hawaii-based III MEF will be the marine corps’ main focus of effort, with three marine littoral regiments (MLRs) organised, trained, and equipped to accomplish sea denial and sea control within actively contested maritime spaces as part of a modernised III MEF. In addition to these forward-postured III MEF capabilities, California and Arizonabased I MEF will focus on supporting requirements in the USINDOPACOM area of responsibility with integrated air, ground and logistics combat capabilities.

From exercises and shipboard deployments with allies and partners to competition activities aimed at deterring adversary actions, I MEF will be actively involved in all our efforts in the region. This Pacific-focused posture will be augmented by three globally deployable marine expeditionary units (MEUs) that possess both traditional and expeditionary advanced base capabilities that can deploy with standard and non-standard amphibious-ready groups.

• An expansion of long-range fires.

A 300% increase in rocket artillery capacity, paired with anti-ship missiles, will profoundly enhance our ability to support the fleet commander in sea control and denial.

• Lighter, more mobile and versatile infantry. Infantry battalions will be smaller to support naval expeditionary warfare, and built to facilitate distributed and expeditionary advanced base operations.

• Investments in unmanned systems.

We will double the number of Unmanned Aircraft Systems (UAS) squadrons and austere lethal unmanned air and ground systems, enhancing our ability to sense and strike.

• Maritime mobility and resilience.

The force will seek new capabilities to increase littoral maritime mobility and resilience, including a new light amphibious warship, as well as more affordable stern-landing and operational support vessels.

• Mobile air defence and counterprecision guided missile systems. This will include directed energy systems; loitering munitions; signature management; electronic warfare; and expeditionary airfield capabilities and structure to support manned and unmanned aircraft and other systems from austere, minimally developed locations.

This 10-year design effort starts now, is not static, and makes changes over time because adversaries will be adapting to our changes to try to gain advantages.

We will build one force, optimised for naval expeditionary warfare in contested spaces, purpose-built to facilitate sea denial and assured access in support of the fleets. * On 16 July 2020 LTGEN Craparotta relinquished MARFORPAC command to his successor LTGEN Steven R Rudder.

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EXCLUSIVE INTERVIEW

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WA DEFENCE REVIEW

&

FOREIGN FORCES

VADM DIDIER MALETERRE: “AUSTRALIA AND FRANCE ARE DRAWN TOGETHER BY THEIR HISTORY, VALUES AND COMMON ASPIRATIONS FOR A SECURE AND MORE PROSPEROUS FUTURE”

Stephen Bunce, Defence Writer,

WA DEFENCE REVIEW

VADM Didier Maleterre.

Can you outline France’s strategic interests in the Indian Ocean region and which countries are France’s key strategic partners?

In the northern part of the Indian Ocean, France shares common interests with most countries engaged to ensure protection of commercial shipping and freedom of navigation, in particular in the Suez Canal, the strait of Bab al-Mandeb and along the International Recommended Transit Corridor, and in the Strait of Hormuz. France pays particular attention to the Indian Ocean, and considers itself as a nation of

France has remained a major power in the northern and eastern Indian Ocean region since the advent of the colonial period when the French East India Company was founded in the 17th century. Today, France plays a different role in this part of the Indian Ocean, one of emphasising adherence to the international rules-based order by one of France’s most important regional military commands. In a rare interview conducted in early August, VADM Didier Maleterre, Commander of the French Joint Forces (ALINDIEN) spoke exclusively with WA DEFENCE REVIEW about his command’s contribution to regional security and stability, and the prospects for enhanced cooperation with regional allies, including Australia. the Indo-Pacific region with its 1.6m inhabitants and 9m km2 of economic exclusive zones (EEZ).

France has major investments and interests in the region. Dozens of container ships of the French company CMA/CGM use the main sea lanes daily, and one quarter of the revenue of the whole French fishing fleet comes from the southern Indian Ocean.

The stability of the region is also paramount for international security, as stated in the 2017 French Defence and National Security Strategic Review. France currently has four standing defence bases in the Indian Ocean, two in the southwest French islands and two EDITION 3 • 2020

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MYANMAR

THAILAND SRI LANKA MALDIVES

SINGAPORE INDONESIA EAST TIMOR

ALINDIE N AREA OF RESP ONSIBILIT Y

AUSTRALIA

FAZSOI

AREA OF R ESP ON SI BI L I TY

ALINDI E N A R EA OF RES P O N SI BI LI T Y

CREDIT: ALINDIEN, FAZSOI and other sources.

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EXCLUSIVE INTERVIEW

abroad (in the UAE and Djibouti). In the southern part of the Indian Ocean, France aims to protect its sovereignty on the islands of La Reunion, Mayotte, on the scattered islands in the Mozambique Channel and on the French southern and Antarctic territories, which are also European Union (EU) overseas countries and territories dependencies. These areas of French national territory represent a large EEZ that must be well monitored to prevent illegal fishing, illegal immigration and, in a more general scope, to interdict all kind of illegal activities that could hamper the international community’s interests and violate laws.

To fulfil this commitment and ensure both the protection of its own interests and those of its regional partners, France promotes collective action.

Cooperation between France and its partners in the Indian Ocean is definitely necessary to achieve stability and prevent a potential crisis. Australia is one of France’s key partners as demonstrated by the Joint Statement of Enhanced Strategic Partnership signed in 2012. In his speech on Garden Island, Sydney in May 2018, President Emmanuel Macron also wished for the development of a stronger trilateral collaboration between France, Australia and India. The sharing of our situational awareness and the sum of our military capabilities enable us to reach these common goals.

This is the reason why France supports regional centres dedicated to the surveillance of maritime spaces and deploys three liaison officers within the Information Fusion Centre of Singapore (IFC), within the Regional Maritime Information Fusion Centre (RMIFC) located in Madagascar, as well as within the Information Fusion Centre – Indian Ocean Region (IFC-IR) located in New Delhi.

What commitment and contribution does ALINDIEN make to Indian Ocean security and stability?

ALINDIEN is one of the three French Joint Forces commanders based in the Indian Ocean, alongside Commandant des Forces Françaises Stationnées à Djibouti (COMFOR FFDJ), led by an air force general officer commanding, and Commandant Supérieur, South Indian Ocean Armed Forces (COMSUP FAZSOI), headed by a land forces general officer commanding. COMFOR FFDJ is in charge of the French forces stationed in Djibouti and COMSUP FAZSOI is in charge of French forces stationed in La Reunion and Mayotte and the maritime area southwest of the Indian Ocean. All three commanders report directly to the French Chief of the Defence Force or Chef d’état-major des armées (CEMA).

ALINDIEN, as the Admiral commanding the French forces deployed in the Indian Ocean, was created in September 1973 in order to establish a standing French maritime force in this area. ALINDIEN staff headquarters used to be based on a rotating French warship until the creation of the French naval base in Abu Dhabi where in October 2010 ALINDIEN visited as Joint Force Commander for the French forces

FOREIGN FORCES

stationed in the UAE (COMFOR UAE). As ALINDIEN, I am the operational commander for every French asset deployed in my area of responsibility from Suez Canal to Bangladesh, from the Cape of Good Hope to the Malacca Strait, and from Iraq to Antarctica, outside FAZSOI area. I have also been the commander since the beginning of the European-led Strait of Hormuz Operation AGENOR in 2020.

Since the 1970s, French forces have ensured a continuous presence in the Indian Ocean to prevent crises and promote maritime security and stability.

French Task Groups under my operational command deploy assets to contribute to the Combined Maritime Forces (CMF) in the fight against illicit trafficking, to Operation ATALANTA for counter-piracy operations, and to Operation AGENOR to ensure maritime security in the Persian Gulf. These deployments provide multiple occasions to train with our IndoPacific partners such as Australia. In 2019, the aircraft carrier Charles de Gaulle strike group was engaged in various exercises with the Royal Australian Navy, and the training squadron Jeanne d’Arc would have done the same this year if the COVID-19 pandemic had not required cancellation of the program.

What is ALINDIEN’s interpretation of the major security challenges in the Indian Ocean region?

As pointed out by the saying “A ship is always safe at shore but that is not what it’s built for”, our job is to prepare our forces to face emerging threats by adapting our capabilities and effectively training our crews. We have to get prepared not only for major, high-intensity confrontation with state-led forces of an equivalent level, but also crisis management operations that involve different military characteristics.

The spectrum of conflict has widened over the past decade and ranges from the paradigm of law enforcement, to the continuation at sea of asymmetric warfare. It has become increasingly difficult to detect, defend and designate. I believe the main challenge we keep facing in the Indian Ocean is insecurity on the main shipping routes and chokepoints. Sea lanes in the Indian Ocean are among the most strategically important for the world economy, with 25% of world seaborne trade and 75% of European Union exports transiting through this maritime space. Maritime areas have a key role in the globalisation of all kinds of flows, including electronic data (via undersea cables), to the resources they hold, and to the development of long distance naval and air strike capabilities in the military domain.

The other challenge we meet in this area is a strong nexus between terrorist and criminal activities with the emergence of transnational jihadist organisations.

Drug and human trafficking, and illegal fishing also disrupt the prosperity of an international order based on rules, laws and norms. Illicit networks are not just legal issues; they are national security issues intertwined with geo-political stability. Illegal fishing or overfishing is both a legal and an environmental issue. What are the second-order effects of illegal and

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over-fishing? Food shortage, civil unrest, mass migrations and ultimately potential sovereignty issues.

Non-state actors have been taking advantage of the spread of conventional weaponry; light weapons, anti-tank weapons, IEDs, mines and UAVs. This phenomenon extends to the new generation of tactical armament or more sophisticated weapons such as ballistic missiles, surface-to-air or antiship missiles. Great power rivalry and assertiveness as well as the weakening of the rule of law are major security challenges that require special attention and training for French forces deployed in the Indian Ocean.

How does ALINDIEN view China’s Belt and Road Initiative and rising Sino-US tensions in the Indian Ocean region?

China’s Belt and Road Initiative is a long-term project that has potential impact on regional security. Mrs Florence Parly, the French minister for armed forces, has addressed this subject during the last Shangri-La Dialogue.

ALINDIEN is heavily skewed towards the northern and western Indian Ocean zones. As such to what extent does your command engage with South and Southeast Asian countries?

Further, how does the southern Indian Ocean and Antarctica factor into ALINDIEN’s operations?

In a context of assets optimisation for all European navies and in application of national directives, my focus is on ensuring freedom of navigation in the northern part of the Indian Ocean by engaging with partner nations and contributing to collective maritime security initiatives. French forces nevertheless conduct high-level interactions at sea on a regular basis with India, and conduct port calls to South and Southeast Asian countries such as Sri Lanka, the Maldives and Singapore whose navies offer opportunities for mutual training at sea. As ALINDIEN, in the near future I will be in charge of rescue operations in case of any incident at sea, with potential environmental consequences such as pollution, within the maritime area covered by

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the Antarctica Treaty (Annex VI to the Antarctica Treaty Protocol). Two hundred years after the expedition led by French Navy CAPT Dumont d’Urville, the first man ever to set foot on Antarctica (20 January 1840), the French Navy continues to play its part to preserve the international status of Antarctica and the Southern Ocean as a demilitarised “natural reserve, dedicated to peace and science”.

How important are regional multilateral bodies such as the Indian Ocean Commission, Indian Ocean Rim Association (IORA) and the Indian Ocean Naval Symposium (IONS) to fostering political stability and economic prosperity for the Indian Ocean region and how does ALINDIEN engage these organizations?

By participating in multilateral cooperation fora, France brings to the Indo-Pacific its experience as a permanent member of the United Nations Security Council and as a member of the EU. The EU partnership with the Commission de l’Océan Indien (COI), otherwise known as the Indian Ocean Commission (IOC), has for example been effective for as long as 25 years with important funding in the domain of environmental and natural resources (70% support of total financial support to COI). France is a permanent representative in this institution and will assume presidency of the COI in 2021.

The EU has several on-going projects such as the Smart Fish Programme for the implementation of regional fisheries, Maritime Security Programme (MASE), a start-up project to promote regional maritime security, and a program on satellite imaging. French expertise in maritime security comes in support of EU programs from Southwest Indian Ocean to Pacific (CRIMARIO II – Critical Maritime Routes Indian Ocean and “security in and with Asia”). Finally yet importantly, France is currently associated partner to Indian Ocean Rim Association (IORA), and an observer member of Heads of Asian Coast Guards Agencies Meeting (HACGAM) since 2019, and could play an even more active role within these two multilateral institutions in coming years.

France actively supports the building of a regional security architecture to foster the establishment of a maritime area of peace and stability. As such, France will take the presidency for two years of Indian Ocean Naval Symposium (IONS) by the end of 2020, and will promote an agenda based on information exchange, maritime security initiatives and solidarity between its members.

In addition to being active in several multilateral dialogue platforms of the Indo-Pacific, France has especially taken steps to work more closely with the Asian Defence Ministers Meeting – Plus, a multinational cooperation structure that gathers Defence ministers of ASEAN countries and partner countries.

What are the characteristics of strategic and defence cooperation between France and Australia in the Indian Ocean region, including in the Southern Indian Ocean and Antarctica?

The military assertiveness of a growing number of established or emerging powers presents many challenges to multilateralism and increases regional instability and unpredictability. In the Indian Ocean as well as in the Pacific, France and Australia are like-minded countries and key military partners who are part of the few regional nations capable of contributing substantively to regional stability. We both seek to ensure stability through effective multilateralism.

As such, we have regular multilateral, as well as bilateral interactions at sea to improve our interoperability in the Middle East region, Bay of Bengal and in the South Pacific. France and Australia are currently the two most committed countries in the fight against drug trafficking in the north of the Indian Ocean in terms of operational drugs seizures and destruction. French frigate Courbet seized a total 4596kg of cannabis resin under the Australian-led Combined Task Force 150 (CTF 150 – Combined Maritime Forces) from December 2019 to March 2020, and the Royal Australian Navy handed over command of CTF 150 to a combined French/UK team on March 19 2020.

Four months a year, Australia also supports the French Navy polar patrol vessel L’Astrolabe, homeported in Hobart,

EXCLUSIVE INTERVIEW

FOREIGN FORCES

to supply our two bases in Antarctica.

COMSUP FASZOI also has other strong cooperation activities with the ADF around our southern Indian ocean EEZ as France and Australia share a common border around Kerguelen and the Heard and McDonald Islands.

Given that Australia has purchased a French submarine design, are we likely to see increased bilateral Defence and strategic cooperation in the Indian Ocean region by way of military exercises, ship visits and intelligence sharing?

Security and defence cooperation between Australia and France has been a central element of our relationship for over a century, formalised in the agreement between the Australian Government and the Government of the French Republic regarding defence cooperation, and a Status of Forces Agreement signed in December 2006.

Our cooperation on defence industry includes Australia’s future submarine program. As a former commanding officer of SSN and SSBN, I can tell you how well Australia will benefit from French cutting-edge undersea technology as far as stealth and invulnerability are concerned. To me, that clearly witnesses the highest level of confidence between Canberra and Paris. To protect its strategic vital interest, France has operated nuclear deterrence with its nuclear submarines since 1972, which means almost 50 years of excellence.

It is in this spirit that the Australian Government and the Government of the French Republic have determined

140kg of Heroin and 13 tons of cannabis

© ALINDIEN.

Australia and France are drawn together by their history, values and common aspirations for a secure and more prosperous future. Their armed forces have stood alongside each other in many theatres of operation since the First World War and at present in the Indian Ocean and in the Middle East. The two countries cooperate on shared interests including promotion of a stable IndoPacific region committed to international norms and laws, and share approaches to many of this century’s challenges. As friends and strategic partners, together we address increasing global challenges, such as terrorism, transnational, serious and organised crime proliferation, and climate change.

Destruction at sea of

defence priorities in the joint statement of enhanced strategic partnership between Australia and France signed in Melbourne in May 2017. The development of cooperation at sea is a tangible illustration of this enhanced partnership. Our cooperation also has implications in many areas of the bilateral relationship beyond the defence sector, including industrial, scientific and research matters, bilateral trade and investment, and cultural and education exchanges, including peopleto-people links. The Franco-Australian relationship is set to continue to develop over time, at all levels.

What use does the French Navy make of the extensive facilities at AMC in Henderson?

The French Navy is already using Australian Marine Complex facilities at Henderson and is likely to do so in the future. The French warship l’Astrolabe, based in La Reunion, used the facility in December 2019 to successfully change her propeller drive shaft bearings.

What are ALINDIEN’s key strategic priorities? In particular, is ALINDIEN likely to expand its allocated military resources, and are we likely to see further integration between France’s Indian Ocean and Pacific territories?

In application of national strategic level directives, my first top priority is to

contribute to a safe and open maritime environment by enforcing United Nations Convention on Law of the Sea (UNCLOS). In this regard, Operation AGENOR which has been under my command since early 2020 is the result of European nations’ collective effort to ensure maritime security in the Gulf of Hormuz region.

I am very comfortable with the objective of the mission aiming at deescalating tensions in the gulf in order to enable safe and free navigation. We are keen to coordinate our efforts with Australia and other non-European states such as India or Japan. The French armed forces will also remain committed to the fight against illegal trafficking generally within the US-led Combined Maritime Forces as per last year with the destruction at sea of 1430kg of pure heroin and about 13 tons of cannabis resin.

The threat multiplier effect of climate change is also a great challenge for IndoPacific countries and one of ALINDIEN’s priorities is to get ready to support European nationals and nation partners that experience natural disasters. To do so, France as chair of IONS in 2021, will organise a humanitarian assistance and disaster relief multilateral exercise to improve our interoperability to respond together to this type of crisis.

Environmental security is more than ever a shared responsibility and I already know that Australia will be a key actor to work alongside to deal with this issue.

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FULCRUM OF THE INDIAN OCEAN: FAZSOI

By Simon Louie, Defence Writer,

WA DEFENCE REVIEW

&

Serge DeSilvaRanasinghe, Managing Editor,

The south-western and southern Indian Ocean have remained salient zones for France ever since the French East India Company first established a foothold in the late 1600s. While former colonial possessions have long since attained independence, France continues to retain significant island territories in the strategic south-western Indian Ocean particularly La Reunion, Mayotte and the Scattered Islands, and also the remote French Southern and Antarctic Islands located in the far southern Indian Ocean.

General Yves Métayer, Commander, South Indian Ocean Armed Forces (COMSUP FAZSOI), spoke exclusively to WA DEFENCE REVIEW to discuss how France’s key regional Indian Ocean command is tasked with maintaining the security and order of a vast region that contains some of the world’s most important and vulnerable sea lanes.

WA DEFENCE REVIEW

What is FAZSOI? When and why was it established, what is its role, area of responsibility, forces and capabilities allocated, and what commitment and contribution does it make to Indian Ocean security and stability?

The command of the South Indian Ocean Armed Forces is provided by a general officer commanding (FAZSOI) who has authority over the military forces deployed at La Reunion and Mayotte. The FAZSOI has a joint-army general staff and commands 1700 soldiers and 300 Defence civilians. Prior to 1974, the post was titled Commander of the South Indian Ocean of French Forces (COMSUP). The first COMSUP took office in 1973.

FAZSOI is placed under the authority of the Chef d’État-Major des Armées (CEMA), otherwise known as the Chief of the Defence Staff, of whom he’s the local representative. His authority exerts a hold over all the formations of the three armed forces and the directorates and common services in his area. The FAZSOI is part of the French sovereign forces based overseas. As such, they contribute to the protection of the territory and the preservation of France’s interests in this region. In addition to the 1.2m French people present in La Reunion and Mayotte, we must also be vigilant about the situation of some 45,000 French nationals distributed across the countries of the zone.

© FAZSOI.

Can you outline France’s strategic interests in the area of responsibility for FAZSOI and which countries in the region are your command’s key strategic partners?

General Yves Metayer..

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FAZSOI guarantees the protection of the national territory and leads regional cooperation with partner countries from La Reunion and Mayotte. These countries constitute the main fulcrum of the Indian Ocean theatre to fight against regional threats, such as all kinds of trafficking, piracy or illegal immigration, ensure the surveillance of exclusive economic zones, and maintain a regional capacity of fast intervention.

