HON PAUL PAPALIA: WA MINISTER FOR DEFENCE INDUSTRY SEE WHAT’S
HON HANNAH BEAZLEY: WA MINISTER ASSISTING THE MINISTER FOR TRAINING & WORKFORCE DEVELOPMENT
RADM MATTHEW BUCKLEY, RAN: HEAD – NUCLEAR SUBMARINE CAPABILITY, ASA
H.E. KAZUHIRO SUZUKI: AMBASSADOR OF JAPAN
H.E. DR SISWO PRAMONO: AMBASSADOR OF INDONESIA
PROFESSOR SAMINA YASMEEN: DIRECTOR, CENTRE FOR MUSLIM STATES & SOCIETIES, UWA
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Welcome to the latest edition of our Annual Publication. Once again, the WA DEFENCE REVIEW team is delighted to bring you an issue packed with content from across the spectrum of diplomacy, politics, government, Defence, industry and academia. In compiling this edition, we continue to draw upon our greatest strength: bringing an independent, nationally focused Western Australian-based voice to issues of global, regional, national and local significance.
Headlining this edition is our feature interview with WA Minister for Defence Industry, Hon Paul Papalia. Speaking exclusively to WA DEFENCE REVIEW, Minister Papalia shares his views on the recent defence developments for WA and their relevance and significance for the future of AUKUS.
In another WA DEFENCE REVIEW exclusive, Hon Hannah Beazley, Minister Assisting the Minister for Training and Workforce Development in the WA Government, outlines the State’s commitment to supporting the development of WA’s defence industry workforce – The Other Force.
Turning to the Commonwealth Government, we once again bring you a full slate of policy updates directly from the ministers themselves, including Hon Richard Marles, Deputy Prime Minister and Minister for Defence, Hon Pat Conroy, Minister for Defence Industry, Hon Matt Keogh, Minister for Veterans’ Affairs and Defence Personnel; and Senator Tim Ayres, Assistant Minister for Trade.
In our International Relations & Diplomacy column, we are delighted to bring you exclusive content from the Japanese and Indonesian ambassadors to Australia, Their Excellencies Kazuhiro Suzuki and Dr Siswo Pramono, who share their perspectives on current and future developments in the respective bilateral relationships. BRIG Nigel Best, British Defence & Military Adviser to Australia and Head of the British Defence Staff Oceania, shares the latest in the Australia-UK defence relationship.
Looking out across and beyond the IndoPacific region, Dr James Bosbotinis assesses the global strategic landscape and the evolving world order, while Associate Professor Jie Chen examines the various tactics being employed by China against Taiwan and their implications for Australia.
Underscoring the importance of two international issues are Professor Peta Ashworth and Dr Emma D’Antoine, who examine the security implications of climate change, while our senior correspondents Dr Peter Layton and
Deborah Evans explore the increasingly vexed issue of Artificial Intelligence and its implications on the future of warfare.
Dr Troy-Lee Brown provides an expert assessment on the Indian Ocean’s growing strategic relevance to Australia, while Dr Nick D’Adamo and Professor Emeritus Lynnath Beckley provide an ocean science perspective on the International Indian Ocean Expedition and potential for industry collaboration. Elsewhere, Professor Samina Yasmeen looks at developments in Pakistan and Dr Lindsay Hughes examines the India-Australia relationship.
In our Oceania Security column our correspondents Dr Peter Layton and Stephen Haydon assess changing regional security dynamics, while Nicholas Dynon gives a view from across the Tasman as he assesses some of the key constraints confronting the New Zealand Defence Force.
WA DEFENCE REVIEW is privileged to share commentary from four Royal Australian Navy leaders whose roles place them at the forefront of AUKUS developments: RADM Matthew Buckley, Head of Nuclear-Powered Submarine Capability; RADM Wendy Malcolm, Head of Patrol Boats and Specialist Ships, Naval Shipbuilding and Sustainment Group; RADM Steve Tiffen, Head of Maritime Sustainment; and CAPT Ken Burleigh, Commanding Officer, HMAS Stirling
It is therefore timely to have commentary in our Energy Resilience column by John Harries, Secretary of the Australian Nuclear Association on the potential future use of nuclear energy in Australia.
Our National Security Affairs column includes expert contributions from recognised defence and industry specialists scrutinising the implications of AUKUS and other Commonwealth Government policy pronouncements.
Moving to our Aviation & Space Affairs column, we are delighted to showcase two
ground-breaking feature articles by our correspondents Emma Kelly and Geoff Wilkinson which highlight the capability and future potential of Western Australia’s drone and space sectors.
In our Land Systems & Capability column, senior defence and industry analyst Dr Gregor Ferguson provides expert analysis on the reorganisation of the Australian Army as a littoral manoeuvre force designed to meet likely future adversaries.
We are also thrilled to bring exciting new analysis to our Cyber & Information Security column. Associate Professor Daniel Baldino examines the role of information warfare and the future of democracy while Tony Marceddo examines the implications of Artificial Intelligence, in both today’s world and into the future
In our Innovation & Disruptive Technology column, well-known investor, entrepreneur and one of the ‘sharks’ on the television series Shark Tank, Steve Baxter, explores the potential role of venture capital in driving defence technology breakthroughs.
Meanwhile, in our Critical Resources & Minerals column, Professor Ian Satchwell examines the increasing global dependency on Australia’s critical minerals exports and, in an equally topical assessment, Ross Louthean and Stephen Haydon look into Australia’s prospects in the global critical minerals race.
As always, we have a full range of cuttingedge commentary, updates and forecasts across all our columns, including Critical Infrastructure, Health & Medicine, Logistics & Supply Chain, and Policy & Advocacy.
On behalf the entire WA DEFENCE REVIEW team, I hope that you enjoy this year’s edition.
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Serge DeSilva-Ranasinghe is the author of over 500 articles on topics spanning strategic policy, geopolitics, political risk, maritime security, military affairs, transnational security and the 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 Technology, NAVAL FORCES, The 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 and numerous others. Serge is an Associate of Security Professionals Australasia, an honorary fellow with the National Security Institute, University of Canberra, is an Ambassador for the Veterans’ Transition Centre Jarrahdale, the former President of the Australian Industry & Defence Network of WA and the recipient of the inaugural 2019 Defence West Professional Development Award.
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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 readers’ particular circumstances. WA DEFENCE REVIEW will not accept liability for any error or omissions printed, however caused. All rights reserved. WA DEFENCE REVIEW is the owner of the trademark WA DEFENCE REVIEW (Registered in Australia No. 2010538). No part of this publication may be reproduced, communicated, stored in a retrieval system or transmitted in any form without the prior written permission of WA DEFENCE REVIEW. Copyright © 2024 WA DEFENCE REVIEW. 6th Edition – published 30 September 2024. ISSN 2652-5860 (Online) ISSN 2652-5852 (Print)
Acknowledgements: WA DEFENCE REVIEW acknowledges our valued clients for their ongoing support, and also appreciates the support from our stakeholders: the Department of Defence, Australian Defence Force, WA Department of Jobs, Tourism, Science & Innovation, Defence West, Henderson Alliance and AIDN. Furthermore, we extend our gratitude to the following individuals whose commitment and support have assisted WA DEFENCE REVIEW to deliver another successful edition:
Adam Falconer-West, Alex Bunney, Andre De Barr, Brent Clark, Byrce Solomon, Cam Dumesny, Cameron Clark, CDRE Brett Dowsing, RAN (Rtd), CDRE Ivan Ingham, RAN, Cherish McNamara, Colin Cairnes, Colleen Yates, Cory Zachrisson, Daniel Moss, Dante Barrett, David Nicolson, Davide Sirolli, Deborah Evans, Dr Gregor Ferguson, Dr Nick D’Adamo, Dr Peter Layton, Emma Kelly, Eve Clark, Geoff Wilkinson, Greg Salotti, Greg Whitehouse, Guy Provan, Hon David Johnston, Hon Paul Papalia, Hon Peter Tinley, Jay Srikantha, Jeremy Antao, Joel Anderson, John McIntosh, Kalista Sinclar, Karyn Hinder, Kate Spencer, Kiki Stokar von Neuforn, Leighton G. Luke, Mark Musarra, Mason Deetman, Matt Moran, Melissa Parsons, Michael Faulkner, Michelle Hutchins, Mike Deeks,Mike von Bertouch, Nathan Organ, Neil Bartlett, Nick Cuccovia, Nihar Rai, Paul Sparke, Peter Dancewicz, Prof Peter Leahy LTGEN (Rtd), RADM Philip Spedding (Rtd), Rebekah Manley, Richard Baker, Robbie Adams, Rohan Green, Ross Louthean, Sam Sheppard, Simon Grosser, Stephanie Koorey, Stephen Bunce, Stephen Haydon, Tamryn Barker, Tanya Izzard, Terry van Haren, Toff Idrus, Tony Wills and Vanessa
Serge DeSilva-Ranasinghe
FUTURE OF THE WORLD ORDER: ARE WE HEADED FOR A THREEWORLD SYSTEM?
THE ENEMY’S RESISTANCE WITHOUT WAR”: CHINA’S EVOLVING TAIWAN STRATEGY
Assoc Prof Jie Chen
GHOST IN THE MACHINE: HOW ARTIFICIAL INTELLIGENCE HAS TRANSFORMED THE FUTURE OF WARFARE By Dr
Peter Layton & Deborah Evans
IN A RAPIDLY CHANGING CLIMATE: EXPLORING THE ENERGY, FOOD AND WATER NEXUS AND ITS IMPLICATIONS FOR AUSTRALIA’S SECURITY
56 INSTEAD OF OPERATING AN INDEPENDENT AND SOVEREIGN NAVY, AUSTRALIA WILL LIKELY ONCE AGAIN BE DEPENDENT ON A NAVAL BIG BROTHER By Dr Greg Gilbert
60 WHAT CONTEMPORANEOUS RELEVANCE DOES THE DEFENCE INDUSTRY DEVELOPMENT STRATEGY HOLD?
By Toff Idrus
64 THE INDEPENDENT ANALYSIS INTO NAVY’S SURFACE COMBATANT FLEET IS ONE OF THE MORE SIGNIFICANT CAPABILITY DECISIONS OF THE ROYAL AUSTRALIAN NAVY IN THE LAST 40 YEARS
By Jennifer Parker
68
EXCLUSIVE INTERVIEW
Hon Paul Papalia CSC, MLA Minister for Defence Industry, Government of Western Australia
80 THE ‘OTHER FORCE’ EXPANDING AND UPSKILLING WA’S DEFENCE INDUSTRY WORKFORCE
By Hon Hannah Beazley MLA
85
WESTERN AUSTRALIA AND AUKUS: HISTORICALLY SIGNIFICANT TIES HAVE NEVER BEEN MORE RELEVANT
By RADM Philip Spedding, RAN (Rtd)
122
WHY SUPPORTING PAKISTAN’S ECONOMIC DEVELOPMENT IS IN THE INTERESTS OF INDIAN OCEAN REGION STABILITY By Prof Samina Yasmeen
126 INDONESIA-AUSTRALIA RELATIONS: CONTINUING THE FOUNDATION SET BY PREDECESSORS By H.E. Dr Siswo Pramono
130 A THREE-OCEAN COUNTRY: IN THIS EVOLVING STRATEGIC ENVIRONMENT, EXPANDING AUSTRALIA’S ENGAGEMENT TOWARDS THE NORTH-EAST INDIAN OCEAN IS ESSENTIAL By Dr Troy-Lee Brown
134 IIOE-2 HAS DEVELOPED INTO ONE OF THE WORLD’S LARGEST CONTEMPORARY MULTI-NATIONAL OCEAN SCIENCE INITIATIVES By Dr Nick D’Adamo & Prof Lynnath Beckley
140 AUSTRALIA’S INDIAN OCEAN TERRITORIES: LIKE NOWHERE ELSE IN AUSTRALIA
By Hon Kristy McBain MP
144 DEFENCE INFRASTRUCTURE DEVELOPMENT ACROSS NORTHERN AUSTRALIA LOOKS SET TO LAST UNTIL THE END OF THE DECADE By Dr Peter Layton & Stephen Bunce
COMMITMENT TO AUKUS MEANS THE FUTURE OF DEFENCE INDUSTRY IN WESTERN AUSTRALIA IS NOW ASSURED By Hon Pat Conroy MP 44 ASCA: CONNECTING DEFENCE INNOVATION TO WESTERN AUSTRALIA By Prof Emily Hilder 48 AUSTRALIA NEEDS TO URGENTLY ADOPT A COMPREHENSIVE AND COORDINATED APPROACH TO NATIONAL SECURITY
By Prof Peter Leahy, LTGEN (Rtd) 52 IMPLEMENTING THE DEFENCE INTEGRATED INVESTMENT PROGRAM INVOLVES A COMPLEX INTERPLAY OF PROJECT MANAGEMENT, INDUSTRY COLLOBORATION AND FINANCIAL OVERSIGHT By Hon David Johnston
90
STATE OF THE DEFENCE SECTOR IN WESTERN AUSTRALIA: 2023-24
By Stephen Bunce, Toff Idrus, Dante Barrett & Serge DeSilva-Ranasinghe
100
& EVENTS
106 THE INDIVISIBILITY OF EURO-ATLANTIC AND INDOPACIFIC SECURITY
By BRIG Nigel Best
110
THE FUTURE IS NOW AND JAPAN IS READY TO WORK WITH WESTERN AUSTRALIA
By H.E. Kazuhiro Suzuki
115
AUSTRALIA’S RELATIONS WITH INDIA: BETWEEN A ROCK AND A HARD PLACE
By Dr Lindsay Hughes
120
THREE YEARS ON, THE TALIBAN CONTINUE TO REIGN IN AFGHANISTAN
By Assoc Prof Claude Rakisits
158 QUEENSLAND DEFENCE AND INDUSTRY UPDATE 2024 By Dr Peter Layton
162 EASTERN AUSTRALIA: DEFENCE INDUSTRY ROUND-UP By Dr Gregor Ferguson
168 THE INDISPENSABLE PARTNER?
By Dr Peter Layton & Stephen Haydon
174 PESSIMISM AROUND NEW ZEALAND’S DEFENCE CAPABILITY UPLIFT REMAINS AMID FISCAL RESTRICTIONS By Nicholas Dynon
178 THE HOME OF AUSTRALIA’S SUBMARINE FORCE: CONTINUING WESTERN AUSTRALIA’S PROUD TRADITION By RADM Matt Buckley, RAN
CONTINUOUS NAVAL SHIPBUILDING AND SUSTAINMENT: THE VISION FOR THE WEST
By RADM Wendy Malcolm, RAN
196 SUPPORT, SUSTAIN AND OPERATE: THE CONTINUAL GROWTH TRAJECTORY OF HMAS STIRLING
By CAPT Ken Burleigh, RAN
204 STEWARDING AND CURATING INDUSTRY: THE MARITIME SUSTAINMENT DIVISION AND WESTERN AUSTRALIA
By RADM Steve Tiffen, RAN
208 FEATURE INTERVIEW
Adam Falconer-West Chief Executive Officer
Franmarine
214 WESTERN AUSTRALIA’S FLOURISHING DRONE SECTOR IS A TESTAMENT TO THE POWER OF EARLY ADOPTION, STRATEGIC INVESTMENT AND FORWARD-THINKING
By Emma Kelly & Geoff Wilkinson
226 THE STATE OF THE AUSTRALIAN SPACE SECTOR
By Jeremy Hallett & Terry Van Haren, AIRCDR (Rtd)
230 THE PLACE FOR SPACE: WESTERN AUSTRALIA
By Emma Kelly & Geoff Wilkinson
241 AN ARCHIPELAGIC MANOEUVRE FORCE: THE REORGANISATION OF THE AUSTRALIAN ARMY AS AN INTEGRATED FORCE IS DESIGNED FOR THE ADVERSARIES AND CONDITIONS THAT WE ARE MOST LIKELY TO FACE
By Dr Gregor Ferguson
250 DEFENCE NEEDS TO THINK BEYOND HARDENING NORTHERN BASES TO HOW IT INTENDS TO SUSTAIN THEM FROM AUSTRALIA’S SOUTHERN INDUSTRIAL HEARTLAND
By Cam Dumesny
254 WHY INVESTMENT IN RAILWAY INFRASTRUCTURE IS CRUCIAL TO AUSTRALIA’S FUTURE PROSPERITY
By Caroline Wilkie
256
DISASTER RELIEF AUSTRALIA: A VIABLE CIVIL ALTERNATIVE TO THE ADF
By David Smith
258
ARTIFICIAL INTELLIGENCE AND CYBER SECURITY: IMPLICATIONS OF AN EVOLVING TECHNOLOGY
By Honorary Assoc Prof Tony Marceddo
262 THE FIFTH DIMENSION: INFORMATION WARFARE AND THE FUTURE OF DEMOCRACY IN A POSTTRUTH WORLD
By Assoc Prof Daniel Baldino
264
CSIRO: A NATIONAL RESILIENCE APPROACH WILL BETTER POSITION US TO MITIGATE THE VULNERABILITIES ACROSS CRITICAL INFRASTRUCTURE SECTORS
By Dr Marthie Grobler
268 THE NEW AESOP’S FABLE? WESTERN TORTOISES CHALLENGING CHINA’S HARE IN CRITICAL MINERALS RACE
By Ross Louthean & Stephen Haydon
272 OUR ALLIES INCREASINGLY DEPEND ON AUSTRALIAN MINING TECHNOLOGIES, SKILLS AND GLOBAL INVESTMENTS FOR SUPPLIES OF CRITICAL MINERALS
By Prof Ian Satchwell
274
NUCLEAR ENERGY MUST BE CONSIDERED ON ITS MERITS
By Dr John Harries
278 WHY VENTURE CAPITIAL HAS A MAJOR ROLE TO PLAY IN THE AUSTRALIAN DEFENCE ECOSYSTEM
By Steve Baxter
282
RDA PERTH: DRIVING CHANGE & FOSTERING GROWTH
By Colleen Yates
284
INNOVATE AUSTRALIA’S JOURNEY IS MARKED BY ITS ABILITY TO IDENTIFY AND NURTURE CRITICAL AREAS OF INNOVATION
By Peter Kasprzak
288
SYNERGISTIC INNOVATION: THE ALIGNMENT OF MEDICAL TECHNOLOGY WITH DEFENCE IS A CRUCIAL STRATEGIC NECESSITY
By Dr Amelia Vom
290 MURDOCH UNIVERSITY: SUPPORTING CUTTINGEDGE R&D FOR THE DEFENCE OF AUSTRALIA
By Andre de Souza
296 THE AUSTRALIAN GOVERNMENT SHOULD BOOST FUNDING TOWARDS THE GLOBAL PROMOTION OF AUSTRALIAN SMALL BUSINESSES IN THE DEFENCE SECTOR
By Arnold Jorge
300 A FUTURE MADE IN AUSTRALIA: THE ALBANESE GOVERNMENT’S AMBITIOUS AGENDA TO REVITALISE AUSTRALIA’S INDUSTRIAL AND MANUFACTURING SECTOR By Senator the Hon Tim Ayres
304 AUSTRALIAN INDUSTRY, NOT FOREIGN PRIMES, MUST BE THE DRIVING FORCE IN THE NATIONAL DEFENCE ECOSYSTEM By Brent Clark
309 WEST AUSTRALIAN INDUSTRY: PROVIDING EFFICIENCIES, DRIVING INNOVATION AND ORIGINATING NEW TECHNOLOGIES By Rohan Green
312 ADVANCING DIVERSITY AND INCLUSION IN DEFENCE: A VISION FOR THE FUTURE By Rachel Falzon
315 SENSE OF PURPOSE: HELPING OUR VETERANS TRANSITION INTO POST SERVICE EMPLOYMENT By Hon Matt Keogh MP
318 WORKING SPIRIT: EMPOWERING VETERANS THROUGH TRANSITION TO CIVILIAN EMPLOYMENT By Karyn Hinder
320 VETERANS ADVOCATING FOR FIRST RESPONDERS AND THEIR FAMILIES: VESPIIA By Greg Whitehouse
322 ESPRIT DE CORPS: HOW MY TIME IN THE BRITISH ROYAL MARINES SHAPED MY CIVILIAN CAREER By Andre de Barr
324 ADVERTISERS’ DIRECTORY
By Dr James Bosbotinis, Contributing Defence & International Affairs Analyst
The international system is in a period of flux, highlighted particularly by the shifting global balance of power from the Euro-Atlantic to the Indo-Pacific, the Russian invasion of Ukraine and its wider challenge to the world order, and US-China rivalry. Moreover, the international system is becoming increasingly complex, contested and interconnected, while also fragmenting.
The latter is especially relevant to the global trading system, where geo-political tensions and rivalries, together with growing protectionist tendencies, are combining to raise barriers to trade and investment.
Kristalina Georgieva, Managing Director of the International Monetary Fund, warned in 2023, that this could ultimately result in countries breaking into rival economic blocs. US-led efforts to limit Chinese access to advanced technologies, such as semiconductors and artificial intelligence, vividly illustrate this nexus of geopolitical and geo-economic factors driving fragmentation.
Perhaps the most profound change underway in the international system is that of the shift in the global
balance of power from the Euro-Atlantic to the IndoPacific. As Benjamin Rhode writing in 2024 highlights: “European states accounted for 28.6% of global GDP in 1990, but only 17.9% in 2019”; with, as Danny Quah explains, the global economic centre of gravity now being located in Asia.
Alongside the rise of China as a superpower, Japan, South Korea (also a major arms exporter), Australia and Indonesia are emerging as significant regional powers, while India is forecast to potentially become the thirdlargest economy in the world by 2030.
Further, the development of minilateral arrangements, notably, the Quadrilateral Security Dialogue, AUKUS, and the US-South Korea-Japan
Trilateral Security Cooperation Framework, are shaping an evolving regional security order.
Ukraine, Russia has turned to Iran and North Korea for the supply of missiles, artillery and loitering munitions.
“
Asian powers are becoming factors in the European security order, perhaps most dramatically highlighted by the burgeoning relationship between Moscow and Pyongyang, with North Korean-supplied ballistic missiles being used against Ukrainian cities. This also emphasises the inherently interconnected nature of the global strategic landscape, with security in the Euro-Atlantic and the Indo-Pacific being linked.
Asian powers are also becoming factors in the European security order, perhaps most dramatically highlighted by the burgeoning relationship between Moscow and Pyongyang, with North Korean-supplied ballistic missiles being used against Ukrainian cities. This also emphasises the inherently interconnected nature of the global strategic landscape, with security in the Euro-Atlantic and the Indo-Pacific being linked.
The growing alliance between Russia and North Korea is one aspect of the wider Russian threat to international security. Although Moscow has thus far not succeeded in the face of determined Ukrainian resistance, its ambitions remain undiminished, and seeing itself at war with the West, plus to sustain its war against
This Moscow-Tehran-Pyongyang axis constitutes a substantial threat to security in Europe, the Middle East and north-east Asia, and, while Russia would be hard-pressed in the event of confrontation with NATO, it can cause considerable problems by acting as a geopolitical spoiler, through such means as its proxies in Africa, technology transfers to North Korea, and its provocative sabotage campaign.
Russia’s relationships with China and India, themselves geo-political rivals, with New Delhi also a member of the Quad, provides a further example of the complexity of the global strategic system, and the geopolitical manoeuvring by states, whether large or small, to secure advantage.
The growth of Chinese power, and with it, the emergence of arguably a new bipolar system centred on the US and China, is a central factor in shaping the evolution of world order.
The nature of US-China rivalry, centred on maritime East Asia, is different to that of the Cold War between the US and Soviet Union, due to both geography and wider factors, namely, the role of China in the global economy, and, as Zack Cooper writes, a shift towards “flexible alignments over fixed alliances, creating a far more complex web of relationships.”
Minilateral arrangements, such as AUKUS, will become increasingly important as the US seeks to ensure that the balance of power remains favourable given expected developments in Chinese power, for
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The growth of Chinese power, and with it, the emergence of arguably a new bipolar system centred on the US and China, is a central factor in shaping the evolution of world order.
example, as its naval force development, in particular its carrier and amphibious forces, provides it with the means to project significant power at the regional and global levels.
The US-China naval balance will be an important factor in the overall strategic relationship as it will be key to the wider balance of power in the IndoPacific. Both Washington and Beijing have global interests, which they will seek to protect, while simultaneously seeking to ensure that the other does not gain the upper hand in East Asia.
The above is necessarily only a brief and selective overview of the geo-political trends shaping the future of the world order. The international system is likely to remain contested, complex and interconnected while also fragmenting, perhaps as G. John Ikenberry has suggested, into a “Three Worlds” system, comprising the global West, global East, and global South. The
future role of the US itself also constitutes a substantial source of uncertainty: would a returning Trump presidency herald a shift to a more isolationist or transactional stance?
The rules-based international order is fundamentally based on the assumption that the US will provide the lead in ensuring security and the cornerstone of the international financial system: what are the implications if that assumption no longer applies? It warrants mention that the former Biden, and now Harris, administration’s overly cautious approach to responding to Russia, arguably to the point of selfdeterrence, has prompted concerns over US reliability.
Given this uncertainty, it is likely that the trend towards minilateralism will continue, either with US involvement or to hedge against US unreliability or abandonment; the role and importance of ‘medium powers’ will grow; and finally, the potential for nuclear proliferation may increase (as highlighted by the nuclear debate in South Korea).
Ultimately, the degree of risk and uncertainty in the geo-political environment points to the need for adept and pragmatic diplomacy, economic resilience and versatile and credible armed forces able to respond to the challenges of a dynamic, contested complex international system.
Deputy Prime Minister and Minister for Defence, Hon Richard Marles, representing Australia at the 75th NATO Leaders’ Summit, July 2024, where he reiterated Australia’s commitment to peace and security with NATO partners. Source: Department of Defence. Photographer: Kym Smith.
By Assoc Prof Jie Chen, Political Science & International Relations, School of Social Sciences, University of Western Australia
For Xi Jinping, forcing unification on Taiwan is not just about shoring up the legitimacy of the party-state but also to create historic personal fame as the leader accomplishing what he has passionately called “great national rejuvenation”. Thus, when he manoeuvred to secure his third term in 2022, many assumed he would soon launch military attacks on Taiwan. The three major war games staged by the People’s Liberation Army (PLA) naval and air forces in close vicinity of Taiwan and its offshore islands during 2022-24 have made one ponder: would such actions escalate to actual blockade and invasion of Taiwan?
STRATEGIC RESTRAINT TO AMERICAN GOADING?
Interestingly, however, signs of strategic restraint have emerged and become increasingly unmistakable, casting doubt on the likelihood of Xi actually using force to ‘liberate’ Taiwan during his third term.
Bizarre as it may sound, senior Chinese think-tankers and diplomats this year have
expressed the position that the US has been trying to goad or trick China into invading Taiwan, so as to derail China’s rise, but China would not fall into that trap. In June this year, it was revealed in the Financial Times that Xi himself has pushed this line to both domestic officials and select foreign leaders from mid-2023.
It may well be a face-saving way to water down the domestic patriotic zeal
stoked by Xi’s own earlier propaganda, and stabilise China’s relations with the West. Face-saving because, politically, Beijing cannot afford to reveal the true factors which have converged from 2023 to ensure that a reckless military solution to the unification cause would not happen any time soon.
Apart from the beefing-up of deterrence and increasingly less ambiguous
commitment to Taiwan’s security from the US and its Indo-Pacific allies, there are other constraints emerging for Beijing. One is the lesson from the enduring and costly Ukraine quagmire that Russia has got itself into, despite Beijing’s initial perception that the Russian invasion and occupation of Ukraine should be much easier than PLA attacks on Taiwan.
The other challenge for Beijing is the massive economic downturn, resulting from Xi’s own excessive and prolonged
zero-Covid lockdown policy and various politically motivated anti-market measures. Economic woes are certain to deteriorate further under the severe international sanctions that would be imposed if Beijing were to attack Taiwan. Meanwhile, incessant purges within the PLA top ranks – for example, the mysterious disappearance of Defence Minister Li Shangfu since October 2023 – suggest Xi’s profound concern with corruption and disloyalty within the PLA, the only military system of the Permanent Five of the UN Security Council which has never fought a war since the 1970s.
Strategic restraint, however, goes hand-in-hand with tactical proactivity. Indeed, a robust and sustained multi-dimensional grey-zone approach against Taiwan has emerged. War games, often staged across the median line in the strait, are one dimension of the overall approach. They will continue to simulate the blockading, encirclement, bombing or invasion of Taiwan.
Strategic restraint, however, goes hand-in-hand with tactical proactivity. Indeed, a robust and sustained multidimensional grey-zone approach against Taiwan has emerged. War games, often staged across the median line in the strait, are one dimension of the overall approach. They will continue to simulate the blockading, encirclement, bombing or invasion of Taiwan.
The objective is to intimidate and exhaust the island. Short of war, these drills integrate with other measures to force changes in Taiwanese popular and political sentiment, leading to capitulation. Thus, in 2024, China’s coast guards have frequently boarded and searched Taiwanese vessels in the
exclusive maritime areas of Taiwan’s own offshore islands, creating a new fait accompli in territorial administration. Beijing has launched a ‘clear to zero’ campaign targeting Taiwan’s 12 remaining diplomatic allies since the pro-independence Lai Ching-te was elected as president in 2024. These coercive acts further coordinate with the stepped-up united front campaigns in an array of socio-cultural and economic fields which have shown starker carrotand-stick measures, rewarding Taiwanese performers, media figures, business firms and youth groups who toe Beijing’s line, and imposing sanctions on those who, in Beijing’s words, “eat our meals but smash our pot”.
Beijing’s decision in June 2024 to cancel the zero-tariff treatment of 134 Taiwanese imports, as stipulated in the Economic Cooperation Framework Agreement (a bilateral free trade agreement signed in better times), shows the initial economic consequences of Lai’s defiance.
All the aforementioned components –and more – in Beijing’s multi-dimensional grey-zone strategy existed before, but they seem to operate with greater intensity and coordination now. The ultimate aim is to force Taipei to capitulate short of war or invasion.
In From Coercion to Capitulation, a landmark report released by the American
The objective is to intimidate and exhaust the island. Short of war, these drills integrate with other measures to force changes in Taiwanese popular and political sentiment, leading to capitulation. “
Beijing has never given up the use of force against Taiwan. Incidents and miscalculations can trigger war, since the Xi regime is essentially as opportunistic as much as it is ambitious for unification. Effective deterrence, including rearming Taiwan and dealing further blows to Russia in Ukraine for the eyes of Beijing, remains vital.
Enterprise Institute and the Institute of War Studies in May 2024, the authors also identify the normalisation of China’s use of non-war military activities and other operations to achieve its goals for Taiwan. In The Art of War, Sun Tzu, the ancient military strategist, preaches “To fight and conquer
in all your wars is not supreme excellence; supreme excellence consists of breaking the enemy’s resistance without war”.
Yet any semblance of similarity between China’s Taiwan policy and ancient wisdom in psychological and cognitive warfare is superficial. Beijing has never given up the use of force against Taiwan.
Incidents and miscalculations can trigger war, since the Xi regime is essentially as opportunistic as much as it is ambitious for unification. Effective deterrence, including rearming Taiwan and dealing further blows to Russia in Ukraine for the eyes of Beijing, remains vital.
Similarly, the US and allies like Australia must collaborate to more effectively react to Beijing’s major grey-area provocations against Taiwan. Inaction encourages aggression. Peace and stability across the Taiwan Strait is crucial to Australia’s security and prosperity. The empathy is mutual. Taiwan, a fellow democracy with a size of GDP and population similar to Australia, ranks as Australia’s ninth-largest trading partner,
and shares Australia’s plight as another major recipient of Beijing’s coercions.
Apart from facilitating the US-led deterrence, Australia can be more proactive and creative in shoring up the island’s collapsing diplomatic status. Diplomatic legitimacy complements security. There was a time when Canberra creatively helped Taipei’s accession to APEC, and the South Pacific was more like Australia’s ‘Pacific family’ when many island states like Solomon Islands still maintained diplomatic relations with Taiwan.
Taipei looks to Canberra to support its accession to the Comprehensive and Progressive Agreement for Trans-Pacific Partnership and help in stabilising its diplomatic space in the South Pacific.
Fundamentally, Australia’s ‘one China’ policy needs a debate, for the much-touted joint communique of 1972 calls Taiwan “a province of the People’s Republic of China”, meaning lower than Hong Kong’s status in the ‘one country, two systems’ formula. Clearly, that is more than what Beijing has asked for.
By Dr Peter Layton, Senior Correspondent, WA DEFENCE REVIEW &
Deborah Evans, Senior Correspondent, WA DEFENCE REVIEW
Artificial intelligence is suddenly important to military forces. The experimentation of the last several years is now being translated into operational systems being used in real wars. There has, consequently, been a sharp acceleration in the adoption of AI by the world’s defence forces, with an AI arms race beginning. AI is no longer a matter for future warfighting. It is here now.
Humans and AI both have definite strengths and weaknesses in the way they think about problems but, crucially, those strengths and weaknesses are not the same. Humans are better at intuition, lateral thinking, domain flexibility, generalising and working in high uncertainty and complex environments.
In contrast, AI can perform specific tasks suited to solving specific problems and, as a result, can be superior to humans for tasks such as finding patterns, associations and relationships hidden in very large data
stores, rapid problem-solving and operating rigorously for long periods of time on tightly defined problems.
In practical use, AI is generally teamed with humans so that each counterbalances the weaknesses in the other. Consequently, human-machine teaming is now the preferred approach to future warfighting, to enhance human performance and operational outcomes while retaining human control over battlefield decisions.
The so-called ‘first wave’ AI uses pre-programmed rules to solve problems. In contrast, the newer ‘second wave’ involves Machine Learning (ML), in which the
computer or system uses algorithms to learn and make inferences from the data it is given. Large Language Models (LLMs) are an example of AI and ML that employ neural networks and use statistical methods to process and generate human language data. The well-known ChatGPT is an example of a current LLM.
LLMs are impressive and, along with other types of generative AI, offer military forces new possibilities. LLMs are anticipated to be capable of working with humans as an ever-present personal adviser answering questions, to devise new texts and images, in automating software code writing, in automating business processes and in improving information security.
They have, however, shortcomings in routinely producing false results, being unable to make inferences or assess data sets for truthfulness, and in making inaccurate statements that appear authoritative to people. As with all AI, LLMs will need to be teamed with humans to give the highest probability of operational success.
AI’s greatest strength as a technology is improving efficiency. Humans can do what AI does, but AI can do it quicker and often more accurately. For military forces, this means exploiting the ability of AI to quickly identify patterns and detect objects hidden within very large data troves.
For example, AI can be used in fixed systems to analyse many hours of drone footage to locate objects and support the identification of persons or targets, or in mobile systems to discern and navigate the terrain based on data collected from its sensors, or even to take plain language instructions from human partners.
Of major significance is that AI makes it much easier to detect, localise and identify targets across the battlespace. On the battlefield, hidden enemy forces are likely to be made visible and able to be quickly engaged by precision guided weapons that have very high probabilities of kill. As AI capabilities continue to increase, hiding on the future AI-enabled battlefield and surviving will become harder.
This is being demonstrated daily in Gaza and Ukraine. In Gaza, the Israeli AI targeting systems analyse data collected by large numbers of different sensors to very rapidly suggest multiple new targets to their human partners for attack by artillery and air strikes. These AI systems enabled rapid targeting from the start of the war. Those easiest to quickly locate and attack, however, were lower-ranked combatants rather than senior adversary commanders. The result was that the easier-to-find targets dominated the attack schedule, rather than strategically more important ones.
“In practical use, AI is generally teamed with humans so that each counterbalances the weaknesses in the other. Consequently, human-machine teaming is now the preferred approach to future warfighting, to enhance human performance and operational outcomes while retaining human control over battlefield decisions.
In Ukraine, the American data-analytics firm Palantir is providing AI able to analyse commercial satellite imagery, media reports, unmanned aerial vehicle data and information from army units. This AI-processed data is being used by the Ukrainian armed forces for targeting, battlefield intelligence, collecting evidence of war crimes, detecting land mines and managing refugee flows.
Importantly, Ukraine indicates how future wars will be fought when both sides use AI and are able to quickly identify and engage targets. The battlefront rapidly
AI’s greatest strength as a technology is improving efficiency. Humans can do what AI does, but AI can do it quicker and often more accurately. For military forces, this means exploiting the ability of AI to quickly identify patterns and detect objects hidden within very large data troves.
becomes a very hostile environment where neither side can advance and so, just as in World War I, both sides suffer high, ongoing losses of people and machines.
Ukraine suggests a future of humanmachine teams battling it out until one side is exhausted and, again as in World War I, that might take many years. For success in such AI-powered battlefields, it seems a country will need to have a highquality defence industry able to swiftly build, and keep on building, very large numbers of military systems.
A subtlety that the Ukraine War has revealed is that the industrial base needs to be fourth industrial revolution-capable, as it will need to quickly adapt to rapid technological change, given that military systems in a world of AI evolve very rapidly.
AI is in military service but some hold fears about autonomous systems going rogue. Terminator-style robots with inexhaustible energy supplies and endless ammunition exist only in fiction, however, and appear technically impossible. On the other hand, combat experiences suggest there is a real problem with AI systems reinforcing human cognitive biases. Of particular concern is automation bias in which people automatically accept an AI’s advice without checking it, finding errors and overriding. With combat actions today speeding up, automation bias appears the greatest current problem, not Hollywood Terminators.
Australia is becoming involved in this new way of war. Defence is working with industry to develop various AI-powered air, sea and land vehicles able to be teamed with humans for high-risk military tasks.
In the air, Boeing Australia’s MQ 28A Ghost Bat uncrewed aerial vehicle is nearing operational service with the Royal
Australian Air Force; a production line is now being established in Queensland. At sea, OCIUS’s Bluebottle uncrewed surface vessels are undertaking ocean surveillance in northern Australian waters, Austal in Perth has modified a decommissioned Armidale-class patrol boat for autonomous operation, while in Sydney Anduril is building three Ghost Shark large autonomous undersea vessels for evaluation and a production manufacturing facility.
On land, Army has experimented with M-113 armoured personal carriers modified by BAE Systems to be optionallycrewed combat vehicles. Some, fitted with remotely-operated weapon stations, have been tested in live fire exercises at the Puckapunyal army training facility, near Seymour in Victoria. Australian-developed autonomous transport trucks capable of leader-follower operations have also been evaluated.
AI is a general-purpose technology spreading across the world and being driven by commercial companies keen to satisfy consumer demands. The military domain has already been impacted, as AI has become the modern ‘ghost in the machine’ infusing many, perhaps most, military machines. Combat is set to become very fast and ever more deadly. The age of AI is upon us.
In 2021, United Nations Secretary-General António Guterres warned the UN Security Council that, “climate change is a ‘crisis multiplier’ with profound implications for international peace and stability”. While global greenhouse gas emissions continue to rise and the Human Development Index highlights how unequally the emissions generated are shared between those living in Low and Middle-Income countries and the developed world, there has never been a more important time to consider the geopolitical implications of climate change for Australia. In particular, its compounding effects on the energy, food and water nexus.
Syrian Children filling drinking water in bottles at Al-Zaatari camp for Syrian refugees in Jordan. Al-Zaatari Camp in Jordan is one of the largest refugee camps in the world, established in 2012 to host Syrians fleeing the civil war. Located near the Syrian border, the camp has grown into a sprawling settlement with its own markets, schools, and healthcare facilities. Originally designed as a temporary refuge, Al-Zaatari has become a long-term home for many, with a population that fluctuates but often numbers around 80,000. The camp is managed by the Jordanian government and international organisations, providing essential services and support to its residents
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Recognising those co-dependencies, the Australian Strategic Policy Institute stresses the need to ensure food resilience in the face of a changing climate. It outlined several strategies to do that, including ensuring effective supply chains are in place – particularly because of the lessons learned from COVID-19, food stockpiling and ensuring adequate local production. The latter becomes more contestable when trying to balance the competing priorities of food production, renewable energy deployment and critical minerals and rare earths extraction.
Exacerbating those considerations is the ‘new normal’ increase in severe weather events, including storms, floods and extreme heat waves, leading to drought, fires and other hazards that are affecting much of the world’s population – often those who are most disadvantaged.
Over the coming decades, deaths related to heatwaves and vector-borne diseases are expected to increase due to climate change. In addition, extreme events are likely to increase health burdens via higher levels of malnutrition, injury, mental health conditions and non-communicable respiratory diseases. Climate change, along with forced displacement and reduced access to fresh water, will all heighten the threat of armed conflict.
Clear evidence of these threats can be seen through the conflicts in the Middle East, with the weaponisation of water and other resources by government and non-state actors. Warmer temperatures and precipitation extremes affect food security and can be a factor in initiating or maintaining conflict.
In the case of Syria, which emerged from a five-year drought in 2010, the dry climate is suggested to have magnified existing tensions in the region. The drought, prior to the 2011 uprisings, was the result of higher temperatures and drier winters in the region. While the Syrian civil war was certainly not solely a result of climate change, it was undoubtedly an important determinant in increasing tensions in the country.
Pointing to conflicts in Ukraine, the Middle East and Sudan, in October 2023, the UN High Commissioner for Refugees (UNHCR) said, “the number of forcibly displaced [persons] worldwide has currently soared to a record 114-million people, a jump of four million since May”, also declaring “a record 46 emergencies in 32 countries in the past 12 months”.
The UNHCR also asserted that more than 20-million people were being
displaced each year. Closer to home, Myanmar, with a conflict extending over many years, a recent military coup and exposure to a range of climate disasters, has seen more than three million people displaced within the country.
Over the coming decades, deaths related to heatwaves and vector-borne diseases are expected to increase due to climate change. In addition, extreme events are likely to increase health burdens via higher levels of malnutrition, injury, mental health conditions and noncommunicable respiratory diseases. Climate change, along with forced displacement and reduced access to fresh water, will all heighten the threat of armed conflict.
With the world’s total population now exceeding eight billion people, and the carrying capacity of the Earth to sustain adequate food, water and electricity in question, there is an indication that geo-political instability is likely becoming the norm rather than the exception.
The displacement of individuals is not, however, equitable, with the safety of many being intensified either by gender, age or other disabilities. Ensuring adequate resources are available to support displaced individuals remains an ongoing challenge across the world. The Australian Defence Force is also challenged by that need: to have the resources available to respond to extreme weather events and, at the same time, to have enough resources to defend the country.
Compounding global insecurity is the decline of democracy being witnessed across the world, with 72% (5.7bn) of the world’s population now living in autocracies; according to the V-Dem Institute’s 2022 Democracy Report, “The level of democracy enjoyed by the average global citizen in 2022 is down to 1986 levels.”
The Institute further suggests that the “decline is most dramatic in the Asia-Pacific region, which is back to levels last recorded in 1978”. While democracies are not perfect, they have been recognised as limiting opportunities for conflict and, although climate change does not directly result in conflict, it can indirectly be tied to instability and hostilities through its intersection with multiple other vulnerabilities, which are further amplified by poor governance.
With the world’s total population now exceeding eight billion people, and the carrying capacity of the Earth to sustain adequate food, water and electricity in question, there is an indication that geo-political instability is likely becoming the norm rather than the exception.
Given that Western Australia’s emissions rose by nine million tonnes, the most of any state in 2021-22, its reliance on heavy industry and mining and the lack of a 2030 target for the state suggests that there is much to be done both locally and across Australia. To build Australia’s resilience and ability to respond to these internal and external threats requires a strategic and coordinated approach to technology and innovation, as well as how we manage our resources: water, energy and associated critical minerals and their significant interdependencies.
Australia, as an island country, and Western Australia in particular –having the longest exposed coastline of any Australian state or territory – is more at risk of climate and conflict refugees descending on our borders. With the recorded arrival of three boats of asylum seekers on WA’s coast in the far north Kimberley over the past six months, it appears the trend has already started.
Given that Western Australia’s emissions rose by nine million tonnes, the most of any state in 2021-22, its reliance on heavy industry and mining and the lack of a 2030 target for the state suggests that there is much to be done both locally and across Australia. To build Australia’s resilience and ability to respond to these internal and external threats requires a strategic and coordinated approach to technology and innovation, as well as how we manage our resources: water, energy and associated critical minerals and their significant interdependencies.
There is a need for strategic coordination to limit the impacts of climate change and accelerate the energy transition, as well as limiting the chances for geo-political interference. How those needs are prioritised requires urgent action and planning across all levels of government, along with exploring potential public-private partnerships, to help build Australia’s resilience over the coming years.
Curtin University’s National Resilience and Security Program Office facilitates collaboration between industry, government, and Curtin’s research expertise to enhance Australia’s national resilience and security. We are committed to advancing innovative technologies and developing talent pipelines that contribute to the security and prosperity of the Indo-Pacific region. To explore new ideas or discuss potential partnerships with Curtin, please contact the NRAS Program Office via NRAS@curtin.edu.au
By Dr Alica Kizekova, Lecturer in Strategy, Security, International Relations, Curtin
For decades, Australia’s geographical isolation and the scant attention given to more distant conflicts and non-traditional security threats like cross-border migration, human trafficking and arms smuggling, have fostered a false sense of security among many Australians. This sentiment is pronounced in Western Australia, where the focus has been on economic and population growth, as well as core infrastructure development, with current efforts directed towards addressing labour and housing shortages via skilled migration.
Our shipping options have garnered attention due to our vulnerabilities. It has become evident that logisticallysupplying WA during natural disasters is challenging. Consequently, it is crucial to strengthen our merchant shipping construction while enhancing our naval capabilities. Furthermore, the lack of sufficient ports in regional WA to manage marine container traffic is a concern, as is the issue of storage.
Since 2020, however, Australians’ sense of safety has significantly declined due to the COVID-19 pandemic and more recent armed conflicts in Ukraine and Gaza.
According to the 2024 Lowy Institute Poll, only 5% of Australians feel very safe, a stark decrease from the 42-44% in 2009-10.
When questioned about the top four threats to Australia’s national interests over the next decade, cyberattacks from other countries, a military conflict between the United States and China over Taiwan, military conflict in the South China Sea and climate change were identified as the most critical.
Recent events linked to a competitive rush in the production and trade of cobalt, lithium and graphite have impacted WA. Our exports are a good thing for the WA economy, but concurrent are the protection of critical infrastructure and managing of supply chain risks.
These events require maintaining a favourable maritime security region, but also building a proper culture of security. The larger picture focuses on China’s dominance in critical supply chains, coupled with US-China geostrategic rivalry. This has led some US and European companies to attempt to reduce China’s leading role in the provision of those key minerals.
That is challenging, however, given China’s array of economic tools, including direct government subsidies, equity investments, bank loans, government certifications and indirect support via tax preferences and land allocation. The extent of those tools is difficult to fully assess.
Western Australia is not exempt from these developments. Last year’s edition
of the WA DEFENCE REVIEW 2022-23 Annual Publication highlighted the potential of WA’s mining sector and its transformation into a globally significant hub for mineral processing and chemical manufacturing. Yet infrastructure to capitalise on that remains a problem.
Our shipping options have garnered attention due to our vulnerabilities. It has become evident that logistically supplying WA during natural disasters is challenging. Consequently, it is crucial to strengthen our merchant shipping construction while enhancing our naval capabilities. Furthermore, the lack of sufficient ports in regional WA to manage marine container traffic is a concern, as is the issue of storage.
Increasing joint naval patrols with AUKUS allies, including autonomous undersea warfare capabilities, while using HMAS Stirling as one of the core support bases, may expose WA to potential disruptions in freight activities in the sea-based global supply chain, which could severely impact all facets of our lives.
The National Coordination Mechanism, as a permanent response tool in the Australian Government Crisis Management Framework (AGCMF), collaborates with networks spanning the public, private and not-for-profit sectors. To more fully address threats, we need, however, to enhance our communications capability across our communities by engaging in more discussions on how to proceed if there is a significant disruption in the nation, particularly in WA.
One area requiring work is communication systems and security. WA entities have identified key critical infrastructure assets that need to be protected from threats. But we are a long way from managing supply chain risks. Reliance on third-party suppliers requires more and better background checks, before onboarding.
Apart from having off-line hardware on standby in cases of immediate disruption, better preparedness is required with civilian stakeholders in cases of disruptions. Given the lack of active dialogue with the public and other stakeholders regarding data compromise through various phone and computer applications, hacking and cyberattacks continue to occur.
Preparedness is a nationwide priority, and WA is not at present more susceptible to attacks than the rest of the country. But we are more remote from interactions with the other states and, as such, need to become more self-reliant when it comes to managing our local risks.
It is essential to shift the current culture of how we collaborate with the public to foster national resilience in this space. Our multicultural society has a varied mindset towards technology use and security risks, including shipments or the use of providers. Decision-making should reflect that diversity, involving stakeholders from different communities to identify effective methods for mitigating potential vulnerabilities.
There is one untapped potential for the WA defence industry sector. Fostering sustainable national resilience necessitates engaging our youth. As of June 2024, the general unemployment rate stands at 4%, with youth unemployment at a significant 9.6%.
Additionally, youth offender rates have increased for the first time in over a decade. Amidst the challenging economic environment characterised by high rents and escalating prices, it is crucial to provide incentives for young people to enhance their skills.
Sectors such as defence, strategy and security could greatly benefit from new cohorts. By integrating our specialised educational programs with industry opportunities and offering graduate placements, we can bolster our capacitybuilding efforts.
Becoming alarmist benefits neither the public interest nor the defence community. Fostering greater national resilience necessitates initiating a nationwide dialogue on critical issues and vulnerabilities to mitigate risk and enhance readiness.
Discussions must engage stakeholders from government, expert and business circles, academia and specific industries, to deliberate on key findings and improve collaboration. The media should play a constructive role in educating the public, while the academic sector can contribute by nurturing more informed and prepared citizens and residents through STEM and humanities disciplines, for example communications, media, grand strategy and international relations.
Curtin University’s National Resilience and Security Program Office facilitates collaboration between industry, government, and Curtin’s research expertise to enhance Australia’s national resilience and security. We are committed to advancing innovative technologies and developing talent pipelines that contribute to the security and prosperity of the Indo-Pacific region. To explore new ideas or discuss potential partnerships with Curtin, please contact the NRAS Program Office via NRAS@curtin.edu.au
HMAS Anzac arriving in Surabaya, Indonesia, for Indo-Pacific Endeavour (IPE) 2023. IPE is Australia’s flag ship regional engagement activity supporting the Australian Government’s commitment to investing in our regional diplomatic and defence partnerships. Decommissioned since May 2024, warship’s former homeport - Fleet Base West - occupies a strategic location for the Royal Australian Navy to operate throughout the IndoPacific region. Source: Department of Defence. Photographer: SGT Craig Barrett.
By Hon Richard Marles MP, Deputy Prime Minister & Minister for Defence, Australian Government
With one of the Indian Ocean’s longest coastlines, Western Australia has a unique vantage point on both the opportunities and the strategic challenges that are emerging in our region. To the west of Perth is the Indian Ocean, where we see our burgeoning relationship with India and other countries of the Indo-Pacific. To the north is Asia, where Indonesia, Singapore, Vietnam, Japan, South Korea and China are all within a timezone of plus or minus two hours.
But in this region of enormous geo-strategic significance, we are also seeing entrenched and growing strategic competition. We are going through a period of great power contest. The global rules-based order is central to maintaining peace. It forms a platform on which countries can build prosperity.
In 2024, we are seeing that rules-based order under increasing pressure. War has returned to mainland Europe –and that war is hugely consequential not just for Europe, but for us in the Indo-Pacific too.
Cyber threats posed by state and non-state actors are multiplying, and rogue states like North Korea are engaged in dangerous and destabilising behaviour. It is for these reasons our government has made the assessment that we live in the most complex strategic circumstances since the end of World War II.
A responsible government takes action to protect the circumstances that underpin our prosperity; a prudent
“WA will also be home to the build of eight new general-purpose frigates, a key capability for the Navy’s enhanced lethality surface combatant fleet. Together, these investments represent the biggest defence industry proposition in WA’s history since Federation.
government does so on the basis of a detailed and funded plan to respond to these challenges, now and into the future.
That is what the Albanese Government has done. We’ve released Australia’s 2024 National Defence Strategy, rebuilt Defence’s capability plan – the Integrated Investment Program – so that it is coherent, affordable and achievable, and most importantly, delivered the certainty of funding in the Budget to make it happen.
AUKUS and the national naval shipbuilding enterprise are two of the most important priorities at the heart of ‘national defence’, which makes what is taking shape at HMAS Stirling and the Henderson shipyard so important for the future security of the nation. Australia’s first sovereign nuclearpowered submarine capability – the Virginiaclass submarines – will operate out of HMAS Stirling This is far more than an aspiration.
AUKUS and the national naval shipbuilding enterprise are two of the most important priorities at the heart of national defence, which makes what is taking shape at HMAS Stirling and the Henderson shipyard so important for the future security of the nation. Australia’s first sovereign nuclearpowered submarine capability – the Virginiaclass submarines – will operate out of HMAS Stirling. This is far more than an aspiration.
Work is well underway on building the infrastructure, training the workforce and forging the partnerships that will deliver the largest single defence capability investment in Australian history. $1.5bn in priority works have now begun as part of what will be an $8bn program of works in WA that will run to the mid-2030s.
These priority works are essential to enable a rotational presence of UK and US submarines to commence from 2027, through Submarine Rotational Force-West. In March this year, we marked a significant AUKUS milestone with the selection of ASC as our sovereign partner for the sustainment of nuclear-powered submarines, starting with the Virginia-class.
ASC will provide sustainment support to visiting US and UK submarines at HMAS Stirling, in the leadup to the establishment of Submarine Rotational Force-West from 2027. And, in June, the first cohort of skilled submarine workers from ASC left Perth for the US to begin comprehensive sustainment training.
July marked 12 months since the Early Careers Program in WA began, under which ASC is employing more apprentices, graduates and undergraduates to give them the hands-on skills they need for great careers in WA’s thriving defence industry. There is a rock-solid partnership between the Albanese and Cook Governments to make AUKUS a reality by investing in the training and skills of the local workforce.
The recent Indian Ocean Defence and Security (IODS) conference marked the single biggest gathering for a security-related conference ever in Perth, and it was great to see the WA Government sign a Memorandum of Understanding with ASC to promote and develop the WA defence industry.
Australian industry participation in the nuclearpowered submarine program is critical to the development of Australia’s sovereign defence industrial base. This is a core priority for the Albanese Government, and includes integrating Australian businesses into the supply chains of our AUKUS partners, because that will make Australian industry more sustainable and the trilateral supply chains more resilient.
By the time Submarine Rotational Force-West is established later this decade, we expect to have a full complement of Australian suppliers qualified against the major product families that are critical to sustaining Virginia-class submarines.
This will provide secure supply chains for Defence and secure workflows and jobs for Australian businesses and workers. Former Minister for Defence Kim Beazley calls WA ‘the AUKUS state’, but it’s long been the home of Australia’s conventional submarines, and it will continue to be the home of our Collins-class submarines into the future.
The Albanese Government has signed a new four-year sustainment contract with ASC, securing
Work is well underway on building the infrastructure, training the workforce and forging the partnerships that will deliver the largest single defence capability investment in Australian history. Some $1.5bn in priority works have now begun as part of what will be an $8bn program of works in WA that will run to the mid-2030s.
Western Australia and South Australia as the centres of excellence for the sustainment of the Collins-class submarines. This new contract will provide work valued at over $2.2bn, directly ensuring job security for more than 1100 highly skilled workers at Osborne, SA and Henderson, WA.
The Albanese Government is securing Australia’s shipbuilding capability in WA. The strategic partnership with Austal, announced last November, will secure a pipeline of work: providing industry with greater certainty and helping secure long-term skilled jobs, infrastructure investment and productivity in the local economy.
As part of that, medium landing craft for the Australian Army’s new littoral fleet will be built at Henderson. This $2bn project – part of the Albanese Government’s record investment in Defence – is expected to create 1100 direct jobs and more than 2000 indirect jobs under a program that will also deliver
heavy landing craft as well as amphibious vehicles.
WA will also be home to the build of eight new general-purpose frigates, a key capability for the Navy’s enhanced lethality surface combatant fleet. Together, these investments represent the biggest defence industry proposition in WA’s history since Federation. For too long WA has not been given due credit – not just as an economic powerhouse for the nation, but for its geo-strategic importance and as a vital contributor to Defence capability.
Today, those living in the West enjoy proximity to the dynamism of the Indo-Pacific region, a strong economy and, under the Albanese Government, a position at the forefront of Australian Defence capabilities and industry. We want to see a future made in Australia, and that is exactly what our plan is delivering for WA now, and for decades to come, as we continue to advance Australia’s security and prosperity.
Deputy Prime Minister and Minister for Defence, Hon Richard Marles, addressing the National Press Club of Australia in Canberra on the subject of the Defence Strategic Review 2023 and making the point that Defence has moved away from the issuance of periodic White Papers to a 2024 National Defence Strategy. Source: Department of Defence.
From our first commercial ferry in 1988, through to our latest naval vessel deliveries, Austal has built trust amongst our customers and operators with innovative design and technology, quality construction and expert teams.
Now, Austal is leading the way in the development of autonomous vessel capability, building trust in autonomy and the operating environment that will enable future uncrewed vessels to be designed, constructed, operated and sustained here in Australia.
With our collaboration partners Trusted Autonomous Systems and Greenroom Robotics, Austal has recently completed the Patrol Boat Autonomy Trial for the Royal Australian Navy. The team successfully demonstrated autonomous and remote operation of an optionally crewed vessel during a series of trials off the coast of Western Australia.
Together we’re helping to build trust in autonomous systems as an Australian sovereign capability. Learn more at www.austal.com
By Hon Pat Conroy MP, Minister for Defence Industry, Australian Government
Australia’s strategic environment is more complex than at any time since the end of World War II. With the release of the inaugural 2024 National Defence Strategy, the complete rebuild of our Integrated Investment Program (IIP) and the Defence Industry Development Strategy, we now have the elements in place to respond to these challenges, and transform the Australian Defence Force to ensure it is positioned to safeguard Australia’s security and contribute to regional peace and prosperity.
This milestone activity will involve Australian personnel directly participating in nuclear-powered submarine maintenance in Australia, and is integral to building our capacity to support Submarine Rotational Force-West. The federal government will invest around $8bn in HMAS Stirling over the next decade and $1.5bn in priority works have already been approved.
Our plan is backed with funding in the Budget of $765bn over the decade. At the centre of this renewed investment in Defence is the allocation of $330bn dollars over the decade to 2033-34 to fund the rebuilt IIP. Funded and focused, the rebuilt IIP will allow us to accelerate critical capabilities in a practical and affordable way – and Western Australia will have a critical role to play.
The Australian Government’s funding decisions regarding the enhanced lethality surface combatant fleet, Army landing craft and the commitment to AUKUS means the future of defence industry in WA is now assured. Australia’s first sovereign conventionally-armed nuclear-powered submarine capability – the Virginiaclass submarines – will operate out of HMAS Stirling
To prepare our workforce, the USS Emory S. Land is due to arrive at HMAS Stirling in the coming months to participate in the Submarine Tendered Maintenance Period. This milestone activity will involve Australian personnel directly participating in nuclear-powered submarine maintenance in Australia, and is integral to building our capacity to support Submarine Rotational Force-West. The federal government will invest around $8bn in HMAS Stirling over the next decade and $1.5bn in priority works have already been approved.
The federal government has selected ASC as a sovereign partner for nuclearpowered submarine sustainment, and ASC in partnership with BAE Systems will build Australia’s SSN-AUKUS
“
We have secured the pipeline of work at Henderson to provide the industry with greater certainty, including a commitment to build new general-purpose frigates in WA from the early 2030s. In addition, the Australian Army requires the capability to project force in the maritime domain, in order to protect and contribute to the collective security of our region. This vision relies on the Army Landing Craft that will be built at Henderson.
submarines at Osborne in South Australia. ASC has a central role in making sure we are ‘sovereign ready’, and beyond that, to deliver sustainment support for Australia’s Virginia-class submarines.
Building the workforce needed to deliver this vital work is already underway. Over the next 12 months, more than 100 personnel from ASC in WA will participate in sustainment activities overseas to learn the skills required for supporting visiting UK and US submarines and planning to sustain the sovereign
Australian conventionally-armed, nuclear-powered submarines.
The federal government has recognised that Australia requires a larger and more lethal surface combatant fleet to complement our submarine fleet. Continuous naval shipbuilding in WA is integral to the achievement of that ambition.
We have secured the pipeline of work at Henderson to provide the industry with greater certainty, including a commitment to build new generalpurpose frigates in WA from the early 2030s. In addition, the Australian Army requires the capability to project force in the maritime domain, in order to protect and contribute to the collective security of our region. This vision relies on the Army Landing Craft that will be built at Henderson.
Our plan for the success of continuous naval shipbuilding in WA is built on partnership with the state government, industry, academia, unions and workers to achieve a strong and sustainable industry. Beyond shipbuilding and sustainment, there will be significant opportunities for the dynamic innovators in WA’s universities and in business to contribute to the development and deployment of innovative defence technologies that will give the ADF a capability edge.
I firmly believe that 2024 will come to be seen as the year Australia came to terms with the realities of our strategic environment and implemented the strategies and funding to respond to it with commitment and purpose. WA’s defence industry will continue to be our critical partner as we work to strengthen our national security.
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By Professor Emily Hilder, Head, Advanced Strategic Capabilities Accelerator
Western Australia’s defence industry has long been recognised as playing a critical role in helping to prepare the Australian Defence Force for the strategic challenges it faces. Through the establishment of the Advanced Strategic Capabilities Accelerator (ASCA), the state now has the opportunity to be part of the most significant reshaping of defence innovation in decades.
Designed to connect Defence and innovative Australian companies, ASCA’s purpose is to accelerate the development and transition of asymmetric capabilities to the ADF, and all three programs – Missions, Innovations and Emerging Disruptive Technology – are now up and running with that intent.
Great progress is being made. One example is the Sovereign Uncrewed Aerial System (UAS) Challenge, the first Innovation Incubation Challenge run by ASCA. The Innovation Incubation program identifies innovations with the potential to address capability priorities, uncovering and nurturing solutions from across the spectrum of industry and academia, including those who may not have partnered with Defence before.