FAZSOI’s permanent area of responsibility

© FAZSOI.

EXCLUSIVE INTERVIEW

The surveillance frigate the Floréal near the island of le Crozet.

includes 14 countries: 10 countries in southern Africa and four countries of the Commission de l’Océan Indien (COI), otherwise known as the Indian Ocean Commission (IOC). For the French territories, it’s characterised by an insular nature with 11 islands, in particular those belonging to the Terres Australes et Antarctiques Françaises (TAAF), otherwise known as the French Southern and Antarctic Territories, as well as a permanent military presence on the Eparses Islands of Juan de Nova, Europa and the Glorieuses Islands in the Mozambique Channel.

© FAZSOI.

Our main partners in the region are the other IOC member states (Madagascar, Mauritius, Comoros and Seychelles). We also have regular exchanges with Mozambique, Botswana,

CASA transport planes flying above La Reunion.

Zambia and Tanzania (for preparation of peacekeeping operations). And of course, our area of action is also an opportunity for fruitful cooperation with our major strategic partners, India and Australia.

FAZSOI has an obvious naval and maritime emphasis. Given the joint forces nature of your command, how significant a role do the other French military services play in its resourcing and operations?

The South Indian Ocean Armed Forces are effectively composed of units of the three armed forces: (1) the ground forces with the 2nd Marine Infantry Parachute Regiment (2nd RPIMa), based in Pierrefonds (La Reunion); the detachment

FOREIGN FORCES

of the Foreign Legion of Mayotte (DLEM), based in Dzaoudzi (Mayotte); the Adapted Military Service Regiment (RSMA-R) and de Mayotte (RSMA-My) are occasionally added to the orders of FAZSOI when they carry out civil security missions in times of crisis. (2) The French Navy force consists of the naval base Port des Galets, which provides support for the vessels assigned to La Reunion and constitutes their home port; an overseas support and assistance vessel : the Champlain; two surveillance frigates: the Nivôse and the Floréal, carrying a Panther helicopter; a polar patrol boat: L’Astrolabe, dedicated to supply missions and to TAAF surveillance; a patroller Le Malin; the naval base of Mayotte, whose main mission is to coordinate the fight against illegal immigration at sea, provides support for the vessels assigned to Mayotte and constitutes their home port; two coastal speedboats for maritime surveillance: the Verdon and l’Odet; an equipment transport barge: the CTM13; and a 10-ton pusher tug: the Morse. (3) The air force has an aviation detachment, the DA 181, co-located with the Roland Garros international airport of La Réunion, and including the transport squadron (ET50), equipped with two Casa transport planes as well as a military air stopover (EAM).

Which regional multilateral bodies are relevant to FAZSOI’s area of responsibility and how does your command engage with these organisations?

It’s mainly the COI which has been tasked for several years to improve maritime safety in the area via two centres dedicated to sharing information and improving coordination: The Regional Maritime Information Fusion Centre hosted in Madagascar, and the Regional Operations Coordination Centre hosted in Seychelles. The COI framework is also relevant for exchanges relating to other threats such as terrorism or radicalisation.

The Indian Ocean region is a vast and complex part of the world that is replete with a wide array of major geopolitical and non-traditional security challenges. What is FAZSOI’s interpretation of these challenges in your area of responsibility?

We observe in the south-west area, the risks and threats active elsewhere in the Indian Ocean. We can list the EDITION 3 • 2020

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issues like drug trafficking which starts from Asia and heads to the east coast of Africa. Today, this traffic extends to the north of the Mozambique Channel and is potentially destabilising for the region. Human trafficking through illegal immigration is also a problem. It can take the form of movements from Central Africa to the Comoros, Madagascar and ultimately Mayotte. But we have also observed a smaller flow from Sri Lanka to La Reunion. More specifically, the area is also facing growing insecurity linked to organised crime, which can go as far as terrorist action against populations, such as in northern Mozambique.

Given FAZSOI’s south-western Indian Ocean geographical disposition, how does your command engage with Africa, the southern Indian Ocean and Antarctica to support and protect France’s interests?

military exercises, ship visits and intelligence-sharing with FAZSOI?

To what extent is there strategic and defence cooperation between France and Australia in FAZSOI’s area of responsibility?

France and Australia are two nations with significant military capabilities. We are used to working together. Given the security challenges looming, it is obvious that this cooperation will intensify in coming years.

At the FAZSOI level, the strategic partnership which links France to Australia takes two main forms. They are Hobart’s support for our Antarctic supply missions with the polar patrol boat L’Astrolabe, and the exchange of information related to security in the Indian Ocean through our defence post in Australia.

Australia has significant economic ties and interests with the African continent, much of which is located in the general geographical area that abuts FAZSOI’s area of responsibility.

As such, what potential is there from FAZSOI’s perspective to bolster cooperation between your command and respective Australian Government agencies, including with the West Australian community?

Given the growing cooperation between Australia and France in the strategic, defence and industry spheres, are we likely to see increased bilateral cooperation in the Indian Ocean region by way of

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© FAZSOI.

We carry out quite varied actions each year with about 60 commitments of bilateral cooperation with our neighbours, either at home or in our training centres in La Réunion and Mayotte. We organize or participate in two or even three annual exercises (COI framework). Our vessels regularly participate in the multinational antinarcotics mission CTF150 in the northern Indian Ocean. They also have a regular presence in the far southern Indian Ocean.

FAZSOI headquarters at Reunion Island.

The distance that separates us from Australia is obviously an obstacle to direct

interactions. It’s undoubtedly in the maritime field that cooperation could be increased, in particular via our Agreement on Joint Surveillance of Fisheries in the Southern Indian Ocean. We would be very happy to welcome an Australian ship to La Reunion as we do regularly with India.

Looking to the near future, what are FAZSOI’s key strategic and operational plans?

Our strategic directives are defined in Paris by the French military general staff. They essentially revolve around our status as a member state of the COI. If the primary mission is indeed the protection of our territory and our interests, we also act in prevention to consolidate the stability of the area. Our efforts in these strategic axes are quite logical. First of all, constant vigilance to understand the developments in the area, the risks and threats that could emerge. Second, the increase in multilateral or bilateral cooperation actions to help our partners build the conditions for peace and stability.

HF

ANALYSIS

LAND SYSTEMS & WARFARE

WEST AUSTRALIA’S GROWING DEFENCE LAND SECTOR

By Stephen Bunce,

Defence Writer,

WA DEFENCE REVIEW

&

It might be a well-kept secret, but a modest and thriving high-tech defence land sector currently exists in WA. It serves the Australian Defence Force more widely, but, as would be expected, it specifically services the interests and requirements of the Australian Army. In line with the Australian Government’s Defence Export thrust, these companies have also been successful in securing exports from reputable overseas clients.

LAND SECTOR DEFENCE INDUSTRY

Dr Peter Layton, Senior Correspondent,

WA DEFENCE REVIEW

Today, the principal army unit in WA is the Special Air Service Regiment (SASR), an element of Special Operations Command, which is located at Campbell Barracks, Perth. The SASR is liberally funded and constantly seeks innovative military equipment, which means local industry can interact directly with a specialised and knowledgeable customer and quickly provide them with efficient technical solutions. This is an unusual advantage. In addition, the army reserve’s 13th Brigade is headquartered at Irwin Barracks, Karrakatta, and has a range of combat and support arms that require local defence industry support.

AVI exemplifies benefits of a WA based company with proximity to the SASR. The company has purposefully engaged with the SASR as well as employ veterans to better understand and meet the Regiment’s, ADF and allies’ needs. This has allowed contracts to be won varying from equipment for the ADF’s special operations vehicles, to the Australian Army land network and a fourth generation Image Capture and Transfer System, to ruggedised routers for the US Army.

© Department of Defence.

When companies usually market land force equipment to the Department of Defence it is through a protracted and complicated acquisition process that keeps tactical users remote from industry developers.

Innovation naturally suffers. Although a lot cannot be spoken about due to operational security, it is however, well known that the SASR has been at the cutting edge of technological innovation within the ADF, a process which has also been aided by the Australian Special Operations Command’s close working relationships with other international special forces but particularly those of the US and UK.

Special Operations Command conduct heliborne exercise in metropolitan Perth.

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ANALYSIS

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exemplified below, which are creating more specific products for the defence land sector.

Barrett Communications continues the command and control theme, as the company designs, manufactures and supports HF and Low Band VHF software defined radio equipment for autonomous, medium and longdistance radio communications for fixed base, mobile and manpack applications. The company has had considerable export success with customers in over 150 countries, selling into Canada and China, as well as customers in Africa, the Middle East and South America.

Advanced Braking Technology (ABT) produces unique sealed braking systems for a wide range of open road and rough road applications. The company is a world leading authority on wet brake technology and has become the pre-eminent supplier of fail-safe brakes for commercial vehicles used in the Australian mining sector. ABT is now becoming involved in land force vehicle programs.

Barrett Communications continues the command and control theme, as the company designs, manufactures and supports HF and Low Band VHF software defined radio equipment for autonomous, medium and long-distance radio communications for fixed base, mobile and manpack applications. The company has had considerable export success with customers in over 150 countries, selling into Canada and China, as well as customers in Africa, the Middle East and South America. However, the company is seeking to gain a greater ADF footprint and engaged with potential prime contractors on projects such as JP9101.

Excitingly, Barrett Communications is part of the new C4 EDGE (Evolutionary Digital Ground Environment) cooperative. This already involves 17 small-to-medium size Australian defence companies scoping a 2021 proof-of-contract demonstration of a sovereign land battlegroup-and-below communications environment. The intention is to verify an in-country command and control capability that includes mounted and dismounted RF bearer systems, force tracking, a battlefield application

© WA DEFENCE REVIEW.

AVI specialises in the development and manufacture of trusted and hardened communications systems including switches, routers, computers, software-defined networks and sensitive components. To achieve this AVI uses in-house design and manufacturing in state-of-the-art, highassurance facilities that guarantee both traceability and the performance of systems in harsh and hostile environments. In terms of hardware, the company’s products are built with the lowest SWaP (Size, Weight & Power) overheads feasible that also meet or exceed military ruggedisation standards. In terms of operating software, the firm has devised unique solutions that optimise battlefield data tunnelling and facilitate remote communications management.

Importantly, AVI has an agile product development process that can design and manufacture custom solutions within three to six months. AVI is however only one of many innovative WA land sector defence 13th Brigade troops make tactical preparations for a mock assault. companies, as further

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© Hofmann Engineering.

ANALYSIS

Hofmann Engineering is headquartered at Bassendean, WA and is a major supplier to Defence.

environment, network planning and management, data distribution systems, sovereign cryptography and sovereign waveforms.

Blacktree Technology designs, manufactures and maintains military radio communications systems for use in remote and harsh operating environments. The company has considerable skills in data networking and radio frequency systems engineering including HF, VHF and UHF systems together with narrow and wideband satellite communications (SATCOM).

Blacktree equipment is currently installed operating across most fixed ADF facilities as well as with a mobile element of the RAAF. Significantly, Blacktree Technology Spirit River equipment has been exported to the US, UK and other NATO countries.

The company has the lead role in the interim support of JP2008 Phase 5A and is currently exploring a range of opportunities with potential prime contractors following the next major ADF tactical and strategic SATCOMs project JP9102.

Calytrix Technologies develops and delivers integrated training that combines live, virtual and constructive

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simulation environments with subject matter expertise in the fast evolving field of Defence simulation. The company has had notable successes in the complex simulation field both in software development and in-service provision. Calytrix is the prime contractor for the delivery of technical, planning and support services to the Australian Defence Simulation and Training Centre in Canberra. The company also has an office in Orlando, Florida, where it is partnered with Bohemia Interactive Simulations as a service provider to the US Army’s ‘Games for Training’ simulator.

The Orlando office and Perth facilities are now supplying its Titan real-world terrain modelling system further afield to the Austrian armed forces. The system will offer combined arms capabilities with its integration with eSim Games Steel Beast, and an upgrade to an air defence simulator.

capabilities and includes degradation and jamming, reconfigurable operator radio interfaces, tactical chat services and full remote management. The CNR is also being acquired for the ADF under Joint Project 9711 Phase 1 Core Simulation Capability.

The Calytrix Comms Net Radio (CNR) family of simulated communications products has been recently selected by Boeing for the British RAF’s Defence Operational Training Capability (Air) contract. CNR provides advanced simulated radio communication

Geng Pty Ltd are consulting engineers, undertaking product design, design for manufacture and product development.

For the ADF they have produced live fire training facilities, equipment, targets, ballistic barriers, bullet splash protection and live-fire hazard reduction. Geng has

Fastwave Communications has taken a quite different communications direction since being established in 2001 as Australia’s first Iridium satellite systems integrator. The company specialises in developing integrated systems that provide real-time monitoring and data transfer from fixed and mobile crewed and uncrewed vehicles on land, in the air and at sea. Fastwave has supplied specialised tracking systems to the SASR, portable aircraft tracking systems to US Government aviation contractors in Afghanistan and Iraq, subsea sensor monitoring systems for maritime applications, and systems to DST.

ANALYSIS

LAND SYSTEMS & WARFARE

Situational Awareness projects currently being rolledout for the dismounted soldier.

Orbital UAV is a world leader in spark-ignited, heavy fuel propulsion systems for small tactical uncrewed air vehicles. The company with its US manufacturing facility has become embedded in the supply chains for uncrewed air systems for both Boeing subsidiary Insitu’s and Textron Systems. Textron, through its subsidiary in Melbourne, is now bidding for the Australian Army’s LAND 129 Phase 3 tactical uncrewed system; this bid is likely to include Orbital UAV. recently developed a new 5.56mm round for use in indoor training ranges for the M4 without requiring any training modifications.

Helicopter Logistics is involved in the Airbus proposal for the LAND 2097 Phase 4 project which is seeking 16 air-transportable, special forces helicopters.

The company is veteran-owned and from its Jandakot airport facilities provides helicopter maintenance and flying services for the mining, construction, emergency services and government sectors including in remote, austere locations.

TraumaSim is also a simulation company, but with an undeniable uniqueness. The company is a leading global supplier of medically-accurate trauma simulation products and moulage (mock injuries) solutions for personnel training and assessment.

Their products have been used in over 20,000 casualty simulations in support of defence and emergency services training scenarios. TraumaSim’s association with the Australian defence sector began in 2009 when the firm provided moulage services for a defence contractor. Since then, TraumaSim has emerged as a trusted and reliable supplier to Defence and defence industry in Australia. TraumaSim also sells into several Middle Eastern countries and earlier this year bought US company Military Moulage to grow US market sales.

VEEM is an engineering company that comprises Australia’s largest non-ferrous foundry, computer numerically-controlled machine shops, fitting and pattern shops, welding shops and design offices. In its defence sector work the company is involved in the production, maintenance and upgrades of specialist Supacat vehicles for the SASR. The latest production was for 89 Special Operations Vehicles Commando under Joint Project 2097 Phase 1B (REDFIN). VEEM manufactures the vehicle chassis to ‘the waterline’ level so that they can be driven, and final assembly is completed in Sydney. For the SASR, the local VEEM support means urgent repairs can be quickly carried out with full original equipment manufacturer endorsement. VEEM was recently contracted to manufacture Advanced Braking Technology’s park brake design for the Hawkei Protected Mobility Vehicle being built by Thales in Victoria.

© Orbital UAV.

Hofmann Engineering provides specialist engineering services with some 550 employees across six manufacturing facilities in Australia, Canada, Chile and Peru with offices also in China and India.

The company’s heavy fabrication and machining workshops in Bendigo, Victoria, have worked on the BAE Systems M113 APC armoured hull upgrade projects and the Thales Bushmaster manufacture.

Orbital UAV is a world leader in spark-ignited, heavy fuel propulsion systems for small tactical uncrewed air vehicles. The company with its US manufacturing facility has become embedded in the supply chains for uncrewed air systems for both Boeing subsidiary Insitu’s and Textron Systems.

Textron, through its subsidiary in Melbourne, is now bidding for the Australian Army’s LAND 129 Phase 3 tactical uncrewed system; this bid is likely to include Orbital.

Precision Technic Defence has recently established an office in Perth. The company provides communications and intelligence support for land forces and has supplied integrated systems to Army’s Land 17 Artillery Replacement Project. Precision Technic Defence is now engaged in the Joint Fires and

Orbital UAV has state-of-the-art test facilities in Perth, Australia and Oregon, USA where the company designs and manufactures propulsion solutions and flight critical components for tactical military drones.

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© WA DEFENCE REVIEW.

ANALYSIS

10th Light Horse Regiment troopers practice armour infantry cooperation.

POTENTIAL FOR EXPANSION

operation. This looks set to continue.

Both the capabilities of WA’s defence land sector industry companies, and their success in overseas markets, is striking. However, their remoteness from the bulk of the Australian Army does constrain the development of possible new products and services. On the east coast, army runs an annual Innovation Day where SMEs pitch new ideas to land force capability managers and the Department of Defence’s Innovation Hub. The day’s outcome is that a small number of proposals are contracted to deliver a demonstrator for user trials with the army within 12 months. A similar day could be held in WA annually. This would bring the west’s defence industry sector into the fold as a source of potentially rich innovative ideas and land force equipment. It is a simple idea with high potential.

Recognising the extant potential for WA industry to contribute more significantly to the defence land sector, the Shadow Minister for Defence Industry, the Hon Matt Keogh MP, confirmed “In Western Australia we’re lucky to be home to our nation’s richest deposits of resources: iron ore, bauxite, natural gas and critical minerals among others. As a result, WA is home to some of the world’s best mining companies, engineers and of course, equipment and technology suppliers”. He added “Western Australia can not only draw on its skills and experiences in the resources sector that can benefit the army in many applications across the nation, but WA defence industry can also take advantage of the prospect of facilitating bespoke and specialist equipment specifically for SAS and other special forces’ purposes”.

More ambitiously, industry in WA has considerable expertise in automated mining operations. The effect of new digital technologies on the mining industry has been the progressive movement of mining companies towards adopting a business structure of a centralised command centre directing several remote robotic mining sites. The states’ mines are now world leading in their application of robotics, autonomous systems, artificial intelligence, machine learning, sensor fields and remote

Digital automation at the army’s fixed and deployment bases could free up considerable workforce for re-assignment to combat roles. The army might stay the same size but become dramatically larger in warfighting capabilities. In this area, WA industries have an edge.

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Similarly, the prospects for the land sector’s expansion in WA seems increasingly probable as a growing chorus of prominent voices continue to advocate for a greater presence and role for the army in the state. The former Defence

Minister and now Governor of WA the Hon Kim Beazley AC, stated “Apart from the special forces…we are pretty denuded on the army front”. He added “There is just an unimpeachable case for a battalion here, that would be a battalion capable of collaborating with the units particularly in the North”. Supporting this view, former Chief of Army, Professor Peter Leahy AC, LTGEN (Rtd), Director, National Security Institute, University of Canberra was equally emphatic in stating “Are we serious about being an Indo-Pacific country? If we are, we should consider what an Indo-Pacific army would like. First, to enable an Indo-Pacific army the Australian Army should be larger.

Second, it should have a greater presence in WA. Third, the force in WA should be a balanced conventional force. Fourth, it should be more evenly distributed across the state”.

By hosting a large, high-tech and world-class resources sector with an array of nationally unique and proven technical capabilities, suggests that WA’s industry participation in the defence land sector is well positioned to expand in the years ahead. Certainly, this growth would be further augmented by any Commonwealth government initiatives to increase the size and capabilities of the on the western flank of the Australian continent in the years ahead.

INTERVIEW

By Terry Booth, Special Correspondent,

WA DEFENCE REVIEW

LAND SYSTEMS & WARFARE

GREG WHITEHOUSE: “WE OFFER ACCESS TO THE BEST PRODUCTS OF THE BEST COMPANIES GLOBALLY” In the past decade, the Australian Army has embarked on a major modernisation program to retain its capability edge. In the land systems domain, Perth-based firm Precision Technic Defence offers a suite of battlefield management and soldier systems that are favoured by the ADF. Speaking exclusively to WA DEFENCE REVIEW, the company’s Australian Managing Director, Greg Whitehouse, illustrated the journey the company has taken to establish itself as a reputed supplier to the defence and law enforcement market in Australia. guidance, support and training, across all the phases - procurement, implementation, and support of high-quality products or systems. In addition, we can be a strong partner for any research and development division. We work with companies situated in Australia, Denmark, Germany, France and the United Kingdom and we have support partners and programs with a global reach.