The UAS Challenge is linked to an urgent need for Defence and other government departments to acquire very small, general-purpose UAS.
A ‘fly-off’ demonstration was held in April 2024, with 10 companies sharing in contracts worth just over $1.2mn to provide a drone prototype for demonstration.
One of those companies was Autonomous Technology, a small business based in WA, which, along with the demonstration, provided a production plan describing how it could rapidly deliver its product at scale for potential use by Defence and the Australian Government. It is just one example of how businesses can engage with ASCA.
AUKUS Pillar II also provides opportunities for innovative companies to engage through ASCA.
The first AUKUS Innovation Challenge, focused on electronic warfare, sought innovative solutions from industry and research institutions to a shared challenge facing the AUKUS partners. Australia, the United Kingdom and the United States released the Challenge concurrently through national innovation organisations. Submissions opened in March 2024 and closed in May, with ASCA receiving responses from across the country, including WA.
Through this Challenge, all respondents have the opportunity for their submissions to be shared with AUKUS partners. As a result, the AUKUS partners may together identify opportunities to harness commercial technologies to support advanced capability development – with ASCA as a mechanism to deliver on that intent.
As the 2024 National Defence Strategy states, investing in innovation, science and technology is fundamental to properly equipping and preparing a modern fighting force in a technology-dominated world. It is, therefore, essential that we encourage innovation from the most broad, diverse and brilliant spectrum of innovators our country has to offer.
ASCA is committed to connecting and investing in those innovators and
their ideas to enable the transition of technologies into capabilities, because we cannot do it alone.
We have acknowledged that we will also be prioritising investment in deep and long-term partnerships with universities, research providers and industry, through our Emerging and Disruptive Technologies Program. I therefore encourage you to keep to up-to-date with the many and varied opportunities to work with Defence on solving our highest priority capability needs.
Designed to act as the missing link between Defence and innovative Australian companies, ASCA’s purpose is to accelerate the development and transition of asymmetric capabilities to the ADF, and all three programs – Missions, Innovations and Emerging Disruptive Technology – are now up and running with that intent.
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By Professor Peter Leahy AC, LTGEN (Rtd), Director, National Security Institute, University of Canberra
Today, politicians and government officials breathlessly warn that dangerous times are just ahead. Simultaneously, many commentators tell us that we are dangerously unprepared. Today’s threats extend beyond traditional military pressures, raising new alarms around international relations, climate change, cyber security, disinformation, terrorism, espionage, cyber war, economic and trade coercion, and pandemics.
We are being attacked and challenged across a broad front and need to be able to respond appropriately. The threats do not fit neatly into the current responsibilities of any one government department. Change is needed.
We need to urgently adopt a comprehensive and coordinated approach to national security. It must consider all threats and provide a comprehensive wholeof-government approach to promote and defend our national interests. Recently, we have seen a growing number of current and ex-government officials raise their concerns about the need for national security reform.
One such call came from the DirectorGeneral of the Office of National Intelligence, Andrew Shearer, who noted, “we cannot provide security without bringing in a whole-of-nation approach”. The recent Defence Strategic Review 2023 and 2024 National Defence Strategy are, in reality, just other defence-focused documents. Both have an ambition towards an illdefined notion of national defence, but neither delivers.
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Australian Army
CH-47 Chinooks and Royal Australian Navy
MH-60R Seahawk on the flight deck of HMAS Adelaide during Wet and Dry Environment
Rehearsals (WADERs) at Cowley Beach Training Area. Throughout June 2024, the Australian Amphibious Force (AAF) conducted WADERs, including amphibious raids and assaults, along the coast of north Queensland. The WADER series enhances the joint operability of the Australian Amphibious Force and the Navy, and will prepare the AAF for deployment later this year.
Source: Department of Defence.
Photographer: CPL Michael Rogers.
What is needed is a formal national security strategy and an agency with the staff and authority to coordinate all government entities through the National Security Committee of Cabinet. We do not have to look far for the solution.
We need a clear strategy and detailed plans to provide and harness a whole-of-nation response. We might have plans for individual departments and agencies, but there is no national plan. Defence, even now, is hardly on a war footing and the other agencies do not understand what role they might have to play should the nation go to war. “
In December 2008, former Prime Minister Kevin Rudd delivered the inaugural National Security Statement to Parliament. It outlined the government’s national security policy and described the scope of national security and Australia’s national security interests, principles and priorities. Most importantly, it outlined a vision for a reformed national security structure.
A National Security Adviser was appointed to, among other things, develop a whole-of-government national security approach, provide a crisis response capability and promote a cohesive national security culture. The overall intent was that national security statements would be a regular event and would set priorities and shape detailed policy development.
Under Prime Minister Julia Gillard there was another effort at a national security statement, which was delivered in January 2013. It was a strong and clear document, which recognised the changes in our security environment and the need for a whole nation response.
It was the highwater mark of Australia’s national security efforts. With the election of a Liberal government in 2013, the initiative lost focus until now, when there is no formal recognition of a national security process.
The National Security Committee of Cabinet is the current mechanism for dealing with these issues. It works, but not well enough to deal with either the complexity of the issues that we face or the complexities of our system of government, which engenders departmental reluctance, bureaucratic jealousies, single agency budgets and narrow ministerial and departmental responsibilities.
We need a clear strategy and detailed plans to provide and harness a whole-of-nation response. We might have plans for individual departments and agencies, but there is no national plan. Defence, even now, is hardly on a war footing and the other agencies do not understand what role they might have to play should the nation go to war.
Given our current perilous position and the likely events of the near future, it is time to reinstate a comprehensive national security approach under the control of a powerful national security adviser reporting directly to the prime minister. Let’s start thinking about national security and bring back the National Security Adviser.
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By David Johnston, Chair, UWA Defence and Security Institute
Since 2020, Australia’s Department of Defence has been the subject of no less than a dozen reports or reviews. All have been a “value add” to the functioning and forward focus and planning of the ADF.
The primary objective of the DIIP is to provide a comprehensive and integrated approach to defence investment, encompassing procurement, infrastructure, sustainment and personnel. It aims to ensure the ADF possesses the necessary capabilities to defend the nation and its interests, contribute to regional stability, and fulfil our international obligations, be they military or economic.
Launched in 2014 the First Principles Review: Creating One Defence set out the revised 2024 Integrated Investment Program (DIIP) and its two-yearly review and update. This document and the intent within it are one of the cornerstones of Australia’s defence strategy, shaping the nation’s military capabilities and ensuring readiness to meet emerging threats.
As part of the broader 2016 Defence White Paper, the DIIP outlines the planned investments in defence capabilities over a decade, aligning with Australia’s strategic interests and the ever-evolving geo-political landscape.
The primary objective of the DIIP is to provide a comprehensive and integrated approach to defence investment, encompassing procurement, infrastructure, sustainment and personnel. It aims to ensure the ADF possesses the necessary capabilities to defend the nation and its interests, contribute to regional stability, and fulfil our international obligations, be they military or economic.
The DIIP is structured around several key capability streams, including maritime, land, air, information, and cyber capabilities, along with space and electronic warfare. Each stream details specific projects and initiatives designed to enhance the ADF’s operational effectiveness and interoperability (and with the United States interchangeability) with allies, particularly the US, through the AUKUS alliance and, more broadly, our Five Eyes intelligence sharing partnership.
Recognising the strategic importance of maritime security, the DIIP includes significant investments in naval assets. This encompasses the procurement of new submarines, frigates and offshore patrol vessels, as well as upgrades to existing platforms. The acquisition and introduction of nuclear-powered Attack-class submarines, initially from the US, replacing the diesel electric Collins-class greatly enhances undersea warfare capabilities.
The DIIP also emphasises modernising the Army’s equipment and infrastructure to improve mobility, firepower and protection. This includes acquiring new state-of-the-art equipment, such as Boxer Combat Reconnaissance vehicles and Redback Infantry Fighting Vehicles, long-range fires with the HIMARS system, and further enhancement of the Army’s amphibious capabilities.
Meanwhile, investment in air capabilities focusses on the acquisition of advanced fifth-generation aircraft to ensure air superiority and enhance strike capabilities. Key projects include the acquisition of F-35A Joint Strike Fighters, P-8A Poseidon maritime patrol aircraft, and MQ-4C Triton unmanned
aerial aircraft. These assets are designed to provide enhanced surveillance, reconnaissance, and strike capabilities.
As the digital domain becomes increasingly critical, the DIIP allocates increasingly significant resources to enhancing cyber defence and information warfare capabilities. This includes investments in secure communication systems (particularly in the battlespace), cyber defence infrastructure, and intelligence, surveillance and reconnaissance capabilities.
Meanwhile, recognising the growing importance of space in modern warfare, the DIIP includes investments in secure satellite communications, space situational awareness, and early warning systems. These capabilities are essential for maintaining strategic advantage and ensuring that the ADF can operate effectively in the space domain.
Implementing the DIIP involves a complex interplay of project management, industry collaboration and financial oversight. The program requires coordination with domestic and international defence contractors, ensuring that projects are delivered on time and within budget. Australia’s defence industry plays a crucial and vital role, with the Australian Government emphasising the need to build sovereign industrial capabilities and create highly skilled jobs.
The DIIP faces several challenges. The rapid pace of technological change means that the ADF must continuously adapt to stay ahead of potential adversaries, especially those that are extremely agile. Ensuring interoperability with allies, particularly as technologies evolve, is also a critical concern. Additionally, managing the financial aspects of the DIIP, especially in a dynamic economic and political environment, requires careful planning and flexibility.
Defence is currently a little off-balance in those regards, with the significant recent directional changes of the new government, but timely adaptation is what this particular Department has, and must continue to achieve, so as to regain its balance. The DIIP is strategically significant for Australia, reflecting its commitment to maintaining a robust and adaptable defence posture that is particularly visible in our region and to our allies is therefore paramount.
By investing in a broad spectrum of capabilities, the program ensures that the ADF can respond to a wide range of threats, including military, asymmetric and cyber. The focus on regional partnerships and alliances underscores Australia’s role as a key security actor in the Indo-Pacific region.
In conclusion, the DIIP represents a comprehensive approach to enhancing Australia’s defence capabilities. It aligns military investments with strategic objectives, ensuring that the Australian Defence Force is well-equipped to meet future challenges and contribute to regional and global security.
In accordance with Commonwealth Government direction in response to Defence Strategic Review 2023, the ADF is rapidly preparing for the introduction into service of mobile land-based precision long-range rocket artillery and maritime strike missile systems. Seen here in July 2023, a US Army High Mobility Artillery Rocket System (HIMARS) launcher from the US Army’s 17th Field Artillery Brigade is prepared for the live-fire execution of the bilateral US-Australian Exercise Highball at the Lancelin Defence Training Area, WA. Source: Department of Defence. Photographer: CPL Nakia Chapman.
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By Dr Gregory P. Gilbert, Contributing Defence Analyst
Wouldn’t it be great if Australia finally grew up and decided to fight for its independence and sovereignty? Some would ask what I am talking about, for we Australians are both one and free, but since Federation our nation has almost always seen itself as the younger partner of a big brother with global power. The fact that the Royal Australian Navy continues to see itself as contributing ships or a small fleet as a component part of a larger allied navy, initially the British Royal Navy (RN) and then the United States Navy (USN), highlights the fact that the RAN is not an independent force capable of independently defending the sovereignty of the Australian nation.
Historical precedent would suggest that the current Australian nuclear submarine boom will be followed by another bust. The nation will once again be left with a fleet of new warships dependent upon a naval big brother, instead of operating an independent and sovereign Australian navy.
During the first 10 years of its existence, the Australian Commonwealth discussed various options for the development of its own navy. The 1895 and 1903 agreements that saw the Commonwealth of Australia subsidise the British RN on the Australia Station was rightly described as a form of ‘tribute’ to the British Empire.
During 1909, the Fisher Government approved the purchase of three torpedo destroyers designed to meet specific Australian requirements from commercial shipbuilders Denny/Fairfield of Glasgow, UK. The purchase was organised as a foreign sale rather than purchased through the British Admiralty.
The government followed the advice of its chief naval adviser, the Director of Commonwealth Naval Forces, CAPT William Creswell, who believed that it was best to develop an independent sovereign navy. Such an Australian navy, built upon a force of destroyers, would be selfsufficient with Australian naval command, administration, personnel, engineering and shipbuilding capability although, perhaps most importantly, limited to the available funds provided by a relatively small Australian population.
The sovereign fleet policy did not survive 1909. The British Admiralty, which opposed a truly independent Australian navy – even suggesting that it was an Irish plot – realised it could not directly oppose Australian nationalist sentiment and put forward a third option. The Admiralty proposed that an Australian Fleet Unit be built as part of the RN’s deployed forces. An Australian Fleet Unit that could both protect local national interests and, in combination with RN forces, be deployed to project British Imperial sea power across the world.
The acquisition of the new Australian Fleet Unit would also be subsidised by the British. To that end, the new Australian fleet would be an identical sub-set of the RN, with British command, tactics, policies and administration; with RN personnel, rank, specialisation, discipline and training policies; and with RN engineering policies, including research, designs, systems and equipment, construction, maintenance and upkeep. Of course, the assumption was that Australians were just not capable of running their own navy.
In fact, when it came to the nation’s new capital ship, the battlecruiser HMAS Australia, the assumption was a correct one. Subsequently, the Deakin Government accepted the Admiralty’s proposals, overruling its own advisers. By 1911, when King George V approved the new title ‘Royal Australian Navy’, the Australian Fleet Unit, effectively a squadron of the British RN, was well on the way. The chance of Australia developing a truly independent and sovereign Australian navy had been lost.
For its first 60 years, Australia relied upon the RN, with its RAN squadron, to provide a maritime defence for the nation. The RN and RAN even used the same British White Ensign until 1967. Australia’s increasing involvement in South-East Asia and Britain’s strategic withdrawal from areas east of Suez, led to the RAN increasing its ties with the United States.
The RAN entered the missile age by purchasing USN-designed warships off the shelf, although we continued to operate and maintain the new ships using British Admiralty naval administration policies, procedures and standards.
During the early 1970s considerable effort was expended on establishing an Australian naval engineering community, within the RAN, that could design our own warships to Admiralty standards using Australian materials and equipment: importantly, the light destroyer (DDL) and fast combat support ship (AOE) projects.
At the time, it was recognised that Australia was too small to have commercial competition between ship design companies, hence a single inhouse Naval Engineering Division was considered to be the best way to develop Australian warship designs.
This was also highlighted in the Hammond Report of 1989, which noted that important classified information could only be passed navy-to-navy and would be unavailable to commercial shipbuilding companies.
Such efforts, however, soon collapsed as Australian governments felt it was too inefficient, slow and costly to generate indigenous naval capacity (in other words, an independent Australian navy), rather than purchasing foreign-designed and -built warships that could rapidly form a new Australian fleet.
Despite several efforts during the 1980s and 1990s, involving the local build of foreign, commercially-designed warships, deficiencies in Australian naval infrastructure (in administration, personnel and engineering), meant that much of the effort expended on self-sufficiency and Australian industry involvement was short lived. For example, the small number of Swedish submarine designers at Kockums helped train a sizeable force of Australians on conventional submarine design practice as part of the Collins-class submarine project.
Somewhat predictably, the majority of those people were lost to naval shipbuilding within a few years as the government could not sustain a continuous submarine build program. The New Submarine Project had identified the lack of continuous build as a major concern in the early 1990s and recommended building the first two Collins boats as one class before proceeding to a series of subsequent classes consisting of four-boat batches.
Today, we once again are training a new batch of submarine designers from scratch to meet the new AUKUS surge. I would suggest, however, that Australia has neither the economic resilience nor the political will for a continuous design and build program for future submarines.
Historical precedent would suggest that the current Australian nuclear submarine boom will be followed by another bust. The nation will once again be left with a fleet of new warships dependent upon a naval big brother, instead of operating an independent and sovereign Australian navy.
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By Toff Idrus, Advocate
The Defence Industry Development Strategy is said to replace the 2016 Defence Industry Policy Statement and the 2018 Defence Industrial Capability Plan. Launched by Minister for Defence Industry, Hon Pat Conroy, on 29 February 2024, it is unclear as to whether it does or does not replace them in intent, content and strategy, but perhaps it does succeed them in terms of contemporaneous relevance.
The policy distinguishes between Australian ownership and Australian ‘sovereignty’, stating that “only in limited circumstances is Australian ownership critical to sovereignty”. So, as long as you have an Australian Business Number (ABN), you meet the new ‘Australian Sovereign Defence Industrial Base’ definition.
In some respects, that is perhaps not a bad thing, noting the reality that major overseas primes (and some SMEs) with Australian subsidiaries exist in droves today anyway, but it does dilute any competitive advantage a home-grown company might have when competing for defence contracts with ‘sovereignty’ as a compliance requirement.
But does that all matter? Surely it depends on the parent company, where it hails from, and the political and social relationship that Australia has with that country, and isn’t the world more globally interdependent, anyway? After all, look at Ukraine and how its ability to maintain the fight is only possible because of the support of allies. Those friends, however, do not need to be recognised as ‘Ukraine sovereign’.
Minister for Defence Industry Hon Pat Conroy addresses the media during a press conference at the release of the Defence Industry Development Strategy at CEA Technologies, Canberra, February 2024. The Strategy outlines a framework and principles for the future direction of defence industry policy. Source: Department of Defence. Photographer: Kym Smith.
The second most notable takeaway from the new Defence Industry Development Strategy (DIDS) is its redefinition of defence industry priorities. Those familiar with Australian Industry Capability (AIC), and especially those who may have spent weeks perfecting their company’s AIC plan, would be painfully aware of the Sovereign Industrial Capability Priorities (SICPs), an initial 10 of which were detailed in the 2020 SICP plan. Fast forward to the DIDS, and we now apparently have new industrial base priorities known as Sovereign Defence Industrial Priorities (SDIPs), of which there are seven.
Now, a great question might be how do the previous 10-plus SICPs relate to the seven SDIPs, and what are the differences; not so much in terms of how one differs from the other regarding capability priorities, but more so in how each affects what businesses must now prioritise in terms of developing their alignment with these new priorities.
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The point being made is that, while governments have an obligation to determine policy, it is unclear how the DIDS relates to past policies and priorities, and, for businesses now investing in developing workforces and skills to meet the new SDIPs, what assurances does industry have that such priorities will not soon change again?
As an illustration, the initial SICPs listed something like “combat clothing survival and signature reduction technologies”, yet no such priority category has been identified in the new SDIPs. So, does that mean that defence PPE and combat clothing, for example, are no longer sovereign priorities?
The point being made is that, while governments have an obligation to determine policy, it is unclear how the DIDS relates to past policies and priorities, and, for businesses now investing in developing workforces and skills to meet the new SDIPs, what assurances does industry have that such priorities will not soon change again?
Ultimately, the DIDS is a useful reference, but it is light in terms of details and could not reasonably be used to inform industry as to how to meet these new capability and defence industry strategic developments. Having now promulgated the policy, Defence and the government need to follow through with implementation plans and industry briefing sessions with practical and real advice for stakeholders.
Chapter Six of the DIDS places that onus on the Office of Defence Industry Support (ODIS) and, coupled with the 2024 National Defence Strategy, it almost prophesises that the priorities and the recommendations of the DIDS will drive changes in behaviour in terms of the expectations of being a sovereign business, while at the same time they will be driven by strategic needs and reality, as articulated in the Defence Strategic Review 2023 and 2024 National Defence Strategy
With AUKUS on top of us, heightened tensions in the Indo-Pacific, the war of attrition in Ukraine, and the real possibility of conflagration in the Middle East, we had better hope that the DIDS, the 2024 National Defence Strategy and the 2024 Integrated Investment Program finally drive some changes in the growth of, and encouragement for, the local defence industry.
By Jennifer Parker, Expert Associate, National Security
Broadly, the surface combatant fleet review outcomes and the growth of the RAN surface combatant fleet were a positive step for Australia’s defence. Challenges still abound, however. The narrow scope of the review excluded the broader functions of the Navy, including mine warfare and sustainment operations. Issues persist in the overall construct of the entire fleet, and this review has only addressed a subset.
The outcomes of the Independent Analysis into Navy’s Surface Combatant Fleet announced in February 2024 marked one of the more significant capability decisions in the last four decades of the Royal Australian Navy. Not only did the Commonwealth Government recognise that the surface combatant fleet needed to grow, but more broadly the fleet review’s release represented a change in sentiment towards the role of the RAN in the defence of Australia’s national interests.
For 50 years, reviews of the RAN’s fleet requirements recommended that the Navy required 16 to 20 surface combatants. In his 1986 defence review, Paul Dibb famously remarked that he could find no strategic justification for the consistent force design position that the RAN only required 12 surface combatants, and that the number was more like 17 to 20.
In many ways, this makes it remarkable that even with the 2020 removal of the force design concept of 10 years’ strategic warning time of a potential conflict in our region, the RAN’s surface combatant fleet remained at 11 vessels. The 2020 Force Structure Plan elected to stick with the plan to increase the surface combatant fleet to 12 at some point in the late-2030s.
A plan predicated on the replacement of the Anzac-class with the Hunter-class frigate was decided in 2018. Of course, to get to that point without a significant reduction in the fleet would require each of the eight Anzac-class frigates to be extended nine years. A 2019 Australian National Audit Office (ANAO) report highlighted that the vessels were not likely to last an additional nine years, but the Commonwealth Government persisted with the increasingly risky plan.
Given the context, it should not have been a great surprise that the Independent Analysis Team (IAT) established in 2023 recommended that the RAN surface combatant fleet be expanded with several significant changes to the planned schedule. The first, and perhaps most anticipated, was that the planned nine Hunter-class frigates would be reduced to six, with delivery scheduled in the 2030s and 2040s, although the timeline is not entirely clear.
The second cut was the reduction of the beleaguered Arafura-class Offshore Patrol Vessel (OPV) program, which was reduced from a planned 12 to six hulls. It remains unclear when the Arafuras will enter service, with the first hull having been launched in 2021, but its entry into service appears to be delayed indefinitely.
The surprise to many was the decision to acquire 11 general-purpose frigates, with the first three to be built overseas and the remaining eight to be built in Western Australia. The general-purpose frigate, which will have the ability to operate across all spheres of warfare, will form the backbone of the RAN’s surface combatants.
The second surprise, although it perhaps should have been expected, was the decision for Australia to acquire six large optionally-crewed surface vessels (LOSVs) from the mid-2030s. Although there is much to be said about the employment and viability of this capability, which is yet to be developed in the US, it is positive to see the RAN enter the uncrewed capability space on a larger scale.
Broadly, the surface combatant fleet review outcomes and the growth of the RAN surface combatant fleet were a positive step for Australia’s defence. Challenges still abound, however. The narrow scope of the review excluded the broader functions of the Navy, including mine warfare and sustainment operations. Issues persist in the overall construct of the entire fleet, and this review has only addressed a subset.
Second, despite the decision for the fleet to grow, the fleet will actually decrease in the near term with HMAS Anzac decommissioned, and Arunta to follow in 2026, further emphasising the gap between the risk articulated in the 2024 National Defence Strategy and the RAN’s actual capability between now and the mid-2030s.
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By Stephen Bunce, Managing Editor, WA DEFENCE REVIEW
CDRE Brett
Dowsing RAN (Rtd), Senior Defence Writer, WA DEFENCE REVIEW &
Serge
DeSilvaRanasinghe, Principal Editor, WA DEFENCE REVIEW
Following last year’s AUKUS Optimal Pathway announcement, Western Australia has been elevated to the forefront of Australia’s defence, strategic, operational and build considerations. This prominence comes as preparations begin for the establishment of Submarine Rotational Force-West. In an exclusive interview with WA DEFENCE REVIEW on 29 July 2024, WA’s Minister for Defence Industry, Hon Paul Papalia CSC MLA, shared his views on the recent defence developments for WA and their relevance and significance for the future of AUKUS.
Minister, thank you for this opportunity. To begin, let’s address the significant developments that have influenced our defence landscape since the last edition. From the perspective of the WA Government, how would you summarise these key changes and their impact?
Over the past year, the AUKUS alliance and its work towards establishing a nuclear submarine capability for Australia progressed dramatically, with WA at the forefront of that progress. We are now on an AUKUS optimal pathway. This year will see nuclear submarine sustainment commencing in WA, with the very first tender maintenance period being conducted at HMAS Stirling. That will be followed, between now and 2027, by more of that type of visit, potentially with longer periods and greater intensity of maintenance.
By 2027, we anticipate that Submarine Rotational Force-West (SRF-W) will be stood up. It will consist of four US Virginia-class submarines and one UK Astuteclass submarine rotating out of and operating from WA. That is an extraordinary leap in presence and capability. Australian personnel will embark on and participate in operating these submarines. WA-based Navy personnel and industry will play a crucial role in their maintenance, which is a serious step in lifting our capacity to assist the sustainment of the submarines.
By 2027, we anticipate that Submarine Rotational Force-West (SRF-W) will be stood up. It will consist of four US Virginia-class submarines and one UK Astute-class submarine rotating out of and operating from WA. That is an extraordinary leap in presence and capability. Australian personnel will embark on and participate in operating these submarines. WA-based Navy personnel and industry will play a crucial role in their maintenance, which is a serious step in lifting our capacity to assist the sustainment of the submarines.
By 2032, we expect to have our own Virginiaclass submarines. That will require a much greater capability for sustaining submarines; having had no nuclear submarines of our own up until that point, our focus will be on building skills and capability within industry, and developing the necessary infrastructure to support our future assets.
Given that the Australian Marine Complex (AMC) in Henderson is considered the ‘Jewel in the Crown’ of the West Coast’s naval shipbuilding infrastructure, could you please provide an update on the infrastructure funding and developments at the AMC over the past year? What strategic measures are the State Government putting in place to ensure AMC remains the nation’s premier naval maintenance and sustainment hub?
Since our last discussion, we’ve established a Western Australian, nuclear-propelled submarine Steering Group in collaboration with the Deputy Prime Minister’s office. This is chaired on the Australian Government side by RADM Matt Buckley, the Deputy ASA and, on our side, it is co-chaired by Linda Dawson, the Deputy Director General of the
Department of Industry, Science and Innovation at the Department of Jobs, Tourism, Science and Innovation (JTSI), alongside RADM Phil Spedding (Rtd), our Defence Advocate.
This team has the responsibility of coordinating and collaborating across federal and state governments and agencies in the development of nuclear submarines to sustain that capability, which is a significant undertaking. They report directly back to the Deputy Prime Minister’s office at the federal level and to the Premier’s office and mine at the state level. Should they require any additional resources, agencies or participants, they can draw them in with a view to focusing on that task as a priority, building out the capability to ensure nuclear submarine sustainment.
With the establishment of the AUKUS Pillar I WA-based nuclear-propelled submarine Steering Group do you believe there is a need for a parallel organisational structure for Pillar II-type initiatives?
Since our last discussion, we’ve established a Western Australian, nuclear-propelled submarine Steering Group in collaboration with the Deputy Prime Minister’s office. This is chaired on the Australian Government side by RADM Matt Buckley, the Deputy ASA and, on our side, it is co-chaired by Linda Dawson, the Deputy Director General of the Department of Industry, Science and Innovation at the Department of Jobs, Tourism, Science and Innovation (JTSI), alongside RADM Phil Spedding (Rtd), our Defence Advocate.
Not at this moment. Our normal approach at state level is that we have our Defence Advocate, field chairs, and the defence industry advisory forum, which brings together Chambers of Commerce and SME representatives. With AIDN and Henderson Alliance, some of the big primes sit on them as independent partners and also representatives from our universities, our Defence Science Centre and local government and relevant government agencies at state government level, which all focus on identifying and realising opportunities in the defence sector for our industry participants. All of which now incorporates a present focus on AUKUS Pillar II objectives.
Are AUKUS Pillar I’s objectives the main Defence interests priority for WA, considering the huge implications from the AUKUS Optimal Pathway announcement and future establishment of Submarine Rotational Force-West at HMAS Stirling?
AUKUS Pillar I is certainly a top priority but it’s not our only one. We have also placed significant priority on continuous shipbuilding, particularly on establishing continuous shipbuilding capability in WA, consolidating shipbuilding and developing a precinct for defence.
With Pillar II of the AUKUS alliance unlocking exciting opportunities for advanced defence and cyber technology cooperation among Australia, the UK and the US, and with other allies including Japan and South Korea expressing a keen interest in joining, could you update our readers on the current state of the space, cyber and C4ISR sectors in WA. Additionally, could you also update us on the State Government’s strategy to fully capitalise on AUKUS Pillar II?
AUKUS Pillar II, in many ways, aligns with our Defence and Defence Industries Strategic Plan which was launched in 2018. We see this as a competitive advantage, as WA has one of the biggest, if not the biggest, resources sectors in the world, with world-leading capabilities. WA businesses have derived capability and skills from meeting the demands of that sector, and it can be readily applied to defence, giving us a competitive advantage. That advantage extends to Pillar II of AUKUS as well.
AUKUS Pillar II, in many ways, aligns with our Defence and Defence Industries Strategic Plan which was launched in 2018. We see this as a competitive advantage, as WA has one of the biggest, if not the biggest, resources sectors in the world, with worldleading capabilities. WA businesses have derived capability and skills from meeting the demands of that sector, and it can be readily applied to defence, giving us a competitive advantage. That advantage extends to Pillar II of AUKUS as well.
WA has been involved in the space industry for 60 years and has the optimal sites for ground stations. Currently there are 14 ground stations in WA, which have attracted not just national space industry participants but major space players from around the world. This gives WA the opportunity to leverage off that expertise and awareness.
With respect to C4ISR, autonomy and other advanced technologies, one of the big opportunities in Pillar II is undersea warfare. Our sectors are extremely capable in those fields, and are fully capable due to the consequence of our resources sector. WA can employ those technologies and capabilities, whether it’s cyber security or secure communications. In fact, all our industry players are very mindful of the demand for ever-increasing capability in that field.
In the areas of communications, secure communications, remote activities, remote operations, undersea autonomy and air and land autonomy, WA is already a key player. Due to our offshore oil and gas and mining sectors, there are more than a dozen operations rooms within Perth that are operating vehicles remotely as far away as Africa, the Kimberley or underwater off the North-West Shelf. This extraordinary expertise has potential applications for Defence and, clearly, it’s of great interest for the sharing of innovation, knowledge and capability within the Pillar II platform.
Since becoming WA’s Minister for Defence Industry, how do you see the synergistic potential of the defence and resources sectors evolving?
When we recommissioned MAJGEN Jeff Sengelman (Rtd) to develop our Defence and Defence Industries Strategic Plan, he identified that there was a competitive advantage due to WA’s world class resources sector. This allows our industry participants to acquire and build skills, capacity and capabilities from extremely demanding, agile locations and often operating in a sector which has identical environments to defence. Our industry players are already equipped to contribute to defence, but they are not entirely dependent on it, which is a considerable advantage.
Our players have potential revenue streams and fields of capability, unlike other jurisdictions where their defence industry is solely a defence industry. This diversification includes research and innovation not initially driven by Defence but potentially applicable to it. For example, a team in a completely different field like offshore oil and gas, or mining, may have a challenging problem to solve. Research is conducted, capabilities developed, and the outcome may meet the challenges that Defence are facing.
In February 2024, Minister Papalia was given a tour of the VEEM facility in Canning Vale, WA by the company’s Managing Director Mark Miocevich. VEEM is a designer and manufacturer of disruptive, high-technology marine propulsion and stabilisation systems for the global luxury motor yacht, fast ferry, commercial workboat and defence industries. VEEM is headquartered in Perth, employing around 200 staff and operating from a 14,700sqm purpose-built fabrication and manufacturing facility, including Australia’s largest non-ferrous foundry. Supplied.
Ram Kuppusamy, CEO of Space Angel, presents at IODS 2024 the visionary plans for the Australian Space Super Corridor (ASSC) to Minister Papalia, marking a bold step towards enabling spacecraft returns and rocket launches in WA by 2026/27. Space Angel is a Perth-based digital aerospace company that specialises in the development of cutting-edge technology for the space industry from advanced autonomous systems and spacecraft to digital tools and platforms that improve in-situ space operations and exploration, helping to make space more accessible, costeffective and efficient for government and commercial customers. Supplied.
We have allocated approximately $35mn towards defence industry training and support for those pursuing careers in the defence industry schools pathway. One of the initiatives was creating the Defence Industry Vocational Employment (DIVE) scheme. This scheme is designed to support people who may not have the skill set required to find a job within the defence sector. We provide the necessary tools to upskill them and fund the employers to support them, to help integrate these individuals into the defence industry.
Earlier this year, the WA Government launched the Defence Ready Initiative Grants. It was open to eligible WA employers and provided grants of up to 50% funding (up to $20,000) to support their entry or expansion into the defence supply chain. Please tell us more about the fundamentals of the program and whether the State Government is intending to continue it into the future?
We have allocated approximately $35mn towards defence industry training and support for those pursuing careers in the defence industry schools pathway. One of the initiatives was creating the Defence Industry Vocational Employment (DIVE) scheme. This scheme is designed to support people who may not have the skill set required to find a job within the defence sector. We provide the necessary tools to upskill them and fund the employers to support them, to help integrate these individuals into the defence industry.
Currently, we are looking at what more we can do, particularly in the field of preparing SMEs for defence and nuclear submarine supply chains. These are primarily the responsibility of the Australian Government, but we are committed to supporting WA’s defence sector. We are also assisting with the national task of filling the nuclear submarine sustainability. Our focus is on finding ways to assist SMEs in getting defence-ready and meeting the demands of the commercial nuclear submarine supply chain.
Over the past year, the WA Government has signed multiple Memoranda of Understanding (MoUs) with significant defence companies, including Huntington Ingalls (HII), the world’s largest manufacturer of nuclear-powered submarines. What is the WA Government’s strategy to enhance industry participation in the defence supply chain and with major defence primes?
Regarding the MOUs that we have signed, we’re working on more. We have agreements with HII and Babcock, who have subsequently formed a new joint venture called H&B Defence. Additionally, we signed an MOU with ASC at the recent Indian Ocean Defence and Security Conference (IODS) held in Perth.
As a state, we’re now the designated lead for nuclear submarine sustainment in WA. We are working on finalising an agreement with Rolls Royce and are also in early discussions with General Dynamics Electric Boat (GDEB).
As I previously stated, our main objective is to look towards helping our industry be defence-ready, and potentially get into even more demanding supply chains for nuclear submarine manufacture and sustainment.
Regarding manufacturing, we are in discussions with HII and GDEB about manufacturing Virginiaclass submarines in the US and the American defence industry. They are very supportive of getting Australian industry players into their supply chains to broaden and expand their capacity.
Right now, the demand to deliver on the Virginia-class submarines is exceptionally high and HII is also building ballistic missile submarines and aircraft carriers. Demand is higher than it’s been since the Cold War, and it’s rapidly increasing, but capacity can’t keep up with that demand. Around 70% of the critical components of a Virginia-class submarine are from a sole-source provider. They want and need our players to help the US to deliver their defence objectives.
Considering the ever changing strategic and economic environment facing Australia, including the establishment of AUKUS, do these changes warrant a review of the WA Government’s Defence and Defence Industries Strategic Plan, which was released nearly six years ago?
Yes, we are currently reviewing the plan. While it has certainly stood the test of time, there have been significant changes in WA since the plan was written, including continuous shipbuilding and the establishment of AUKUS. These recent developments and achievements should be reflected in the updated plan.
That said, the plan, which had as an objective doubling the $3bn a year contribution to revenue investment, to revenue generated, or economic activity generated in the state, then we have succeeded in that. In fact, with impending activities, we will be on the pathway to exceeding those targets significantly.
Minister, we thank you for your time and sharing your views with us.
4,860 total event attendances from 25 nations (11% international representation)
112 Government, industry, and academic delegations from 15 nations
4 international Chiefs and Heads of Navy
3 Australian Defence Service Chiefs
110 exhibiting organisations from 12 nations
1,881m² exhibition space
32 sponsors and supporting organisations
39 conference presentations with 80 expert speakers including the Acting Australian Prime Minister
400+ students from 17 schools for Careers and Skills Day
10 media partners and 43 accredited media
Source: Defence West
Australia’s Indian Ocean Capital
Leading the nation in autonomous systems, cyber security, and sub-sea robotics
Department
By Hon Hannah Beazley MLA, Minister Assisting
Western Australia has a long and proud history of supporting Australia’s Defence Force in protecting our nation and serving alongside our allies. WA’s defence industry – The Other Force – is home to more than 450 businesses working across the five defence domains: air, information and cyber, land, maritime and space. The Other Force contributes an estimated $3bn each year to our state’s economy and directly employs around 3000 people.
“Bolstering our defence industry workforce will contribute to securing additional projects and the sovereign defence capability Australia depends on. The Western Australian Defence Industry Workforce Development Plan 2022-27 underpins the WA Government’s work to boost our defence industry workforce capabilities across trades, professional and para-professional occupations. The Plan has also guided our government’s $35mn investment to build a strong and sustainable defence industry workforce here in WA. Indeed, WA will proudly be at the forefront of Australia’s AUKUS Optimal Pathway.
In the next decade, more than new 4000 jobs are expected to be created from multiple AUKUS Optimal Pathway projects and the material outcomes of the Independent Analysis into Navy’s Surface Combatant Fleet. As Australia faces the most complex and challenging global environment since World War II, it is more important than ever that we invest in WA’s defence industry workforce.
The State Government will soon lodge a proposal with the Commonwealth Government to establish a Defence Centre of Excellence at South Metropolitan TAFE under the National Skills Agreement. With WA’s existing maritime industry and infrastructure, Perth is uniquely positioned for a more considered national skills hub for defence in the future.
Bolstering our defence industry workforce will contribute to securing additional projects and the sovereign defence capability Australia depends on. The Western Australian
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The Other Force website showcases the exciting and rewarding careers available in the defence industry, and profiles 21 of the many in-demand jobs required to sustain upcoming defence projects in WA. The Cook Labor Government is committed to growing the number of skilled workers for the defence industry, and ensuring we diversify our economy and create secure, well-paid jobs for Western Australians.
Defence Industry Workforce Development Plan 2022-27 underpins the WA Government’s work to boost our defence industry workforce capabilities across trades, professional and para-professional occupations.
The Plan has also guided our government’s $35mn investment to build a strong and sustainable defence industry workforce here in WA. Indeed, WA will proudly be at the forefront of Australia’s AUKUS Optimal Pathway.
HMAS Stirling will be the home of Australia’s nuclear-powered, conventionally armed submarines, while also remaining home to the existing submarine fleet. As early as 2027, HMAS Stirling will host the rotational presence of UK and US nuclear-powered submarines as part of Submarine Rotational Force-West.
This initiative will develop Australia’s ability to effectively operate and maintain AUKUS nuclearpowered submarines by skilling navy personnel and
defence industry workers and companies on visiting UK and US boats. Over the past 12 months, WA has made significant progress to advance the workforce planning for the AUKUS Optimal Pathway. A key piece of work has been examining the nuclear skills frameworks currently operating in the US and UK.
These frameworks provide important insights into vocational and higher education curriculum development, workforce skilling and upskilling models, licensing arrangements and opportunities to develop strategic partnerships with UK and US educational institutions. Developing a Western Australian nuclear skills framework will ensure we have the right skills and qualifications required for the AUKUS Optimal Pathway.
There’s never been a better time to train or upskill for a career in the defence industry. A variety of
vocational and tertiary pathways are available for school-leavers and mature-aged workers across all capability domains that contribute to Australia’s national sovereign capability.
For young and older workers, veterans and women, there has never been a better time to join our defence industry. To support Western Australians exploring career and employment pathways, a brand-new website was launched in April 2024: www. theotherforce.wa.gov.au
The Other Force website showcases the exciting and rewarding careers available in the defence industry, and profiles 21 of the many in-demand jobs required to sustain upcoming defence projects in WA. The Cook Labor Government is committed to growing the number of skilled workers for the defence industry, and ensuring we diversify our economy and create secure, well-paid jobs for Western Australians.
Knowing that the work I’m doing really matters and that it is directly contributing to the defence of Australia. To be involved in enhancing our security, for Australia and its allies, while also supporting local businesses to grow our national sovereign capability, is really exciting and provides immense job satisfaction.
Jack Morris - Trainee Detail Designer BAE Systems
The second-largest sub-division of any country on earth, and comfortably Australia’s largest state, Western Australia holds a commanding position on the shores of the Indian Ocean.
That means, however, that nearly twothirds of the land mass of the continent lies between Perth and its nearest neighbouring capital city, Adelaide. Being distant from other major urban centres has meant that for much of its history, Perth’s lifeline and connection to the outside world has come from the sea. This geographic reality has meant that WA has, by necessity, a strong and abiding connection to the Royal Australian Navy. WA is an ocean-facing state that understands perhaps more than any other
jurisdiction the importance of our sea lines of communication. During World War I, the city of Albany, in WA’s southern extremity, was the final staging post for the ANZAC troop convoys that would eventually land at Gallipoli. It was the last time many of those men would ever set foot on Australian soil.
During World War II, WA’s geography would again be of use to the nation and its allies, this time through the port city of Fremantle. Indeed, Fremantle was the largest submarine base in the southern hemisphere in World War II, and the
second-largest in all of the Indo-Pacific, behind Pearl Harbor. It is estimated that 127 United States Navy submarines operated 353 total patrols from Fremantle, alongside 31 British and 11 Free Dutch submarines. Eight of those submarines were lost while on patrol from Fremantle, one of which, the USS Bullhead, was the final US naval vessel sunk by enemy action during the war.
AUKUS ARRANGEMENTS
Those historically significant ties have never been more relevant as the AUKUS arrangements to acquire, build
This is the first of many opportunities that Australians will have to train in nuclear submarine maintenance and sustainment in WA over the coming years. As many commentators have already indicated, AUKUS will require a truly national effort, encompassing all states and national levels of academia, training institutions and industry. And the first bites at the
and operate Australian nuclear-powered submarines have again thrust WA to the forefront of joint US, UK and Australian naval cooperation.
From 2027, HMAS Stirling, Australia’s largest naval base, will host a rotational presence of US and UK nuclear-powered submarines, and approximately 900 crew and their families. This initiative, known as Submarine Rotational Force-West (SRFWest) will develop Australia’s ability to operate, maintain and safely steward our future conventionally-armed nuclearpowered submarines (SSNs) by deploying our Navy personnel on visiting UK and US boats, where they will gain at-sea experience with naval nuclear propulsion, concurrently upskilling our industry.
Later in 2024, WA hosted a visit from the US submarine tender USS Emory. S. Land which will support maintenance on a visiting US SSN.
This is the first of many opportunities that Australians will have to train in nuclear submarine maintenance and
sustainment in WA over the coming years. As many commentators have already indicated, AUKUS will require a truly national effort, encompassing all states and national levels of academia, training institutions and industry. And the first bites at the cherry, so to speak, will all occur in WA.
In our state, there is great excitement about the opportunities that this will provide, and pride that our state is the focus of the initial tranches of the optimal pathway. There is a perception – an incorrect one – that AUKUS is some faroff project that does not have any bearing on us currently.
The reality is that HMAS Stirling has already begun receiving more frequent visits from allied nuclear-powered submarines. An Australian SSN will be homeported in WA in the early 2030s, nearly a decade before the first AUKUS SSN is delivered from Osborne. That means that the first challenge, the first gate to get through from an Australian perspective, is the sustainment challenge. It is one that WA, with its three decades sustaining the Collins-class, is well placed to meet.
Leveraging its combined expertise and resources, Tammar’s services focus on recruitment and labour hire across a wide variety of skill sets, including • fabrication • equipment operators • riggers, dogmen • general trades and mentoring.
With the vision of bringing inspiration and opportunity to Aboriginal people and their communities, Tammar aims to grow and provide more specialist skills to the defence industry while leading the charge on Aboriginal engagement.
Western Australia’s pivotal role in national defence has been reinforced by the recently concluded Indian Ocean Defence & Security (IODS) 2024 conference and tradeshow. The presence of all three AUKUS navy chiefs at this historic and symbolically important event clearly indicates WA’s importance in Australia’s future regional and national security strategies. WA has been fittingly described as ‘the AUKUS state’, a phrase coined by former defence minister Kim Beazley, and arguably holds its most prominent position in national defence since the introduction of the Two Ocean Navy policy in the 1980s.
Intensifying strategic competition between the US and China has heightened tensions in the Indo-Pacific region and across Australia’s northern approaches, leading to increased military cooperation between Australia and its regional and international allies and partners.
RAAF bases Learmonth and Curtin are experiencing greater operational utilisation, while HMAS Stirling is emerging as a key hub for Australia and its allies in their plans to deploy throughout the northern and eastern Indian Ocean, across South-East Asia and beyond. Further infrastructure upgrades of the Learmonth and Curtin bases, as well as to HMAS Stirling, are either underway or planned. In the context of naval and air force operations and exercises, WA is fast becoming a hive of activity.
The increasing presence and operational tempo of the ADF and allied forces is highlighted by Exercise Talisman Sabre 2023, Austrahind 2023 and Austral Shield 2024. In a recent development, the Republic of Singapore Air Force (RSAF) has also extended fighter deployment at RAAF Base Pearce. For the first time, between June and October 2024, the RSAF deployed four F-16s and F-15SG jets on a rotational basis, in addition to their long-standing aircraft training presence at RAAF Pearce.
A snapshot of allied and partner naval ship visits to WA over the last 12 months further emphasises the importance of HMAS Stirling. In August 2023 the USS North Carolina, a Virginia-class nuclear-powered attack submarine (referred to as an SSN), and the Indian Navy Ship Vagir, a Kalvari-class diesel-electric attack submarine, both visited Fleet Base West. In March 2024, the USS Annapolis, a Los Angeles-class
RAAF bases Learmonth and Curtin are experiencing greater operational utilisation, while HMAS Stirling is emerging as a key hub for Australia and its allies in their plans to deploy throughout the northern and eastern Indian Ocean and across South-East Asia and beyond. Further infrastructure upgrades of the Learmonth and Curtin bases, as well as to HMAS Stirling, are either underway or planned. In the context of naval and air force operations and exercises, WA is fast becoming a hive of activity.
SSN, also berthed at Fleet Base West, followed by the arrival of the USS Emory S Land, one of the US Navy’s two submarine tenders. August 2024 saw another visit by USS Hawaii, a Virginia-class SSN.
The visits by the USS Emory S Land and USS Hawaii were particularly significant, as they marked the first Virginia-class submarine tendered maintenance period at Fleet Base West. Prior to the visit, Royal Australian Navy engineers were embarked on Emory S Land and completed training in nuclear submarine maintenance. This development is the first time since World War II that a US submarine has conducted maintenance in Australian waters and
also saw the first joint US-Australian team performing maintenance on a nuclear-powered attack submarine.
In March 2023, three years after the initial AUKUS announcement, the Commonwealth Government outlined its Optimal Pathway integral to AUKUS Pillar I, with the aim of acquiring between three and five conventionally armed US-made Virginia-class nuclear-powered submarines from 2032. Prior to this, the Submarine Rotational Force – West (SRF-West) would be established from 2027, consisting of four US Virginia-class SSNs and one UK Astute-class SSN.
HMAS Stirling has been significantly expanded and modernised over recent years as part of a priority works program. However, following the release of the Defence Strategic Review 2023, these improvements have gained renewed momentum.
In October 2023, briefing points from the Australian Submarine Agency presented to the Foreign Affairs, Defence and Trade Legislation Committee at a Senate Estimates hearing, outlined key infrastructure developments earmarked for HMAS Stirling. These included: nuclear-powered submarine berths at the Diamantina Pier; emergency response and preparedness capabilities; reliable shore power
Chief of Navy, Royal Australian Navy, VADM Mark Hammond AO, RAN, speaks at the Indian Ocean Defence Symposium (IODS) at Perth Convention and Exhibition Centre. From 23–25 July, IODS 2024 gathered government, Defence, industry and academia in Perth to explore the theme ‘Where AUKUS meets the Quad’. A range of local and international presenters conducted sessions on topics including AUKUS, security in the Indian Ocean and naval cooperation and security in the Indo-Pacific.
Source: Department of Defence. Photographer: Andrew Green.
HMAS Stirling has been significantly expanded and modernised over recent years as part of a priority works program. However, following the release of the Defence Strategic Review 2023, these improvements have gained renewed momentum.
supply (in particular uninterrupted power supply generation to assure power reliability for nuclear-powered submarines berthed alongside the pier); licensed facilities for radiological controlled activities (including operational waste management); SSN crew certification and training; intermediate-level maintenance upgrades; and a physical security uplift. These upgrades are seen as crucial in supporting growing nuclear submarine capabilities under AUKUS.
Though not specifically mentioned at the Senate Estimates hearing, another key future infrastructure project related to HMAS Stirling is the focus on the Garden Island Causeway redundancy plan. Aptly, associated infrastructure projects will also be required by way of construction of civilian housing and transport infrastructure in and around the Rockingham area to cater for the increased presence of Defence personnel, support staff and associated traffic.
The release of the 2024 National Defence Strategy, 2024 Integrated Investment Program, the Defence Industry Development Strategy and the Independent Analysis into Navy’s Surface Combatant Fleet have all provided greater clarity on Defence policy objectives and priorities that will fundamentally reshape the future of the defence sector in WA.
In light of national budget constraints, the Commonwealth Government has been compelled to adjust some build and sustainment programs and redirect these funds to expedite and deliver AUKUS Pillar I and the new initiatives flowing from the 2024 National Defence Strategy. Yet WA remains the focus of a number of ongoing shipbuilding and sustainment projects. Key initiatives include:
• Existing Collins-class sustainment activities including intermediate and mid-cycle docking at the ASC West’s facility in Henderson.
• Continuing sustainment of the Anzac-class frigates by BAE Systems and Babcock at Henderson. Built into the overall Anzacclass sustainment is also its eventual decommissioning. This is a significant task, involving an expensive and lengthy process. In May 2024, one Anzac-class frigate was retired from service; a second will be decommissioned in 2026.
• In April 2018, Civmec received a contract from Luerssen Australia to supply and process
steel for 10 of 12 vessels belonging to the RAN’s SEA 1180 Offshore Patrol Vessel (OPV) program. Civmec completed its work in June 2024, following the Independent Analysis of Navy’s Surface Combatant Fleet and the Commonwealth Government’s announcement reducing the initial 12 OPVs to just six.
• Ongoing build work at Austal for Project SEA 1445-1 Evolved Cape-class. The RAN’s order for six vessels was initially announced in May 2020, with an additional four vessels ordered in following years; seven vessels have been delivered.
• Delivery of the Pacific Patrol Boat Replacement Project through SEA 30361, announced by the Commonwealth Government in 2016. Austal has delivered 20 of 24 Guardian-class patrol boats.
The revised 2024 Integrated Investment Program also provides an unprecedented continuous naval shipbuilding arguably for the first time in WA. In addition to the current shipbuilding projects, the program adds medium and large landing craft for the Army, as well as new general-purpose frigates and large optionally crewed vessels for the Navy.
The Commonwealth Government and Defence’s ambitions in WA place the state in an unprecedented position to capitalise on upcoming build, sustainment and capital works programs, both now and in the future.
The introduction of conventionally armed-nuclearpowered submarines will drive necessary change in defence supply chain quality generally, and in support of unique submarine systems specifically. To be considered and cleared for a role in this supply chain, businesses with an indirect contribution to Defence are likely to require upskilling or upgrading of their quality systems and security. As government agencies develop a better appreciation of the requirements for industry participation, specific details will emerge regarding necessary upskilling and system improvements.
There will likely be a plethora of other interrelated upgrades and construction infrastructure projects at Henderson. These could include: crew facilities, such as secure dining and recreational areas; designated and dedicated wharf services to support naval vessels (in particular SSNs); enhancements to existing hard stands and maintenance areas to support increased shipbuilding and sustainment activities; large floating dock and attendant transfer systems to accommodate contingency docking for SSNs; protected and sheltered maintenance areas for sensitive sustainment activities; a radiological operational waste facility; reliable uninterrupted power supply and generation; and substantial security upgrades and controlled access areas.
Equally significant is the Australian Marine Complex (AMC) in Henderson, which will play a major role in supporting shipbuilding, sustainment and AUKUS. As outlined in the 2023 Defence Strategic Review and highlighted in other subsequent policy documents, the AMC is poised for significant redevelopment. The Commonwealth Government and Defence are working to identify and implement a Henderson consolidation plan which will realise a dedicated Defence precinct.
A range of trades, professions and domains are expected to play a pivotal role in planned Defence programs, both in the development of facilities and services ashore and through potential involvement as subcontractors in shipbuilding and naval sustainment programs. Key roles will be offered in building and construction; engineering – civil, mechanical, hydraulics, naval architecture, design, technical, regulatory and maintenance services; and logistics. Project management, supply chain and inventory specialists will be required, as well as those with experience in handling radiological waste, transport and storage management.
There will also be positions for employees with a trade – mechanical, hydraulics, fabrication, welding, manufacturing, electrical, electronics, communications, high power generation and distribution, battery and uninterruptible power supply (UPS) specialists, gas, water and plumbing. Heating, Ventilation and Air Conditioning (HVAC) technicians and suppliers, telecommunications personnel, and wharf and maritime services providers and specialists will also be in demand.
The sheer size of the workforce required to deliver Defence (mainly naval and maritime) capital projects and to sustain and maintain existing naval assets, will mean that businesses already providing critical products and services will be highly sought after.
The need for businesses capable of working in the defence sector while also operating across other commercial sectors is expected to increase. Businesses with specialisations in building works, communications, computing, electronics, engineering, fabrication, hydraulics, logistics, maintenance, maritime support, materials, mechanical trades, piping, power generation and welding, to name a few, are likely to be popular, even if they have not previously worked in the defence sector.
Equally significant is the Australian Marine Complex (AMC) in Henderson, which will play a major role in supporting shipbuilding, sustainment and AUKUS. As outlined in the 2023 Defence Strategic Review and highlighted in other subsequent policy documents, the AMC is poised for significant redevelopment. The Commonwealth Government
and Defence are working to identify and implement a Henderson consolidation plan which will realise a dedicated Defence precinct. A preliminary review conducted by the US multinational firm Bechtel has been submitted to the Commonwealth Government.
Modernisation and expansion plans for Henderson will also consider the substantial increase to the RAN and Army fleets by 2048. This was outlined in the Defence Strategic Review and Independent Analysis of Navy’s Surface Combatant Fleet, released in May 2023 and February 2024 respectively, with several major shipbuilding projects announced by the Commonwealth Government standing out:
• Manufacturing 26 landing craft (18 medium and eight heavy) to be built at Henderson for the Army.
• Replacing seven remaining Anzac-class frigates with a minimum of seven and optimally 11 new general-purpose warships under Project SEA 3000. The first three frigates are to be built overseas, with the remaining ships manufactured at Henderson.
• Constructing six new Large Optionally Crewed Surface Vessels at Henderson.
A decision on the future status of these projects will likely take time to materialise. These opportunities come despite a reduction in the number of Offshore Patrol Vessels that Luerssen Australia had been contracted to build – from 12 vessels to six – and the cancellation of the Transition Capability Assurance Program (TransCAP) upgrades to the Anzac-class frigates. These decisions were made upon the release of the Independent Analysis of Navy’s Surface Combatant Fleet.
In alignment with the AUKUS objectives and recognising potential future opportunities for the defence sector, the WA Government has responded to the 2023 Defence Strategy Review by augmenting and streamlining cooperation with the Commonwealth Government and Defence. To support infrastructure development at Henderson, the WA Government previously funded an $87.6mn upgrade to fast-track four projects in and around the AMC that improved wharf capacity, traffic access and ship pathways. More recently, the WA Government also funded wharf upgrades valued at $8.2mn. These were completed in March 2024.
In an interview with WA DEFENCE REVIEW, WA State Minister for the Defence Industry, Minister Hon Paul Papalia CSC recently reaffirmed the State Government’s commitment to supporting AUKUS: “We’ve established a Western Australian, nuclearpropelled submarine Steering Group in collaboration with the Deputy Prime Minister’s office. This team has the responsibility of coordinating and collaborating across federal and state governments and agencies in the development of nuclear submarines, and to sustain that capability, which is a significant undertaking.”
He added: “They report directly back to the Deputy Prime Minister’s office at the federal level and to the Premier’s office and mine at the state level. Should they require any additional resources, agencies or participants, they can draw them in with a view to focusing on that task as a priority, building out the capability to ensure nuclear submarine sustainment.”
Given the build and sustainment programs scheduled for Henderson, recent developments highlight the way key players in WA’s defence industry are positioning themselves to capitalise on opportunities presented by the AUKUS program and continuous naval shipbuilding. There are several recent examples of such efforts:
• November 2023: Austal announced the signing of a Heads of Agreement with the Commonwealth Government to establish a Strategic Shipbuilding Agreement (SSA), encompassing three future naval construction projects: Landing Craft – Medium (LC-M), Landing Craft – Heavy (LC-H) and future frigates. Austal will first deliver the Landing Craft – Medium (LC-M) capability to the Australian Army under the Commonwealth’s Project LAND 8710 Phase 1A.
• December 2023: Austal and Port Macquariebased shipbuilder Birdon signed a memorandum of understanding to jointly
develop shipbuilding capabilities in WA. This initiative aims to deliver on Project LAND 8710 Phase 1A by replacing the Australian Army’s ageing fleet of LCM-8 landing craft with up to 18 Landing Craft – Medium (LC-M) vessels. Deliveries are scheduled to commence before the end of 2026.
• March 2024: The Commonwealth Government announced that ASC will serve as Australia’s submarine sustainment partner for conventionally armed, nuclear-powered submarines; SRF-West is included in this partnership. From 2032 onwards, ASC will also be the sustainment partner when Australia purchases between three to five Virginia-class SSNs.
• June 2024: Marking the end of an era, Austal Chairman John Rothwell retired as company Chairman but has continued his association as a non-executive director on the Austal board. His replacement, former US Secretary of Navy, Richard Spencer, is also on the board of Austal USA, signifying a major strengthening of ties and alignment of objectives as the shipbuilder consolidates its position within AUKUS.
• July 2024: Austal and Civmec signed a memorandum of understanding to submit a joint venture proposal to the Commonwealth
It is clear that closer cooperation and consultation between the so-called ‘four pillars’ of WAs defence industry – the Commonwealth Government’s Office of Defence Industry Support (ODIS), the WA Government’s Office of Defence West, the Australian Industry and Defence Network WA (AIDN WA) and the Henderson Alliance – will be increasingly important in assisting WA SMEs to foster ‘Team WA’ solutions and navigate challenges.
Government in support of Australian Army’s future Project LAND 8710 Phase 2, Landing Craft – Heavy (LC-H). Under the agreement, Austal and Civmec will develop the structure, delivery process and detailed scope of the joint venture in preparation to submit tenders. The new partnership is intended to contract directly with Defence for the build tasks under the LC-H project at Civmec’s Henderson facility assembly hall.
• September 2024: The Commonwealth Government launched the Nuclear-Powered
Submarine Graduate, Apprenticeship and Traineeship initiative, known as ‘Jobs for Subs’ enabling ASC to hire and train 200 mostly WA apprentices in the operation and maintenance of nuclear-powered submarines.
Although still in its early stages, AUKUS Pillar II, as outlined in the 2024 National Defence Strategy, focuses on the advancement of undersea capabilities, quantum science, artificial intelligence and autonomy, advanced cybersecurity, hypersonics, counter-hypersonics and electronic warfare.
Since the launch of the 2024 National Defence Strategy, there have been signs of progress towards AUKUS Pillar II. Several Defence and industry initiatives have been established, including the Defence Investors Network, AUKUS Advanced Capabilities Industry Forum, Pillar II Innovation Challenge, Land Commander’s Statement of Intent, AUKUS Army Armaments Cooperation Forum and the Combined Multi-Domain Task Force.
In another significant development related to both AUKUS Pillar I and II, the Commonwealth Government passed the Defence Trade Controls Amendment Act 2024 in March, introducing reciprocal national exemption for the US and UK. This sets the framework for defence cooperation between AUKUS partners and the integration of industrial bases.
The WA Government is attuned to the significant opportunities presented by AUKUS, continuous naval shipbuilding and the new priorities of the 2024 National Defence Strategy, and it is also conscious of the challenges facing the defence industry, particularly the SME sector. After recent announcements, the WA Government has begun to update its Western Australian Defence and Defence Industries Strategic Plan, first released in 2018. This strategy will outline the key initiatives to assist in the growth of the industry, which will in turn provide employment and economic benefits to the WA.
It is anticipated that WA will play a role in the delivery of AUKUS Pillar II capabilities, especially in the areas of advanced undersea sensors and capabilities, remote and automated naval systems and platforms, and uncrewed surface systems.
Similarly, given that the space domain is critical to All Domain Warfare, WA’s space ecosystem will be another key area of synergy and cooperation, particularly in space domain awareness and hypersonics (both being key Sovereign Defence Industry Priorities (SDIPs) with AUKUS Pillar II). WA industry skill sets that can contribute to the Integrated Air and Missile Defence (IAMD) ecosystem with launch detection and tracking technologies will be of particular interest. Given that Defence is moving towards a US or Commercial Off-The-Shelf (COTS) model for many of its solutions requirements, organisations such as the International Centre for Radio Astronomy Research (ICRAR), Curtin University, UWA, Pawsey and LeoLabs should have important roles to play.
The combination of Defence’s build, sustainment and priority works programs suggests that WA is a major point of focus and investment for Defence, thereby providing significant short- and long-term opportunities for WA industries aligned to supporting Defence’s needs.
Across Australia, however, SMEs continue to face a range of pressures that can make entering the defence supply chain a challenging process. Based on confidential and wide-ranging consultations with WA DEFENCE REVIEW, SME leaders have highlighted some of the salient challenges:
1. Securing contracts and sustaining cash flow
• Many local SMEs rely on large prime contractors to access Defence work. The primes often set stringent requirements that SMEs struggle to meet.
• SMEs can find it challenging to secure defence contracts due to the scale and complexity of tender requirements.
• Large-scale Defence contracts often favour established, multinational defence primes, while smaller businesses face barriers such as burdensome compliance requirements, strict cybersecurity certifications and lengthy approval processes.
• Defence projects often involve long payment cycles, which can strain cash flow. SMEs typically operate with smaller financial buffers and delayed payments can create operational challenges.