What sort of experience does Precision Technic Defence bring to this complex hitech field?

© PT Defence.

Our personnel have decades of military experience in international deployments. This, as well as our strong network of global military and law enforcement agencies and partners, ensures we can supply the solutions our clients need. We come from a solid foundation of providing electro-optical/infra-red and sensor centric turn-key solutions, having created a wide range of systems and individual products, each being unique and with the sole purpose to ensure efficiency, safety and interoperability.

PT Defence Managing Director, Greg Whitehouse briefed Chief of Defence Force, LTGEN Angus Campbell at Pacific 2019 on his companies services and capabilities.

Tell us about the nature of your business and what it provides.

Precision Technic Defence provides marketleading capabilities and interoperable systems to both military and national security agencies around the world. We strive to build strong and professional relations with our customers and partners, through

As the Managing Director for Australia, I have a background in military communications coupled with science and engineering degrees, where I worked within C4I capability development within Australian Special Operations Command (SOCOMD). I left the full-time army to pursue the delivery of capability to the men and women of the ADF. It is a professional highlight to see the equipment we deliver being used to enhance the way they operate on the battlefield. It is always a pleasure to receive feedback such as “why haven’t we had these before” and “this is so much easier than what we were doing before”, which is a strong indicator we delivered the right solution. And that’s the service we a provide today as a company.

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What kind of organisations are your usual clients?

Our customers are mostly defence and law enforcement organisations, but there is some cross-over of products into the security and first responder services. Our major client is Defence, and the products we supply and integrate are usually to support their requirements. Our focus has been SOCOMD, as they are early adopters of new technology and have the skills required to bring new equipment into service faster and with reduced risk to operations.

What are the main categories of tactical systems that you can access to meet your clients’ needs?

Our products fall into the categories of warrior systems, C4ISR, and platforms.

Warrior systems applies to body armour, uniforms, helmets, weapon systems, ammunition, night fighting equipment and optics. Our C4ISR program consists of battlefield management systems, deployable ICT equipment including servers, switches and routers, targeting systems, radios, counter drone systems and UAS/UAV systems. Our platform program consists of vehicle systems including ISR, radio and ICT installs, mast systems, light-emitting diode and infra-red lighting, shot detection systems and remote weapon platforms.

We work closely with a large number of other providers in varying locations around the world. We take the approach that not all of our customers have the same requirements; so, for example, a solution we have in France may not be the best fit for a client in Australia. This leads us to establish relationships with many manufacturers around the world and to map out which products are best suited to specific regions and organisations. The result is that we offer access to the best products of the best companies globally.

I would expect training would be required each time you install a system in an organisation. How do you meet this need?

Yes, the technology incorporated in today’s products and solutions makes training essential. In addition to programspecific training, Precision Technic Defence and our partners provide a vast range of training courses, with the

main focus being on the full spectrum of special operator skills. That is to say, our training is capability-focused, and teaches the system’s fundamentals and how it is implemented. This is so much more effective than merely teaching an operator to push buttons and it makes for shorter retraining periods when equipment is updated.

How is your company positioned to capitalise on future opportunities in the defence sector?

With Precision Technic Defence having secured a number of contracts with the Commonwealth, we are looking to reinvest in the company by growing our staff with those who are passionate about delivering tactical solutions. We want to provide equipment and services to Defence programs such as LAND125, LAND200 and LAND2097, and others.

For this we will increase our level of systems integration skill and become a developer of new capabilities, not just a distributor. Treating the soldier as a platform, we will integrate power and data systems into his/her combat ensemble. As well, we will build the architecture on which robotics teaming, augmented reality, targeting and ISR systems are fused into the soldiers, sailors and airmen of the future.

We are tendering for contracts that will extend our reach in the region and globally, and we are working with our partners to manufacture military equipment locally, reducing our reliance on international supply chains and increasing sovereign capability here in Australia.

© PT Defence.

As you are working across a diverse range of complex systems, have you been able source specialist partners in all of these fields?

Our business strategy is underpinned by strong partnerships with Original Equipment Manufacturers (OEMs). Our dismounted battlefield management system, for example, is underpinned by the power and data management cables and hubs from our strategic partner, Black Diamond Advanced Technology. We use this equipment as the soldier architecture to develop different mission sets for our customers through a bolt-on capability approach. We have a number of other strategic partners – Maxim Defence, POF and Staccato for our weapon systems, Trellisware and GoTenna for our meshed radio systems, Crye Precision for our body armour, ARA for our augmented reality systems and Karrimor SF for our packs.

Tacical Edge Wideband and Satellite Network solutions.

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SOLUTIONS

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DEFENCE SECTOR ANALYSIS RISK ASSESSMENTS BUSINESS INTELLIGENCE RISK INTELLIGENCE SOLUTIONS provides unique tailored advisory solutions for corporate and government clientele using our wide-ranging analytical expertise and networks.

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ANALYSIS

NORTHERN AUSTRALIAN SECURITY

THE STRATEGIC IMPORTANCE OF THE NORTH WEST CAPE

By Dr Gregor Ferguson,

Contributing Defence Analyst

© Department of Defence.

&

The North West Cape and Exmouth Gulf, about 1125km north of Perth, are once again demonstrating their strategic importance with a project under consideration to extend and enhance the maritime infrastructure that has developed there to support both Defence and commercial operators.

Simon Louie, Defence Writer,

WA DEFENCE REVIEW

Tiger Armed Reconnaissance Helicopters land at RAAF Learmonth after conducting security operations during an Exercise Northern Shield scenario. Photographer: CPL Janine Fabre.

VITAL LOCATION The area came into prominence during World War II when Australia and its allies were in retreat from Malaya and the Dutch East Indies. Initially deemed to be far enough from Darwin and Broome to be safe from bombing, but close enough to be dangerous to the enemy, Exmouth was selected by the US Navy as the site of a forward submarine base for operations in the Indian Ocean and Southeast Asian archipelago.

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Under the code name ‘Potshot’, the Exmouth Gulf became home to a US Navy shore base, supported by a specially-built airfield for fighter defence. The submarines using Exmouth Gulf were home-ported in Fremantle.

Yet its remoteness didn’t keep it safe. Exmouth was bombed, but remained the jumping-off point for significant, specialist, allied effort. Why? Because it is closer to much of Southeast Asia than either Darwin

Exmouth and Ningaloo is a great place to invest Exmouth is the gateway to the World Heritage Listed Ningaloo Coast including the pristine Ningaloo Reef, Australia’s largest fringing coral reef, and the rugged and spectacular Cape Range National Park.

But the area offers a lot more, being a superior investment opportunity and an ideal place to live and do business. The state of the art Ningaloo Centre Research and Visitor Facility creates exciting opportunities for tourism development, investment, trade and business.

Investment potential in our region is vast. A unique combination of bucket list tourism experiences and significant defence and oil and gas infrastructure and services makes Exmouth one of the few places in Australia offering a broad spectrum of development opportunities. Our Council is a proactive and pro-business local government that is investing heavily in public infrastructure to underpin future commercial

development, while taking responsibility of our environmental commitments. Private investment in strategic industries is welcomed and the Shire works closely with investors to explore potential projects and strategic partnerships to capitalise on our towns significant opportunities.

We pride ourselves on managing the complex needs of our industrial, commercial and residential communities by providing a regulatory environment that maximises the economic, environmental and social benefits for all involved.

Matt Niikkula - Shire President

Contact the Manager Ningaloo Centre Tim Sinclair-Smith to discuss your Exmouth opportunities P: +61 8 9949 3000 E: info@exmouth.wa.gov.au

www.exmouth.wa.gov.au

P: +61 8 9949 3000 E: tsinclair-smith@exmouth.wa.gov.au

www.ningaloocentre.com.au

THE NORTH WEST CAPE JOINT PETROLEUM DEVELOPMENT AREA

INDIAN OCEAN

BROWSE BASIN

Lighthouse Bay Yampi Sound Training Area

NORTH WEST SHELF AND GORGON OIL AND GAS FIELDS

VLF Antenna Field

RAAF Base Curtin

RAAF Base Learmonth

North West Cape

WA

Space Surveillance Telescope Naval Communication Station Harold E. Holt

Exmouth Town Centre

Exmouth Gulf

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RAAF Base Learmonth

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7

10.5 kms

Learmonth Solar Observatory

Coral Bay 155km South of Exmouth

Credit: Department of Defence, Shire of Exmouth and other sources.

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NORTHERN AUSTRALIAN SECURITY

© Department of Defence.

interference. The Exmouth Gulf was the chosen location and the hexagonal communications site, with 13 radio towers making up the Trideco antenna array, was built in 1967. The central tower is 387m high, making it for some time the tallest construction towers in Australia.

Images of space from the Space Surveillance Telescope in remote Western Australia have been captured, marking a significant milestone for the Defence space project. The first pictures from the joint Australia-United States space facility at Exmouth on WA’s Coral Coast follows its reassembly in a purpose-built facility, complete with a 270-tonne rotating dome.

or Broome. Singapore is just 2800km away, while it lies 3350km from Darwin – which is why Exmouth was a staging post for the famous Australian commando raid on Singapore, Operation Jaywick, in 1943. Later, Potshot airfield (now RAAF Base Learmonth) became the refuelling point for some of the RAAF/Qantas Catalina/Liberator ‘Double Sunrise’ return flights from WA to Sri Lanka.

US INTEREST The town of Exmouth didn’t even have a name until 1967 when the US Navy sought a communications station from which it could broadcast Very Low Frequency (VLF) through-water signals to submarines in the Pacific and Indian Oceans as part of a global network. It needed to be next to the sea and far enough away from any cities to avoid

Sitzler also installed the C-Band Space Surveillance Radar at Harold E. Holt. This was previously located in Antigua, in the Caribbean, and now fills a gap in the Space Situational Awareness Partnership between Australia and the US. The radar will provide a Space Situational Awareness capability foreshadowed in the 2016 Defence White Paper, enabling the tracking of orbital vehicles and debris.

Exmouth began as a US Navy base but became a joint US-Australia operation in 1974, and by 1993 the Royal Australian Navy was in charge when the last US service personnel and their families left. By then, the base was known as Naval Communications Station Harold E. Holt, after the Australian prime minister who commissioned it. In the late-1970s the US Air Force Weather Agency also started using the Learmonth Solar Observatory, a joint facility that it still operates with the Australian Bureau of Meteorology’s IPS Radio and Space Services.

While the communications function made Exmouth highly valuable, the importance of its strategic location has only increased since the 1960s.

NEARBY RESOURCES SECTOR Australia’s North West Cape lies at the centre of a network of strategic resources. Inland lie the Pilbara and Carnarvon Basin, regions rich in mineral resources which are exported from nearby ports such as Dampier.

The region’s proximity to Asian markets has been a massive financial windfall for Australia – the total value of earnings from minerals and petroleum was valued at $211bn in 2018. Despite having only 0.2% of Australia’s population, the Pilbara contributes 17% of Australia’s GDP. The Pilbara region accounts for 29% of Australia’s total merchandise exports including 60% of Australian exports to China.

By 2050 six of the world’s most populous nations will be India, China, Indonesia, Pakistan, Bangladesh and the Philippines—all of them geographically close to Australia and all of which will need natural resources for their development. Australia’s largest export commodity is iron ore and approximately 95% of it comes from the Pilbara region. In 2012 approximately 455 million tons of iron ore were exported from the Pilbara with a value of $48.6bn, equating to 40% of world production.

Offshore is the nearby North West Shelf, home to gargantuan natural gas reserves. Exports from the North-West are expected to push Australia past Qatar as the biggest exporter of Liquefied Natural Gas (LNG) in the world. The North West Shelf and Wheatstone LNG projects are worth $27bn and $29bn respectively. Some 70% of Australia’s natural gas comes from this region which is serviced and processed onshore at Dampier.

MILITARY SIGNIFICANCE For Defence, the importance of the Exmouth Gulf hasn’t really changed. The Communications Station still provides VLF communications with Australian and US Navy submarines from what is now an Australian Naval Communications Station. In 2008 Australia and the US signed a 25-year treaty governing the future of the joint facility.

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© Department of Defence.

ANALYSIS

A P-8A Poseidon from No 11 Squadron lands at sunset at RAAF Base Learmonth. The first Exercise TRIDENT TRAP was conducted in July 2020. EX TT20 is a joint Royal Australian Air Force and Royal Australian Navy anti-submarine and antisurface warfare exercise. P-8A Poseidon aircrew and maintenance personnel from RAAF No 11 Squadron together with support staff from No 92 Wing based at RAAF Base Edinburgh deployed to RAAF Base Learmonth in Western Australia to lead the activity. Photographer: Flight Lieutenant Michael Hawkins.

The RAN handed operation of the base over to the former Defence Materiel Organisation in 2002, and contractors started running the establishment – at different times Boeing and ADI (now Thales Australia) have operated the base, and it is currently operated

by Raytheon Australia. Its workload has also grown as Harold E. Holt has assumed new duties.

In 2016, the US Defense Advanced Research Projects Agency (DARPA) in Washington handed over to the US Air Force control of the Space Surveillance Telescope (SST) at the White Sands Missile Range in New Mexico. This radar, which forms part of the US Space Surveillance Network, was transferred to a custom facility at Harold E. Holt built by Australian construction firm Sitzler. The new facility includes a 270-ton dome structure that rotates in synchronicity with the telescope in New Mexico.

Sitzler also installed the C-Band Space Surveillance

Radar at Harold E. Holt. This was previously located in Antigua, in the Caribbean, and now fills a gap in the Space Situational Awareness Partnership between Australia and the US. The radar will provide a Space Situational Awareness capability foreshadowed in the 2016 Defence White Paper, enabling the tracking of orbital vehicles and debris. It will be operated remotely from the Jindalee Operational Radar Network control site at RAAF Edinburgh in Adelaide by the same RAAF team from 1 Remote Sensor Unit.

During the 1980s the RAAF announced it was establishing so-called ‘bare bases’ across Australia’s top end. One of them was RAAF Learmonth, which hardly qualifies as a bare base as it operates regular commercial flights and is also a Forward Operating Base (FOB) for maritime patrol aircraft surveilling the Indian Ocean. It is also a useful staging post for flights in and out of the Cocos and Keeling Islands and Christmas EDITION 3 • 2020

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© Department of Defence.

ANALYSIS

Australian Army soldiers from the Ready Combat Team approach an aircraft suspected of carrying drugs, explosives and weapons as part of exercise Northern Shield 2015 in Exmouth, WA. Photographer: CPL Steve Duncan.

Given Australia’s focus on the IndoPacific region, Exmouth’s geography makes it operationally useful and strategically important. It is 600km closer than Darwin to Kuala Lumpur, 500km closer to Singapore, and a whopping 1500km closer to the Cocos and Keeling Islands. It is a perfect location for ships intercepting suspected people smugglers under Operation Sovereign Borders, and the logistics supply line from Perth is direct and unhindered.

Island. Defence and the WA Government’s Gascoyne Development Commission have invested in facilities upgrades at Learmonth to accommodate the new F-35A Lightning II fighter. Just 30km south of RAAF Base Learmonth is a 19,000Ha Air Weapons Range which is used for live firing and live ordnance drops.

Given Australia’s focus on the Indo-Pacific region, Exmouth’s geography makes it operationally useful and strategically important. It is 600km closer than Darwin to Kuala Lumpur, 500km closer to Singapore, and a whopping 1500km closer to the Cocos and

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Keeling Islands. It is a perfect location for ships intercepting suspected people smugglers under Operation Sovereign Borders, and the logistics supply line from Perth is direct and unhindered.

The Gascoyne Development Commission is now in the pre-feasibility phase of a major development program including deep water facilities to support the North West Shelf, cargo ships and super yachts as well as very large civilian cruise ships. A jetty that can handle a modern 100,000ton cruise ship would support a warship easily.

INDIAN OCEAN FUTURE The economic value which this area contributes to Australia stands in contrast to the fact that the Indian Ocean rim is also currently home to eleven of the world’s 20 most unstable countries. Because of this it is of some puzzlement to many Western Australians that most of Australia’s military forces are concentrated on the east coast.

At present the only permanent military force in the North West is the army’s Pilbara Regiment, a Regional Force Surveillance Unit with a squadron headquartered at Exmouth. The RAAF has no permanent combat presence in the area. The RAN’s submarines, ANZAC-class frigates and patrol boats regularly make their presence felt throughout the offshore oil and gas installations on the North West Shelf, but critics point out it still has no permanent naval presence in the North West itself.

That said, Defence acknowledges that WA’s current share of the Defence budget, about $3bn a year, needs to increase. Locations like Exmouth lie at the sharp end of ADF, capability and its importance will only grow.

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OMNI EXECUTIVE AUSTRALIA: ALWAYS READY

By Tim Scanlon,

Contributing Defence Writer,

WA DEFENCE REVIEW

Australia’s growing defence industry needed support from private industry partners, and in 2012 Omni Executive was created to help provide those necessary specialist skills. Having proven itself capable of delivering high-quality solutions across the areas of aerospace, consulting, security and vetting, Omni is a trusted and respected Australian company. Today, Omni is ready again – this time to support the private sector with the same quality solutions, delivering improved agility and efficiency to support critical © Omni Exeucutive. objectives across energy and other markets.

The diversity of Omni’s portfolio is unique. Each division is led by standalone specialists with the added benefit of being able to draw on the expertise across the company’s broader portfolio, to integrate when needed, creating a team of teams. This ensures Omni’s clients across energy, mining, infrastructure, finance, education and transport (to name but a few), receive the best possible solutions for every challenge.

Omni’s Security Division is not a traditional security consultancy, which is exactly why it has been particularly sought after by government and private sector clients. Omni offers a range of services designed to mitigate risk and create opportunities across all markets. Its solutions guard against present and future security challenges, as well as supporting its clients to enter new environments with increased security resilience. Omni provides the knowledge and understanding to assist private sector clients looking to expand in Australia or overseas, and/or seeking to work more closely with government and Defence.

Omni’s unique approach addresses security challenges with contemporary, innovative technologies and solutions. Utilising technology to detect, deter, delay and respond to security threats has significantly de-risked clients’ security models. By applying Omni’s Multi-domain Security Assessment Process, the best methodology can be applied to different environments.

In addition to de-risking security models, Omni’s approach improves safety, reduces cost and contributes to a modern security culture. The growing need for contemporary solutions in the energy and mining sectors, in particular, is fast increasing Omni’s role in these sectors.

Omni offers a range of security services including security consulting (risk management), secure infrastructure (facilities and networks, including Sensitive Compartmented Information Facilities (SCIFs), security training (high-risk environment, insider threat), due diligence (including investigative activities), security audits and assurance, emergency and crisis management. All services are aimed at building resilience; the ability to recover quickly and take lessons from experience is the foundation of Omni’s business continuity approach for its clients.

Omni’s clients have recognised the broad diversity of the company’s skills and expertise.The experience and success that Omni has had in the defence industry

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is an asset increasingly valued by clients in the private sector – particularly clients with critical assets.

Omni’s teams are composed of experienced, qualified and licenced security professionals, including from special operations, intelligence and law enforcement backgrounds. They are complemented by personnel with resource sector and financial sector security experience. These teams have global reach through an extensive network of exclusive partners and Omni’s short notice deployable teams. The teams are always built to meet the client’s needs.

Both nationally, and with a strong presence in Western Australia, Omni offers a 100% Australian security service that is available to all industries. The WA energy and mining sectors have many of the same requirements as the defence industry; quality solutions, best practise standards, and creating safe and sustainable operating models. A distinguishing feature of Omni is its ability to offer end-to-end solutions: Omni can develop and implement the full spectrum of security solutions for today’s challenges with a view to the future.

As leaders in their fields, Omni’s over 200 staff have a range of professional and operational environment experiences, including military, intelligence, operations, engineering, and bespoke ICT technical expertise.

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Omni Executive’s success reflects its tailored approach to all its clients. Its flexibility, agility, costeffectiveness, unparalleled depth of experience and quality systems all offer clients a true partnership to deliver the outcomes they need.

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Government of Western Australia

Department of Jobs, Tourism, Science and Innovation

Supporting the national interest by enhancing defence capabilities in Western Australia

» Growing WA’s defence industry and enhancing Australia’s sovereignty capability » Developing strategic national infrastructure » Building research and innovation partnerships » Advancing multi-sector education, training and skills » Assisting economic recovery from COVID-19 » Valuing our defence personnel, veterans and their families defencewest.wa.gov.au

EXCLUSIVE INTERVIEW

NORTHERN AUSTRALIAN SECURITY

AUSTRALIA’S NORTHERN AGENDA Defence Writer,

WA DEFENCE REVIEW

&

Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

As it is often misunderstood by much of the Australian public who are located across southern and eastern regions of Australia, can you explain how and why northern Australia is of significance, and why was it deemed necessary to have a Minister for Northern Australia?

Northern Australia is home to 1.3m people, which makes up 5.2% of Australia’s population, yet it contributes 10.7% ($187bn) of Australia’s GDP. Additionally, Indigenous land interests cover about 78% of northern Australia, so developing northern Australia also means advancing the economic interests of Indigenous people. Northern Australia has vast mineral and energy wealth, important agricultural developments and iconic tourist destinations. However, it faces significant economic, geographic, environmental and social challenges including: high transport and service delivery costs; a sparse population; infrastructure challenges; and competition for skilled labour. Most Australians may not be aware, but the abundant resources and opportunities in the north have the ability to drive industry growth and job creation, which will be critical to our nation’s economic prosperity postCOVID-19.

Key to economic growth in the north will be capitalising on its comparative advantages in gas, critical minerals and renewable energy sources to support manufacturing and industry growth, and maximising the potential of the Northern Australia Infrastructure Facility (NAIF) in financing these economy-revitalising projects. In July, the NAIF has been extended a further five years to 2026, which means that it will continue to fund vital infrastructure projects in northern Australia. This extension is the first step under a statutory review of the NAIF that aims to implement changes to enable a more flexible

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© Office of Northern Australia.

By Simon Louie,

As a vast and sparsely populated zone, the northern Australia region represents a frontier that covers many thousands of kilometres in land and sea area, hosting Australia’s largest-known mineral deposits and energy reserves. Its coastline is dominated by the Indian Ocean and is Australia’s closest zone to the increasingly precarious contested Indo-Pacific region.

Speaking exclusively to WA DEFENCE REVIEW, the Australian Government’s Minister for Resources, Water and Northern Australia, the Hon Keith Pitt MP, discussed his role in devising and executing Commonwealth policy towards northern Australia, and illustrated his current plans and future intentions to uncover more of its economic potential.

The Hon Keith Pitt MP.

and faster approval process for proponents looking to access the facility. To date, NAIF has approved $2bn in loans for projects in northern Australia, with over half of that provided over the past year. It is supporting an estimated 5200 jobs in sectors including education, resources, energy, agriculture and aquaculture. The 2015 Our North, Our Future: White Paper on Developing Northern Australia set a 20-year framework towards economic and social advancement of this strategically significant region given its close proximity to Southeast Asian markets. The Australian government is committed to pursuing those objectives under the white paper by having a dedicated Minister for Northern Australia. My role is to ensure that there is a coordinated approach to developing the north and a voice at the highest levels in government for all northern Australia stakeholders.

How does the Office of Northern Australia coordinate with the relevant states and territories within your

EXCLUSIVE INTERVIEW

jurisdiction on the formulation and implementation of policy and strategy?

The Office of Northern Australia’s policy analysis and advice supports the whole-of-government development of northern Australia. The office oversees the implementation of northern Australia agenda initiatives, and reports to me, the Minister for Northern Australia.

The office collaborates and coordinates efforts with stakeholders across all levels of government and various industry sectors. Formal governance arrangements and working groups are in place with the Queensland, Northern Territory and West Australian governments to ensure a coordinated and strategic approach is taken to implement initiatives within the northern agenda.

What tangible progress has been made towards fulfilling the objectives in the northern Australian white paper since it was released in 2015?

Since the release of the first ever white paper for northern Australia in 2015, the Liberal National Government have committed $2.98bn on better roads, $677.7m to enhance water infrastructure and almost $2bn ($1.997bn) in investment decisions from the NAIF. Our investments in 38 different road projects have upgraded 480 km of roads in major transport corridors under the Northern Australia Roads and Beef Roads program. These upgrades directly support communities, allowing efficient and safe transport and freight, as well as creating over 2400 jobs. Over the next 10 years, the $1.7bn northern component of the Roads of Strategic Importance initiative will support critical road infrastructure in the north, funding supply chains that reduce business costs and improve productivity and job creation. The $5bn NAIF continues to finance important projects across the north, from airport and higher education facilities to new mining and agriculture ventures. Approved NAIF projects of $1.997bn are already estimated to generate $4.75bn in public benefit and create more than 5200 jobs across the north. A key part of the due diligence process is for proponents to demonstrate how it will provide opportunities for Indigenous Australians.

Almost $700m has been committed to water infrastructure, feasibility studies and water security projects in northern

NORTHERN AUSTRALIAN SECURITY

Australia. For example, we have fasttracked the business case development so works can begin at Hells Gates near Charters Towers. The government has delivered our election commitment to establish the $100m National Water Grid Authority to ensure future water security for regions such as northern Australia.

Following the northern Australia water resource assessments led by CSIRO, we have invested in further water studies, including: $3.5m for the Northern Territory Roper River water resource assessment, $6.5m to assess the Great Artesian Basin, $2m for a business case for off-stream water storage on the Adelaide River and $182m for the Hughenden Irrigation Scheme. Water is also the lifeblood of the north’s agriculture sector.

The north’s agricultural production is worth $8bn a year and accounts for more than 13% of Australia’s $58.9bn agricultural production. The ability to capture and use more of the region’s rainfall, which accounts for more than 60% of Australia’s total, is critical to the northern agenda. Currently, just 2% of this rainfall is being used.

Our 10-year, $75m Cooperative Research Centre for Developing Northern Australia (CRCNA) drives industry-led research collaborations to develop new technologies, products and services, which address industry issues in northern Australia. So far, the CRCNA has contributed $10m across 38 projects.

This has generated more than $22m in co-contributions and engaged over 175 project participants across the north in three key areas: agriculture, food, and aquaculture; northern Australia health service delivery; and traditional owner-led business development. The resources sector remains the economic powerhouse of northern Australia, with over half of the north’s economic activity coming from resources. In the NT, drilling has begun over the past year on Australia’s most promising shale gas play. Shale gas has brought cheap energy and manufacturing jobs back to the US and it has the promise to do the same for northern Australia. Geoscience Australia estimates that there is enough gas there to power Australia for 200 years. We are working with the NT government to accelerate development of this nationally significant resource.

I’m proud to say we are drawing closer to full implementation of the measures of the White Paper on Developing Northern Australia, with over 85% of the measures

now delivered. The Liberal National Government is focused on supporting our industries as they transition towards recovery post the COVID-19 pandemic.

To support Australia’s recovery from COVID-19, the Australian Government is developing a one- to five-year vision for the manufacturing sector, to build on our comparative advantages, and maintain some sovereign capabilities in areas of strategic importance. The Australian government is backing Australian manufacturers to modernise how they do business, with critical investment in small and medium sized businesses in the face of the coronavirus pandemic, supported through the Manufacturing Modernisation Fund.

As the space sector is becoming increasingly important to Australia, how is northern Australia positioned to contribute to its future growth?

The space sector is growing rapidly and is globally worth US$350bn today. It’s also forecast to grow to over $US1.1tn by 2040. There is a nationally coordinated effort being led by the Australian Space Agency, and jurisdictions are also pursuing their own interests. Australian Science Minister Karen Andrews and WA’s Science Minister Dave Kelly signed a memorandum of understanding in July 2019 to advance and grow the space industry sector. The NT is already home to a range of industry investment including space situational awareness, high-altitude ballooning, ground station infrastructure and launch. The QLD government released a Space Strategy in February 2020 supported by $8m in funding towards developing space infrastructure within the state. Northern Australia offers geographical advantages for space launches being close to the equator, and as the low population density presenting lower risk.

The continued lack of adequate modern transport infrastructure (road, air and sea) has impeded northern Australia’s economic development prospects. Tell us about the Australian Government’s plans to address the infrastructure shortfall?

The Liberal National government is committed to ensuring that northern Australia has the appropriate EDITION 3 • 2020

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THE NORTHERN TERRITORY Australia’s Forward Operating Base

The Northern Territory has a long history as a strategic location for Australia’s defence from which to mount, deploy and sustain military operations.

More broadly, Northern Australia has played an important role in the defence of Australia given its geographic location and support of the ‘Forward Defence’ policy – there is scope for great strategic collaboration across the north.

These roles take on a heightened importance given the 2020 Defence Strategic Update and the Australian Government’s focus on the Indo-Pacific ranging from the north-eastern Indian Ocean, through maritime and mainland South East Asia to Papua New Guinea and the South West Pacific.

With the introduction of next generation defence technology and equipment, such as

the F-35A Joint Strike Fighter and MQ-4C Triton, Northern Australia will remain the ‘tip of the spear’ to ensure a safe and secure Australia.

The Northern Territory will support these efforts by growing a professional workforce, nurturing a cutting-edge STEM ecosystem, delivering world-class maritime maintenance and sustainment through our Marine Industry Park and sovereign ship lift capability, developing a space industry across the north and supporting enhanced training range requirements. The Territory is positioned as a digital hub in the Indo-Pacific region, able to support defence and national security data requirements.

DefenceNT Department of Trade, Business and Innovation

defence.nt.gov.au

Image: © Commonwealth of Australia 2019, http://www.defence.gov.au/Copyright.asp

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NORTHERN AUSTRALIAN SECURITY

MAP OF NORTHERN AUSTRALIA

Source: Department of Industry, Science, Energy and Resources> https://www.industry.gov.au/news-media/office-of-northern-australia-news/new-map-of-northern-australia

infrastructure required to support economic and population growth through funding priority public infrastructure.

The NAIF is playing a key role in delivering a range of infrastructure from traditional capital projects such as ports and rail to social infrastructure such as education, health or other facilities. The NAIF plays a key role in supporting the northern economy, working to identify and bridge finance gaps for infrastructure projects in northern Australia.

As at 30 June 2020, the NAIF has made 17 investment decisions and two conditional approvals, with eight in QLD; five in WA; and six in the NT, including the two conditional approvals.

That investment is now almost $2bn ($1.997bn), supporting projects with an estimated total capital value of some $3.96bn. These investment decisions are forecast to generate around $4.75bn in public benefit for northern Australia. This includes a forecast of in excess of 5200 jobs during construction and operations.

I am also currently reviewing how the NAIF operates, and options on making it more flexible and able to support even more projects in the north. We have brought forward $344m worth of projects under the Roads of Strategic Importance initiative to stimulate the Queensland and Northern Territory economies in response to COVID-19 impacts.

Over the next 10 years, the $1.733bn northern Roads of Strategic Importance initiative will support critical road infrastructure in the northern funding supply chains. Our investment in 38

road projects has upgraded 480km of major transport corridors under the Northern Australia Roads and Beef Roads programs. The Australian Government also provides targeted support for aerodrome infrastructure and air services to remote areas through the Regional Aviation Access Programme (RAAP). We have committed $100m to assist owners of regional airports to undertake essential works through the Regional Airports Program. Under the RAAP, funding is also provided through the Remote Airstrip Upgrade Program for airstrips in isolated communities.

Concerted attempts to attract a larger population to settle across northern Australia have had mixed results. Why has this happened, what lessons have been learnt, and what is being done to advance this policy? Further, to what extent is overseas immigration being considered to achieve population growth?

Population growth rates in northern Australian towns and cities have been historically volatile. The Liberal National government is funding long-term city and regional deals. These are place-based initiatives that aim to create regional jobs, and drive economic development and population growth. Northern Australia has two city deals in place, one in Townsville and the other in Darwin. Both are leveraging each city’s unique strengths

and responding to their specific needs to secure future prosperity and liveability.

The Liberal National government is also delivering the country’s first regional deal in the Barkly region of the NT to stimulate economic growth and improve social outcomes. Part of the government’s population policy, titled: Planning for Australia’s Population Future, includes stronger incentives for new people to our country to settle outside the big capitals in areas that will welcome their skills and expertise, such as northern Australia.

New measures have been introduced to better match migration to regional needs, ease the pressure on big cities, and ensure Australia remains an attractive destination to live and work for highly skilled and talented people from around the globe.

These changes also enhance the government’s focus on skilled migration.

Under two new regional visa categories, skilled migrants will be priority processed and will have access to a larger pool of jobs on the eligible occupation lists compared to those who live in our major cities. Migrants on these visas must demonstrate they have lived and worked in regional Australia for three years before being becoming eligible to apply for permanent residence. The changes will mean migrants will stay in regional Australia longer term, as they will build ties to a particular location through workforce participation and community involvement, easing the pressure off our congested cities.

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ANALYSIS

By Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

&

CDRE Brett Dowsing, RAN (Rtd)

INDIAN OCEAN SECURITY

STRENGTHENING THE INTERNATIONAL RULES-BASED ORDER IN THE INDIAN OCEAN REGION: THE CASE FOR AN INDIAN OCEAN MARITIME ACADEMY From a defence and security perspective, the Indian Ocean region is a zone that has significant untapped potential, yet in many ways Australia’s ties to the region remain underdeveloped. Being the only state that dominates Australia’s Indian Ocean frontier, Western Australia is strategically positioned to play an increasingly important role in enhancing Australia’s defence and security interests in this region. Recent calls for the establishment of an Indian Ocean patrol vessel program along the lines of of the very successful Pacific Patrol Boat Program and the Replacement Program should be considered in tandem with the foundation of an Indian Ocean maritime academy. Combined, these have the potential to enhance Indian Ocean ties and generate meaningful defence, security and economic outcomes for Australia.

AUSTRALIA & THE INDIAN OCEAN REGION The Indian Ocean region is important to global commons for a number of reasons. Key among them is that it is the third-largest body of water in the world; its littoral region sustains around 30% of the world’s population, and its waters contain the world’s most important seafaring routes transporting energy and other essential commodities vital to sustaining the global economy.

Australia has significant interests in the Indian Ocean region as underscored by the Department of Foreign Affairs and Trade (DFAT) website which states “Australia is a prominent Indian Ocean state, with the state of Western Australia as our gateway. We boast the region’s longest Indian Ocean coastline as well as its largest Search and Rescue Zone. The Indian Ocean is also home to some of our largest hydrocarbon deposits, and important offshore territories”. Further, according to DFAT, five of Australia’s 15 leading trading partners are Indian Ocean littoral states which include India, Indonesia, Malaysia, Singapore and Thailand.

Diplomatically, Australia remains a constructive player in the Indian Ocean region partaking in a wide variety of foreign aid programs, and is an active participant in the region’s multilateral fora. They include the Indian Ocean Rim Association (IORA),

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Indian Ocean Naval Symposium (IONS), Indian Ocean Tuna Commission (IOTC) and Indian Ocean MoU on Port State Control. An indication of the Indian Ocean’s geo-political complexity is exemplified by IORA’s membership, which is the Indian Ocean’s only ministerial-level forum with 22 member states.

In addition, IORA has 10 countries that are Dialogue Partners; China, Egypt, France, Germany, Italy, Japan, Turkey, the Republic of Korea, the UK and the USA. In terms of security and stability, the Indian Ocean region is also the location of two of the world’s principal narcotics producing regions, namely the Golden Crescent (comprising Afghanistan, Iran and Pakistan) and the Golden Triangle (comprising Laos, Myanmar and Thailand), both of which use Indian Ocean trafficking routes to access regional and global markets. Further, and often recognised as the ‘World’s Hazard Belt’, the Indian Ocean region is highly susceptible to both anthropogenic and natural disasters. The increasing frequency of natural disasters has led the IORA to declare “Management of disaster risks is particularly urgent in the Indian Ocean rim because it is home to small island nation states and developing littoral countries with high population densities, which are hit much harder due to the lack of resources and assets to handle the calamity”.

Effective fisheries management is a significant security concern for the region, and, in some

INDIAN OCEAN SECURITY

© Department of Defence.

ANALYSIS

Aerial photograph of HMAS Arunta coming alongside to berth next to HMAS Anzac at Fleet Base West in Western Australia.

Photographer: POIS James Whittle.

instances, illegal fishing has dramatically escalated tensions between states.

According to the Brookings Institution, Indian Ocean fisheries amount to nearly $155m tons or 15% of the world’s total wild-catch. The increasing occurrence of Illegal, Unreported and Unregulated (IUU) fishing, is a matter of serious and growing concern for Indian Ocean littoral states. A study undertaken by US-based NGO Secure Fisheries estimated that 18% of catch in the western Indian Ocean, and 32% in the eastern Indian Ocean, was categorised as IUU fishing.

As a middle power situated in the eastern Indian Ocean, possessing an advanced economy and military, Australia is in a strong position to further enhance Indian Ocean security and stability.

Recognising Australia’s capability to assist Indian Ocean countries, in November 2017, the former Defence and Foreign Affairs Minister, the Hon Stephen Smith stated “Australia as one of the advanced maritime and naval nations, should support the maritime maturity of less well-developed neighbours in the Indian Ocean rim”.

INITIATING A MARITIME COLOMBO PLAN To support Australian strategic interests that align with these IORA objectives, it is proposed that the foundation of an Indian Ocean maritime academy would serve these aspirations well, which could be viewed as an Australian ‘Maritime Colombo Plan’.

Where appropriate, the academy could be jointly funded by the Australian and WA governments, and should be focused on training and skilling foreign navy and coast guard personnel from Indian Ocean littoral states.

The curriculum at this academy should focus on foundational maritime skills and constabulary duties emphasising seamanship, engineering, maritime logistics, port and harbour security, boarding operations, governance and due diligence, navigation training, watchkeeping, maritime and environmental law, fisheries protection and enforcement, countering maritime crime and piracy, doctrine, search and rescue, Humanitarian Assistance and Disaster Relief (HADR), operational level

headquarters command and control, civil-military relations and maintenance and sustainment. Another outcome of developing such a centre of excellence is that it could provide additional training and skilling opportunities for navies and maritime paramilitary forces that are recipients of the Pacific Maritime Security Program.

To support Australian strategic interests that align with these IORA objectives, it is proposed that the foundation of an Indian Ocean maritime academy would serve these aspirations well, which could be viewed as an Australian ‘Maritime Colombo Plan.

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real gap in regional training. It will be important in developing the concept to engage Indian Ocean littoral nations to properly understand their training needs and to ascertain how Australia can best assist in promoting Indian Ocean maritime security”. He further emphasised “As we have seen in the COVID-19 pandemic there is much in education that can also be undertaken online and the academy could also harness this capability in delivering useful training programs”.

© WA DEFENCE REVIEW.

On 6 March 2020, a Republic of Fiji Navy crew of the newly commissioned Guardian-class patrol boat, RFNS Savenaca, formally accepting the handover at a ceremony held at the Austal shipyard in Henderson, Western Australia.

Photographer: Serge DeSilva-Ranasinghe.

A maritime academy would also support and complement existing ADF operations in the Indian Ocean region, such as the ongoing RAN presence in the Arabian Sea – Operation Manitou – which supports the Combined Maritime Forces international coalition.

The notion of establishing a dedicated maritime academy to engage Indian Ocean navies and coast guards has received the support of the Australian Naval Institute, whose President, VADM Peter Jones (Rtd) affirmed “The proposal for an Indian Ocean maritime academy has the potential to fill a very

Given the scale and complexity of the Indian Ocean region’s emerging challenges, the potential benefits of establishing an Indian Ocean maritime academy would provide an unprecedented opportunity to engage and shape the development, doctrine and to some extent the culture of the navies and coast guards throughout some of the Indian Ocean region’s 36 littoral states.