• Suppliers are becoming fatigued from investment in prolonged campaigning cycles that don’t lead to contracts in the short to medium term.
• Although the Commonwealth Government has set ambitious milestones for Defence and supporting industry infrastructure development, this is occurring in an environment where both Defence and the WA defence industry are often hard pressed to recruit and retain workforce.
• The allure of lucrative employment opportunities in the resources sector makes it difficult for SMEs to compete. Perth is home to major civil, mining, and oil and gas infrastructure projects that often absorb much of the available resources. Such projects include Perth Airport’s proposed third runway and new terminal projects, the Westport project astride Cockburn Sound and a plethora of other projects already underway or in advanced stages of planning.
• Lucrative remuneration packages on offer for major projects means that SMEs are constrained in recruiting and retaining qualified staff. This is a major point of contention for the WA defence industry, adding complexity to fulfilling Defence contracts and limiting the potential for growth and expansion.
• The defence industry’s increasing reliance on highly specialised skills means SMEs may struggle to recruit, train and retain the workforce necessary for Defence contracts. There is already a major shortfall of Defence security-cleared tradespeople required for critical supply chain components.
• The scarcity of skilled workers, particularly in high-tech and specialised areas such as cybersecurity, AI, engineering and advanced manufacturing, remains a priority concern. Without skilled labour, SMEs
face limitations in fulfilling contracts and expanding their capabilities.
• Acquiring and augmenting a defence-ready workforce must consider the transferability of skills, occupations and workforces between the resources and commercial sectors and their suitability for the WA defence industry.
4. Cybersecurity and compliance requirements
• By 2025 cybersecurity will be even more critical, as the defence sector becomes more digitised and the risk of cyberattacks grows.
• WA SMEs will need to comply with increasingly stringent cybersecurity standards, including those mandated by defence contracts. Meeting these security standards will require significant financial and technical investment, which could be challenging for smaller businesses.
• For WA industry, the focus on advanced cybersecurity is of paramount importance. The Defence Industry Development Strategy positions an SME’s cyber-worthiness as a critical factor in Defence’s selection of Australian businesses within the defence industry.
• WA can leverage its unique position in the resources sector to develop autonomous systems supporting Sovereign Defence Industrial Priority 5. As outlined in the Defence Industry Development Strategy, advanced cyber and robotic autonomous systems represent key areas of opportunity over the next decade.
5. Technological disruption
• The rapid pace of technological change, particularly in areas such as AI, autonomous systems, quantum computing and cybersecurity may overwhelm smaller WA businesses.
• SMEs may find it difficult to afford the research, development and adoption of cutting-edge technologies. Falling behind in terms of technological advancement could limit competitiveness in the defence market.
To improve outcomes in all these areas, it is clear that closer cooperation and consultation between the so-called ‘four pillars’ of WAs defence industry – the Commonwealth Government’s Office of Defence Industry Support (ODIS), the WA Government’s Office of Defence West, the Australian Industry and Defence Network WA (AIDN WA) and the Henderson Alliance – will be increasingly important in assisting WA SMEs to foster ‘Team WA’ solutions and navigate challenges.
The WA Government is attuned to the significant opportunities presented by AUKUS, continuous naval shipbuilding and the new priorities of the 2024
National Defence Strategy, and it is also conscious of the challenges facing the defence industry, particularly the SME sector. After recent announcements, the WA Government has begun to update its Western Australian Defence and Defence Industries Strategic Plan, first released in 2018. This strategy will outline the key initiatives to assist in the growth of the industry, which will in turn provide employment and economic benefits to the WA.
A key pillar in the strategy will be workforce, highlighting the efforts and initiatives to be developed by the Department of Training and Workforce Development (DTWD) and its dedicated Western Australian Defence Industry Workforce Office (WADIWO), which previously developed the Western Australian Defence Industry Workforce Development Plan 2022−27. This plan will also be updated to reflect the changed and increased demand for skilled workers.
As the WA Minister Assisting the Minister for Training and Workforce Development, Hon Hannah Beazley MLA shared with WA DEFENCE REVIEW: “The State Government will soon lodge a proposal with the Commonwealth Government to establish a Defence Centre of Excellence at South Metropolitan TAFE under the National Skills Agreement. With WA’s existing maritime industry and infrastructure, Perth is uniquely positioned for a more considered national skills hub for defence in the future.”
Reinforcing the WA Government’s determination to support the State’s defence industry, the WA Defence Advocate RADM Philip Spedding DSC AM, RAN (Rtd) confirmed to WA DEFENCE REVIEW: “The State Government is committed to supporting the WA defence industry. It has worked to improve the already very effective and close engagement with the Commonwealth Government and Defence, and is taking a range of practical and effective measures to ensure that WA can seize and fully benefit from the opportunities Defence’s revised priorities and initiatives present.”
Capping off a year of major developments in WA was the landmark IODS 2024, which served to showcase WA’s rising strategic, defence and industrial profile. Hosted by the WA Government in collaboration with the AMDA Foundation, this successful conference and trade show attracted thousands of delegates from politics, diplomacy, government, Defence, industry and academia, making it the largest defence conference and trade show ever held in the state.
IODS 2024 was a remarkable success, attracting prominent national and international officials, industry leaders and thousands of delegates. A key highlight of the conference was the participation of the three AUKUS navy chiefs: US Chief of Naval Operations, ADM Lisa Franchetti; UK First Sea Lord and Chief of Naval Staff, ADM Sir Ben Key; and the Chief of the Royal Australian Navy, VADM Mark Hammond.
“
IODS 2024 was a remarkable success, attracting prominent national and international officials, industry leaders and thousands of delegates. A key highlight of the conference was the participation of the three AUKUS navy chiefs: US Chief of Naval Operations, ADM Lisa Franchetti; UK First Sea Lord and Chief of Naval Staff, ADM Sir Ben Key; and the Chief of the Royal Australian Navy, VADM Mark Hammond.
Another notable feature of IODS was the high-profile presence of the Government of Japan, providing added significance to the IODS slogan ‘Where AUKUS Meets The QUAD’. Summarising his government’s enthusiasm post-conference, Japan’s Ambassador to Australia, H.E. Kazuhiro Suzuki, told WA DEFENCE REVIEW: “Enhanced Japanese defence industry cooperation with WA will not only diversify the state’s economy, it will also lead to greater levels of Japan-Australia defence cooperation as our strategic partnership with the US and India in the Indian Ocean grows.”
He elaborated: “The seeds of cooperation were planted through a number of events, such as the IODS conference in July, where Japanese defence industries constituted a large presence to explore opportunities with WA. The future is now and Japan is ready to work with WA. So, let’s get cracking!”
The outcomes of IODS 2024, along with the sentiments of all stakeholders in the sector, indicate just how vital WA and the Indian Ocean have become to Australian regional and national security. While significant challenges remain for the WA defence sector in fulfilling its maximum potential, it is clear that the sector is strategically positioned and, importantly, is laying the groundwork to capitalise on promising future opportunities.
The hard work needed to strengthen this capacity will require patience, commitment and investment, but all the signs are that Western Australia recognises this vital opportunity and seeks to deliver on a broadly agreed-upon strategic vision, the importance of which comes into sharper focus as the regional security situation evolves.
On 13 March 2024, WA DEFENCE REVIEW hosted its first Industry Networking event for 2024 at The Claisebrook Bar sponsored by MDR Certification Engineers. © WA DEFENCE REVIEW. Photographer: Moira Bettin.
On 8 August 2024, Babcock Australia Operations Manager Jeremy Antao and Babcock Australia Talent Acquisition Business Partner Erin Gillard accept a Bronze Commendation on behalf of Babcock Australia from Head Patrol Boats and Specialist Ships RADM Wendy Malcolm, RAN, during the Defence Industry Pathways Program graduation at Bentley Pines Training Restaurant, SM TAFE. Source: Department of Defence. Photographer: LSIS Rikki-Lea Phillips.
On 1 August 2024, Curtin University and CyberCX jointly launched Nebula at Anzac House, Perth. Nebula is a unique Australian sovereign cloud platform which secures, facilitates and accelerates sensitive research by bridging the gaps between academia, defence science and innovation, small-to-medium enterprises and industry. Supplied. Photographer: Peter Dancewicz.
In
In
US Air Force and Royal Air Force C-17A Globemaster IIIs during a formation flight off the coast of southern Queensland, part of Exercise Global Dexterity, 27 November - 8 December 2023. The exercise is designed to develop the tactical airlift and airdrop capabilities of the US Air Force and the Royal Australian Air Force, with the Royal Air Force joining for the first time. The US, UK and Australia all rely on the C-17A to provide strategic and tactical airlift, often during humanitarian assistance and disaster relief operations, to destinations across the Indo-Pacific region. Source: Department
By
The United Kingdom and Australia are the greatest of friends and among the closest of defence partners. As the world becomes more unstable and unpredictable, the stability of this partnership is ever more important.
Britain’s approach to the region, once described as its ‘Indo-Pacific Tilt’, is a sophisticated expression of its modern statecraft, employing and skilfully synchronising all levers of national power. “
The strategic trend of the past few years demonstrates the indivisibility of Euro-Atlantic and Indo-Pacific security. Pacific military chiefs share the same threat assessments as their European peers. Threats grow and mutate, and the character of warfare continues to change. We have seen this in the armed
forces of Ukraine, where the projectile seems to have an increasing edge over the platform. Networking sensors from space, air, cyber, maritime and land domains deliver projectiles with lethality.
The safety of Australia and the UK is underwritten by a defence relationship which is closer now than in many decades. Australia’s recent 2024 National Defence
Strategy and the UK’s Integrated Review Refresh 2023 reaffirm our outlook and commitment to the Indo-Pacific. We share global challenges, and together we protect the rules-based multilateral system.
Britain’s new Prime Minister, Sir Keir Starmer, has ordered a root and branch review of UK Defence to make sure Britain remains secure at home and strong abroad for decades to come. This follows a commitment by the UK Government to spend 2.5% of GDP on defence and security. The UK will learn and gain from Australia’s recent strategic process which
Britain’s new Prime Minister, Sir Keir Starmer, has ordered a root and branch review of UK Defence to make sure Britain remains secure at home and strong abroad for decades to come. This follows a commitment by the Government to spend 2.5% of GDP on defence and security.
concluded with the publication of the inaugural 2024 National Defence Strategy
Our recent Australia-UK Ministerial meeting (AUKMIN) saw the signing of an historic Defence and Security Cooperation Treaty and Status of Forces Agreement, which includes a new ‘consult clause’.
The Status of Forces Agreement, the first of its kind the UK has entered into outside of NATO, is an important step to enable our increased interoperability, including the future deployment of UK Astute-class nuclear-powered submarines to Western Australia.
AUKUS captures the zeitgeist of this remarkable period and marks a generational shift in our dynamic. Along with the Global Combat Air Programme (GCAP), it provides a headmark for Britain’s commitment to the IndoPacific region. It demonstrates that our security is a team sport – an ecosystem with multiple partnerships, but all underpinned by a shared outlook and values.
Britain’s approach to the region, once described as its ‘Indo-Pacific Tilt’, is a sophisticated expression of its modern statecraft, employing and skilfully synchronising all levers of national power. From a military and security perspective,
it is much more than the two headmark strategic programmes of AUKUS and GCAP. It is the projection of carefully calibrated military capability and intent at range, as evidenced by the UK’s carrier, amphibious and air group deployments.
For the first time, we see one of the UK’s two new Littoral Response Groups –a lethal mixture of amphibious shipping, commandos, helicopters and strike assets – taking part in Exercise Predator’s Run, in Darwin, alongside personnel from Australia, the US and the Philippines.
At the same time, the Royal Air Force (RAF) deployed across the Northern Territory on Exercise Pitch Black 2024, the largest deployment in this exercise’s 43-year history. Six Typhoons from RAF Coningsby with a Voyager and A400M aircraft joined up with French aircraft to deploy over 11,000mi to start the exercise. Next year sees the UK’s Carrier Strike Group, led by HMS Prince of Wales, back in the region and cementing her warfighting credentials in Exercise Talisman Sabre 2025.
Our two Offshore Patrol Vessels, HM Ships Spey and Tamar are a further example of the UK’s expeditionary capabilities providing a persistent presence and effect throughout this region, and alongside our allies and partners. We are, without doubt, stronger, but we are also better together.
By H.E. Kazuhiro
It gives me great pleasure to be invited as the Ambassador of Japan to make this contribution to WA DEFENCE REVIEW. As the regional security environment of the Indo-Pacific becomes ever more contested, it stands to reason that countries such as ours, which share universal values and key strategic interests, have grown even closer in upholding a free and open international rules-based order that has proven so beneficial to so many for so long.
Developments in the Japan-Australia security and defence relationship over the past decade have been truly astonishing. Our respective defence strategies now prominently feature how important we are to one another’s defence planning and the steps we are jointly taking to ensure the peace and stability of our region.
Collectively, we participated in over 30 multilateral and bilateral defence exercises together just in the last fiscal year, and have conducted multiple asset protection missions in the air and at sea. We are now also equipped with legal structures to facilitate such cooperation, including agreements on the security of information, mutual provision of supplies and services and reciprocal access.
As our interoperability is further enhanced, the Japan Self-Defense Forces and Australian Defence Force will more closely cooperate with each other than ever. We’re also focusing on building the security of the future, consulting each other on space technologies, cyber security and information warfare, unmanned and
When you step back to observe the sheer scale of our bilateral relationship, you cannot help but notice the crucial role Western Australia has played in bringing our two countries together. Prime Minister Fumio Kishida visited Perth in 2022 for the annual Australia-Japan Leaders’ Meeting with Prime Minister Anthony Albanese.
autonomous platforms, hydrodynamics, supply chains resilience for critical minerals, and more.
When you step back to observe the sheer scale of our bilateral relationship, you cannot help but notice the crucial role Western Australia has played in bringing our two countries together. Prime Minister Fumio Kishida visited Perth in 2022 for the annual Australia-Japan Leaders’ Meeting with Prime Minister Anthony Albanese.
With a partnership of trust built up over decades through resources investment and agricultural exports, as well as people-to-people exchanges, including visits of the Japanese Maritime Self-Defence Force icebreaker Shirase to Fremantle and various sister-city relationships over the years, Japan and WA are perfectly placed to benefit from the enormous potential in defence industry cooperation between us.
This point deserves special emphasis because its implications are profound. As fellow allies of the United States, Japan and Australia use defence platforms that require the manufacture, maintenance and replacement of the same or similar parts. As strategic competition in the region escalates, the level of interaction between our defence forces will almost certainly require a concurrent level of interoperability.
Japan recognises that cooperation in defence industrial design and production is firmly linked to enhanced capability. The most prominent and recent example is the Global Combat Air Programme (GCAP), a trilateral program of Japan, the United Kingdom and Italy to jointly develop the next-generation
Enhanced Japanese defence industry cooperation with WA will not only diversify the state’s economy, it will also lead to greater levels of Japan-Australia defence cooperation as our strategic partnership with the US and India in the Indian Ocean grows. “
fighter aircraft. The possible cooperation with Japan on AUKUS Pillar II will also dramatically expand the areas of technical cooperation that Japan and Australia could undertake together.
An increased level of defence industry cooperation between us is the final piece in the ever-expanding scope of Japan-Australia defence ties. The Government of Japan has identified this as a priority area and is lending its full support to bring it to fruition.
It is here that WA’s defence industrial base stands to gain like never before. Long-standing cooperation and mutual understanding between Japan and WA, particularly in commercial fields by Japanese industries, may also provide significant opportunities to improve WA’s defence industrial and technological capabilities.
We also envision the possibility of cooperation in areas such as shipbuilding, given the Royal Australian Navy’s involvement in projects for a larger and more lethal surface combatant fleet.
Enhanced Japanese defence industry cooperation with WA will not only diversify the state’s economy, it will also lead to greater levels of Japan-Australia defence cooperation as our strategic partnership with the US and India in the Indian Ocean grows.
The seeds of cooperation were planted through a number of events, such as the Indian Ocean Defence & Security (IODS) conference in July, where Japanese defence industries constituted a large presence to explore opportunities with WA. The future is now and Japan is ready to work with WA.
So, let’s get cracking!
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By Dr Lindsay Hughes, Contributing Geopolitical Analyst
With the distinct freeze in Sino-Australian relations, the recent visit of Chinese premier Li Qiang to Australia notwithstanding, Australian exporters have been forced to consider new markets. They sought markets that could replace or at least compensate for their losses in China, which, they recognised, were the result of one man’s whims and vagaries.
Chief of Air Force, AIRMSHL Marshal Stephen Chappell, exchanges a gift with Indian Air Force Commanderin-Chief of the Andaman and Nicobar Command, AIRMSHL Saju Balakrishnan, during bilateral engagements at Exercise Pitch Black 2024. Held in July and August 2024, the exercise was concentrated on military airspace in the Northern Territory, with participants flying from RAAF Bases Darwin, Tindal, Amberley and Curtin, and regional airfields in the Kimberley area of WA. Source: Department of Defence. Photographer: LAC Ryan Howell.
India has made huge economic strides. Less than two decades ago, India had fewer than 10 billionaires. Today, however, it is home to 200 of the world’s billionaires, with their combined wealth approaching US$1-trillion and, according to Credit Suisse’s Global Wealth Report for 2024, around 850,000 millionaires, also measured in US dollars.
At around the same time, India was rising in their perception. Its burgeoning markets, supported by the world’s largest population, its fast-growing economy and the growing international recognition of its prowess saw Australian exporters pay attention to its potential. Unlike China, moreover, India is a
democracy – the world’s largest – and has many political and legal institutions in common with Australia.
Added to that, with many Western states, led by the US, decoupling commercially from China, India was not only seen as the next big market, but as a potential replacement to China by some. As the adage goes, however, if something
India mostly acquires military technology and equipment based on price and geo-strategic imperatives, which pushes it to purchase Russian equipment and military systems. That puts it at odds with the other Quad members – Australia, Japan and the US – all of which use US-manufactured military platforms almost exclusively. Thus, India lacks the interoperability that the other Quad members have. Additionally, Australia and Japan are treaty allies of the US, which India is not.
seems too good to be true, it probably is. That could well be the case with India.
India has made huge economic strides. Less than two decades ago, India had fewer than 10 billionaires. Today, however, it is home to 200 of the world’s billionaires, with their combined wealth approaching US$1-trillion and, according to Credit Suisse’s Global Wealth Report for 2024, around 850,000 millionaires, also measured in US dollars.
That wealth hides the fact that India’s per capita GDP is only about $2500. One reason for that low figure could be the national unemployment rate of 9.2% in June this year, which rose from 7% in May. Female unemployment was 18.5% in June 2024, up from 15.1% in the same period last year.
Australian organisations may see that as a good thing. If they chose to relocate their manufacturing
India is also a member of the Shanghai Cooperation Organisation, furthermore, which is led by China and Russia, and a member of various BRICS initiatives. Thus, it occasionally supports Russia and China, cases in point being its support to China to host the 2022 Winter Olympics, and its purchase of Russian oil after Moscow invaded Ukraine. India is not a dependable ally, nor does it seek to be one.
operations to India from China, they could potentially obtain cheap labour. India’s labour productivity, however, has shown an overall downward trend between 1992 and 2022.
One reason for that could be the poor quality of education. India’s top-ranked tertiary education institution, the Indian Institute of Science, for instance, falls in the 201-250 bracket of world rankings. While that may be respectable, it is not exceptional; the next Indian institution is in the 501-600 grouping. Australian manufacturers, therefore, could find it difficult to find suitably-trained employees in India for anything other than repetitively simple tasks.
There are also political issues that hinder a close bilateral relationship. While much has been made of Australia’s partnership with India in the Quadrilateral Security Dialogue (the Quad), New Delhi adheres to a ‘strategic autonomy’ foreign policy.
India mostly acquires military technology and equipment based on price
and geo-strategic imperatives, which pushes it to purchase Russian equipment and military systems. That puts it at odds with the other Quad members –Australia, Japan and the US – all of which use US-manufactured military platforms almost exclusively. Thus, India lacks the interoperability that the other Quad members have. Additionally, Australia and Japan are treaty allies of the US, which India is not.
India is also a member of the Shanghai Cooperation Organisation, furthermore, which is led by China and Russia, and a member of various BRICS initiatives. Thus, it occasionally supports Russia and China, cases in point being its support to China to host the 2022 Winter Olympics, and its purchase of Russian oil after Moscow invaded Ukraine. India is not a dependable ally, nor does it seek to be one.
The Australia-India relationship is mainly transactional and, unless India changes its policy of strategic autonomy, that is all that it can be.
First Nations Strategic Alliance Pty Ltd (FNSA) is a majority owned Australian First Nations company. FNSA is led by Executive Chairman Daniel Tucker AM who is a well-respected Indigenous Aboriginal man from the Goldfields/Eucla/Esperance regions of Western Australia. He was appointed a member in the General Division of the Order of Australia for his significant service to the Mining and Aboriginal Communities in 2020.
FNSA is a Western Australian (WA) company with its head office in Perth - the geographic fulcrum in the AUKUS and QUAD Alliances. FNSA as an Indigenous company has positioned itself to be a provider of military hardware and services to the Australian Defence Force.
FNSA has formed significant strategic partnerships with several international defence companies from the trilateral security partnership for the Indo-Pacific region between Australia, the United Kingdom and the United States (AUKUS) and the Quadrilateral Strategic Security Dialogue between Australia, India, Japan, and the United States (QUAD). Some of these partners are:
Larsen & Toubro L&T
SMP UK
Malin Group UK
SMP
MALIN GROUP
JetPro USA JETPRO
Hindustan Aeronautics Ltd HAL
Bharat Dynamic Ltd BDL
Graden Reach Shipyard & Engineering GRSE
Bharat Electronics Ltd
BEL
FNSA and its partners are committed to supporting the Transfer of Technology (TOT) and skills development to build a pool of skilled Indigenous people to enable them to actively participate in the Australian Defence supply chain. FNSA seeks to empower Indigenous communities by providing them with the knowledge, expertise, and opportunities needed to gain entry and have a significant and meaningful role in the Australian Defence sector.
FNSA also believes these international collaborations are pivotal for strengthening defence partnerships, capabilities and fostering international cooperation and mutual growth for Australia in this geopolitical region.
By Dr Claude Rakisits, Visiting Research Fellow, Centre for Security, Diplomacy and Strategy, Brussels
Three years after the US and its coalition allies ignominiously pulled out of Afghanistan, the Taliban-controlled country continues to face huge challenges on several fronts: internal security, international diplomacy, the economy and human rights.
Taliban fighters in a captured Humvee after the fall of Kabul, August 2021. After the city fell, the Taliban gained access to over US$20bn in equipment that had been donated to the Afghan National Army over the period of US backing, and which is now being used by the Islamic Emirate of Afghanistan. Source: Voice of America News.
Afghanistan is outside Australia’s immediate strategic area of interest. Nevertheless, developments in that geo-strategically important region of the Indian Ocean close to the Persian Gulf means that any serious military disturbance can potentially have significant knock-on effects for Australia, particularly in the free flow of sea trade. Accordingly, it is critical that policymakers continue to keep a watchful eye on developments in Afghanistan.
The Taliban continues to face unrest from within. The Islamic State in Khorasan Province (ISKP) is a roughly 4,000 strong non-state actor, which has decreed that the whole of Afghanistan, as well as large swathes of Pakistan, are rightfully its ‘province.’
This credible fighting force continues to pose a significant threat to Taliban rule and thus Afghanistan’s internal stability. While the number of attacks has decreased in the last year and the Taliban has had some successes against ISKP, it remains a dangerous impediment to internal stability.
More worrisome for the international community, however, is that the ISKP is able to use the areas it controls within Afghanistan as a springboard for terrorist attacks abroad, such as the Moscow concert hall killings, where almost 150 people lost their lives in March 2024.
Further contributing to internal instability issues, the Afghanistan-based group Tehreek-e-Taliban Pakistan (TTP) continues to pose a threat to neighbouring Pakistan. In response, Pakistan has
warned that it will continue to conduct cross-border raids against TTP targets as part of its new counterterrorism campaign.
The Taliban has no intention of reining in the TTP, as they have close operational, ideological and tribal ties. As a result, the ongoing unrest and conflict with Pakistan will likely continue unabated in the foreseeable future. This can only complicate an already fragile region.
The poor security situation in Afghanistan has been compounded by the Taliban’s self-imposed isolation from the outside world. The international community has repeatedly made it clear that until Afghanistan establishes an inclusive government as agreed to in the February 2020 Doha Agreement, both ethnically and particularly with respect to gender, it cannot expect to be accepted back into the community of nations as a fully-fledged member.
Even the Shanghai Cooperation Organisation (SCO) – whose members, except for India, are no models of democracy – recently emphasised the necessity of forming an inclusive government in order to achieve lasting peace in the country. And while no country has yet recognised diplomatically the Taliban regime, regional countries have relations of sorts with Kabul.
For example, despite the fact that the Shia Hazara minority is often the target of terrorist attacks and is not sufficiently protected by Taliban security forces, Iran has had to be pragmatic in its dealings with Afghanistan. It absolutely does not want to see more instability in Afghanistan, which can only be bad news for Iran. Tehran is keen to develop a rail link (with Indian money) that would link Afghanistan with Iran’s Chabahar port on the Indian Ocean coast. But this has stalled due to American sanctions.
Russia has even less leverage over Kabul. But it also knows the importance of good relations with Afghanistan, particularly given that it is adjacent to the Central Asian republics – Russia’s soft strategic underbelly. Accordingly, Moscow’s priority is to convince the Taliban to try to keep the ISKP under control, or at least limit its terrorist reach. In return, Moscow supports the Taliban in international fora.
Moreover, until the Taliban does establish an inclusive government, it will continue to be denied access to the Afghan central bank (Da Afghanistan Bank), and its funds of US$9.5bn which the US government froze in August 2021. Given that Afghanistan’s economy has effectively collapsed, those are funds which the country desperately needs.
Despite the Taliban’s continued refusal to reform its government or address extreme gender inequalities, there is general agreement in the international community on the need to engage with the Kabul regime.
Accordingly, the Taliban was recently invited to a third round of talks with the United Nations in Doha. Given the Taliban’s refusal to reform, however, especially on issues related to ongoing gender-based human rights abuses, little progress was made. The present situation can be expected to remain intractable for the foreseeable future.
This state of affairs is further compounded by international sanctions which mean that much of Afghanistan’s massive mineral wealth, estimated at US$1-trillion will remain buried in the ground, as few countries or companies are prepared to invest in a country hampered by so many governance and security issues. Even China, which has shown a keen interest in exploiting Afghanistan’s mineral wealth and has recently signed a $150mn a year oil extraction deal, is moving gingerly on this front.
While Taliban 2.0 rule is more sophisticated than the earlier version, at least with regard to foreign affairs, domestically it is a harsher and more intolerant regime, in particular with regard to women and girls’ human rights violations.
Afghanistan is outside Australia’s immediate strategic area of interest. Nevertheless, developments in that geo-strategically important region of the Indian Ocean close to the Persian Gulf means that any serious military disturbance can potentially have significant knock-on effects for Australia, particularly in the free flow of sea trade. Accordingly, it is critical that policymakers continue to keep a watchful eye on developments in Afghanistan.
By Professor Samina Yasmeen, Director, Centre for Muslim States and Societies, UWA
Geographically
Pakistan, a nuclear state home to 241mn people, is located at the crossroads of South Asia and the Persian Gulf states. Connecting two significant sections of the Indian Ocean region, the country has the potential to make significant contributions to the security and prosperity of the area.
Unfortunately, that potential is undermined by continuing economic decline due to a multiplicity of factors. Political instability evident in frequent
changes of government, the military’s direct and indirect role in Pakistani politics, and the growing incidence of terrorism in Khyber Pakhtunkhwa province and the Balochistan region has reduced the ability of the state to cater to the needs of its citizens.
Pakistan’s GDP growth rate has ranged between 3% in 2012 and 4.8% in 2022, with a 10-year average below
Compliance by the government has inflicted an excessive burden on the country’s poor, who are unable to meet the costs and has rendered precarious the situation for the middle class. The problem has been magnified as Pakistan has experienced increased temperatures, urban heating and annual floods for the last few decades. That, in turn, has resulted in skilled professionals leaving Pakistan in droves, while illegal migration is once again emerging as the route being taken by those from the less educated and privileged classes.
Ensuring that Pakistan regains a level of stability and makes positive contributions to the Indian Ocean region, however, requires a strategy that addresses both the current economic issues and the longterm needs of the country.
other Asia-Pacific countries. In 2023, its growth rate declined to -0.2% with the expectation of it increasing above 1.8% for FY2024. Its exports have declined to US$35.15bn in 2023, while imports have fluctuated between US$39.37bn in 2009 and US$23.21bn in 2023.
With overall foreign exchange reserves declining to US$4.5bn in June 2023, the country faced the threat of defaulting on its loans that had surged to US$126.1bn in July 2023. Although the reserves increased to US$8.2bn in December 2023, economic conditions are still precarious, even as previously high rates of inflation have fallen from 29.5% in the first half of FY23 to 2.6% in June 2024.
The economic woes had forced Imran Khan’s government (2018-22) to approach the International Monetary Fund (IMF) for an economic bailout. The succeeding coalition government led by the Pakistan Muslim League Nawaz (PML-N) sought and secured in July 2024 a staff-level agreement for a 37-month Extended Fund Facility Arrangement of approximately US$7bn. This agreement is subject to approval by the IMF’s Executive Board. These agreements have been tied to stringent demands from the IMF to
broaden the tax net and impose higher energy tariffs.
Compliance by the government has inflicted an excessive burden on the country’s poor, who are unable to meet the costs and has rendered precarious the situation for the middle class. The problem has been magnified as Pakistan has experienced increased temperatures, urban heating and annual floods for the last few decades. That, in turn, has resulted in skilled professionals leaving Pakistan in droves, while illegal migration is once again emerging as the route being taken by those from the less educated and privileged classes.
The precarity has prompted regional states with historically close relations to urge the Pakistani Government to attend to domestic political instability. Both the Chinese Government, with a stake in the China-Pakistan Economic
With a total population of 241mn, and registering 1.96% population growth rates — the highest in South Asia — Pakistan is the fifthmost populated country in the world. At current growth rates, Pakistan’s population will double by 2050. With at least 60% of its population currently under 30 years of age, the demand for employment opportunities would continue to increase.
Corridor (CPEC), and the Gulf States, including Saudi Arabia and Qatar, have reportedly communicated such messages to Islamabad.
Simultaneously, Pakistan has also received assistance from states interested in aiding its ailing economy. Australia, for example, has helped to improve hygiene, maternal and reproductive health outcomes, broader health system preparedness, and programs to improve nutrition, sustainable water and sanitation.
Ensuring that Pakistan regains a level of stability and makes positive contributions to the Indian Ocean region, however, requires a strategy that addresses both the current economic issues and the long-term needs of the country.
With a total population of 241mn, and registering 1.96% population growth rates — the highest in South Asia — Pakistan
is the fifth-most populated country in the world. At current growth rates, Pakistan’s population will double by 2050. With at least 60% of its population currently under 30 years of age, the demand for employment opportunities would continue to increase.