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WA has recognised expertise in its tertiary and university sectors to support an institution such as this. South Metro TAFE is already a major training and educational partner to Defence and defence industry in the state, as are the four Team WA universities. Where required, the academy could benefit from specialist expertise available at the University of Western Australia’s Oceans Institute and Curtin University’s Centre for Marine Science and Technology. Specialist expertise could also be sourced from pre-eminent national naval and maritime institutions such as the Tasmania-based Australian Maritime College, and the New South Wales-based Australian National Centre for Ocean Resources & Security (ANCORS), and others.

The academy could also leverage Australian industry participation from the naval and marine sector. As a world-class naval and maritime hub astride the eastern Indian Ocean, West Australian industry has a well-developed and strategicallypositioned industry sector that could contribute to the academy’s foundation, development and curriculum.

According to Rohan Green, Chair of the WA defence industry peak body the Henderson Alliance, “Establishing an Indian Ocean maritime academy is an excellent proposal that would integrate seamlessly with WA’s integrated defence sector”. He added “The academy will not only enable local defence industry participation as service providers, but also provide the opportunity for industry to showcase the skills and technologies that WA industry can offer to future regional naval and coast guard decision-makers, and potentially generate export outcomes with countries on the Indian Ocean rim”.

The most suitable location for proposed academy would be for it to be based at the City of Rockingham, on the outskirts of metropolitan Perth. Home to HMAS Stirling, Australia’s largest and most strategically important naval base, Rockingham derives a significant income from Defence’s expanding presence, including through growing defence industry investment. Being in close proximity to HMAS Stirling would seem sensible, as foreign naval and coast guard officials would be able to easily engage with the nearby naval base and RAN officials. A possible site for the academy could be Murdoch University’s now disused Rockingham campus, which has access to modern conference, training and classroom facilities making it an ideal location for an educational and training institution such as the maritime academy. Rockingham is also within close proximity to the City of Cockburn, where the Australian Maritime Complex is situated,

INDIAN OCEAN SECURITY

© Department of Defence.

ANALYSIS

Aerial photograph of HMAS Arunta coming alongside to berth next to HMAS Anzac at Fleet Base West in Western Australia.

Photographer: POIS James Whittle.

and the soon-to-be-built Western Trade Coast initiative will be located in the nearby City of Kwinana.

AN OPPORTUNITY NOT TO BE MISSED It is instructive to refer to former Defence Minister and Ambassador to the US, the Hon Kim Beazley AC’s Delphic pronouncement on the future of the Indian Ocean region, when in 2011 he told Asia Pacific Defence Reporter “In the long-term the Indian Ocean is going to be massively more significant in global politics than it has ever been before, and that is the function largely of the fact that the Asia-Pacific region is massively more significant.” It is clear therefore that Australia has an array of strategic interests and transnational threats that have linkages to the Indian Ocean region, and the foundation of a proposed academy offers a relatively low-cost, lowrisk alternative to strengthen regional security to the benefit of both Australian and Indian Ocean interests.

Given the scale and complexity of

the Indian Ocean region’s emerging challenges, the potential benefits of establishing an Indian Ocean maritime academy would provide an unprecedented opportunity to engage and shape the development, doctrine and to some extent the culture of the navies and coast guards throughout some of the Indian Ocean region’s 36 littoral states.

Apart from helping to stabilise the Indian Ocean region through capacity-building, the academy is a tangible initiative to enhance Australian soft power that aligns with Australia’s commitment to the objectives of IORA. The Indian Ocean has too long been thought of as ‘Australia’s second ocean’, and traditionally the Australian Government’s policies and practices towards this region have been disappointingly irregular. This, however, will need to change, for in addition to the points outlined above, Asian countries are the growth engines of the world’s economy, and the importance of the energy shipping routes from the Middle

East remain vitally important. Add to this Australia’s mineral and energy export reliance on the North West of WA, and it becomes immediately apparent that engagement in the security and stability of the Indian Ocean region is of paramount importance to Australia’s national interests.

An Indian Ocean maritime academy, located in the Perth environs, would demonstrate Australia’s enduring commitment to the region, and it makes good sense strategically, diplomatically and economically. Implementation of this academy could be affected relatively quickly and easily. Similarly, the outcomes from such an initiative would manifest themselves over the short to medium term. This is indeed an opportunity that could replicate all the phenomenal advantages of the Colombo Plan of the 1950s to 1970s – albeit within narrower parameters – but with potential to expand across the maritime domain. It really is an opportunity that should not be missed.

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ADVERTORIAL

FREMANTLE-BASED BUSINESS CARVES OUT TEST AND TRIALS NICHE As the Royal Australian Navy increases its littoral patrol and surveillance capabilities with the addition of six Cape-class patrol boats and 12 Arafura-class Offshore Patrol Vessels, one Australian company fills the highly specialised niche of servicing these ships. It is a function that is critical in bringing these advanced maritime assets on-line.

IMS is an Australian award-winning SME ship delivery and crewing specialist providing qualified and experienced test and trials crew for patrol boats, large high-speed ferries and commercial inshore and offshore vessels. Since 1985, IMS has provided global ship delivery and manning solutions. On-keel ship delivery, management and crew training are the services on which our reputation has been forged. We have a proud, successful history and a demonstrated ability to trial and deliver any vessel to and from any port across the globe while providing a complete technical management and crew training service.

Bringing a newbuild vessel from engine starts and systems commissioning alongside a wharf to letting the lines go and heading out for the first sea trial is a significant milestone for any multi-vessel program. Experienced, steady hands are essential to fill the critical role of the test and trials crew. Since 2001, IMS has provided crews for over 100 Defence and government vessels built in Australia and the US. These include the Austal-built Armidale, Cape and Guardian-class patrol boat programs; the Damen-built Damen EGS Besant RGS Stoker, and several Austal USA-built Expeditionary Fast Transports for the US Navy.

Swift, clear and concise communications are an essential element in harbour and sea acceptance trials program for a new vessel.

The ship-handling experts at IMS act as that conduit; providing the shipyard and Defence representatives vital information.

This includes how the vessel is responding while being cognisant of the specified scope and requirements of any specific sea trial.

Our proven capability and flexibility in crewing first of class ships during sea trials has proven invaluable to shipyards who have the opportunity to fine-tune the trials program for follow-on vessels.

No other Australian company can boast

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the track record IMS has with Defence vessel crew familiarisation training. IMS has prepared vessel-specific training material and continues to deliver that training to Australian and international crews operating over 90 patrol vessels around the world. From 21m monohulls to 72m high-speed catamarans, IMS delivers.

Our impressive list includes the Bay and Cape class patrol boats, the Armidale class patrol boat fleet and continues today as IMS delivers training to Pacific Islands crews for the 21 Guardian class patrol boats.

IMS has an unmatched track record in specialist manning, training and vessel relocation services and has provided test and trials crew for every Australian Government patrol vessel built by Austal since 2001. Further, IMS has the proven capability to deliver turnkey ship relocation for unconventional vessels, completing over 180 domestic and international vessel deliveries in the last five years. We have collaborated with major Australian companies including Rio Tinto, FMG and BHP, crewing and repositioning assets consistently, safely and efficiently across the globe. IMS continues to provide sea trials crew to shipyards in Australia, Vietnam and the Philippines.

In addition to providing short-term crewing solutions, IMS crew and manage vessels in the Caribbean. We provide crew competency verification services, shipboard operational familiarisation and maintenance training, and specialist HSE observers/advisors for naval exercises while maintaining in-house ships agency and heavy lift services.

IMS systematically manages the services it provides by maintaining triple HSEQ accreditation; ISO 9001 – 2015, ISO 14001 – 2015 and ISO 45001 – 2018. We are a DNV GL-certified crew manning office with private recruitment and placement services.

The company also holds a full-term AMSA Document of Compliance certifying that

By Stephen Malcolm,

Commercial Manager, IMS

Since 2001, IMS has provided crews for over 100 Defence and government vessels built in Australia and the USA. These include the Austal-built Armidale, Cape and Guardian class patrol boat programs; the Damen built Damen EGS Besant RGS Stoker, and several Austal USAbuilt Expeditionary Fast Transport for the US Navy. the IMS vessel Safety Management System (SMS) has established policies, practices and procedures to maintain the safety of vessels and the people on board. IMS fosters industry connections via affiliation and membership of peak industry groups such as Defence West, Australian Industry and Defence Network of Western Australia (AIDN WA), Australian Commercial Marine Group (ACMG) and Maritime Industry Australia Ltd (MIAL).

In late 2019, the IMS team relocated to a modern office in Fremantle, Perth’s historic port city. Several principal vessel owners and operators surround the business’s waterfront headquarters. To close the year in style, IMS was awarded the Baird Maritime Award for Best Delivery Service 2019, acknowledging IMS’s role as a quality supplier of niche services. IMS is always delivering.

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Since 2001, IMS has provided specialist crews for over one hundred Defence and Government vessels. From Test and Trial crewing, to training and vessel relocation services, IMS has the proven capability to deliver.

Port to port and across the globe, IMS stakes our reputation each day on a lifetime of maritime experience against a backdrop of consistent results.

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COMMENTARY

INNOVATION & TECHNOLOGY

DMTC: INNOVATION WITH A PURPOSE Only six to nine months ago, speaking about scenarios where supply chains were impacted by border closures or disrupted flows of international freight seemed like crazy talk.

In the Defence Materials Technology Centre’s (DMTC) nationally-coordinated Medical Countermeasures initiative that we lead on behalf of the Commonwealth, we have often spoken about strengthening local networks and improving Australia’s industrial capability.

Even in that context, the oft-used line “if we had a pandemic outbreak or national borders were to close”, seemed abstract at best. And then along came the COVID-19 pandemic.

RENEWED FOCUS

CRITICAL INVESTMENTS

The national pandemic response, and the work already being done on post-pandemic recovery, has served to highlight a number of issues that are no longer in the abstract: sovereign industrial capacity; supply chain resilience; and the depth and strength of Australia’s innovation ecosystem among them. These issues, which the defence sector has been grappling with for some time, are now being highlighted and acted on with renewed focus and urgency.

An exemplar is the critical investments being made by Defence – with little requisite fanfare – to ensure that an innovation mindset exists across the National Shipbuilding Enterprise with less of a focus on ‘widget’ development and more on deep, enduring responses to capability, design, production and sustainment challenges. It’s early days but the successes already achieved demonstrate effective collaboration both across Defence and ‘out’ into the industrial and research sectors. This was always important but in a post-COVID world becomes even more so, when even more focus is applied to vibrant and resilient local supply chains.

Innovation is enhanced when it is supported by, and nested in, the right policy settings. In this regard the Australian defence sector has much to be thankful for. While questions have appropriately been raised about the speed or efficiency of its implementation, the 2016 Defence Industry Policy Statement continues to enjoy broad support across industry and across political divides.

Enshrining clearer roles for capability managers, the concepts of industry as a ‘fundamental input to capability’, ‘one defence’ and a ‘coherent innovation pipeline’ were each significant. Change of this magnitude has taken time, but it has most certainly been worth the effort.

Innovation demands an appetite for risk, and it’s worth remembering that achieving something less than the anticipated targets in either technology maturity or functional performance is not synonymous with getting innovation wrong. A thriving innovation ecosystem requires its leaders to balance the risk of falling short of a target with the risk of not doing anything at all. The 2016 Defence White Paper was quite clear in its intent to foster an innovation mindset not only across industry, but also across Defence, with the goal of becoming a smarter developer, buyer, user, maintainer and upgrader of Defence equipment. It brought an increased focus on collaboration and on the importance of strategic investment of finite resources to support innovation.

The new STaR Shot initiative from Defence Science and Technology is another such example, and a very welcome one. Challenges are framed from a capability perspective, drawing in multiple technical themes and engagement pathways. The STaR Shot initiative will involve industry from the inception of long-term challenges and create opportunities for Australian industry to engage in initiatives underpinned by Australian science to support critical new Defence capability.

INNOVATION & COLLABORATION For our part, we are proud to have been a feature of Australia’s defence innovation ecosystem for over a decade.

Our model has matured significantly in that time and has been applied and proven successful in new areas of effort. For the things that have changed over time, many have remained constant. Our focus on collaboration and on the industrial application of brilliant Australian research and development. Our attention to challenges of technology transfer and sovereign industrial capability, and, perhaps most significantly, our work alongside our partners in Defence, Government and across the industrial and

research sectors to ensure that we deliver value in everything we do.

In the current environment, the right balance between the strategic and the tactical for industry and innovation, and between a focus on product innovation and a broader-based innovation capability will be a key challenge for Australia.

The COVID-19 pandemic has shown us a way forward to a more resilient and innovative Australia that backs itself and is well prepared for the next crisis. That’s leadership at work.

Innovation — when done well — fundamentally challenges and resets the base state and boundary conditions of the environment in which it operates. It is critical that assumptions are tested and retested, that lessons learned are deployed and redeployed along the way, and that a diversity of views and approaches is applied.

That’s innovation with a purpose. Of these matters there are two things that remain to be said. One is that there is, undoubtedly, more to be said. This is only one contribution to that larger conversation. The other is that we should, together, resolve to

By Mark Hodge, CEO, Defence never let a crisis go to Materials waste.

Technology Centre

“

Innovation demands an appetite for risk, and it’s worth remembering that achieving something less than the anticipated targets in either technology maturity or functional performance is not synonymous with getting innovation wrong.

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PAWSEY SUPERCOMPUTING CENTRE:

By Mark Stickells, Executive Director, Pawsey Supercomputing Centre

A STRATEGIC ASSET FOR WESTERN AUSTRALIA’S DEFENCE SECTOR

Space debris is an increasing issue for our defence industry, as even the smallest junk fragments orbiting the planet can damage or destroy the satellites vital for communications and global monitoring systems.

WORLD CLASS SUPERCOMPUTING CAPABILITY To combat this, WA’s own Pawsey Supercomputing Centre is supporting West Australian researchers in the Desert Fireball Network (DFN) who are now conducting advanced space situational research and simulations using the power of supercomputers. The DFN originally used Pawsey systems to store, identify and analyse trajectory information from meteorite streaks recorded in photographs of the night sky, but this ability is now being demonstrated equally capable of tracking the path of satellites and space debris.

Pawsey provides access to petascale computing and data expertise across a range of research projects, like the DFN project, that can strengthen Australian defence capabilities. A primary example is Australia’s contribution to the Square Kilometre Array (SKA).

Pawsey is the only HPCD facility in the world to directly ingest and process data in real-time from the SKA’s world-leading research precursors: the Murchison Widefield Array (MWA) and the Australian Square Kilometre Array Pathfinder (ASKAP), both located in remote WA. Pawsey has been processing and storing data from both of these radio telescopes since they began operations in 2013. While these instruments are making discoveries about the nature of our universe, their research capabilities are also addressing more applied technical questions, including satellite communications and surveillance, space situational awareness, and tracking of space debris and other objects in low-Earth orbit.

© Pawsey Supercomputing Centre.

Pawsey is a national publicly funded HighPerformance Computing and Data (HPCD) facility, one of only two Tier 1 HPCD facilities within Australia’s National Collaborative Research Infrastructure Strategy. An unincorporated joint venture between CSIRO and WA’s four public universities, supported by the state and Commonwealth governments, Pawsey provides worldclass expertise and infrastructure in supercomputing, cloud, data-intensive analysis, storage, and visualisation in key scientific areas such as radio

astronomy, energy and resources, engineering and bioinformatics.

The Pawsey Supercomputing Centre.

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COMMENTARY

INNOVATION & TECHNOLOGY

© Pawsey Supercomputing Centre.

SCIENTIFIC BREAKTHROUGHS Located in Perth, the Pawsey Supercomputing Centre houses our petascale supercomputer, Magnus (Latin for ‘Great’). Magnus has been designed to tackle large simulations and accelerate scientific breakthroughs with global applications. Our team of brilliant and committed supercomputing, visualisation and data analytics experts support more than 1500 researchers across Australia each year in using Magnus to upscale and power their projects.

Galaxy Supercomputer- real time system for astronomers.

© Pawsey Supercomputing Centre.

As testimony to the importance of Pawsey’s role in our national research infrastructure, the Commonwealth invested over $150m to initially establish, and more recently upgrade, our facilities.

The centre’s computer capacity has grown by orders of magnitude since its inception in 2012, and we are currently undergoing a $70m upgrade to secure our next generation of supercomputers, data, visualisation and supporting infrastructure to maintain our position at the forefront of global advances in supercomputing technology and capability.

This upgrade has been occurring in parallel with the Australian Defence Science and Technology’s construction of a new $68m High-Performance Computing facility in South Australia.

It follows the recent replacement of the main supercomputer system in Canberra’s National Computational Infrastructure facility.

DEFENCE UTILITY Many of the research projects the Magnus, Pawsey’s all-purpose petascale supercomputer. centre supports, in material science, turbulent flows, manufacturing, and even archaeology can deliver benefits early-stage detection of coronary artery disease for improved to Australia’s defence industry. Pawsey projects which show treatment, developing more effective oral analgesics derived significant value include: optimising engine combustion; from venomous animal toxins for the treatment of chronic pain; predicting the grounding risk caused by large drifting vessels; and protecting the crops that feed the world’s population from and designing the next generation of corrosion inhibitors. pests and disease.

The centre has also supported projects of significant historical importance, notably working with researchers to uncover the aftermath of the Australian ship HMAS Sydney II’s ill-fated encounter with the German raider HSK Kormoran during World War II; this work is helping to make this important piece of Australian history readily available to both historians and the general public. Beyond defence applications, other sciences and research projects accelerated through supercomputing at Pawsey include: more rapid and accurate

Pawsey brings researchers, industry, supercomputers and technical knowledge together, giving our community access to infrastructure, expertise and opportunities at a scale previously unachievable. The Pawsey Supercomputing Centre enables high-impact research for the benefit of Australia and the world, helping our researchers to more rapidly solve the problems of the future and is therefore an essential part of our national research infrastructure and a key strategic asset to WA.

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CERI: SUPERCHARGING HIGH-VALUE START-UPS

By Carolyn Williams,

CEO, Centre for Entrepreneurial Research and Innovation

The Centre for Entrepreneurial Research and Innovation’s (CERI) vision is simple but challenging - enabling the high-knowledge industries that will create a sustainable and diverse economy for future generations of Western Australians. Our resources-focused economy has created a ‘paradox of plenty’, where our biggest export is our young bright minds, looking for a career in sectors other than oil and gas or mining.

ENTREPRENEURIAL MINDSET CERI is an independent not-for-profit charity, founded by, and principally supported by, philanthropist Charlie Bass and a few significant others with a shared vision to ensure the economic success of WA beyond the resources sector. It is time to really embrace large step-change innovation, not simple incremental innovation. We believe the starting point is with an entrepreneurial mindset.

Our founder, Charlie Bass affirms, “I will be long gone by the time my vision for a vibrant economy not dependent on resources is realised.

But we need to start now to develop the entrepreneurs and their start-ups that will deliver that future.”

Since opening our doors at 22 Stirling Highway in Nedlands in August 2016 we have graduated over 450 entrepreneurs and helped establish more than 35 companies. Three of these companies already have international customers.

Our aim is to build on our emerging highknowledge and value enterprises, supporting business ideas that have a longer time to market due to the complexity of the problems they are endeavouring to solve and the difficult solutions they require. We encourage the ‘spirit of a pioneer’ and teach the execution skills to a professional standard. If we don’t adequately equip our entrepreneurs with the mindset and business skills they need, at some stage we run the risk of a backlash that our economy can ill afford.

It is widely known that start-ups are the engineroom of any economy, often addressing problems in critical areas such as healthcare, education and defence. Since COVID-19, this is more true than ever before. As such, since opening our doors at 22 Stirling Highway in Nedlands in August 2016, we have graduated over 450 entrepreneurs and helped establish more than 35 companies. Three of these companies already have international customers. An act of Federal Parliament granted CERI its own DGR1 status in November 2017.

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Many of our CERIans come from the postgraduate academic sector. All Australians should be proud of the world-class reputation held by our academic researchers for knowledge creation. However, when it comes to the translation of our research into realworld impact, we rank low on the ladder. Our aim is to connect our world-class research with real-world problems and supercharge high-value start-ups in WA that position the state as a leading global economy in the Indo-Pacific Region.