It is, therefore, essential that the younger cohort of the country is provided with skills that can enable them to contribute to Pakistan’s economic development and productivity. Such training, for example, in the field of technical knowledge and service provision, would also prepare them for employment in the Gulf states and other countries that are experiencing lower population growth rates and increased requirements for trained workforces. An organised and integrated strategy would also ensure that people smugglers do not find a lucrative market in Pakistan.
By H.E. Dr Siswo Pramono, Ambassador of Indonesia
Active and independent foreign policy remains the doctrine dearly upheld by the three presidential candidates during the Indonesian presidential debate in December last year. Prabowo Subianto, who won the election this year, has already pledged to have a more active and independent foreign policy. According to Indonesia’s Law on Foreign Relations, the President is the author of foreign policy.
The making of foreign policy and its successful implementation presupposes the presence of an enabling environment. Indonesia’s foreign policy must be ‘active’ in creating such an environment for achieving our national interests. Indonesia’s foreign policy is also ‘independent’, which relates closely to the doctrine of ‘non-alignment’.
Being non-aligned is important, since most of the major powers, of which some are in rivalry with one another, are Indonesia’s strategic economic partners.
President-elect Prabowo has pledged that he will continue the foundation set by his predecessors, including Presidents Susilo Bambang Yudhoyono and Joko Widodo. The multiple reforms of 1999-2002 laid the foundations of stability and progress in Indonesia.
The military, political and economic reforms, and constitutional amendments have paved the way for Indonesia’s ascent in global politics and economy.
The roles of Presidents B.J. Habibie (a democrat and technocrat), Abdurrahman Wahid (a Muslim intellectual), and Megawati Soekarnoputri (a progressive nationalist) were fundamental in establishing the reforms and the implementation of them.
President Yudhoyono, with his two terms of administration, managed to conceptualise the reforms into an agenda of development. For instance, Yudhoyono’s vision of sustainability has led Indonesia in the initiation of Forest 11, as well as timber legality and certification via Sistem Verificasi Legalitas Kayu, or SVLK. Yudhoyono also initiated the early step of down-streaming industries. The pressing need for the development of domestic logistics has triggered the conceptualisation of the Masterplan for Acceleration and Expansion of Indonesia’s Economic Development, known as the MP3EI.
President Widodo, during his two terms of administration, brought the development of infrastructure up to full speed. As a doer, President
Widodo prioritised logistics and connectivity within the archipelago and beyond. That infrastructure development has brought a real boost to the manufacturing sectors, particularly in the downstreaming of strategic minerals like nickel.
Indonesia’s foreign policy must be ‘active’ in creating such an environment for achieving our national interest. Indonesia’s foreign policy is also ‘independent’, of which the latter closely relates to the doctrine of ‘non-alignment’.
Widodo’s success in overcoming the COVID pandemic won trust from the Indonesian people which resulted in an 80% approval rating. The global trust in him also culminated in President Widodo skilfully making Indonesia’s presidencies in the G20 (2022) and ASEAN Summit (2023) successes, amidst geo-political tensions.
Prabowo has won a landslide victory in the election because of his commitment to follow up on the successes of Yudhoyono and Widodo. He even promised to extend those achievements to higher altitudes. Since the Indonesian people have been enjoying the fruits of development delivered by both Yudhoyono’s and Widodo’s administrations, Prabowo’s pledge won the approval of a majority of voters.
Prabowo won 59% of the votes in one round only, which resulted from the largest single-day direct presidential election on earth, with 164.2 million voters participating. The election was peaceful, and any disagreement was settled in the courts of law.
It is important to note that Prabowo’s quick-win programs are in line with the priorities of the Australian Government’s Department of Foreign Affairs and Trade’s Southeast Asia Economic Strategy to 2040
Deleted:
CONTINUING PREDECESSORS
¶ By H.E.
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¶ President Widodo, brought the development a doer, President
INDONESIA-AUSTRALIA RELATIONS: CONTINUING THE FOUNDATION SET BY PREDECESSORS ¶
Siswo Pramono1¶
of Indonesia to Australia and Vanuatu¶
independent foreign policy remains the doctrine by the three presidential candidates during the presidential debate in December last year
Subianto, who won the election this year, has pledged to have a more active and independent policy. According to Indonesia’s Law on Foreign the President is the author of foreign policy.¶
OF PREDECESSORS ¶
of foreign policy and its successful implementation presupposes the presence of an enabling Indonesia’s foreign policy must be ‘active’ in an environment for achieving our national Indonesia’s foreign policy is also ‘independent’, closely to the doctrine of ‘non-alignment’. ¶
aligned is important, since most of the major which some are in rivalry with one another, are strategic economic partners. ¶
elect Prabowo has pledged that he will continue the set by his predecessors, including Presidents Bambang Yudhoyono and Joko Widodo. The multiple ... [1] military, political and economic reforms, and amendments have paved the way for ascent in global politics and economy. The roles B J. Habibie (a democrat and technocrat),
Abdurrahman Wahid (a Muslim intellectual), and Megawati Soekarnoputri (a progressive nationalist) were fundamental in the reforms and the implementation of them.¶
Yudhoyono, with his two terms of administration, conceptualise the reforms into an agenda of For instance, Yudhoyono’s vision of has led Indonesia in the initiation of Forest 11, timber legality and certification via Sistem Legalitas Kayu, or SVLK. Yudhoyono also initiated of down-streaming industries. The pressing development of domestic logistics has triggered conceptualisation of the Masterplan for Acceleration and Indonesia's Economic Development, known as
Prabowo prioritises nutrition and food security programs. Australia is also prioritising agriculture and food for cooperation with Indonesia. This interlinking of priorities will give a boost to cooperation in red meat, wheat, dairy and many other products. Capacity-building cooperation for promoting a better Indonesian ecosystem for agriculture and husbandry development is wide open.
Both Prabowo’s program and Australia’s strategy consider public health as a priority. Aside from Australian company Aspen Medical’s investment in Indonesia – building 23 hospitals and 650 clinics – promoting more cooperation on biomedical and genomic initiatives is crucial. This initiative can help to improve healthcare services at the grassroots level, and particularly for mitigating cancer, tuberculosis, stroke, diabetes and rare diseases.
Being non-aligned is important, since most of the major powers, of which some are in rivalry with one another, are Indonesia’s strategic economic partners. “
Widodo, during his two terms of administration, development of infrastructure up to full speed. As President Widodo prioritised logistics and within the archipelago and beyond. That development has brought a real boost to the manufacturing sectors, particularly in the down-streaming of minerals like nickel.¶
success in overcoming the COVID pandemic won Indonesian people which resulted in an 80% ... [2]
Both Prabowo’s and Australia’s programs prioritise education. Prabowo wants to provide his people with more medical practitioners. Australia has invested a lot, over the last three years, in higher education in Indonesia. Overseas campuses have been opened by Monash University in Jakarta, Western Sydney University in Surabaya, and Deakin University in Bandung. Indonesia needs to harness this Australian investment to boost participation in STEM subjects
(science, technology, engineering and maths) and medical science.
In the down-streaming industries, both Indonesia and Australia can benefit from the convergence of the two economies, including in manufacturing. The implementation of the Indonesia-Australia MoU on Electric Vehicle Cooperation (2023); the Indonesia Chamber of Commerce and Industry–Western Australia MoU on Critical Minerals (2023); and the expected conclusion of the Indonesia–Northern Territory Government MoU on Critical Minerals, are crucial.
Both Indonesia and Australia are prioritising infrastructure development. Mutual Recognition Agreements (MRA) on Engineers (signed in 2023) will ease the mobility of engineers. This MRA is strategically important to support projects in the two countries relating to construction, mining and infrastructure. Equally important is for the two countries to develop cooperation on flexible green finance mechanisms.
For Indonesia, intensified diplomacy to build a peaceful and stable region is a necessity. While we are concerned with the crisis in Myanmar and potential conflict in the South China Sea, ASEAN has managed to prevent major inter-state wars in the region for the last 50 years.
With such an enabling environment at hand, the task of the next government in Indonesia is to continue striving to build the region as an epicentre of growth, an inclusive production base, and an indispensable part of global manufacturing and the global value chain.
Dr Troy LeeBrown, Research Fellow, UWA Defence & Security Institute; and Program
Manager – Blue Security Program
In February 2024, Perth, Australia’s Indian Ocean capital, played host to the 7th Annual Indian Ocean Conference addressing the theme: ‘Towards a Stable and Sustainable Indian Ocean’. The Conference had a robust discussion about issues directly related to the Indian Ocean and successfully brought together leaders and key ministers from over 30 Indian Ocean littoral and island countries for the two-day dialogue. The event again underscored the significant yet untapped potential that awaits Australia and the Indian Ocean region.
Maldives Vice-Chief of Defence Force, BRIG General Ibrahim Hilmy, presents a shield to Indo-Pacific Endeavour 2023 Commander AIRCDRE Tony McCormack, in Malé during the Indo-Pacific Endeavour return visit in January 2024. The engagement brought a team of experts to participate in meetings, workshops and religious engagements with the Maldivian National Defence Force and was timed to coincide with the fiftieth anniversary of Australia-Maldives diplomatic relations. Source: Department of Defence.
The Indian Ocean holds an increasing significance for Australia, particularly in terms of its growing strategic, economic
and environmental importance. The Indian Ocean region is immense; it counts a truly diverse collection of island and coastal states, and is home to around 35% of the global population.
After the end of the Cold War, the Indian Ocean was, largely, a strategically benign place, but that began to change in the new century. A massive increase in Chinese investment in ports and infrastructure through the ‘Belt and Road Initiative’ has challenged traditional powers such as India, France, Australia and the United States.
The Indian Ocean’s trading routes, or sea lines of communication, are a critical lifeline for many Indo-Pacific countries, funnelling Middle Eastern energy supplies to the export-driven economies of East Asia. Maritime issues, such as combatting illegal, unreported and unregulated (IUU) fishing, piracy, terrorism and smuggling, remain paramount for Indian Ocean regional states.
Environmental factors in the Indian Ocean will only be magnified in an era of ecological uncertainty associated with climate change. In the world’s thirdlargest ocean, many relatively small littoral and island states will be among those most directly confronted by the disproportionate impacts of a global ecological crisis.
The Indian Ocean holds considerable significance for Australia, which has both the longest coastline of any Indian Ocean state and a massive Exclusive Economic Zone (EEZ). Along with India and Indonesia, Australia also constitutes one of the region’s largest economies.
The Indian Ocean holds an increasing interest for Australia. The adoption of the ‘Indo-Pacific’ concept by Australia is reflective of that and Minister for Defence Richard Marles has clearly expressed the view that Australia is a three-ocean country.
The map used in the Defence Strategic Review 2023 leaves little doubt regarding the strategic significance of Western Australia. The importance of mineral and hydrocarbon exports from the north-west of Australia to the country’s bottom-line cannot be overstated, with WA’s resources sector achieving sales on production valued at $248bn in 2023.
Even so, the Pacific and South-East Asia remain the traditional regions of focus for Australia. For Australia, a greater focus on the Indian Ocean region creates an enormous strategic theatre for a middle power of limited resources to prioritise.
While the Indian Ocean arguably constitutes a more challenging external environment, an increased Australian focus on the region could well bring economic opportunities as great as, or greater than, those presented by this country’s traditional focus areas. In this evolving strategic environment, expanding Australia’s engagement towards the northeast Indian Ocean and, in time, further
west, is essential for Australia to embrace its status as a truly Indian Ocean state.
For a country with limited maritime resources, Australia can most effectively build up its presence in the Indian Ocean region by developing resilient partnerships bilaterally and multilaterally.
Australia’s bilateral relationships should focus on capacity-building and support for smaller littoral and island states. The recent focus on maritime capacity-building in Sri Lanka and the Maldives should work as a starting blueprint for other Indian Ocean states.
Multilaterally, the Indian Ocean Rim Association (IORA) remains the preeminent institution and Australia has continued to provide a reasonable level of support. As one of the largest IORA economies, Australia should continue to increase its technical, governance and legal support.
The Indian Ocean holds an increasing interest for Australia. The adoption of the ‘Indo-Pacific’ concept by Australia is reflective of that and Minister for Defence Richard Marles has clearly expressed the view that Australia is a threeocean country.
Building up the capacity of those states to monitor and protect their fisheries, combat piracy, and help mitigate some of the more damaging aspects of climate change is hugely beneficial for the entire region. Australia can also work with select close partners in the Indian Ocean and leverage their maritime capacities to help formulate a greater presence in the region.
For instance, the still-nascent IndiaFrance-Australia trilateral that is focused on the western Indian Ocean presents Australia with the opportunity to play an increasingly proactive role in a sub-region of growing economic importance and in which it has, to date, had a limited presence.
The francophone Indian Ocean Commission (IOC) is focused on the western Indian Ocean and Australia should leverage its links with France and Mauritius to consider becoming an official observer, as have China (2016), and Japan and India (both 2020). Australia could provide modest support at limited cost to the IOC and, alongside contributing valuable technical and ecological knowhow, receive a greater say in critical regional outcomes.
WA is Australia’s Indian Ocean gateway. The north-west of Australia is home to critical infrastructure that will continue to underwrite the Australian budget for decades to come. The AUKUS agreement and the Royal Australian Navy’s plans for an enhanced surface fleet will put a greater focus on WA. In line with those momentous nation-building enterprises, Australia can work closely with regional partners and institutions to play a greater role in the Indian Ocean.
British Indian Ocean Territory (UK)
(FRANCE)
Island (FRANCE)
da India (FRANCE)
Island (FRANCE)
Islands (FRANCE) Juan de Nova Island (FRANCE)
(FRANCE)
Islands (FRANCE) Prince Edward Islands (SOUTH AFRICA)
Island (FRANCE)
By Dr Nick D’Adamo, Honorary Adjunct Research Fellow, Oceans Institute, University of Western Australia
&
Lynnath E. Beckley, Professor Emeritus, Environment and Conservation Sciences, Murdoch University
Five decades on from the pioneering International Indian Ocean Expedition (IIOE-1), the second IIOE was launched in 2015 and is planned to continue to 2030. In the context of a changing climate, everincreasing human-induced pressures and responding to the urgent need to improve our understanding of the dynamics and ecology of the Indian Ocean, IIOE-2 has developed into one of the world’s largest contemporary multi-national ocean science initiatives.
“
In the context of a changing climate, ever-increasing human-induced pressures and the urgent need to improve our understanding of the dynamics and ecology of the Indian Ocean, IIOE-2 has developed into one of the world’s largest contemporary multi-national ocean science initiatives.
Originally discussed in early 2012 at a science meeting in Cape Town, IIOE-2 was introduced as a concept in a prospectus by Hood and D’Adamo (2012), and subsequently underpinned by a comprehensive Science Plan (Hood et al., 2015) and Implementation Strategy (IPC, 2015).
Complemented by a high-level examination of the requirements of an Indian Ocean Observing System out to 2030 (Beal et al., 2019), IIOE-2 is achieving major advances in understanding societally-important phenomena relating to major bio-physical characteristics and coupled ocean-meteorological processes in the Indian Ocean.
IIOE-2 is particularly relevant to Indian Ocean rim countries like Australia in terms of food security, maritime transport, defence, safety and biodiversity conservation. It has grown to currently engage about 30 countries from around the globe in international collaborations.
Australia is a key player through its National Committee for IIOE-2, joining the national committees of France, Germany, India, Indonesia, Japan, South Korea, South Africa, UK, USA and China. Interestingly, Australia was also a major contributor to the original IIOE-1 from 1959-65, for which it provided sea-going platforms for ocean science through HMA Ships Diamantina and Gascoyne
“
IIOE-2 is particularly relevant to Indian Ocean rim countries like Australia in terms of food security, maritime transport, defence, safety and biodiversity conservation. It has grown to currently engage about 30 countries from around the globe in international collaborations.
Some of the many aspects of ocean science receiving attention in IIOE-2 include: met-ocean extremes such as monsoonal forcings and resultant seasonal ocean currents; vertical mixing in the ocean; ocean-wide movement of large masses of water (such as cross-basin equatorial currents); links between the ocean and weather (e.g., storms, waves, cyclones, Madden-Julian Oscillations, Indian Ocean Dipole, Indian Ocean links to La Niña and El Niño); coastal boundary currents adjacent to Indian Ocean rim countries and the Indian Ocean’s role in the global conveyor belt of heat and other ocean properties.
The bio-physical ecology underpinning fisheries production; the influence of vertical oxygen dynamics in fish ecology; biodiversity assessment; impacts of marine heat waves; and many other factors including acidification, temperature stress to corals, and links between transport and settlement of larvae are some of the more ecological aspects being investigated.
Since the first IIOE-2 research cruise which sailed from India to Mauritius during December 2015, IIOE-2 has grown to involve over 50 multi-disciplinary and multi-national projects. These often involve multiple voyage-of-discovery sailings that have now covered much of the Indian Ocean, engaging many of the world’s major international ocean scientific institutions through a wide global constituency of leading ocean and climate scientists.
The emphasis on engaging small island and developing states is paramount, as is the focus on providing material opportunities for capacity development for early career scientists, and for emerging scientists, ocean managers and policymakers from countries having relatively low levels of development in ocean sciences.
A key underpinning philosophy of IIOE-2 is that many of the world’s critical ocean issues, especially those at oceanwide scales that cut across the high seas and domains of multiple countries, cannot be tackled by states on their own, for their respective limitations in both resources and mandate. It is only by joining forces and sharing resources and expertise in a complementary collegiate manner under a unifying mission (such as that of IIOE-2) that progress can be made to maximal effect in ocean science.
IIOE-2 is co-ordinated by a committee, chaired by its three founding principal sponsors: the UNESCO Intergovernmental Oceanographic Commission (IOC), comprising 150 UN member states; the Scientific Committee on Oceanic Research; and the Indian Ocean component of the Global Ocean Observing System.
The IIOE-2 secretariat is currently run by the Indian National Centre for Ocean Information Services (INCOIS, under the Ministry of Earth Sciences), though from
Much progress is being made in uncovering essential ocean science in the Indian Ocean, but much more is needed and planned by the IIOE-2 community. Australia is playing a key role in IIOE-2, including through voyages from the RV Investigator, but we appeal to defence stakeholders to follow the 1959-65 IIOE-1 lead of HMAS Diamantina and Gascoyne, to find ways of again engaging in today’s IIOE-2 for the benefit not only of Australia, but also for our neighbours around the Indian Ocean.
2015-21 it was jointly run with the former UNESCO IOC Perth Programme Office.
Much progress is being made in uncovering essential ocean science in the Indian Ocean, but
much more is needed and planned by the IIOE-2 community. Australia is playing a key role in IIOE-2, including through voyages from the RV Investigator, but we appeal to defence stakeholders to follow the 1959-65 IIOE-1 lead of HMAS Diamantina and Gascoyne, to find ways of again engaging in today’s IIOE-2 for the benefit not only of Australia, but also for our neighbours around the Indian Ocean.
The EZ multi-net being deployed over the stern of the RV Investigator to assess the vertical distribution patterns of meso-pelagic fishes (e.g. lantern fishes) during Australia’s recent IIOE-2 voyage to the 110oE meridian in the south-east Indian Ocean. Supplied.
Research Vessels were from (or chartered by) 13 countries and varied between 35 and 135m length. - Australia, USA, France, South Korea, Monaco, UK, South Africa, Kenya, India, Germany, Japan, Indonesia, Norway.
To 2024: over 50 months of cruises involving contingents per cruise of 2050 crew and 25-100 scientists (from senior principal scientists and early-career researchers/ managers to high school students).
Day hire costs for research vessel operations ranged from $50K to $100K per day.
There are further research cruises penned for the IIOE-2’s 2025-2030 period.
Key scientific participants derived from over 30 countries.
of the Indian Ocean has been traversed.
To 2024: value of cruises, total estimated - based on vessel hire rates and scientific personnel salary equivalents: $100M-$150M
Each Project involving a research cruise engages a large team of researchers and students in data analysis, scientific reporting and presentation of results, often for postcruise periods of up to five years or more.
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Hon Kristy McBain MP, Minister for Regional Development, Local Government and Territories, Australian Government
“
In a region that has some of the world’s fastestgrowing economies, the location of these external territories is of strategic importance to Australia, and how we continue to build stronger ties with our Indo-Pacific partners.
From endemic wildlife to iconic turquoise waters, the Indian Ocean Territories (IOT) are like nowhere else in Australia. Located over 2600km from mainland Australia, the IOT, comprising Christmas Island and the Cocos (Keeling) Islands, are home to some of our most remote communities – with unique challenges and opportunities.
In a region that has some of the world’s fastestgrowing economies, the location of these external territories is of strategic importance to Australia, and how we continue to build stronger ties with our IndoPacific partners.
The IOT play a key role in supporting India’s international space project, with Cocos (Keeling) to host a critical temporary satellite tracking facility for the Gaganyaan manned spacecraft missions. Utilising the islands’ unique position on the missions’ flightpaths represents a new phase in Australian and Indian space cooperation, fostering closer collaboration on space research, exploration and development.
As Minister for Territories, I am focused on building on-island capacity, which starts with utilising the
resourcefulness of local communities to respond to local challenges.
Our recent investment in Innovative Agricultural Trials demonstrated the benefits of growing produce on-island, which would reduce the reliance on importing fresh food.
Our expansion of the Northern Australia Infrastructure Facility’s remit to cover the IOT will support unlocking more opportunities at our doorstep.
With climate change and natural disasters front of mind in the IOT, the Albanese Government is assisting these communities with their resilience, adaptability and preparedness, by rolling out our Disaster Ready Fund.
Extending the Government’s Energy Bill Relief Fund to the IOT – the first time non-self-governing territories have been able to access a Commonwealth Government rebate – also demonstrates our
The IOT play a key role in supporting India’s international space project, with Cocos (Keeling) to host a critical temporary satellite tracking facility for the Gaganyaan manned spacecraft missions. Utilising the islands’ unique position on the missions’ flightpaths represents a new phase in Australian and Indian space cooperation, fostering closer collaboration on space research, exploration and development.
HMAS
company
Perth while transiting north past Christmas Island for a regional presence deployment in the Indo-Pacific region, during which RAN personnel conducted training, maritime exercises and other engagements with Australia’s regional partners. Source: Department of Defence. Photographer: LSIS
From strengthening our bilateral relations, supporting multilateral defence activities and offering travellers from around the world a unique experience, the diversity of the IOT cements this region as a true national treasure.
commitment to easing cost-of-living pressures and supporting local businesses to grow.
And, of course, this region is critical to the defence of our nation, which is why the Albanese Government is investing in Australian Defence Force bases across our north, in addition to infrastructure improvements for the Cocos (Keeling) Islands airfield, to better support maritime operations.
From strengthening our bilateral relations, supporting multilateral defence activities and offering travellers from around the world a unique experience, the diversity of the IOT cements this region as a true national treasure.
It is home to some of the world’s most precious environments, deep cultural history, and opportunities that the Albanese Government does not want to pass by. We will continue working with communities in the IOT and key stakeholders to leverage the potential of this region, and to support a sustainable future.
By Dr Peter Layton, Senior Correspondent,
DEFENCE REVIEW
The unprecedented military build-up by China and its wolf-warrior actions in the South China Sea are leading to increased defence interest in northern Australia. The 1980s building boom associated with Kim Beazley’s defence of Australia strategy came and went, but China is now stimulating a new investment wave. The 2024 National Defence Strategy and its accompanying 2024 Integrated Investment Plan sets out the rationale and the work underway and planned.
The 2024 National Defence Strategy argues addressing Australia’s strategic challenges requires a strategy of denial that prevents others projecting power against Australia from the seas to the country’s north. Doing that means both defending the north from attack and using it as a launching pad for striking back against hostile forces and their supporting infrastructure.
To meet the new strategy’s demands, Defence has announced six immediate priorities. The third is improving the Australian Defence Force’s ability to operate from Australia’s northern bases. The 2024 Integrated Investment Plan detailed that $3.8bn is being spent across 2023‑27 with an intention to spend a further $10‑$15bn between 2024‑34.
The funding will give Defence a logistically connected and resilient set of bases, ports and barracks across Australia’s north. Included in the spending will be
passive defence capabilities to reduce the disruptions to ADF operations that might be caused by hostile air and missile attacks.
In addition, new and enlarged logistics centres will be established in central and northern Australia to enhance Defence’s ability to rapidly resupply deployed ADF units. Fuel holdings, storage and distribution capabilities will be further augmented. Overall, the 2024 Integrated Investment Plan allocates some $14‑$20bn for this new logistics work.
Earlier funded work continues. By 2028, RAAF Bases Curtin and Learmonth will have upgraded runways, taxiways and aeronautical ground lighting.
All up, some $35bn may be spent throughout northern Australia within 10 years. That may be hard to achieve. Construction across northern Australia is inherently difficult with little support available locally, long and unreliable supply routes, and harsh weather conditions. Moreover, given the scarcity of local workers to employ, the new defence
building plans will need to be coordinated with already contracted and underway private sector initiatives.
The 2024 National Defence Strategy argues addressing Australia’s strategic challenges requires a strategy of denial that prevents others projecting power against Australia from the seas to the country’s north. Doing that means both defending the north from attack and using it as a launching pad for striking back against hostile forces and their supporting infrastructure.
All up, some $35bn may be spent throughout northern Australia within 10 years. That may be hard to achieve. Construction across northern Australia is inherently difficult with little support available locally, long and unreliable supply routes, and harsh weather conditions. Moreover, given the scarcity of local workers to employ, the new defence building plans will need to be coordinated with already contracted and underway private sector initiatives.
The defence building boom is being accompanied by growth in northern Australian defence operations.
The US Marine Corps rotational presence in northern Australia originally began with about 1000 Marines; the 13th
deployment this year has some 2000 personnel and includes 10 Osprey tiltrotor aircraft. The Enhanced Air Operations agreement between Australia and the US is leading to more frequent deployments to northern Australia of the latest US Air Force (USAF) aircraft such as the F‑22 fighter, KC‑46 refuelling aircraft and B‑2 stealth bomber.
The Enhanced Space Cooperation agreement is also ramping up. The low‑earth orbit space domain awareness facilities at Exmouth with be significantly bolstered with the forthcoming installation of the US Space Command’s Deep‑space Advanced Radar Capability, one of only three globally.
Large scale, multi‑national air exercises have now become common, often bringing in several foreign air forces from the region, the US and Europe, and including extensive electronic warfare training. In these exercises, the Royal Australian Air Force often undertakes agile air operations, flying from austere and remote locations across the network of northern Australian military airbases and civilian airfields. RAAF fast jet air operations have been undertaken from airfields with reduced pavement strengths, with take‑offs and landings from shorter runway lengths than normal and involving the use of civil grade fuels. An example was the F‑35 operations during the 2023 Exercise Arnhem Thunder from Kununurra Airport.
Even so, the bare bases remain important. Exercise Talisman Sabre in August 2023 saw RAAF Base Curtin (outside Derby) activated. While normally there are less than 10 people maintaining the base, an additional 500 staff from Combat Support Group were deployed to support high tempo RAAF F 35 and USAF F 22 missions. As part of the exercise, the airfield was defended from simulated ground and missile attacks.
Curtin was activated again in mid‑ 2024 as part of the large multi‑national Pitch Black air defence exercise. After it concluded, RAAF F‑35 and USAF F‑22 aircraft demonstrated the ability to hot pit refuel. This involves refuelling aircraft while their engines are running, allowing the aircraft to take off again within an hour compared to 3‑4 hours if the aircraft shuts its engines down. While not new, the technique has not been practised for decades and has been reintroduced as part of the agile air operations concept.
As is readily apparent, the needs of US force deployments are a significant driver in the northern Australian building boom. Much of the work now underway at RAAF Bases Darwin and Tindal and to the Northern Territory Training Areas and Ranges is to meet the US Force Posture Initiative requirements. At the August 2024 Australia US Ministerial Consultation (AUSMIN) meetings, the US requested site surveys for potential infrastructure upgrades to be undertaken at RAAF Bases Learmonth, Scherger and Curtin.
The boom time in the north looks set to last until the end of the decade. The infrastructure builds will be nearing completion by then and further projects seem unlikely, unless the US unexpectedly decides more facilities are needed. In that sense, the increased use of northern Australia will be enduring, at least as long as worries over China remain.
Unique ADF needs are driving the Larrakeyah Defence Precinct Redevelopment Program and further improvements to RAAF Base Learmonth and the Cocos (Keeling) Islands airfield. The Larrakeyah
project is delivering a new wharf, fuel storage and refuelling capabilities for Navy’s major surface combatant ships when they operate in northern Australia. The Learmonth upgrade is to enable RAAF KC‑30A refuelling operations, while the Cocos program is to support P‑8 maritime patrol aircraft.
The boom time in the north looks set to last until the end of the decade. The infrastructure builds will be nearing completion by then and further projects seem unlikely, unless the US unexpectedly decides more facilities are needed. In that sense, the increased use of northern Australia will be enduring, at least as long as worries over China remain.
Consequently, there will be significant ongoing sustainment demands in terms of fuel and consumables for forces stationed in the region or deployed there short term. This will drive the need for improvements to northern Australia’s overall infrastructure.
Defence may not build any new bases, but it seems likely to fund sizeable expansions to some existing civilian, dual‑use facilities. The boom time in the north may end, but the good times for those in the defence infrastructure sector look set to continue.
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The Northern Territory is strategically positioned to support Australia, our allies and regional partners from the north.
The Northern Territory is consolidating and strengthening current capabilities as it looks to the future.
•Multi user infrastructure is future proofed for the needs of Defence, allies and partners. The Darwin Ship Lift and the Marine Industry Park enhance industry capabilities and will support the Royal Australian Navy’s Regional Maintenance Centre – North.
• An expanding local maintenance and sustainment industry, and unparalleled opportunities for littoral environment training, the Territory also stands ready for the Australian Army’s future amphibious capability.
• A focus on upgrading the capacity of the existing network to strategically locate terminals, rail sidings, warehousing and other enabling infrastructure, the Territory’s Regional Logistics Hubs will improve local supply chains and connection to the national transport network.
•Sovereign data transmission and storage, critical mineral extraction and space launch capabilities will help usher in new defence and national security capabilities from the north.
The role of DefenceNT is to:
• Work to facilitate defence requirements in the North, shaping and influencing national policy discussions.
• Work with Territory businesses to grow the NT’s defence industry, and engage with Defence and prime contractors to access new business opportunities.
• Provide an attractive and supportive environment for Defence veterans and their families, while strengthening the economy through increased employment opportunities.
For more information please scan the QR code or visit the website.
Since World War II, the Northern Territory has been closely intertwined with efforts to safeguard Australia’s national interests. Alliances with Australia’s key allies formed back then have since prospered, most notably with the United States. Today, up to 2500 US Marines rotate through Darwin every year, with substantial investments in infrastructure, facilities, training areas and ranges across the Northern Territory to enable the United States Force Posture Initiative (USFPI).
New partnerships have also developed, with the Japan Air SelfDefense Force conducting an F-35A Joint Strike Fighter training exercise in the Northern Territory in 2023, the first activity under the Australia-Japan Reciprocal Access Agreement.
The Defence Strategic Review 2023 released by the Commonwealth Government in April last year signalled a new and evolving era of defence and national security. A nationwide effort is underway to rapidly increase Defence capabilities to address the evolving strategic challenges.