CROSS SECTOR POLLINATION The value of cross-sector pollination of ideas cannot be underestimated, and by creating a trustworthy space where slow hunches can come together and sow the seeds of technologies of the future, CERI is truly enabling innovators to strive and succeed. Our belief is that success is as much, or even more governed by the mindset and growth of the entrepreneur as it is by their idea. This belief forms the foundation of our training program.

Education and training through the CERI course modules provide the basic building blocks for start-up creation and a mindset to succeed. In addition, our internationally acclaimed Massachusetts Institute of Technology-based mentor program, high-level business advisory teams, and newly established CEOin-Residence program all support teams in every aspect of business and personal growth for the lifetime of their company. Whether you’re an intrapreneur striving to stay ahead of the curve, or an entrepreneur starting from scratch, the ability to see opportunities others overlook, and dig deep into the customer development and sales processes are key elements for success delivered by the CERI program.

Transferable Technologies Transferable technology such as that developed by local business and CERI graduates, Terra15 is a great example of what is possible when founders truly embrace an entrepreneurial mindset. Terra15’s acoustic vibration sensor technology has applications in and beyond the resource sector. By thinking outside the box, Terra15 founders Nader Issa and Michael Roelens, have identified a range of customers,

COMMENTARY

INNOVATION & TECHNOLOGY

© CERI.

including defence and security, as future development pipelines.

MALDI-ID has followed a similar path. CERI resident and founder, Sofie De Meyer, an agricultural microbiologist, has diversified her ‘soil health’ diagnostic technology into the biosecurity and aquaculture industries and is now looking at opportunities within the defence sector. Pushing the boundaries in the medical sector, Isopogen-founder and CERI resident Marian Sturm, is poised to reach an international audience. Marian’s life’s work has concentrated on saving people’s lives and the stem cell technology she has developed has been proven to truly do just that. Moving rapidly towards having a global impact on a number of life-threatening diseases, her current focus is helping the increasing number of Crohn’s disease patients.

We look forward to connecting our diverse innovators more closely with defence sector businesses to enhance cross-pollination and supercharge our success and significance. From little things, big things grow.

Charlie Bass facilitating CERI’s Entrepreneurial Mindset Boot Camp.

Photographer Ryan Cubbage

Enabling the Leaders and Industries of the Future A unique incubator focused on high-knowledge, high-value business creation.

Connecting innovators with partners, investors and government.

Supporting and connecting entrepreneurs at every stage of their journey.

Could you be the next Terra 15?

THINK DIFFERENTLY Contact Amy to find what CERI can offer you amy@ceri.org.au

ceri.org.au

@CERI_CRE8

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ISO 44001 and 9001 accredited

© Department of Defence.

EXCLUSIVE INTERVIEW

By Simon Louie,

Defence Writer,

WA DEFENCE REVIEW

&

Serge DeSilvaRanasinghe, Managing Editor,

WA DEFENCE REVIEW

HEALTH & MEDICINE

RADM SARAH SHARKEY: “THE CURRENT CHALLENGE BEFORE US ALL IS TO STEER DEFENCE THROUGH THE COVID-19 PANDEMIC AND ENSURE OUR WARFIGHTING CAPABILITY IS PRESERVED” Not since the aftermath of the First World War I and the advent of the 1918 Spanish flu have Defence’s health capabilities been so assiduously tested to address both overseas missions while also mitigating the domestic impact of a lethal global pandemic. Consequently, Joint Health Command has been thrust into the national spotlight as an integral capability to strengthening Australia’s national security. Speaking exclusively to WA DEFENCE REVIEW, the Commander, Joint Health and Surgeon General of the ADF, RADM Sarah Sharkey CSC discussed the key developments taking place in Defence health and medicine and the implications for the future of the ADF. Your role as the Surgeon General and Commander Joint Health servicing is a dual function. Can you explain what these responsibilities entail?

In December last year, I was promoted to Rear Admiral in the Royal Australian Navy and assumed command of Joint Health Command (JHC). In this role, I am also the Surgeon General of the ADF (SGADF).

I am responsible for the delivery of health care to our ADF members in Australia and, as SGADF, also the technical authority for the ADF’s health effort more broadly. JHC is responsible for the Defence health care system, which provides a continuum of care from enlistment, throughout service and finally to transitioning from the ADF. While similar to the civilian healthcare system, JHC provides specific Defence health services to maintain readiness for deployment. These are operationally focused, membercentred, command-responsive and orientated toward recovery, with the main goal being that ADF personnel will be fit to fight, fit to work and fit for life.

You have oversight of a network of 58 Defence health centres nationally – including those at Stirling and Pearce in WA – and one overseas. How does the ADF go about managing these centres to ensure provision of service delivery to Defence?

Our health centres are managed through eight Joint Health Unit regions and we oversee the most dispersed medical workforce in the country. Clinical and corporate governance is managed centrally by JHC headquarters, but is delivered by a network of qualified and credentialed professional health managers and leaders across the network. JHC conduct 1.2m health care consultations across our health network annually – over 3200 every day. These services are delivered by both civilian and uniformed medical professionals, with the vast majority of services coordinated through the primary health teams at our Defence health centres.

The ADF Health Services Contract with Bupa Health Services Pty Ltd (Bupa) supports the provision of high-quality health care to all ADF members across the Defence health system. The ADF Health Services Contract is a contemporary, performance-based contract that includes extensive performance metrics designed to incentivise good clinical practice and mitigate the risks to Defence and its members. Our health centres are a team of civilian and uniformed medical professionals, providing primary healthcare and coordinating access to a range of off-base allied health, specialist and hospital-based services.

Holistically this includes general practice, dental and mental health services, hospital care, ancillary healthcare and specialist medical services. This model of service delivery ensures ADF members have

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HEALTH & MEDICINE

© Department of Defence.

EXCLUSIVE INTERVIEW

Members from the Royal Australian Air Force No. 1 Expeditionary Health Squadron at RAAF Base Amberley flew to Victoria on a C-17A III Globemaster to support of Operation COVID-19 Assist on Friday 26 June 2020.

Photographer: CPL Nicci Freeman.

access to the best holistic health care in Australia, regardless of location. JHC is also currently delivering a suite of facility upgrades, with seven new and five refurbished health facilities scheduled for completion in the near future.

capabilities that cannot be generated or sustained entirely within a uniformed footprint. Partnerships with industry remain critical to ensuring Defence Health Services are comprehensive, high quality and sustainable.

Since its foundation, what contribution has Joint Health Command made to ADF overseas missions, and do you envisage the role of supporting contractors to expand further in the foreseeable future?

How does the ADF collaborate with allies and strategic partners to invest in mutually beneficial outcomes in Defence health and medicine? Now that the ADF has been involved in high intensity coalition operations in Afghanistan for over a decade, what lessons have been learnt there?

The contribution of JHC to a range of ADF outputs is far reaching. As a key military enabler of Defence capability, JHC provides technical health input to capability development; strategic health workforce and material requirements; delivery of health policy and programs; garrison health services; and governance over the Defence health effort.

Contractors will continue to have an important role in supporting Defence broadly, and specifically health services.

These partnerships offer Defence

The ADF is part of a number of programs, research groups, forums and committees that aim to pool the resources of partner nations to produce mutually beneficial outcomes in commonly shared areas of interest. These include ADF participation in: • The Technical Cooperation Program (TTCP) with our Five Eyes partners

through the Military Medicine Technical Panel. This addresses areas such as combat casualty care, mental health, rehab medicine, force health protection, and military operational medicine. The ADF contributes personnel, resources and knowledge to these forums to ensure our people receive the benefits of the most up-to-date medical information and healthcare. The advice and policies that are produced are endorsed and acknowledged as world-leading military healthcare.

• International forums such as the NATO Research Group HFM-RTG290 – Human Factors and Medicine, and the International Military Testing Association (IMTA), to engage with research on factors relevant to military mental health, such as resilience, clinical treatment of combat-related mental health issues, post-operational screening, pedagogy/ training, and operational psychology.

• The International Committee on Military Medicine (ICMM), to maintain and strengthen the bonds EDITION 3 • 2020

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EXCLUSIVE INTERVIEW

Australian Army Reservists from 5th/6th Battalion Royal Victoria Regiment work with Victorian Police Officers at the Little River Police vehicle checkpoint in Victoria in support of Op COVID 19 Assist.

Photographer: LAC John Solomon.

of cooperation and knowledge between the armed forces medical services of all member states.

Australia will host the ICMM World Congress in 2023, providing an opportunity to share information about scientific research and technical innovations, and allow participants to discuss their experiences for the benefit of all.

• The ASEAN Defence Ministers Meeting-Plus (ADMM-Plus), which is Southeast Asia’s key forum for practical defence cooperation between the 10 ASEAN member states (Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam) and eight ‘plus’ countries – Australia, China, India, Japan, New Zealand, Republic of Korea, Russia and the US. ADMM-Plus activities are organised under seven thematic Experts Working Groups (EWGs), including one on military medicine. Each EWG is co-chaired by an ASEAN and a ‘Plus’ country, on a three-year cycle. From 2020-2023 Australia and Brunei will co-chair the EWG on military medicine.

The interoperability between the Australian services and our allies was reinforced by the Afghanistan experience. On coalition operations, it

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was identified that liaison officers in key positions are important to fuse the national contribution with the wider coalition effort. For example, the Australian aeromedical evacuation officer in Afghanistan provided an essential communication channel between the national contingent and the coalition medical system, resulting in the standardisation of care across national medical contributions to coalition-run health facilities.

Has the COVID-19 pandemic changed your role at all? For instance, a sizeable ADF medical contingent was rapidly deployed to Tasmania in response to an outbreak there. Given the nature of the crisis, how has the pandemic reshaped relations with other government agencies and departments, and others in the industrial and research sectors?

Defence health services, within a very short time frame, have had to reprioritise, reshape and collaborate in ways they have not done before.

COVID-19 has demanded an unprecedented Defence health response in terms of planning for, and then

EXCLUSIVE INTERVIEW

“

Being at the leading edge of innovation in the medical technology industry is a priority for JHC. Joint Project 2060 phase 4 will deliver an end-to-end Health Knowledge Management (HKM) system that will replace the current eHealth system, establish a deployed health capability and interact with external agencies.

delivering support to domestic efforts to combat this disease. JHC instantly became the centre of gravity for the Defence response by providing up-todate health advice and guidance for the rest of the organisation to follow and action. Being a member of the Australian Health Protection Principal Committee (AHPPC) has been extremely valuable, and ensures the ADF has access to the latest medical and policy advice flowing from the civilian healthcare system, as well as providing visibility of how the broader healthcare sector is responding.

It has been an important enabler for Defence in its whole-of-government role in responding to COVID-19, as well as the recent bushfire crisis.

Support provided to Burnie’s North West Regional Hospital involved ADF medical personnel deploying under the leadership of an Australian Medical Assistance Team (AUSMAT) to ensure continuity in the provision of essential emergency department services. The team included ADF doctors, emergency nurses, medics, a pharmacist, a radiographer, an environmental health officer and a small group of general support personnel. A team of 50 ADF personnel worked together for over two weeks to deliver healthcare while local civilian staff undertook 14 days quarantine.

This deployment was an excellent demonstration of how effectively and cooperatively Defence has worked with both Commonwealth and state health departments to provide critical support to our Australian community when needed.

The recent demands of COVID-19 and the bushfire crisis have required me and my team to focus on deepening our understanding of the capabilities and contribution of a range of

Commonwealth, state and territory agencies. It has been an unprecedented opportunity to form new professional relationships and develop a practical appreciation of our national emergency response capability. Defence health services have been agile in responding to, and pivoting towards these new challenges and situations as they arise.

I am so very proud of the way the team has responded and pulled together in these extraordinary circumstances.

How does research and innovation in the medtech and health sectors fit into your priorities? Will there be greater collaboration with medical research institutions and commercial enterprises?

Being at the leading edge of innovation in the medical technology industry is a priority for JHC. Joint Project 2060 phase 4 will deliver an end-to-end Health Knowledge Management (HKM) system that will replace the current eHealth system, establish a deployed health capability and interact with external agencies. The HKM system will support command by providing better data on force preparedness, enabling better decision-making on people, capability and operational readiness and priorities.

JHC has recently established a Health Information Office to enable greater health system insights. Continuous improvement and best practice in management of health systems relies on data-driven insights to ensure evidenceinformed decision-making. The Health Information Office gives JHC access to cutting-edge business intelligence and data analytics, to drive data through discovery to deployment. JHC oversees the Australian Defence Force Malaria and Infectious Diseases Institute (ADFMIDI), a world-recognised centre for malaria research and training. Its main mission is to ensure that ADF personnel are able to have the best possible protection against malaria and other vector-borne diseases.

Based in Brisbane, it has associations with other research institutions like the University of Queensland, Menzies School of Health Research – Darwin, Institute of Clinical Pathology and

HEALTH & MEDICINE

Medical Research – Sydney University, and Queensland University of Technology – WHO Collaborating Centre for Arboviruses.

Programs run by the Mental Health Strategy and Research directorate continue to contribute to the design and delivery of evidence-based mental health programs in the ADF and their evaluation. Defence continues to seek out opportunities to collaborate with medical research institutions and commercial enterprises, where this makes sense and aligns with our strategic priorities.

Defence is currently working with DMTC, industry, research agencies and other Commonwealth organisations on the Medical Countermeasures program.

How can Australian industry better contribute to the current and future objectives of Defence’s health and medical requirements?

Collaboration, active listening and joint problem solving have been, and will remain, core attributes of an effective partnership. Our recent procurement of the ADF Health Services Contract with Bupa was delivered through an innovative ‘competitive dialogue’ process, which achieved an outcome that supports Australian industry and flows right down to small businesses that provide health care to our people, all within a value framework.

Through the contract, over 1000 people are directly employed to care for ADF members, and all off-base care is provided within a contemporary performance-based contracting framework.

The Health Information Office within JHC is actively pursuing technology solutions in support of a strategic direction around health system insights and whole-of-life longitudinal analyses.

The challenges that industry might consider include data integration in support of enterprise information management; digitisation and structured ingestion of ‘dark data’ such as paper based documents; and implementation of best practice digital patient experience for health facilities. This could also include health device or sensor integration with our future HKM system, the replacement platform for Defence’s current electronic health record.

The ADF Digital Health Framework is a publicly available document, which outlines our aspiration to implement

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digital health technologies and solutions to support health and medical requirements for the future.

As with other healthcare jurisdictions, Defence is embracing disruptive technologies and seeking capabilities from industry that may include voice interfaces; clinical robotics and artificial intelligence; predictive analytics; medical holography; the application of precision medicine and genomics; and block-chain, to name a few. Industry can engage with Defence through a number of mechanisms, including ‘innovation pathways’. More information is available in the Defence Science and Technology Strategy. The COVID-19 crisis was, and still is, an unprecedented and unforeseeable challenge for health systems globally. Through this pandemic, the strong relationship between Australian industry, Defence, and broader Commonwealth agencies has enabled successful collaboration across a range of important initiatives in support of health and medical requirements for both Defence and the nation more broadly.

For Australian industry to increase its contribution, it should continue to build on recent successes not just for Defence, but more widely for Australian health services, such as the transfer of technology and technical skills to Australia, not least to enable the maintenance support of equipment; supporting Indigenous enterprises; conduct of medical research; and the diversification of supply chains with the potential to create Australian export opportunities.

Additionally, we have seen companies demonstrate innovation through pivoting their business model to support domestic requirements, such as gin distilleries manufacturing hand sanitiser.

You are a member of the wholeof-government stakeholder group setting priorities for the Medical Countermeasures Program run by the Defence Materials Technology Centre. Has the ADF Malaria and Infectious Disease Institute been involved in the response to COVID-19? Do you see promising signs in the development of in-country research and industrial capability and capacity?

Defence needs to maintain a sovereign capacity to develop such medical countermeasures in the interests of protecting our nation. The recent COVID-19 context has brought this into focus.

The ADF Malaria and Infectious Disease Institute (ADFMIDI) is currently involved in a voluntary clinical trial of chloroquine as a preventative measure against COVID-19 for both civilian and ADF healthcare workers. The study sponsor is DMTC, a Melbournebased not-for-profit company leading the national medical countermeasures program, with support from Defence and other government agencies.

DMTC’s research team is working with the ADFMIDI to conduct the trial. The COVID-19 pandemic has revealed the impacts that an infectious disease can

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have on military capability, with examples of the evacuation of entire ships companies in other navies leading to vessels being temporarily withdrawn from operations. ADF capabilities are not immune to the threat of COVID-19 and we need to continue to develop Australia’s capability to defend itself against such threats. We are committed to working with science and medical industry to further Australia’s capability.

What current and future opportunities and challenges do you see as being a critical focus in the evolution of health and medical support to the ADF in the years ahead?

The challenge before us all presently is to steer Defence through the COVID-19 pandemic and ensure our warfighting capability is preserved. The staff across JHC have performed their duties with professionalism and agility, and with their ongoing dedication, I’m confident in our ability to respond to further challenges imposed on us by this evolving threat. As a trusted mission partner, JHC is a key enabler of Defence capability. The resilience of Defence’s health system is a core strength, and we must be ready and responsive to evolving challenges. We are always adapting our services according to the current risk situation, and the concerns of our dependency, with a focus on continuous improvement and innovation.

There are a number of projects underway to ensure we remain at the leading edge of healthcare provision. Joint Project 2060 phase 3 will deliver the next generation ADF deployable health capability, and phase 4 will deliver an end-to-end HKM system to replace the current Defence eHealth System. The ADF health strategy will set out new approaches to delivering Defence health services for a healthier, more resilient ADF and be the roadmap to ensure we have the capability to meet the needs of current and future warfighting.

One challenge I am particularly engaged with is to extract the maximum value from our highly trained medical personnel and have them operating at the very top of their licence. In the Defence health response to both Operations Bushfire Assist and COVID-19 Assist, the performance of our primary healthcare teams of clinicians, medical officers, nurses, medics, and allied health professionals has been outstanding. Primary healthcare teams place a high value on all members of our workforce, extracting all the skills and capabilities of our highly trained people, delivering the right care at the right time.

And finally, Project Dunlop will continue our work to deliver improved overall health workforce capability through a rolling program of review and reform. It’s an exciting time to be part of the Defence health effort, and I’m looking forward to leading our highly trained workforce as we tackle the challenges before us.

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COMMENTARY

HEALTH & MEDICINE

JOINT HEALTH UNIT - WESTERN AUSTRALIA: A PROFILE

By CMDR Mark Brazier,

Commanding Officer, Joint Health Unit - WA Australian Defence Force

As the COVID-19 pandemic continues to present challenges to health care organisations around the world, here in Western Australia we’ve been fortunate in avoiding a major outbreak to date. Some might say our relative isolation and luck have helped deliver this result. However, as I will detail below, Defence Health in WA has the right systems and people in place to ensure we play our part in defending against this highly infectious disease by providing leading edge health services to Defence personnel.

ORGANISATION & AREA OF RESPONSIBILITY Good health care doesn’t just happen; it takes a dedicated team with the right skills and leading clinical governance structures to deliver the best care for patients. In WA this has evolved from humble beginnings to being a world-class health system.

The Joint Health Unit - Western Australia (JHU-WA) started operation in January 2012. Today it is one of eight Joint Health Units reporting to Joint Health Command (JHC) Director General of Garrison Health, currently BRIG Craig Schramm, who is based at JHC headquarters.

JHU-WA encompasses the largest geographical footprint of the eight national JHUs. We are responsible for the delivery of healthcare services to a relatively small, but highly operational and diverse dependency, from trainees to special forces. This includes ADF members posted to HMAS Stirling, the Special Air Service Regiment at Campbell Barracks, Pilbara Regiment at Taylor Barracks in Karratha, members of HMAS Leeuwin and Irwin Barracks, staff and trainees at RAAF Base Pearce, and the army reserve members attached to the 13th Brigade in the Perth metropolitan area.

“

JHU-WA encompasses the largest geographical footprint of the eight national JHUs. We are responsible for the delivery of healthcare services to a relatively small, but highly operational and diverse dependency, from trainees to special forces.

As the current commanding officer of JHU-WA, I lead a small but dedicated team in the headquarters at Leeuwin Barracks, consisting of one uniformed and

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five full-time civilian staff. Three uniformed health centre managers are responsible for the management of the four major health centres located at HMASs Stirling, Leeuwin and Campbell Barracks and RAAF Base Pearce – supported by integrated teams of civilian and military healthcare workers.

CLINICAL & CORPORATE GOVERNANCE The dedicated and professional teams at the health centres form the core of what is a flexible and responsive unit, able to provide routine healthcare whilst supporting ADF units with some of the highest operational tempos in the ADF. The primary role of the health centres is to provide garrison health support to eligible ADF personnel posted to the region. This covers health services ranging from medical, dental, physiotherapy, rehabilitation, pharmacy and mental health support.

The headquarters and health centres also work closely with industry partners Bupa and Serco through the ADF Health Services Contract to provide civilian specialist and hospital care. The health centres play an important role in operational support through the provision of pre-deployment health examinations and clinical experience for deploying healthcare personnel, and can provide some limited direct support to operational units such as filling short notice deployments to sea.

JHC delivers robust clinical governance and quality management structures within the organisation to ensure the highest standards are achieved and maintained. Professional development of staff occurs continuously. Modern health facilities are also being built at all three of the major ADF bases in Perth, and will be tailored for the military environment to deliver the latest equipment and enable leading-edge techniques for both treatment and rehabilitation.

One of the most significant and enduring achievements of our staff across JHU-WA has been the successful treatment and rehabilitation of sick and injured ADF members that enables them to return to their careers and operational roles under conditions

HEALTH & MEDICINE

© Department of Defence.

COMMENTARY

CPO Medic Dion Dredge, SMN Medic Bronte Smith and SMN Medic Kirstie Henderson at the 2019 Fremantle Port’s Maritime Day.

© Department of Defence.

that can be complex and demanding. This is also true for those leaving the military. Transition to civilian life can be challenging for some ADF members, and we work closely with the Department of Veterans’ Affairs to maintain continuity of care for discharging members and their families.

Organisational structures and processes are essential within the military healthcare setting, but they are ineffective without the right people. It is the skill, dedication and professionalism of the people within these organisations that determine the outcomes.

The military, APS and contracted staff of the JHU-WA demonstrate their commitment on a daily basis through their service to the country and their unwavering care and support for the men and women of the ADF throughout WA.

CONTINGENCY PLANNING This dedication now extends to providing help to other states, and a number of JHU-WA staff are participating in the Operation COVID-19 Assist response to the recent outbreaks in Victoria. Our success in WA has been aided by a continuous focus on testing, planning, command advice and patient education.

The hard work has paid dividends, but we must remain vigilant and JHU-WA continues to work closely with fleet and Joint Task Group commanders to develop contingency plans that aim to mitigate the impact of any positive cases within the state. While no one can predict when this pandemic will end, know that the WA Defence Health system is playing its part, and will continue to deliver world-class patient care into the future.

FLTLT Danie Bunting (Nursing Officer) examining a patient at the Pearce Health Centre.

Australia on 27th June 2019.

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Cyber Protection Insurance is designed to help protect your business from the financial impact of computer hacking or a data breach.

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What can it cover?

Cyber insurance policies vary in the benefits they provide. Our expert team will help you find the most suitable product that meets the needs of your business. The type of cover that your policy may include:

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Cover financial loss you may suffer as a result of a cyber attack.

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COMMENTARY

CYBER & INFORMATION WARFARE

INFORMATION WARFARE: THE NEW BATTLEFIELD

By MAJGEN Marcus Thompson, Head, Information Warfare Australian Defence Force

During my time as Head of Information Warfare for the ADF, I’ve talked about the changing character of war, and the threats we all face in cyberspace. To many, war is war, and how it plays out is not that important. It is an inherently human activity, there are casualties, and in the end there are winners and losers.

DIGITAL BATTLEFIELD In today’s digital world, where connectivity extends to the battlefield, the clear lines that delineate a traditional view of peacetime and wartime have become blurred. It’s not quite clear whether we’re in one or the other, or, at times, a bit of both. Quite simply, we are in a contested environment, and peacetime is now increasingly characterised by tactics that have traditionally belonged in wartime.

Just over three years ago, the ADF took an important step forward. The Information Warfare Division was established to bring together a range of capabilities that didn’t fit neatly into the navy, army or air force. United with a strategic direction, and given resources, these capabilities are giving the ADF a fighting chance in the contemporary battlespace. In the near future, our entire inventory of aircraft, ships and combat vehicles will comprise digital platforms, and therefore, be extensions of the broader network. The digital hygiene of those computer operated systems, as well as any device plugged into them, is critical. Defence industry, which is part of our supply chain, has a significant role to play.

If you’ve heard me talking publicly, you’ll know that a good deal of my time is focused on cyber. Information warfare is broader than just cyber, however, cyber makes the tools of information warfare scalable. And while we’re all connected to cyberspace, and operate in it every day, we’re all vulnerable to threats within it.

The cyber threats the ADF faces are not dissimilar to the threats faced by industry.

We’re protecting networks and mission systems, and in an increasingly connected world, that extends to the equipment we use in training and on operations. It also extends to our own personal cyber security. None of us want to be the

vulnerability within the system – the weak link that allows a threat actor (and I use the term broadly) to infiltrate our systems.

CYBER WORKFORCE The ADF is building capabilities which will possess cyber prowess integrated across multiple systems to make them strong for the fight however, and whenever, that comes. At every opportunity, and with anyone who will listen, we are starting the conversation about the new battlespace, and the threats that we may face.

We’re investing in our people and building a reserve workforce that can be called upon when needed. Additionally, just last year, we achieved an ADF first – the Defence Remuneration Tribunal aligning pay scales across the cyber trades within each of the services. It might seem small, but we cannot take those bold steps forward without getting our own house in order first.

The ADF also adopted policy that allows us, on a case-by-case basis, to reconsider certain ADF entry requirements to help us attract the best and brightest cyber operators, who may not need to meet some traditional entry standards. For the past few months, I’ve talked about the need for Defence and industry to diversify the cyber workforce.

Right now, it’s still a largely male workforce. As long as that remains, we are limiting ourselves in thought, innovation and expertise. My team is working on how we can change this within our own organisation, and I urge all organisations to do the same.

COLLECTIVE CYBER SECURITY We can’t do any of this alone. Defence industry, Australian businesses, academic institutions, and members of the public

In the near future, our entire inventory of aircraft, ships and combat vehicles will comprise digital platforms, and therefore, be extensions of the broader network.

The digital hygiene of those computer operated systems, as well as any device plugged into them, is critical. Defence industry, which is part of our supply chain, has a significant role to play. all have a role to play in our collective cyber security. I’ll finish with the three questions I ask wherever I go, with the intention of generating public discussion: (a) How do we have a meaningful conversation with the public about a contested environment they may know very little about? (b) How do we build national resilience (our ability to recover) towards malign influence and activities in the information environment? (c) And lastly, what role must the ADF play in a whole-ofgovernment response? As I’ve consistently (and openly) stated, I don’t necessarily have all the answers. I encourage industry to innovate, to challenge, and to present those good ideas, as they are always welcome.

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COMMENTARY

CYBER & INFORMATION WARFARE

WARFARE BY OTHER MEANS: THE RISE OF CYBER AND INFORMATION WARFARE

By Dr Andrew Dowse AO, AVM (Rtd)

Cyber and information warfare are two terms that emerged in the late 20th century, and quite often get confused with each other.

Agreed definitions are elusive, but the two terms have somewhat different implications, which we’ll explain here.

VULNERABILITY OF NETWORKS Inherent in the introduction of computer networks, primarily starting with the ARPANET, was a realisation that with the ability to transmit information across a network came a vulnerability to exploitation. There are records of computer hacking as far back as the origin of computers, and hacking via telephone networks became widespread during the 1980s. The first widely known automated (or self-replicating) computer threat was the 1988 Morris Worm, a virus designed to explore the early Internet.

In Defence circles, concepts of computer network attack, computer network defence and computer network exploitation were developed during the 1990s, in recognition of the growing reliance on computer systems. Subsequently the term ‘cyber’ was used and is now an adjective widely associated with various aspects of the exploitation or disruption of computer systems, including cyber security to describe the means by which those systems are protected.

The term cyber warfare describes attacks on computer systems to damage or obtain an advantage. Inclusion of the word warfare has been a matter of some contention, both because on one hand often the acts are not by a nation state (thus spawning other terms such as cyber terrorism and cyber crime) but also because, when it is a matter of stateon-state conflict, it is unlikely that warfare

will be contained to only the cyber domain.

Nevertheless, the cyber family of terms supports an important discipline to reflect the criticality of computer systems in our economy, society and military capabilities.

Cyber attacks have the potential to have a devastating impact upon our prosperity, wellbeing and security.

ADVENT OF INFORMATION WARFARE The term ‘Information Warfare’ emerged in the 1990s, and whilst propelled by the growing importance of information systems, had a broader context than computers.

Information warfare is concerned with protecting one’s own sources of information and, at the same time, seeking to deny, degrade, corrupt or destroy an adversary’s sources of information. Conceptually and in practice, information warfare embraced not only cyber warfare, but also disciplines such as psychological operations, deception and electronic warfare.

Not only was information warfare about the ‘information’ rather than the ‘computers’, it was considered to pervade all phases of conflict, especially including shaping and influencing the environment.

Hence some doctrinists argued against the word ‘warfare’. Accordingly, later in the 1990s the term ‘Information Operations’ was increasingly used as an alternative, and subsequently even it fell out of common use. However, two key transformations of the early 21st century have brought information warfare back into prominence.

One is the Fourth Industrial Revolution, with the increasing primacy of cyberphysical systems. The other is the rise of social media, with its ability for information systems to shape beliefs. Together they have transformed the potential for information systems to be singularly dominant over all things: physical, electronic and cognitive.

Information warfare thus has made a comeback to become a critical endeavour.

If you are able to obtain a comparative advantage in the information environment, it can translate to an advantage in controlling everything, from the physical acts of systems to the opinions of people.

© ECU.

Director Defence Research and Research Leader Information Warfare Edith Cowan University

ECU opened its newly launched Security Operations Centre in February 2020 C ECU (2).

Whereas previously such efforts were seen as supporting military campaigns in the land, sea and air, information warfare now can be a decisive campaign in its own right. With the rise of ‘grey zone’ threats, information warfare increasingly is being waged under the threshold of war. In this way, we are seeing the Clausewitzian principle of warfare as the pursuit of policy by other means perhaps being flipped – one might say that grey zone threats such as information warfare are now the pursuit of warfare by other means, or at least by indirect means.

COUNTERING THE THREAT In any case, we are fortunate that Australia’s defence leadership is cognisant of this shift and is doing something about it.

Military organisations historically have held onto doctrine and capabilities well after they have become irrelevant and have been slow to embrace innovation. In contrast, Australia established an Information Warfare Division in 2017, and later in 2019, both the CDF and Minister for Defence recognised the growing prevalence of grey-zone threats.

Australia should follow their lead to support information warfare efforts to secure Australia’s future. MAJGEN Thompson, Head of Information Warfare Division, has highlighted the significance of the threats we face, including the prospect that our ADF could be left hamstrung by attacks on our information systems. We have a very capable defence sector, including industry and academia, who can and should demonstrate our nation’s capacity for innovative thinking to help Defence with such challenges.

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ADVERTORIAL

HACK. CYBER ATTACK. INTELLECTUAL PROPERTY THEFT.

By Boris Golja, Principal, Golja, Haines & Friend

&

Dr Daniel J Wadsworth,

Principal, Golja, Haines & Friend

These words are appearing with increasing regularity in news headlines and news feeds. The reason is readily apparent – we are now heavily reliant on the electronic environment for communication and data and information storage in almost every facet of our lives, and commerce and industry are no exceptions.

Cyber attacks vary in their nature and purpose. They vary from disruption as exemplified by the 2016 denialof-service attack on the Australian Bureau of Statistics website during census night, to breach and theft of information such as the reported 2013 hack of a government contractor’s systems resulting in the theft of building plans for ASIO’s Canberra headquarters.

At the breach and theft end of the attack spectrum, unlike previously, nowadays confidential and proprietary information, secret plans, designs, formulas, and more (all broadly encompassed by the term ‘intellectual property’) are stored electronically. No longer do reports of such thefts conjure up the image of a cat-like figure clad in black from head to toe making a moonless night breach of a guarded factory perimeter to break-in, crack the combination of the company safe and photograph those valuable plans for the final version of Widget Mk III. These days, the nimble figure has been replaced by hackers – located unassailably at some other location on the planet, armed with keyboards and skilled-up to breach your security and access whatever desired information is stored on your server or computer.

Few, if any, organisations are immune – recent Australian Government announcements have bluntly made that point – and Defence and defence industry participants are well and truly in the crosshairs of hackers, arguably some of the most sophisticated and well-resourced of hackers. It is against a background of past as well as current cyber-attacks, and the assessed threat of continuing attacks into the future that, in June 2020, the Australian Government announced that it will recruit an additional 500 ‘cyber personnel’ as part of a $1.3bn funding boost for the Australian Signals Directorate.

Cyber-attacks have already occurred in Australian defence industry, a notable one being the hacking of a small aerospace engineering company defence contractor in 2016. The commercially sensitive information that was stolen in that hack over a three month period reportedly included technical information about the F-35 Joint Strike Fighter, the P-8 Poseidon surveillance and C-130 transport aircraft, a smart bomb kit and some naval vessels. Of course, cyber security is not a new issue in defence industry; the Department of Defence has long raised awareness of the issue and published its requirements for cyber security standards that its contractors must meet so as to safeguard sensitive information that they hold.

The prime focus of all such cyber security is to prevent unauthorised access to sensitive information so that secrecy and confidentially can be maintained.

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But how do you protect material and information which has commercial value but cannot be kept secret or confidential? Or material and information that has been kept secret, but for commercial imperatives must now enter the public arena? Answer: patents and registered designs. Each of these types of registrable intellectual property rights provides a specific regime by which innovators can protect their intellectual property innovations; patents can protect inventions (including new products, devices and processes), and registered designs can protect the shape and appearance of new products and devices.

However, applications for patents and registered designs do not immediately enter the public domain.

Applications for patents are not published by the Patent Office until 18 months from the date of the first application. Similarly, publication of applications for registered designs can be delayed for six months from the date of filing the application. Consequently, if for whatever reason secrecy and confidentiality of the innovation in an application for a patent or registered design was required, even after the application was submitted to the Patent Office or Designs Office, the patent and registered design systems do provide a period, albeit finite, for this. In addition to protecting innovations, patents and registered designs can form the basis for licensing the use of such protected technology or transferring ownership of protected technology to other parties.

Innovators in defence industry often cannot sustain their businesses on Defence contracts alone. They must also innovate for the commercial marketplace and/or be able to market their defence-inspired innovations in the domestic and foreign commercial marketplaces.

Protecting such innovations by patents and registered designs helps Australian innovators position themselves in the commercial marketplace to generate a return on their innovation investment by securing exclusive rights in their technology. Whilst cyber security is an indispensable defensive tool to protect information that can be held in secrecy, it is only registrable intellectual property rights that can protect innovations in the public domain.

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Cybersecurity and small business as critical infrastructure: Implications for WA Defence CYBERSECURITY is now paramount in the minds of anyone who turns on a phone, computer or tablet and expects it to work. If a hack occurs, a person potentially loses photos, bank and social media logins, and chat history. A company potentially loses company data, customer details, quote calculations, email trails, intellectual property, reports and financials. The loss of trade, competitive advantage and company disruption can be catastrophic.

The primary focus of the WA AustCyber Innovation Hub is to raise awareness of the capability of local and national cyber companies and to assist job creation in the sector. There is an immediate opportunity for contractors and third party providers to WA and Australian defence contracts to work with the Hub to understand any vulnerabilities in their business systems, processes and human resources.

There will be an increasing expectation that Australian companies form a greater percentage of the supply chain capability within defence contracts.

This will become your comparative advantage.

Engage with us if you are at the beginning of that journey.

ECONOMIC IMPACT OF CYBER The Hub modelled the short and medium term economic impact of investing $1 million (AUD) into 5000 small businesses in Western Australia over a six-month period. The aim was to prove that small businesses with a basic understanding and implementation of some or all the Essential 8 cyber mitigation strategies have a better chance of withstanding attacks. In this way, if a small business is ignorant of, or chooses not to deploy basic cybersecurity, it can be argued there is a societal cost where failure to act can cause spill over costs to others.

As an increasing number of Australian small businesses are working remotely during COVID-19, they are faced with a higher volume and variety of malicious cyber-attack. These hacking attempts threaten to disrupt their business in the best case

and put them out of business in the worst. The model demonstrated that, for every $1 spent to assist small business with cyber-resilience measures, a minimum of $4.70 is returned to, and retained by, the Australian economy. The result is that those small businesses remain open to trade and are not shut down.

BACKING AUSTRALIAN CAPABILITY Business continuity is now viewed in terms of survival rather than predicted opportunity. This will change. The time to act and support the significant innovation occurring in the WA and Australian cybersecurity ecosystem is now. The time to procure sovereign cyber capability, support start-up and lab-created cyber innovation with proof-of-value contracts is now.

EXPORT TARGETS The ability to create local cyber jobs largely depends on the ability to export to friendly nearshore markets.

The emerging markets of Indonesia and Malaysia are targets of the Hub and its partner network which includes the Australia-Indonesia Business Council (AIBC), Pitcher Partners, the Australia-Malaysia Business Chamber (AMBC), Austrade, AusIndustry, and the Australian Trade and Logistics Corporation.

The collaborations will deepen the already strong relationships between all partners to promote Australian cyber export services.

STUDENT CYBER ARMY In a practical sense, The WA AustCyber Innovation Hub and Edith Cowan University have worked together to increase the basic resilience of micro and small businesses to cyber-attack over the past few years. The Cyber Check Me program has created a small ‘cyber-army’ of University and TAFE Computer Science Cybersecurity students who work with small business to build their basic cybersecurity awareness.

“We are a well-established building, construction, maintenance and consulting company servicing the Pilbara region for over 20 years. We are increasingly relying on transacting through a variety of digital

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platforms. We also understand the risk of being put out of business if we are victim to cybercrime.

We attended the Cyber Check Me program training in Karratha last year and we are certainly more vigilant these days when it comes to our online and cyber practices.” Sandi and Travers Clarke Trasan Company Founders and Owners Cyber criminals, whether nation state or malicious actor, will use more sophisticated tools and techniques, to break down and break into sensitive Australian defence data and personnel. Contact the WA AustCyber Innovation Hub as the first point of contact and be referred to partners, programs and the greater WA ecosystem of professionals. The game is rapidly changing, and to compromise the WA and Australian defence supply chain might yet be the greatest prize. Work with us to ensure this does not happen.

In the pre-COVID world, visits to the Cyber Check Me pop-up stands at business events numbered in the hundreds, with registrations for local government sponsored free consultations at well over 100.

Practical demonstrations were delivered in Karratha, Geraldton, Bunbury and Busselton.

The motivations of a cyber-attack do not need to be known. The fact is that a cyber-attack can damage or destroy a business instantly. Every small business just needs to remember it is better to build a fence at the top of a hill than a hospital at the bottom.

Cybersecurity can no longer be an afterthought.

Dr. Ian Martinus, Director WA AustCyber Innovation Hub

Business Risks and Costs of Cyber Attacks to Small Business in Western Australia

7000 $

4.7 150 MILLION $ 12%

COST FOR EACH CYBER ATTACK

SAVINGS FROM CYBER PROTECTION MILLION $ MINIMUM COST TO WA ECONOMY ANNUALLY FROM CYBER ATTACKS

OF SMALL BUSINESS EXPERIENCE A CYBER EVENT

COMMENTARY

POLICY & ADVOCACY

A VISION FOR WESTERN AUSTRALIA’S DEFENCE INDUSTRY

By Rohan Green, Chair, Henderson Alliance

Since we formed just three years ago, the Henderson Alliance has firmly established itself in both Western Australia and the national defence industry. This has included targeted advocacy, but we’ve also undertaken regular training and capability development workshops, facilitated engagement with primes on behalf of SMEs, created interstate partnership meetings and provided support for new entrants.