A year on, that was reinforced by the release of the 2024 National Defence Strategy and the restructured and updated 2024 Integrated Investment Program. The strategy of deterrence by denial outlined means that, once again, northern Australia is in clear focus.
New platforms are being acquired and developed that will need to withstand the Territory’s rugged conditions, and be maintained there by highly-skilled workers, both in and out of uniform. New critical and social infrastructure is required to support the platforms and the people who will go there to work with them.
The Northern Territory is positioned at the intersection of these significant national and international interests, and the opportunities
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The Northern Territory is positioned at the intersection of these significant national and international interests, and the opportunities from being a reliable Defence partner abound. The region’s strategic importance in maintaining national security, supporting Indo-Pacific neighbours, and deploying humanitarian assistance and disaster relief cannot be overlooked.
The Northern Territory’s proximity to south-east Asia makes it highly strategic for the ADF. Seen here, a RAAF F-35A Lightning II aircraft taxis at Sam Ratulangi Air Force Base, Manado, Indonesia, during Exercise Elang AUSINDO 2023. The exercise is a bilateral air combat exercise between Royal Australian Air Force F-35A Lightning IIs from RAAF Tindal, near Katherine, and Indonesian Air Force (TNI-AU: Tentara Nasional Indonesia Angkatan Udara) F-16 Fighting Falcons. Source: Department of Defence. Photographer: CPL Kieren Whiteley.
littoral and amphibious capabilities can also be supported from Darwin, increasing the interoperability with the Australian Defence Force.
In December 2023, the Commonwealth Government announced NORSTA as the provider for the Navy Regional Maintenance Centre – North. The Darwin Ship Lift and Marine Industry Park projects currently being constructed at East Arm are key enablers for the maintenance centre and demonstrate the Northern Territory’s commitment to creating opportunities for industry.
from being a reliable Defence partner abound. The region’s strategic importance in maintaining national security, supporting Indo-Pacific neighbours, and deploying humanitarian assistance and disaster relief cannot be overlooked.
Pillar II of the AUKUS trilateral partnership is creating opportunities for Australian businesses and researchers through the sharing of technology and advanced manufacturing tools and techniques. The need to develop, test and evaluate new capabilities in relevant environments allows for optimism that the Territory’s air, land and sea spaces will attract international defence technology companies seeking an edge over their competitors.
Research institutions are on the front line in the competition to maintain an asymmetrical technological advantage. Researchers at Charles Darwin University
in the Northern Territory are bringing their unique perspectives to collaboration opportunities emerging via the Defence Science and Technology Group and the Advanced Strategic Capabilities Accelerator.
The restructure of the Australian Army announced after the release of the latest Defence Strategic Review 2023 reoriented the 1st Brigade, based at Robertson Barracks outside of Darwin, towards being a light combat brigade equipped to be more agile and able to deploy in littoral environments.
Darwin Harbour is an ideal location for basing and sustaining the Army Littoral Manoeuvre capability, and the Northern Territory’s vast coastline provides unparalleled training opportunities. US
The Northern Territory is already a forward operating base in northern Australia and an established maintenance and sustainment hub, with a world-class construction industry regularly delivering projects for a wide range of industries, including defence, oil and gas, mining, large commercial projects and public infrastructure.
The Northern Territory is now also actively cultivating future-focused industry sectors with relevance to Defence and national security, such as critical minerals and rare earths mining and processing, energy, space technologies and advanced manufacturing.
The Northern Territory is also enabling investment in digital infrastructure. This includes investments and partnerships in projects that will
The Northern Territory is now also actively cultivating future-focused industry sectors with relevance to Defence and national security, such as critical minerals and rare earths mining and processing, energy, space technologies and advanced manufacturing.
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Less than a year ago, the NT Government launched its first Northern Territory Defence Veterans Strategy, now being implemented through the action plan Operation Thrive. The vision of the strategy is to make the Northern Territory an attractive and supportive place for Defence veterans and their families to live and work.
improve telecommunications in the NT to contribute to Australia’s overall national security. Multiple, high-speed and highly-secure networks are being developed between Australia, Japan and the US that will be critical for collective security through relaying real-time intelligence and supporting Defence operations.
With improved connectivity, the Northern Territory is also attracting data centre operators to provide secure data storage for Defence’s growing digital requirements. Enhanced digital connectivity and data processing and storage capacity further enable the potential for the Northern Territory to capitalise on Pillar II of the AUKUS alliance.
The Northern Territory’s potential in the space sector was demonstrated in 2022, when NASA successfully launched three rockets from the Arnhem Space Centre in the agency’s first commercial spaceport launch outside the US. This launch capability, located near Nhulunbuy in East Arnhem Land, represents the potential for the future testing of capabilities over land, sea and at veryhigh altitudes. It is also a great example of industry development in cooperation with First Nations people, developing jobs and opportunities on-country.
Less than a year ago, the NT Government launched its first Northern Territory Defence Veterans Strategy, now
NORFORCE Patrolman Private Axsaul Damala at a beach landing site in West Arnhem Land as part of Operation Resolute. ADF assets assigned to Operation Resolute are commanded by Maritime Border Command, a multi-agency taskforce within the Australian Border Force led by a two-star naval officer, and may include Armidale-class and Cape-class patrol boats, Australian Army Regional Force Surveillance Units and P-8 Poseidon maritime surveillance aircraft. Source: Department of Defence. Photographer: LSIS Jarrod Mulvhill.
being implemented through the action plan Operation Thrive. The vision of the strategy is to make the Northern Territory an attractive and supportive place for Defence veterans and their families to live and work. Northern Territory Defence veterans, both the 4500 who serve, and the 5500 ex-serving members and their families, are an integral part of the community.
The NT Government has committed $2.55mn of funding over three years to support the veteran community. The funding will directly go to facilitating new and existing initiatives which focus on
transition, employment and education opportunities; health and wellbeing initiatives; and respect and recognition for veterans and their families.
Defence is fundamental to the development aspirations of the Northern Territory. Equally, a strong and self-reliant North is critical to a secure and sovereign Australia. The Northern Territory is determined to support Defence, industry and the community to meet those objectives and make the most of the opportunities that come with living and working in northern Australia.
defence.nt.gov.au
P-8A Poseidon Forward Operating Base (AIR7000 Ph 2B)
AIR555 Phase 1 Airborne
Arafura Class Offshore Patrol Vessels Facilities (SEA1180 Ph 1)
This project is providing berthing, training, maintenance, logistics and support facilities to support the introduction into service of new OPVs at HMAS Coonawarra, RAAF Base Darwin (EO Storage). The works at HMAS Coonawarra and RAAF Darwin are scheduled for completion in early 2025.
Bulk Fuel Storage Tanks RAAF Tindal (US-led) Naval Facilities Engineering Systems Command (NAVFAC) Pacific awarded an US$80mn firm-fixed price contract to Nova Nacap JV for the construction of jet fuel storage tanks and associated infrastructure at RAAF Base Tindal. Works due for completion in February 2025.
Cocos (Keeling) Islands Airfield
Defence Precinct Redevelopment This program is upgrading critical base infrastructure, improving the working environment, delivering new facilities, and supporting future growth on the Larrakeyah Defence Precinct, NT. The program is also delivering a new wharf, fuel storage and refuelling capabilities
MQ4C Triton Forward Operating Base Tindal (AIR7000 Ph 1B)
Multi-Purpose Hangar Construction, Taxiway Improvements at RAAF Tindal (US-Led)
This project is providing facilities and infrastructure to support new Triton aircraft capability at RAAF Base Tindal. The works include maintenance hangars, support and maintenance building, aircraft pavements, aircraft wash and engine run-up area, equipment shelter, local building services plant, site-wide engineering services and internal access roads, car parking, general pavements and landscaping. Construction 2023 to 2025. 518.000
The intent of the current stage of this project is to identify potential sources that are capable of performing construction of a multi-purpose aircraft maintenance hangar facility comprising two aircraft maintenance hangars and one maintenance supply and support facility. Project will also construct one utility building that houses fire pumps, HVAC plant and two dangerous goods facilities. Project will also provide all required aircraft pavement. 382.000
P-923 Aircraft Parking Apron, P-941 Maint. Support Facility and P-949 Aircraft Maint. Hangar Darwin US Pacific Deterrent Initiative Funding. P-923 (FY23) is construct aircraft parking apron, aircraft rinse facility, aircraft wash rack, helicopter landing pads and supporting facilities; P-941 (FY24) is construct Marine Aviation Logistics Squadron and Marine Wing Support Squadron facilities; P-949 (FY25) is construct a Type-II
of a
RAAF Darwin Mid-Term Refresh Project
USFPI NT Training Areas and Ranges (including BFTA Mid-Term Refresh) EST01990 (J0139)
including airfield improvements, at RAAF Base Tindal NT.
“Project aims to address safety and capacity concerns associated with the current base entrances, as well as prioritised capacity, condition and compliance upgrades of engineering services at RAAF Darwin. New base entrance, upgraded heavy vehicle entrance and upgrades across utility infrastrucutre will be carried out“
Upgrade and expand the existing facilities at Robertson Barracks Close Training Area (RBTA), Kangaroo Flats Training Area (KFTA), Mt Bundey Training Area (MBTA) and Bradshaw Field Training Area (BFTA) to support the USFPI within the Territory. Scheduled completion mid-2026. 746.500
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By Dr Peter Layton, Senior Correspondent, WA DEFENCE REVIEW
Queensland’s defence industry remains dominated by land and air projects, and Australian Defence Force facilities. In 2024, there have been several noteworthy developments that built on previous investments. The largest was the $1bn order for more than 100 Boxer Heavy Weapon Carrier vehicles to be delivered to the German Army between 2026-30. It is Australia’s largest-ever military export to Germany.
In Australia, the Boxer armoured fighting vehicles are produced at Rheinmetall’s Military Vehicle Centre of Excellence that opened at Ipswich in mid2020. The 30,000m2 building contains three simultaneous vehicle production lines, a weld shop, armoury, prototyping workshop, turret and simulator assembly, paint booths, heavy maintenance and warehousing.
The facility continues to fulfil the ADF order for some 213 Boxer Combat Reconnaissance Vehicles, with the new export vehicles to be based on that design. The facility is also assembling Multi-Ammunition Softkill Systems for the Royal Australian Navy’s Hobart-class destroyers and Anzac-class frigates under a $200mn order.
Rheinmetall has also formed a 51% joint venture with Brisbane-headquartered NIOA (49%), the largest privately-owned supplier of munitions to the ADF. Rheinmetall NIOA Munitions (RNM) has established a highly automated shellforging factory in Maryborough producing 155mm artillery shells for the ADF, and now also for export to Germany.
The 7,000m2 plant features high tonnage forging operations, precision machining, nosing, heat-treating, welding, coating, quality control and assurance. The $90mn RNM facility, partly funded by State and Commonwealth regional growth funds, employs almost 100 people and can produce some 100,000 projectiles annually.
Queensland’s German connection continues with the opening in early 2024 near the Rheinmetall Ipswich plant of the Quantum-Systems 2,000m2 small drone final assembly and logistics support facility. In mid-2024, the German company won a $90mn contract to provide Vector/Scorpion eVTOL reconnaissance drones to the ADF.
The year was also important for the much larger Boeing MQ-28 Ghost Bat drone project. In March 2024 construction began on a 9,000m2 final assembly facility – Boeing’s first outside North America – at Wellcamp airport outside Toowoomba.
This facility will include MQ-28 manufacturing capabilities, carbon fibre composite manufacture, advanced robotic assembly for major components, and final assembly and test capabilities. When completed in 2027, some 100 highly skilled, advanced manufacturing staff will be employed.
The MQ-28 program also received an additional $400mn funding in February 2024 to develop the new Block 2 variant and build three prototypes. Much of the work will be undertaken in Queensland. Program objectives include developing sensor and mission payloads, an operational evaluation in 2025 and being able to produce MQ-28s at 10% of the cost of crewed aircraft like the F-35 fighter.
Further north, in Townsville, significant facilities work is underway.
RAAF Base Townsville is being upgraded under a $716mn project that supports Army’s new AH-64E Apache helicopters and their arrival in 2025, along with the refurbishment of existing hangars. At the nearby Lavarack Barracks, some $19mn will upgrade critical capability infrastructure, including a new military working-dog facility and mess buildings.
From 2025, some 500 Army personnel will move from Adelaide to Townsville. Eventually, all of Army’s tanks, Boxers, Redback Infantry Fighting Vehicles and Huntsman self-propelled howitzers will be based in Townsville, along with the Apache and Chinook helicopter fleets. As part of all that, 500 new residential properties are being acquired by the Defence Housing Authority.
Less conspicuous are some emerging projects with longer-term potential. Building on earlier research in Queensland, Brisbane-based Hypersonix is building three DART hypersonic test vehicles for the US Defense Innovation Unit. This 3D-printed, hydrogen-fuelled, scramjet-powered vehicle will fly at up to Mach 7 over some 1000km, with first flight expected in early 2025.
In Central Queensland, Gilmour’s Bowen Orbital Spaceport is planning for its first launch in late 2024. The Gold Coast company’s 35-tonne Eris rocket will be the first Australian-made rocket launched into space from Australia.
Soldiers from 1st Battalion, Royal Australian Regiment, conduct a patrol during a clearance of the Port of Townsville as part of Exercise Septimus Stride 2023. Designed to prepare the battalion for subsequent sea-to-land training, the exercise saw soldiers counter a simulated enemy in the Townsville field training area before deploying to Townsville Port to practice clearing additional enemy combatants from an urban area. Source: Department of Defence.
Queensland’s defence industry sector remains dominated by land and air projects, and defence force facilities. In 2024, there have been several noteworthy developments that built on previous investments.
By Dr Gregor Ferguson, Contributing Defence Analyst
A year on from the release of the Defence Strategic Review 2023, the Department of Defence has published the Independent Analysis into Navy’s Surface Combatant Fleet, Defence Industry Development Strategy, 2024 National Defence Strategy and the 2024 Integrated Investment Program. Each of these had implications for industry, research centres and for Defence itself in each of Australia’s states and territories. This round-up focuses on Australia’s eastern states and territories.
The Australian Capital Territory is home to the Australian National University (ANU), which is one of only two Australian education centres to offer graduates a Masters degree in Nuclear Science. The Navy faces a significant challenge in creating a workforce able to operate and regulate nuclear-powered vessels, so ANU’s expertise in nuclear engineering will make it, like UNSW in Sydney, an increasingly important education, research and Test and Evaluation (T&E) hub.
Under Project AIR6500 Canberra-based CEA Technologies will deliver four CEAFAR HPAR air defence Active Electronically Scanned Array (AESA) radars as part of the ADF’s Integrated Air and Missile Defence (IAMD) system. Meanwhile, under Project LAND19 Phase 7B, the company is providing the HX77 truck-mounted CEAOPS radar and the lighter Hawkeibased CEATAC radars as part of the NASAMS program, for which Raytheon Australia is prime systems integrator.
The heart of IAMD will be the Joint Air Battle Management System (JABMS), for which Lockheed Martin Australia received the Project AIR6500 Phase 1 contract, worth some $765mn, earlier this
A year on from the release of the Defence Strategic Review 2023, the Department of Defence has published the Independent Analysis into Navy’s Surface Combatant Fleet, the Defence Industry Development Strategy (DIDS), the 2024 National Defence Strategy and the 2024 Integrated Investment Program (IIP). Each of these had implications for industry, research centres and for Defence itself in each of Australia’s states and territories.
year. The eight-year strategic partnership will provide Defence with an advanced integrated air and missile defence capability to combat high-speed threats, says the company.
Phase 1 of the project will provide enhanced situational awareness of advanced air and missile threats and increased interoperability with international partners. Most of the integration work was conducted at the company’s own Canberra-based Endeavour Centre, and the carrot for the Australian supply chain members is a potential global market that Lockheed Martin estimates could be worth $83bn.
The University of New South Wales (UNSW) launched its Nuclear Innovation Centre, or UNIC, early in 2024, helped by a $7.5mn donation from the Sir William Tyree Foundation. Just a year after the founding of the Australian Submarine Agency in 2023, UNIC will this year start teaching 50 nuclear-qualified undergraduate engineers a year, possibly doubling that to 100 in future years.
Foundation donation scholarships will also pay for UNIC to train 22 Masters students, 11 PhD candidates and employ five post-doctoral staff over the next 10 years.
The Submarine Rotation Force-West will come into operation from 2027, so demand for nuclear-trained engineers and ‘tradies’ to maintain US and British nuclear-powered submarines will rise dramatically.
A key partner of UNSW is US nuclearpowered submarine builder Huntington Ingalls Industries (HII), which designs and builds the Virginia-class submarines for the US Navy. HII and UNSW have established an AUKUS Workforce Alliance with partners Curtin University in Perth, the University of Adelaide and Adelaidebased Babcock Australasia to develop the skilled workforce required to build, operate and maintain the submarines.
At the end of 2023, Wollongong-based Bisalloy Steel contracted to develop and qualify Australian steel for use on Australia’s SSN-AUKUS nuclear-powered submarines. Bisalloy will carry out the heat treatment on raw steel plate provided by local firm BlueScope that will result in high-grade submarine-pressure hull steel that meets or exceeds both UK and US standards.
In an echo of the Collins-class submarine program from nearly 40 years ago, this steel will also be used to develop
welding procedures to ensure hull integrity.
In Sydney’s western suburbs, Lockheed Martin Australia, a Guided Weapons and Explosive Ordnance (GWEO) Enterprise Strategic Partner, has begun the process of transferring technology, project management and test and certification skills to Australia. It is doing so under a $37.4mn risk reduction contract so that we can build our own Guided Multiple Launch Rocket System (GMLRS) missiles to be fired from Australian-owned M142 High Mobility Artillery Rocket System (HiMARS) launchers. The first launch of an Australian-built GMLRS is scheduled for 2025.
This first step on the path is being taken at Defence’s Orchard Hills ordnance facility and should lead to the manufacture in Australia of a range of guided missiles, including Lockheed Martin’s Precision Strike Missile (PrSM) Increment 2, which has a 500km range and is also fired from the HiMARS launcher.
The federal cabinet’s National Security Committee is expected to consider Defence proposals for the sovereign manufacture of guided weapons and artillery ammunition some time in mid-year, after which a range of announcements are expected.
Earlier this year, the RAN and Anduril Australia unveiled (partially) the first of three Extra Large Unmanned Underwater Vehicles (XL-UUV) that Anduril is building on Sydney Harbour. This will be used in a number of roles, with sea trials already under way.
At RAAF Base Williamtown, BAE Systems Australia and Lockheed Martin have commissioned an Aircraft Coating Facility (ACF) to ensure the integrity of the RAAF and other regional F-35 Lightning IIs, including those of visiting US forces. It is not clear whether the re-coating facility has a signature measurement capability to ensure the aircraft signature remains minimised. BAE Systems has also opened an Asia-Pacific Regional Warehouse at Williamtown to support the region’s F-35s.
Victoria remains Australia’s manufacturing heartland, which is why Boeing Australia manufactures its MQ-28A Ghost Bat ‘Loyal Wingman’ there, although it is tested elsewhere in Australia, including at Woomera in South Australia. Although Ghost Bat missed out on the US Air Force’s Collaborative Combat Aircraft (CCA) program earlier
The effect of all of these reviews, if implemented fully, will be to transform Australia’s defence capabilities and their effects will be felt in every state and territory.
this year, Defence says it can still fulfil key Intelligence Surveillance and reconnaissance (ISR) functions and may still be weaponised in RAAF service.
The autonomous Vehicle Management System (VMS) for Ghost Bat, like that for the RAN’s Ghost Shark XL-UUV, is a Melbourne product, developed and manufactured by BAE Systems Australia.
On Victoria’s border with New South Wales, Thales Australia remains the only company with a significant manufacturing capability in military energetics –rocket motors, propellants and warheads – thanks to its Government-Owned Contractor-Operated facilities at Benalla and Mulwala. These facilities are undergoing a $220mn upgrade to manufacture more complex energetics and are expected to play a significant role in the development of the GWEO Enterprise.
Most of the weapons sought by the ADF are being acquired initially under US Foreign Military Sales (FMS) arrangements which means that any built in Australia must be manufactured to the same standards as those manufactured in the USA, and be essentially interchangeable with them. While that is a steep learning curve for some members of Australia’s supply chain, it also means that the US military will have a trusted second source in Australia of many of its most heavily-used weapons, so the prospects for long-term export sales are very promising.
In Geelong, Hanwha Defence Australia has completed its own Armoured Vehicle Centre of Excellence and will deliver 30 AS9 Huntsman selfpropelled howitzers and 15 AS10 ammunition resupply vehicles. The company will also manufacture their 129 Redback IFVs for the Australian Army there. The hulls for all of these tracked vehicles will be made in Tasmania by Elphinstone, while the rubber tracks for the IFVs, based on a Canadian design by Souci, will be manufactured by Mackay Defence, also in Melbourne.
It has also been reported that, if the UK selects the K9 version of the self-propelled gun as a replacement for its AS90s, the first batch could be manufactured in Australia to get the capability into UK service quickly.
The review of the RAN’s surface combatant fleet finally delivered a result in late-February: The Osborne shipyard in Port Adelaide will see construction of six Hunter-class anti-submarine warfare frigates (and at least five SSN-AUKUS submarines), with construction of the replacement for the current Hobart-class
destroyers beginning there as soon as the last of the Hunter-class is complete. The details, however, will be contained in the release later this year of the government’s planned Naval Shipbuilding and Sustainment Plan.
BAE Systems Australia will manufacture the submarines while ASC Limited will undertake the Life of Type Extension (LOTE) of the RAN’s six Collinsclass boats.
While it is preparing for construction of the RAN’s submarines, the yard will contribute components for the UK’s identical submarines, the first of which is due for launch in the early 2030s. The new submarines will be built in a new yard at Osborne, design for which will be undertaken by engineering firm KBR and a joint venture between Aurecon and AECOM.
In June, the first of four MQ-4C Triton Uncrewed Air Systems (UAS) ordered by the RAAF arrived in Australia. While the RAAF’s Tritons will operate from RAAF Base Tindal in the Northern Territory, they will be flown, and their ISR and intelligence ‘product’ sorted and analysed, by a reformed 9 Squadron at RAAF Base Edinburgh in Adelaide’s northern suburbs.
Edinburgh will also be the home for the information infrastructure supporting the RAAF’s planned 14 P-8A Poseidon maritime patrol aircraft and four MC-55A Peregrine electronic warfare aircraft.
The $3.4bn Advanced Strategic Capabilities Accelerator, which was announced shortly after the Defence Strategic Review 2023, replaces the Defence Innovation Hub and Next Generation Technologies Fund. In July it announced that Melbourne-based SYPAQ and a Brisbane based subsidiary of German firm Quantum-Systems had been selected to provide lightweight ISR drones for the ADF under contracts worth an initial $140mn.
Tasmania is associated in most peoples’ minds with naval and maritime technology. But it is also the home of mining equipment manufacturer Elphinstone, which is manufacturing the hulls for the 30 AS9 Huntsman self-propelled guns, 15 AS10 ammunition resupply vehicles and 129 Redback Infantry fighting vehicles being manufactured for the Australian Army by Hanwha Defence Australia in Geelong.
The RAN submarine program is now confirmed: it includes the Life of Type Extension (LOTE) of the existing Collins-class boats; contributing to the design of the SSN-AUKUS boats which will follow them from about 2042 onwards; and characterising the three (and possibly five) US-built Virginia-class boats which the RAN will operate from about 2032.
The RAN also plans to acquire Autonomous Underwater Vessels (AUV) such as the Anduril Ghost Shark and C2 Robotics Speartooth; there will undoubtedly be others, driven by an Integrated Undersea Surveillance System project, SEA5012. The AUKUS Pillar II program names undersea capabilities as a priority of the three partners and they are
reportedly collaborating on autonomous underwater vehicles, which will be a significant force multiplier for our maritime forces.
The effect of all of these reviews, if implemented fully, will be to transform Australia’s defence capabilities and their effects will be felt in every state and territory. That the majority of the funding will
be delivered beyond the current four-year Forward Estimates defence budgetary period has given rise to criticism that the government’s funding does not match its rhetoric about Australia’s rapidly deteriorating strategic circumstances. Australia’s defence needs more money now, not in ten years’ time, say the critics.
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Seen from Australia, the South Pacific security environment is becoming increasingly worrisome. In response, Australia is becoming more deeply involved, including through sharply increasing what is known as defence diplomacy. This uses defence activities to build relationships with others and make them more resilient to external influences, whether those be from unfriendly countries, transnational crime or natural disasters.
Australia aims, as Prime Minister Albanese recently noted, to be the “indispensable partner” to the states of the South Pacific. That has been an Australian strategic objective for several years, but its importance was underscored in April 2022 when the Solomon Islands signed a secret security agreement with China. Australia took notice of China’s innovation and soon after signed the Bilateral Security Agreement with Vanuatu and a Status of Forces Agreement with Fiji. The defence diplomacy continued into 2023.
In November, Australia signed the Falepili Union treaty with Tuvalu that featured a security guarantee giving Australia potential veto power over future Tuvaluan security engagements, a focus on human security matters and action on climate change worries. Shortly after, Australia and Papua New Guinea (PNG) reached agreement on a Framework for Closer Security Relations that mostly encompassed national development matters.
The four agreements represent an acceptance that any future security challenges to these close neighbours would inevitably affect Australia.
Australia aims, as Prime Minister Albanese recently noted, to be the “indispensable partner” to the states of the South Pacific. That has been an Australian strategic objective for several years, but its importance was underscored in April 2022 when the Solomon Islands signed a secret security agreement with China.
The Australian Defence Force is also steadily stepping up its engagement with the South Pacific. The Air Force is now deeply involved in the new Defence Pacific Air Program. “
Consequently, it made sense for Australia to formally tie itself to safeguarding Pacific Island stability and security, even if that imposed diplomatic, defence and economic demands on Australia into the future. Importantly, Australia has declared its willingness to make similar security agreements with other regional states. Australia is steadily building, and locking itself into, a long-term South Pacific security community.
The US is also moving into regional security agreements. In mid-2023, PNG signed a Defence Cooperation Agreement that aims to tackle shared security challenges and allows US forces access to air and seaports at Port Moresby, Lae and Manus Island.
The Australian Defence Force is also steadily stepping up its engagement with the South Pacific.
The Air Force is now deeply involved in the new Defence Pacific Air Program. The program has two notable strands.
The first involves assisting the PNG Defence Force (PNGDF) to develop an air wing through the provision of two PAC-750XL light transport aircraft, the training of aircrew and maintenance personnel, and funding for airfield facility upgrades. The second is regular six-week rotational deployments of C-27J Spartan transport aircraft through PNG and Fiji. The Royal Australian Air Force (RAAF) is also involved in the ongoing Operation Solania, in which the C-27Js are used for regional fisheries surveillance.
The Army has long exercised and trained with PNGDF soldiers, but this is expanding in terms of training complexity and location. In 2023, for the first time the PNGDF integrated with Australian forces during the large-scale, multilateral Exercise Talisman Sabre in central Queensland. PNGDF personnel were embedded with Australian soldiers from 3rd Battalion, Royal Australian Regiment (3RAR), leveraging each other’s military experiences. In 2024, the effort was reversed with 3RAR soldiers exercising in Wewak with 2nd Battalion, Royal Pacific Islands Regiment personnel, undertaking training in light amphibious operations, jungle warfare and urban clearances.
To support regional security at sea, Australia has long managed the Pacific Maritime Security Program.
“
The possible back to the future move with Pacific Islanders again joining the ADF reflects the deep connections between Australia and the South-West Pacific. Australia wants to be the partner of choice of these regional states, but is already in most respects. Even so, the new security agreements are a notable step in formally committing Australia to a strong defence relationship with regional states into the uncertain future.
In March, the Republic of Fiji Navy accepted its second Guardian-class patrol boat, RFNS Puamau, built by Austal in Perth and supported in the region by the company through Cairns. It was the 19 Guardian-class vessel delivered to South Pacific nations.
PNG is the largest user of the Guardianclass patrol boats, with four homeported at Lombrum Naval Base on Manus Island. The base is currently being upgraded with improved domestic and operational facilities under Australia’s Defence Cooperation Program. The work finishes this year and will possibly be shortly followed by three new US Navy building projects: a Regional Maritime Training Centre, a Small Boat Team and Boson Facility, and a refurbished 35m jetty.
In early 2024, a PNGDF officer, Colonel Boni Aruma, was appointed Deputy Commander of 3rd Brigade, based in Townsville and of which 3RAR is a part. This is the first time a PNGDF officer has held such a senior command position in the ADF. A Fijian colonel was also appointed as Deputy Commander of 7th Brigade, but ultimately did not take up the post given possible human rights concerns in Fiji.
In a long-discussed move, Pacific Islanders may soon be allowed to join the ADF to help address recruitment shortfalls. It has happened before. In World War II, four battalions of Papua New Guinean soldiers were effectively part of that era’s Australian Army. Again, during the Indonesian Confrontation (1963-66), two battalions and their support units served; some 2500 men were part of the Australian Army in 1968.
The possible back to the future move with Pacific Islanders again joining the ADF reflects the deep connections between Australia and the South-West Pacific. Australia wants to be the partner of choice of these regional states, but is already in most respects. Even so, the new security agreements are a notable step in formally committing Australia to a strong defence relationship with regional states into the uncertain future.
Wake Island (USA)
Wake Island (USA)
MARSHALL ISLANDS
MARSHALL ISLANDS
NAURU
NAURU
KIRIBATI Gilbert Islands
HAWAII ISLANDS (USA)
Johnston Atoll (USA)
Kingman Reef & Palmyra Atoll (USA)
Howland & Baker Islands (USA)
KIRIBATI Phoenix Group
WALLIS AND FUTUNA (FRANCE) TUVALU
FIJI
VANUATU
VANUATU
MATTHEW AND HUNTER ISLANDS (FRANCE)
Norfolk Island (AUST.)
KIRIBATI Kiritimati Line Group
TOKELAU (NZ)
COOK ISLANDS (NZ) SAMOA
AMERICAN SAMOA (USA)
NIUE (NZ)
FRENCH POLYNESIA (FRANCE)
PITCAIRN ISLANDS (UK) TONGA
Kermadec Islands
(EEZ)
By Nicholas Dynon, Chief Editor, Line of Defence
New Zealand’s conservative coalition government is talking the talk on increasing defence capability and interoperability but faces delivery challenges. The National Party-led government that emerged victorious from the October 2023 general election signalled Defence as a high priority, appointing the experienced former Cabinet minister Judith Collins to the portfolio. Among the ministerial responsibilities held by Ms Collins is the newly-minted space portfolio.
AUKUS quickly became a major discussion point, with February’s ANZMIN 2+2 meeting and a Joint Ministerial Statement that voiced renewed clarity to New Zealand’s commitment to the trans-Tasman alliance and unequivocal support for AUKUS and the QUAD.
Then, in May, in a speech to the New Zealand Institute of International Affairs (NZIIA), Foreign Minister Winston Peters made the government’s most enthusiastic case yet for AUKUS Pillar II, the non-nuclear pillar focused on high tech cooperation, and launched a scathing attack on its critics.