INDUSTRY VOICE It’s not easy being a volunteer group wanting the best for the WA economy, but fortunately we have a committed board of senior professionals with a diverse breadth of skills, experiences and perspectives. As a progressive industry group we strive to create more defence industry opportunities for SMEs by venturing ahead of the curve to be thought leaders on emerging industry needs.

We have asked Defence Industry Minister Price to set up a local content task force and proposed 20 initial recommendations, including securing an industry-accepted ‘sovereignty test’ which defines if a subcontractor is genuinely local. Currently an overseas firm can set up a domestic subsidiary to classify its work as local — which doesn’t really past the ‘pub test’ — instead we believe the flow of benefits needs to be properly evaluated.

We supported the Australian Government creating fast-track payments to primes during COVID-19 and ensured

© WA DEFENCE REVIEW.

Previously we made strong representations to the WA government

to ensure Defence West was effectively structured and resourced to meet defence industry needs – and we’re certainly comfortable with the new arrangements.

In addition, during COVID-19 we’ve worked actively with government agencies in Canberra to deliver the best defence industry outcomes. Importantly we see the current downturn period as an opportunity to recruit new businesses into defence and assist them to acquire quality accreditations, governance systems and cyber security to grow a world-standard Australian supply chain pool.

The AMCCUF Main Fabrication Hall is able to connect with the Floating Dock using the Self Propelled Modular Transporters, moving loads up to 4600t to undertake work undercover and have access to the 200t crane capacity resident in the hall.

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COMMENTARY

POLICY & ADVOCACY

the mutual obligation was passed on to SMEs, with most now paid in seven to 12 days. Cash flow is king for SMEs and we cannot go back to the days when some mining contractors stretched payments out to 120 plus days. That’s simply ‘un-Australian’, so we’ve made multiple representations to Canberra to mandate quick payments — not only for defence industry but for all industries — and to do so on a permanent basis.

The removal of red tape is a clear focus for us and we still have ongoing concerns over regulatory barriers for Australian businesses, such as US export control requirements. Last year, we wrote to the Defence Minister, Senator the Hon Linda Reynolds CSC, asking for Australia to be granted the same exemption Canada has already secured. We certainly acknowledge this won’t be easy to achieve, requiring lengthy diplomatic negotiations to persuade the US Congress to agree, but we’ve hopefully set the wheels in motion for a better outcome.

SMEs can play a central role as major job creators and strong generators of new economic activity and growth. In the post COVID-19 world, Australia has no choice but to get serious about local content by stimulating the SME sector and the national benefits will be profound.

Representations have also been made to trade minister Senator the Hon Simon Birmingham with regard to the developing Australia-UK Free Trade Agreement, as the primary target in bilateral trade negotiations is often local content procurement policies. To build a homegrown defence industry Australia needs to stimulate more local content, not less, so we’ve asked our government to stand tall and strong over this matter. We don’t want protection; just a fair opportunity to participate on our merits.

VIBRANT SME COMMUNITY Additionally, we have advocated to cabinet ministers the fiscal benefits of boosting local content past the 80% barrier. With several hundred billion dollars of Defence commitments, those spent with an Australian SME will make the biggest difference. SMEs can play a central role as major job creators and strong generators of new economic activity and growth. In the post COVID-19 world, Australia has no choice but to get serious about local content by stimulating the SME sector and the national benefits will be profound.

The Henderson Alliance has a clear vision to build a vibrant global standard SME community built around the defence sector. The current economic situation is a once in a lifetime opportunity to significantly grow the Australian supply chain with high-quality SMEs from other sectors, to ensure the nation’s economic and strategic interests are optimised. If primes use a subcontracting model instead of a peak contract model, the SMEs will reward them with continuous improvement powered by technology transfer and innovation from other sectors.

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The AMCCUF Floating Dock is 100m long and 44m between the internal walls. When combined with the Self Propelled Modular Transporters vessel up to 4000t can be transferred off the dock to hardstand. Vessels up to 12,000t can be docked and remain on the dock to undertake their work.

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INTERVIEW

By Terry Booth, Special Correspondent,

WA DEFENCE REVIEW

BENNETT + CO: A FIRST TIER LAW FIRM IN COMMERCIAL LITIGATION AND DISPUTE RESOLUTION Though not apparent to the casual observer, the legal profession plays an integral role in the smooth functioning of the defence sector. Sourcing appropriate advice from experienced specialist practitioners has become an increasing necessity in a sector that is characterised by complex and convoluted contracts. In an exclusive interview with WA DEFENCE REVIEW, Bennett + Co Principal, Mark MacLennan, provided insights into how and when companies in the defence sector should seek legal advice.

Mark MacLennan is a board member of the Henderson Alliance and is well versed in the complex legal challenges that impact our local SME’s working in the defence sector. Credit: Bennett+Co.

Tell me about Bennett + Co and its role in the WA legal market?

Bennett + Co was founded in 2011 and is a leading Perth-based specialist commercial and corporate law firm. For the past three years our firm has been ranked

by Doyle’s Guide for Western Australia as a first-tier firm in the category of ‘leading commercial litigation and dispute resolution law firms’. Creating effective commercial outcomes for our clients underpins what we do. With over 40 legal practitioners, our team regularly responds to transactional and commercial matters, including contracts, intellectual property,

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corporations, partnerships, financing, commercial leasing, wills, estates and employment law. The team at Bennett + Co regularly provide commercial solutions across various industries including resources, engineering, construction, finance, commercial property, logistics, agribusiness, defence and aerospace.

Does any aspect of Bennett + Co differ from other firms?

Yes. Our internal structure is distinguishable from those of our competitors. We work on a taskforce basis

INTERVIEW

on all of our matters, bringing together the requisite mix of legal practitioners across each of our practice areas rather than being structured in silos. This structure and our approach allows us the flexibility to achieve the best commercial result for our clients.

What does your firm offer clients in defence and aerospace?

Who are the members of the defence and aerospace practice group, and what are their special interests and areas of expertise?

There are a number of us. I am a principal who has for many years had a unique interest in modern defence technology and issues, especially on the marine and maritime side of the defence sector. My colleague Michael Nas, a principal associate, shares my interest in technology and has particular expertise in aeronautical law as it applies to the emerging area of drone regulation, as well as in the associated maritime law in respect to remotely operated vehicles.

Michael has a Master of Laws in drone regulation and was nominated as a finalist in Aviation/Aerospace Australia’s Leadership Award this year. Both Michael and I regularly speak publicly on our respective areas of interest. Michael and I are supported by a strong group of legal practitioners who share our passion for the defence and aerospace industry.

Could you give an example of a particular legal issue faced by defence businesses?

Small to Medium Enterprises (SMEs) have a major disadvantage in negotiating contracts with primes or other principals.

The further down the supply chain you go the more their protections are watered down; risk is shifted from major to minor companies that have less capacity to absorb the exposure. While the defence

© AAUS.

Firstly, we have lawyers with a personal interest in the defence and aerospace sector, including a unique expertise in drone law and regulation. Secondly, while the legal needs of clients in the defence sector are similar to those in other industries, there are peculiarities with respect to ASDEFCON-based agreements between the Australian Government and the primes, and the way these transmit down the supply chain. We have a specialist practice group that understands these features and challenges.

Michael Nas presenting at the Australian Association for Unmanned Systems’ at the Australian Skies’ conference in Canberra, July 2019.

sector has avoided the worst of the COVID-19 pandemic to date, you can see the impact that weakened contractual protections could have on an SME.

What should SMEs do to protect themselves?

Consulting a legal firm before signing a contract is important. But there are things every business should do as well, such as using brokers to make sure their insurances are fit for purpose, and checking with their accountant in regard to their solvency and to ensure they are receiving maximum benefits from state and Commonwealth governments during the COVD-19 pandemic.

Is it too late to get legal advice when the contract is signed?

Not at all. We can work with SMEs to understand their contractual obligations, risks, and work with them to identify areas in which their business is exposed.

If necessary, a law firm can reach out to their principal before problems come to a head. Contract amendments can be negotiated to reduce the risk to the SME. Often these sorts of issues can be handled with a short phone call to a lawyer, and that is something Bennett + Co welcomes from both existing and potential clients.

How does Bennett + Co involve itself in defence industry matters?

We are a member of the Henderson Alliance, on whose board we have representation. We’re also a member of the Australian Industry and Defence Network, which has national connections. Michael Nas regularly engages with the aviation industry through his involvement with Aviation Aerospace Australia and the Aviation Law Association of Australia and New Zealand.

How do you see Bennett + Co’s role in the defence and aerospace industries evolving over the next few years?

The COVID-19 pandemic demonstrates the speed at which the defence sector can adapt to a changing local and global environment. The recent re-posturing of the ADF to prioritise the Indo-Pacific region confirms the certainty of ongoing significant investment in the sector, along with a pressing need for businesses to stay alert and agile as opportunities are presented by new technology. We are enthusiastic about the strengthening capability of WA’s defence industry and look forward to assisting businesses with the inevitable legal challenges that will be faced along the way.

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COMMENTARY

POLICY & ADVOCACY

THE NEED FOR A UNIFIED NATIONAL DEFENCE INDUSTRY ADVOCATE CEO, Australian Industry and Defence Network

The Australian Industry and Defence Network (AIDN) was established over 25 years ago in New South Wales. Its purpose was to provide a voice for Australian defence industry to engage with Defence and the Australian Government.

COMMONWEALTH POLICY AIDN established chapters in each state and territory, and this allowed for state-based issues to be discussed and pursued. AIDN had not effectively stood up on the national front; rather it remained focused on the issues at the state and territory level. This had the effect of creating a fragmented approach to what should have been a national approach to issues.

At the start of 2020, the AIDN national board recognised the need for a unified, national advocate to ensure the needs, issues and concerns of Australian industry were properly articulated, and set about a reform process to ensure that AIDN would become

recognised as the peak industry body for Australian defence industry.

This process has involved consultation at the state and territory level, a redrafting of AIDN’s national constitution and the strength of resolve to provide firm but fair and balanced advocacy to government, Defence and large multinational foreign-owned prime contractors.

AIDN was always the only truly national organisation, with member businesses in every state and territory, and as such, it needed to provide advocacy at the national level.

© WA DEFENCE REVIEW.

By Brent Clark,

SubSTEC5 conference held at the Esplanade Hotel in Fremantle, Western Australia in November 2019 was an important gathering for a national discussion on Australia’s defence undersea and submarine sector.

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POLICY & ADVOCACY

REORGANISATION The AIDN board recognised that there is still a requirement for the state and territory chapters to interact with businesses at a more local level. This allows for a total coverage approach; a national view informed by each part of the country. This approach ensures that state-based issues are given due care and consideration, and that the national organisation remains connected to the members in each region of the country.

The transition to the national organisation has been deliberately paced to ensure that at each and every step the chapters are included in the decisionmaking process. Whilst this may make the transition a little longer, the benefits to the organisation outweigh the time taken. This allows for proper and considered debate amongst all participants to ensure that the best possible model for the organisation is achieved.

sovereign Australian defence industry is founded by this investment, and that the creation of this industry will achieve far greater self-reliance. COVID-19 has taught us many lessons, however the reliance that Australia has on overseas supplies chains has rightfully concerned all of us. It is clear that the government has recognised this issue, and is taking steps to ensure that as a nation, we move away from this over-reliance on foreign companies, and toward enhanced selfsufficiency.

AIDN enjoys an open and honest relationship with both of the WA-based Defence ministers, and our WA membership base is an active one. The opportunities for WA industry are plentiful and this is positive news.

As we move forward AIDN will continue to be an active voice to ensure that Australian defence industry can compete in a fair and equitable way.

The national advocacy approach has had an immediate impact on shaping the defence industrial landscape, with AIDN opinion pieces appearing in a variety of defence publications.

AIDN’s voice is now being heard and comments are regularly sought by mainstream media on issues relating to defence industry.

ADVOCACY

© WA DEFENCE REVIEW.

At the political level AIDN is actively engaging with the main political parties, minor parties and independents. AIDN is ensuring that at the political level the issues confronting Australian industry are well understood. It is also the role of AIDN to advocate, and where necessary apply pressure, to ensure that industry is able to compete in a fair and equitable manner for workshare in Defence programs.

There should be no shortage of opportunities for Australian companies going forward.

Recently, PM Scott Morrison announced expenditure of around $270bn over the next decade; when combined with sustainment and other defence activities this equates to around $395bn worth of expenditure, a massive amount of Australian taxpayer investment.

The Australian Government has made very clear its intention to ensure that a

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The BAE Systems Henderson shipyard is a modern and large state of the art facility that supports the navy’s ANZAC-class frigates undergoing capability upgrades.

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COMMENTARY

VETERANS’ AFFAIRS

VETERANS AND DEFENCE INDUSTRY: TRANSITIONING TO CIVILIAN LIFE By the Hon Peter Tinley AM MLA,

WA Minister for Veterans’ Issues

While many veterans face challenges adapting to life after service, most have had a positive experience and are keen to move forward into a new phase of life. The veteran community represents a pool of people who have undergone a rigorous selection process, received world-class training and gained skills and experience, often in arduous, austere and hazardous environments.

TRANSITIONAL CHALLENGES

© Government of Wetern Australia.

Veterans are trainable, adaptable, task focused, deeply imbued with a sense of teamwork and possess strong leadership skills. However, veterans often struggle to find employers and workplaces that recognise and want to leverage their hardwon capabilities. WA’s veteran population is estimated between 40,000 and 60,000

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people. About 5000 of these are fourthwave veterans – those who have served since 1999. In addition, up to 400 ADF personnel are discharged in WA each year with most of those seeking work in the civilian sector. Only 28% of ADF members manage to secure work prior to ADF separation.

I can attest that one of the biggest

challenges for a veteran returning to civilian life is aligning their military skills with those required to compete in the open job market. A WA-based paper, Underconsidered, under-utilised – Veterans in the labour market, published in 2018, estimated that the potential under-utilised training investment could be as high as $43m per year.

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COMMENTARY

VETERANS’ AFFAIRS

Following the transition to Defence West, the veterans’ portfolio team will prioritise assisting Defence personnel prior to their transitioning from the ADF, as well as developing gateways for inwork veterans looking for a career change.

CHANGE IN DIRECTION The Veterans’ Issues portfolio was established in its current form in 2013 to develop a coherent approach to WA’s veteran community. The portfolio enjoys bipartisan support, with all sides of politics acknowledging the importance of work underway in this area. To the further benefit of our veterans, I have sought to realign where the veterans’ portfolio sits within the broader state government landscape.

Although the Veterans’ Issues team currently works within the Department of Communities, at my request, the portfolio will soon relocate to the Defence West Directorate within the Department of Jobs, Tourism, Science and Innovation. The Department of Communities has been a good fit with its work to © Government of Wetern Australia.

potential. In September 2019 the McGowan Government launched the Veterans and Families Strategy, which is designed to provide a foundation for policy development to support the veterans’ community. This strategy is organised thematically – participation, recognition, support, understanding and commemoration – and articulates roles and tasks required of the veterans’ issues team.

Since the launch of the strategy, my team has industriously crafted an implementation plan. Part of that work has been identifying the gap between the skills required by in-demand jobs and the skills possessed by veterans. The team is also working hard to alert human resource departments across the whole of industry to the skills, abilities, experience and leadership that veterans transitioning to civilian life can bring to the workforce. Developing pathways to aid veterans identify work of interest and then close the relevant skills gaps is a core focus of our strategy.

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VETERANS’ AFFAIRS

a program to meet the current skill shortages in the defence industry. Both work streams present an exciting synergy with the veterans’ portfolio and align with our Veterans and Families Strategy.

ROLE OF DEFENCE INDUSTRY

Following the transition to Defence West, the veterans’ portfolio team will prioritise assisting defence personnel prior to their transitioning from the ADF, as well as developing gateways for in-work veterans looking for a career change. It’s all part of the McGowan Government priority to create jobs. I am excited about the recalibration of the Veterans’ Issues portfolio through these programs and convinced that this proactive approach will drive a profound shift in community perception of veterans and their families, and ensure they are best placed to successfully transition to civilian life.

The WA Defence and Defence Industries Strategic Plan articulates the McGowan Government’s resolve to grow defence industry into a key pillar of the WA economy. Defence West will lead this exciting body of work which identifies six separate work streams. The fifth work stream, ‘Advancing Education, Training and Skilling’ focuses on identifying skill-set gaps that hamper growth of the defence industries sector; and working with TAFEs and universities to develop and deliver courses to fill these gaps. The sixth work stream is ‘Supporting Veterans and their Families’, with a core focus on assisting an under-utilised veteran workforce with end user experience in Defence, combined with

© Government of Wetern Australia.

raise awareness of veterans’ issues across the range of state government service providers, but the move to Defence West will support a strengths-based approach to the veterans’ community.

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VETERANS’ AFFAIRS

SOLDIER ON: SUPPORTING VETERANS AND THEIR FAMILIES

By Ivan Slavich, CEO, Soldier On

As military operations continue here in Australia and around the world, the support services Soldier On provide have never been more in demand or important. The unprecedented challenges presented by COVID-19 are impacting the lives of all Australians, including veterans.

“

The Soldier On Pathways Program, which combines Soldier On employment and education programs, has continued to grow and expand to support more veterans and their families. The program is supported by funding from the Australian Government and Department of Veterans’ Affairs (DVA) Enhanced Employment Support for Veterans program.

SUPPORT SERVICES Soldier On continues to provide holistic support services for veterans and their families during this challenging time through our mental health and wellbeing programs. We also provide employment and education support through the Pathways Program, and participation and social connection activities, all centred around the needs of the Australian veteran community.

The work of Soldier On has continued to expand this year and our growth is due to incredible support from the amazing network of community fundraisers, corporate supporters, federal government, volunteers, ambassadors and the wider community.

Soldier On is a leader in supporting those who have served and continue to serve in the ADF and their families. In 2020, services have expanded to 12 sites across the country. Our support for the defence community is enhanced by our membership with Mental Health Australia.

The Soldier On Pathways Program, which

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combines Soldier On employment and education programs, has continued to grow and expand to support more veterans and their families. The program is supported by funding from the Australian Government and Department of Veterans’ Affairs (DVA) Enhanced Employment Support for Veterans program. We are very grateful for the support of DVA, our Soldier On corporate partners, and our supporters, all of whom enable Soldier On to rapidly expand our services to meet the current needs of our veteran community.

STRENGTHENING PARTNERSHIPS There is a growing interest in education and employment support from veterans and their families seeking new careers. Many find it challenging to translate the skills and experience they acquired in the military across to the civilian workforce. The Soldier On Pathways Program provides veterans and their families with employment and education support.

We are currently partnering with over 30 education providers and 170 pledge companies committed to providing veteran-supportive workplaces, to enable more veterans and their families to gain meaningful employment.

We are excited to be working with Concord Hospital in Sydney, on a national centre that will provide comprehensive, holistic, and integrated mental health and physical services to Defence personnel and their families. Soldier On continues to recognise that family are key to recovery and should therefore be more involved at the point of treatment.

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© WA DEFENCE REVIEW.

COMMENTARY

Reintegration & Recovery Centre there will be opening in late 2020.

As the lives of all Australians are impacted by the challenges presented by COVID-19, many of the Soldier On support services are now available online, including new psychologist-led support groups, online social activities, and virtual career networking events, as well as face-to-face activities where local social distancing restrictions allow.

Providing support to the veteran community is vital at this time to also ensure that veterans and their families have access to brilliant new ways of learning, to enable them to secure future employment.

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The success of Soldier On programs in supporting veterans and families from our 12 locations around Australia is only possible due to the trust we have built with the community. The strength and trust that has been built is echoed in the messages of thanks and support that Soldier On receives from those we have supported. Soldier On strives to be the force of change to help veterans and their families. We are extremely thankful for their service and their ongoing confidence in our work. Daily, we see the impact that Soldier On has in changing the lives of veterans and their families for the better.

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The portal is a Hon. Paul Papalia, great initiative and will go to CSC MLA, Minister great lengths to ensure WA for Defence Issues, industry is at the forefront Government of national conversations of Western Australia around defence.

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