By all appearances, we were seeing an amped-up focus on defence, a renewed commitment to traditional partners, and the possibility that all this might translate into major uplifts in defence capability investment. But then there’s the economy.
Dr Peter Greener, writing in the Winter 2024 issue of Line of Defence magazine, noted that the May 2024 Budget painted a bleak fiscal picture, with the economy likely to be crawling its way out of a prolonged Covid hangover for another couple of years yet.
In her Budget speech, Finance Minister Nicola Willis confirmed the Budget
would not achieve surplus until 2027-28, when it is expected to limp NZ$1.5bn into the black. With inflation sticky, debt expensive, and tax revenue down to a trickle, Ms Willis says that the current downturn is deeper and longer than previously thought.
Against this economically challenging backdrop, writes Greener, there has been no indication of a commitment to anything like the amount of money necessary for the replacement of essential Defence capabilities. At the top of this long list are the Royal New Zealand Navy’s two aged Anzac-class frigates.
While a NZ$571mn increase in Defence funding over the next four years was announced pre-Budget, the Defence Minister’s office has also stated that the Budget would result in a 6.6% decrease in Defence spending for FY2024/25. That takes it to 0.9% of GDP, down from 1% in the year just ended.
That is perhaps in part explained away by the typically lumpy nature of defence procurement and by the fact that the longawaited Defence Capability Plan is yet to drop. Its release has been delayed, which could be interpreted as an ominous sign.
Former defence minister Wayne Mapp has indicated that an additional NZ$400mn capital injection will be needed over the next decade just to replace existing capabilities on a onefor-one basis. That would lift defence
spending to 1.4% of GDP but provides no allowance for capability uplift.
As economic realities bite, so do demographics, with the New Zealand Defence Force (NZDF) dealing with the increasingly wicked problem of attraction and retention. Numbers are down, which means naval ships sit at dock unable to be crewed. The NZDF is struggling to make a compelling case to school leavers and job seekers.
AUKUS Pillar II’s promise of participation in the development of advanced non-nuclear military technologies appears to be also colliding with reality. Recent media reports now suggest that the trilateral AUKUS partners, including Australia, have closed shop and are stepping back from the idea of a Pillar II altogether.
After plenty of talking at the highest levels, New Zealand is yet to receive even the hint of an invitation. A point made unequivocally clear in Minister Peters’ May speech to the NZIIA.
As we await the belated release of the Defence Capability Plan and suffer radio silence on AUKUS Pillar II, there is much reason for pessimism around capability uplift. Households around the country are doing it tough and counting their pennies, and there is little reason to expect the Government to be doing any differently.
New Zealand Army soldiers from 1st Battalion, Royal New Zealand Infantry Regiment conduct a mock attack on enemy trenches during Exercise Diamond Run 2024, at Shoalwater Bay Training Area. Troops from the Australian Army’s 7th Brigade and other supporting elements from Army, the Royal Australian Air Force, Royal Australian Navy and New Zealand Defence Force conducted the exercise in a demonstration of an integrated ‘Anzac’ force under Plan Anzac, designed to improve integration between the Australian and New Zealand armies. Source: Department of Defence. Photographer: LCPL Andrew Shaw.
As economic realities bite, so do demographics, with the New Zealand Defence Force (NZDF) dealing with the increasingly wicked problem of attraction and retention. Numbers are down, which means naval ships sit at dock unable to be crewed. The NZDF is struggling to make a compelling case to school leavers and job seekers. “
By
At the Australian Submarine Agency (ASA), we work hard to ensure every day matters when it comes to delivering Australia’s new nuclear-powered submarine capability. The 2024 National Defence Strategy recognised the need for a generational transformation of our Defence force and that Australia must invest now in our capabilities to deter through denial any attempt to project power against Australia.
AUKUS is central to that effort. Australia’s fleet of conventionallyarmed, nuclear-powered submarines (SSNs) will be our most advanced and complex warfighting capability. Already significant progress is being made to bring this to fruition.
This program is a whole-of-nation endeavour, requiring the shared efforts of the ASA and Defence, industry partners and the education sector, as well as the federal, state and local governments – including here in Western Australia. Continuing its proud tradition as the home of Australia’s submarine force, WA is a vital part of the AUKUS pathway, starting with more frequent and longer port visits by UK and US SSNs to HMAS Stirling, ahead of the establishment of Submarine Rotational Force-West (SRF-West) from 2027.
at HMAS Stirling – and a tangible demonstration of progress under AUKUS. Such work has never taken place in Australia before.
In time, SRF-West will support up to four US Virginia-class and one UK Astute-class-SSN. This will accelerate Australia’s ability to safely own, operate and maintain our own future sovereign conventionallyarmed, nuclear-powered submarine capability.
In the first half of this year, the Guam-based US submarine tender, USS Emory S. Land, hosted over 35 Royal Australian Navy technical personnel from Navy’s Fleet Support Unit. During that period, our personnel gained the necessary certifications to conduct maintenance on US SSNs.
As part of the first major SSN maintenance activity taking place in Australia, a US Virginiaclass submarine will visit HMAS Stirling joining the USS Emory S. Land for the Submarine Tendered Maintenance Period in the third quarter of 2024. Our Navy personnel embedded in the USS Emory S. Land will take a leading role in the maintenance work conducted on the US submarine. It will be an unprecedented event – the first opportunity for Australians to participate in maintenance on a US SSN
Maximising opportunities for Australian companies will be key as these world-leading companies develop their supply chains, and develop a broader, more resilient AUKUS supply chain. The Australian Government will invest up to $8bn over the next decade to upgrade HMAS Stirling and cater for SRF-West. This will support around 3000 direct jobs on the West Australian trade coast.
These critical training opportunities follow the passage of the National Defense Authorization Act by the US Congress, which authorised the transfer of US Virginia-class submarines to Australia in the early 2030s.
Developing the required workforce to deliver Australia’s conventionally-armed, nuclear-powered submarine capability is one of our biggest priorities. Around 20,000 jobs will be created over the next 30 years for a wide range of skilled personnel, including Navy submariners, engineers, project managers, logisticians, scientists and industry trades such as well as welders, electricians and mechanics.
We are meeting the workforce challenge head on. At the end of June, around 30 skilled ASC workers departed for Pearl Harbor Naval Shipyard to participate in training in the maintenance of US Virginia-class submarines alongside their US counterparts. This will grow to over 100 by next year.
Our RAN officers and sailors have graduated with distinction from demanding US and UK nuclear training courses and are now serving aboard US Virginia-class and UK Astute-class submarines. Opportunities for future generations of young Australians to have rich and rewarding careers are substantial – across the Defence Force and Australian industry.
We reached a major milestone in March this year when the Australian Government announced ASC and BAE Systems would become our SSN-AUKUS build partner, and ASC would be our SSN sustainment partner.
Maximising opportunities for Australian companies will be key as these world-leading companies develop their supply chains, and develop a
broader, more resilient AUKUS supply chain. The Australian Government will invest up to $8bn over the next decade to upgrade HMAS Stirling and cater for SRF-West. This will support around 3000 direct jobs on the West Australian trade coast.
SRF-West will deliver significant economic benefits for WA, with an additional 500 to 700 direct jobs expected to be created to sustain the SRF-West initiative over 2027-32. We recognise that this also requires cooperation with local communities and all levels of government to manage important issues like housing, roads and infrastructure.
As Director-General of the Australian Submarine Agency, VADM Jonathan Mead said, the historic AUKUS nation-building program shows Australia at its best: hard-working, ambitious and determined. There is much work ahead and we cannot rest on our laurels. Delivering Australia’s conventionally-armed, nuclear-powered submarine program will require the collective effort of thousands of highly-skilled Australians. We need school-leavers, skilled people with technical trades and motivated graduates alike.
Be part of delivering this historic capability for Australia and visit our website at asa.gov.au
“
Developing the required workforce to deliver Australia’s conventionallyarmed, nuclear-powered submarine capability is one of our biggest priorities Around 20,000 jobs will be created over the next 30 years for a wide range of skilled personnel, including Navy submariners, engineers, project managers, logisticians, scientists and industry trades such as well as welders, electricians and mechanics.
The Australian Marine Complex Common User Facility (CUF): Powering Australia’s Defence.
The integrated infrastructure of the AMC CUF supports a wide range of Defence requirements by:
• Enabling the maintenance and sustainment of submarines, surface fleets and support vessels
• Supporting modular fabrication and assembly for remote and offshore locations
• Providing logistical and engineering support for critical Defence projects
In collaboration with Defence, Defence Primes and Western Australian Industry, the CUF ensures complex projects are executed efficiently, securely and with reduced risk.
The infrastructure and capabilities of the CUF are key to meeting Australian Defence requirements now and in the future.
Contact us today to discover how we can support your projects.
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By RADM Wendy Malcolm AM CSM, RAN, Head – Patrol Boats and Specialist Ships, Naval Shipbuilding and Sustainment Group
The Australian Marine Complex (AMC) is WA’s key shipbuilding and sustainment precinct that supports the manufacturing, fabrication, assembly and maintenance requirements of the marine, defence, energy and resource sectors. Located in Perth’s premier industrial corridor, just 23km south of the city, the AMC is one of only two naval shipbuilding locations in Australia. Source: Ventia.
The future of Western Australia and its role in providing the capability needed for the future and security of Australia is clear. The foundation for delivering the needs of our Defence force is continuous naval shipbuilding and sustainment, a capability which cannot be effectively achieved without strong relationships with Defence industry.
It is well acknowledged that Australia is facing a changing geo-political environment that requires a pivot in how we defend our nation. The naval capability of our island nation is more important than ever and the delivery and maintenance of naval capability is key. The value of that capability is in deterrence, with the aim of security and stability for our region.
The future of work at Henderson is certain; we have a pipeline of work that will see us through several decades. Workers can be assured of careers for life and employers can be assured that continuous shipbuilding and sustainment opportunities will provide them with the confidence to invest in their people and infrastructure, resulting in innovation.
The significance of naval capability cannot be understated and yet it not always understood in the Australian context. The sea and its place in ensuring the prosperity of Australia is emerging in public discourse, particularly after the COVID-19 pandemic highlighted the importance of sea lanes to trade and the delivery of goods to our shores.
The Australian Government has now loudly declared the importance of shipbuilding and sustainment, and WA’s pivotal role in delivering it. Through commitments identified and made across 2023-24, in the 2024 National Defence Strategy, the Defence Strategic Review 2023, the Independent Analysis into Navy’s Surface Combatant Fleet and the 2024 Integrated Investment Program, the importance of naval and littoral capability in WA is demonstrable. Underpinning the delivery of this capability is the establishment of continuous naval shipbuilding and sustainment in the West.
This future is contingent on collaboration across Defence, governments and industry. The Defence Strategic Review 2023 was clear in its intention to optimise naval shipbuilding and sustainment in the West, and we must work together to drive change, collaborate and consolidate for innovation and a longterm future. This means careful consideration of our future and plotting the most appropriate and efficient course forward. The formation of a capable naval force is not something that can be achieved overnight.
The vision for the West is supported by the significance of the projects we are delivering. We have streamlined our acquisition process through entering into a Strategic Shipbuilding Agreement with Australian shipbuilder, Austal, uplifting the local sovereign industrial base.
This significant acknowledgment of the criticality of supporting WA’s shipbuilding industry paves the way for a fast-tracked delivery of Army’s new littoral manoeuvre capability; an important step if we are to be equipped for the future operational environment. WA will continue to be the hub of submarine maintenance, ensuring our Navy has continued capability now and into the future.
In order to achieve this vision, we must build strong foundations, ensuring the right capabilities, infrastructure, partnerships and people are in place to deliver. The transition from our starting point to the
WA defence landscape of the future is not something to be underestimated. The efficient and effective consolidation of Henderson naval precinct requires careful consideration and collaboration to ensure optimal output.
We are not immune from issues facing Defence and the broader community. Ensuring the right workforce configuration is integral to the success of shipbuilding
“and sustainment in WA. We need to work collaboratively and innovatively with each other, across industry to ensure we have the right people in the right jobs at the right time.
We have invested in the workforce future in WA, partnering with industry through the Defence Industry Pathways Program. This program has seen many successful placements in the workforce
This significant acknowledgment of the criticality of supporting WA’s shipbuilding industry paves the way for a fast-tracked delivery of Army’s new littoral manoeuvre capability; an important step if we are to be equipped for the future operational environment. WA will continue to be the hub of submarine maintenance, ensuring our Navy has continued capability now and into the future.
and will continue to grow. I encourage you to engage with the program and encourage innovative approaches and collaborations to broaden and strengthen the defence industry workforce.
The future of work at Henderson is certain; we have a pipeline of work that will see us through several decades. Workers can be assured of careers for life and employers can be assured that continuous shipbuilding and sustainment opportunities will provide them with the confidence to invest in their people and infrastructure, resulting in innovation.
At the core, the delivery of our work and the future of Defence in WA is based in our relationships with industry. These relationships will be the building blocks that foster an environment of innovation and excellence. We will build on our current lines of effort in consulting and collaborating and focus on building and nurturing relationships.
We are committed to ensuring the success of WA’s contribution to the future of Defence and the security of Australia. Building on our current foundations to deliver the capabilities needed will ensure a successful future through continuous naval shipbuilding and sustainment. Working together, particularly with defence industry, towards a shared goal will be the key driver to this success.
The role of local government is evolving rapidly, shifting from traditional regulators and service providers to becoming dynamic enablers and advocates of business growth. In this transformative journey, the City of Cockburn is leading the way, with a robust capability and capacity building program led by our Business and Economic Development team.
Championing investment attraction, supply chain development and innovation, the City is positioned to support local businesses, innovate job creation, skills development, and innovation in the maritime and blue economy.
Local government has a strong supporting role to play in the development of sovereign manufacturing capabilities. In the City of Cockburn, we have over 9200 small-to-medium enterprises, of which 97% are small businesses. In 2023, our research highlighted that 62% of Cockburn business owners were unaware of the defence supply chain opportunities, yet 40% expressed a strong desire to learn more.
Our primary focus has been to bridge this knowledge gap, fostering partnerships that deliver tangible benefits for business owners. Through our collaborations with the Office of Defence Industry Support, defence primes such as Huntington Ingalls Industries and Babcock, and industry associations such as Henderson Alliance and the Australian Industry Defence Network, we can facilitate events which foster collaboration, connections and opportunities for local SMEs.
The City recently strengthened its relationship with our research partner, the Oceans Institute at the University of Western Australia, signing a Memorandum of Understanding (MoU) to drive the sustainable development of the local blue economy and the thriving business community that has grown up around it over several decades.
The MoU will support the development of oceanrelated industries and infrastructure, education, training and research to support investment attraction and employment in the growing sector, positioning WA as a leader in the blue economy.
The City understands the importance of contextualising the opportunities for business in terms of commercial reality. We are dedicated to scaffolding the expansion into the defence supply chain for business owners with programs that include defence readiness workshops, forums and procurement events. We have a strong focus on engaging with veterans, First Nations business owners and local blue economy ventures.
The City of Cockburn is not just a regulator; we are agents of change, committed to driving economic growth, creating local jobs, and fostering innovation. Our proactive approach ensures that every business, from sole traders to larger enterprises, can tap into the opportunities within the defence industry and contribute to a thriving local economy.
Join us in this exciting journey as we continue to support the growth of local jobs, skills development, and innovation in the maritime and defence technology space. Together, we can build a prosperous future for the City of Cockburn and its vibrant business community.
cockburn.wa.gov.au/Business-Events-and-Workshops
The City is focused on increasing capability and capacity across five key areas:
Defence supply chain
We’re building capability within our local SMEs.
Research and Innovation
Driving the development of ocean-related infrastructure, education and research.
AI and Robotics
Supporting technologies such as Machine Learning and Data Analytics to grow and commercialise.
Shipbuilding
Inspiring the next generation to explore opportunities in marine and sub-sea sectors.
Construction and Trades
Closing the skill gap with international collaborations.
Visit www.cockburn.wa.gov.au/Business-eNews or scan QR code to sign up for our business news updates.
Get updates from our Business and Economic Development team. business@cockburn.wa.gov.au | 08 9411 3444
By Darshi Ganeson, Managing Director, South Metropolitan TAFE
South Metropolitan TAFE (SM TAFE) has solidified its reputation as a dynamic and innovative defence industry training leader, receiving accolades on both local and national stages. SM TAFE was named top trainer at the 2024 Australian Defence Industry Awards, winning Academic Institution of the Year, a title it also won in 2022.
With over 20 years of training expertise in the defence industry and a firm focus on the future, SM TAFE has established its position as a leading training provider, renowned for building strong workforce capabilities that meet industry demands. SM TAFE has secured an impressive array of local and global partners enhancing its training capabilities and focusing on strengthening its defence industry ties with the United Kingdom and United States, recognising their long history of defence expertise.
which develops a pipeline of skilled and talented jobready workers.
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Through nationally accredited courses, SM TAFE delivers specialised training in worldclass, state-of-the-art facilities with a multitude of groundbreaking defence training programs. A key highlight is the successful Defence Industry Partnerships Program (DIPP), which develops a pipeline of skilled and talented job-ready workers.
Partnerships with the US and UK defence industries are integral to upskilling WA’s workforce. In response to the AUKUS trilateral agreement, SM TAFE recently completed a study tour of the UK and US to investigate new training models and curricula aimed at building nuclear skills within the defence industry workforce and to support submarine sustainment services.
The critical knowledge gained from this tour will position Western Australia at the forefront of Australia’s pathway to acquiring and sustaining nuclear-powered submarines. To support our sovereign capability, it is becoming increasingly important to offer skill development solutions across the entire defence industry workforce.
Through an international program under the Skills and Training Academy, SM TAFE will join fellow Australian trainers for placement within the US nuclear-powered submarine training system. Partnerships with the US and UK defence industry are essential in ensuring we utilise the right training programs to increase WA’s workforce proficiency in this area.
Through nationally accredited courses, SM TAFE delivers specialised training in world-class, state-of-theart facilities with a multitude of ground-breaking defence training programs. A key highlight is the successful Defence Industry Partnerships Program (DIPP),
DIPP is an innovative traineeship program, developed in collaboration with the Department of Defence. It provides trainees with insights into, and experience in, the defence industry. Trainees complete SM TAFE course units, with work placements and mentoring from global leaders in various roles such as manufacturing and engineering, computing, logistics, cyber-security, procurement, technical and computer-aided design.
The success of this program is measured by employment outcomes and retention in the defence industry, with more than 70% of graduates employed. Additionally, the program promotes diversity and inclusion, with 35% of trainees being female and 4% identifying as Aboriginal and Torres Strait Islanders.
Further expansion of the DIPP will ensure students are equipped with specialist skills in areas such as nondestructive testing, advanced machining, and welding to enable them to have career pathways into nuclearpowered submarines and other jobs of the future. SM TAFE students are provided with unique, real-world learning experiences, accessing specialist training at the college’s campuses to support the crucial workforce needs of the defence industry.
Adjacent to the Australian Marine Complex, is SM TAFE’s Naval Base campus, which is home to the Defence Industry Centre. The campus provides students with an immersive, world-class, hands-on learning environment. The campus services apprentices from key national defence stakeholders, delivering heavy and marine fabrication, welding, and composites training. The campus has the capacity to train 118 students per day, across 45 welding bays, equipped with the latest technologically-advanced equipment, including Soldamatic Augmented Reality Welding Simulators.
southmetrotafe.wa.edu.au
South Metropolitan TAFE provides nationally-recognised and award-winning training to produce defence industry talent.
We tailor our training to industry needs delivered online, on-site or at our modern and technologically-advanced facilities.
We deliver expert defence industry training across many areas including:
• Applied engineering
• Arc welding (pipe)
• Automation
• Aviation
• CNC operations
• Coded welding flux cored arc
• Coded welding gas tungsten arc
• Coded welding manual metal
• Composites trade
• Cyber security
• Defence industry trades (including fabrication and welding)
• Drone technology
• Fluid power
• Industry 4.0
• Logistics and warehousing
• Maritime studies
• Refrigeration and air conditioning
• Shipbuilding
• Submarine maintenance
• Welding supervising
For over 40 years, the Perth South West Metropolitan Alliance has united the local governments of Fremantle, East Fremantle, Melville, Cockburn, Kwinana and Rockingham to collaborate and support major projects in the region. As home to strategic naval infrastructure sites, including HMAS Stirling, Leeuwin Barracks and the Australian Marine Complex (AMC), Perth’s south-west corridor has a proud history of supporting Defence initiatives.
In the coming decades, the region will host several mega-projects, including continuous shipbuilding at AMC, developing a new container port in Kwinana, and becoming the Australian home of AUKUS, with Submarine Rotation Force-West based out of HMAS Stirling. Additionally, the area will house the already booming strategic industrial precincts, new green energy initiatives, and a growing critical minerals industry in Rockingham and Kwinana.
In the coming decades, the region will host several megaprojects, including continuous shipbuilding at AMC, developing a new container port in Kwinana and, not least, becoming the Australian home of AUKUS.
These projects combined will likely make the region Australia’s most active coastal development zone, with tens of billions of dollars in infrastructure investment.
These investments will coincide with population growth, as people are drawn to the area by the specialised and rewarding employment opportunities, as well as the enviable lifestyle offered by Perth’s southern coastal areas.
To support this expansion, the Alliance and its six member local governments have developed a ‘United Regional Vision’. This vision ensures a plan for providing su cient industrial and residential land to meet the needs of defence, industry and housing.
“We recognise that our region is highly self-su cient and full of economic opportunities,” says Warwick Carter, Director of the Alliance. “While we have precincts to service any imaginable industry and a host of lifestyle opportunities, the focus is on linking the region’s many activity centres with a contemporary transport strategy.”
The plan emphasises the need for strong transport linkages between the diverse employment areas in the region., including greater focus on the development of freight routes, and public transport corridors.
“We recognise that for AUKUS to be a success, we need all levels of government to prioritise infrastructure investment in the region,” Mr Carter added.
With the region’s mayors highly engaged in planning for the increased Defence presence, there is a clear understanding that WA’s role in supporting AUKUS will bring widespread economic benefits. Local governments are identifying industry clusters, engaging local businesses with Defence, and establishing community development initiatives to support new arrivals.
Additionally, local authorities are collaborating to reduce perceived ‘red tape’ by standardising town planning schemes in heavy industrial areas, creating a streamlined approach to approvals from the AMC down to Rockingham.
Local governments in the region are focused on working with businesses to unlock new opportunities. Businesses of all sizes are encouraged to engage with their local economic development teams as part of their business planning. These teams are there to assist with strategic planning resources and support to navigate the implementation of ideas.
The Perth South West Metropolitan Alliance, through its member local governments, is actively positioning communities to leverage the economic and social opportunities presented by Defence while maintaining the exceptional Western Australian lifestyle.
perthsouthwest.com.au
With $8 billion committed by the Australian Government to infrastructure upgrade projects at the Royal Australian Navy's Fleet Base West on Garden Island over the next four to ten years, this means more investment, more jobs, more opportunities to be created particularly for the local construction, engineering, logistics, training and other supporting service industries.
The Rockingham Strategic Centre is set to become the strategic centre for Defence-related industries. With a range of industrial and commercial land available for development, it makes sense to come and locate your base next to ours.
For further information please contact the City of Rockingham's Economic Development team on 08 9528 0333 or economicdevelopment@rockingham.wa.gov.au rockingham.wa.gov.au/industryready
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By CAPT Ken Burleigh, Commanding Officer,
Since commissioning in July 1978, HMAS Stirling has been on a continual growth trajectory which has seen its strategic and military importance increase exponentially. Home initially to a solitary survey ship and destroyer escort, the late ’80s and early ’90s saw the Royal Australian Navy homeport more assets at Fleet Base West (FBW) including major surface combatants, auxiliary replenishment ships, patrol boats and, of course, Australia’s vital fleet of Collins-class submarines.
The growth of FBW has continued into this century where, in addition to the submarine fleet, the base hosts the majority of the Anzac-class frigates, the auxiliary oiler replenishment HMAS Stalwart and a range of smaller craft to support Navy and wider Defence operations.
The announcement of AUKUS arrangements and, more specifically, Australia’s Optimal Pathway to a conventionally-armed nuclear-powered submarine capability, has made FBW a principal focus for development, as the base designated for the operation of Submarine Rotational Force-West (SRF-W).
After a schedule of increasing conventionallyarmed, nuclear-powered submarines visits over the period 2023-27, SRF-W will see the operation of four US Virginia-class SSNs and one Royal Navy Astuteclass SSN out of FBW from 2027. The intent of this rotation strategy is to provide training to RAN
personnel in the safe and effective operation of the Virginia-class SSN prior to RAN operation of its own Virginia-class SSN in the early 2030s.
The release this year of the 2024 National Defence Strategy and the 2024 Integrated Investment Program has emphasised the importance of FBW in the advancement of an integrated, focused force and the achievement of principal strategic tasks and priorities. To that end, the RAN is working closely with the Australian Submarine Agency (ASA), other government security agencies and our AUKUS partners to best prepare for the Optimal Pathway.
Preparations for SRF-W include the development of facilities at HMAS Stirling, principally focused on wharf extensions and upgrades to ensure that they are fit for purpose moving to the future. Some $1.5bn has been allocated in the forward estimates to these SRF-W priority infrastructure works that will best position the RAN to train, maintain and operate Virginia-class SSNs in collaboration with its AUKUS partners.
Preparations for SRF-W include the development of facilities at HMAS Stirling, principally focused on wharf extensions and upgrades to ensure that they are fit for purpose moving to the future. Some $1.5bn has been allocated in the forward estimates to these SRF-W priority infrastructure works that will best position the RAN to train, maintain and operate Virginia-class SSNs in collaboration with its AUKUS partners.
These upgrades will focus on ensuring that appropriate facilities are available to support both the current and future fleets, including accommodating SSNs. Further preparations will include the provision of more living accommodation for single members and personnel under training; improvements to existing maintenance facilities; the development of an appropriately regulated Controlled Industrial Facility and the continued development of training infrastructure, leveraging simulation to enable the provision of high-end training ashore, prior to our people going to sea to hone their skills.
Importantly, much of this infrastructure development will also enhance Navy’s ability to support, sustain and operate its surface fleet and will continue to provide a Collins-class conventional submarine capability through until the mid-2040s.
The RAN maintains close relationships with the local community and there is positive support for capability developments at FBW. These relationships with local government, business and recreational organisations are critical to our success moving forward, as they are the cornerstone for support to our families and loved ones when our ships and submarines are deployed. Rockingham has been very much a Navy town for the best part of 50 years and that can also be said for the coastal strip where our people have and continue to live.
HMAS Stirling and Fleet Base West is in an unprecedented period of growth that will continue for the next decade. During this time, we will continue to support implementation of the 2024 National Defence Strategy by preparing for the next generation of naval surface and sub-surface forces, which will ultimately contribute to defending Australia and its national interests.
HMAS Stirling and Fleet Base West is in an unprecedented period of growth that will continue for the next decade. During this time, we will continue to support implementation of the 2024 National Defence Strategy by preparing for the next generation of naval surface and subsurface forces, which will ultimately contribute to defending Australia and its national interests.
the
Statement
The visit was ADM Franchetti’s and ADM Key’s first to HMAS Stirling, and the three chiefs received a tour of the base’s facilities, followed by a meet-and-greet with Australian submariners onboard a Collins-class submarine and a showcasing of the RAN’s most contemporary and cutting-edge autonomous systems capabilities. Source: Department of Defence.
By Rebekah Manley, Co-Founder & COO, Onetide
Founded in 2015, Onetide is an innovative, full-service engineering company pioneering novel, agile engineering solutions. We’re more than just an engineering company. At Onetide, we are committed to positive change through our agile, innovative engineering solutions.
Our primary focus is the application of technical limit engineering to reduce risk, optimise safety, maximise efficiency and facilitate cross-platform interoperability. All of which lead to optimised logistics and mission readiness.
Inherent in every design is our core belief in sovereign capability, achieved through our carefully curated local supply chain and alliances supporting Onetide’s rapid concept and prototyping methodologies.
At Onetide, our comprehensive product and solution line-up includes:
Mission DeckTM is the name Onetide originates from: our innovative no-weld sea fastening solution, specifically developed for the oil and gas industry. This product enables rapid vessel conversion, significantly reducing wharf-to-sail times to ‘one tide’. It enhances safety and efficiency while also lowering greenhouse gas emissions. Importantly, Mission Deck provides a mechanism to bolster naval fleets through use of commercial vessels for specialist tasks.
With increasing demand to shift from peacetime to wartime defence readiness, Mission Deck enables multi-mission capability for Vessels of Opportunity (VOOs) to be used as a strategic maritime fleet for supplier agnostic equipment deployment or as a work platform. This agility allows VOOs to be rapidly converted into a multi-mission-role capable vessel in a matter of hours with no prior engineering or welded sea fastening required on critical path.
Rapid ReelTM and Mobile Power Stand, or MPSTM, deliver revolutionary spooled asset management, to deploy, retrieve, inspect, store and protect spooled assets. In use with the Royal Australian Navy for shore power cable operations, Rapid Reels and MPS have significantly reduced health and safety risks, as well as the time and cost associated with shore power operations. Reducing operator interaction and manual handling, this versatile system can be utilised for any spooled asset, such as; shore power cable, flat-fuel hose, suction hose, fibre-optics and oil spill boom.
Rapid Reel and MPS can be vessel - or vehiclemounted for maritime, wharf, drydock, rafting, littoral or land applications. They are interoperable across telehandler, crane or standalone remote-control platforms. Onetide showcased Rapid Reel during RIMPAC, as it is currently under evaluation with the US Naval Facilities Engineering Systems Command (NAVFAC).
Mobile MicrogridTM provides scalable, mobile grid quality, hybrid renewable power with integrated water purification/desalination anywhere, supplying maximum efficiency and logistics. Unparalleled flexibility makes it ideal for diverse applications, including remote communities, islands, navigational aids and communication outposts, to mining and offshore energy operations, defence, disaster relief and humanitarian assistance, and medical aid.
Onetide has achieved national recognition for health, safety and environmental risk reduction, and defence innovation for our game-changing solutions in the spheres of maritime, energy and additive manufacturing.
onetide.com.au
Innovative Cross Domain Solutions for Safe & Swift Mission Readiness
Revolutionary spooled asset management
Versatile application
Interoperability
MISSION DECK
VESSEL OF
No-weld sea-fastening system
Reduces wharf-to-sail time
Enhances Defence readiness
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Mobile, Modular & Scalable Air-Land-Sea-Space
By RADM Steve Tiffen, AM CSM, RAN
The Maritime Sustainment Division (MSD) is transforming how it does business in response to the 2024 National Defence Strategy, continuous naval shipbuilding, and the changing strategic environment. Through the 2024 National Defence Strategy and the guiding documents that preceded it, the Australian Government has affirmed its commitment to continuous naval shipbuilding, the strategic importance of the West and the need for a sovereign industrial base.
Accordingly, to support these ambitions and meet the needs of customers including Navy and allied navies under AUKUS, MSD is transforming from a product-specific approach to sustainment – with silos of excellence – to a fleet-wide one that is flexible, responsive and focuses on the generation of military effects.
The Division began its transformation journey in 2019 with the release of Plan Galileo, which focuses sustainment on a network of Regional Maintenance Centres (RMCs) bringing together the Commonwealth, primes, local small businesses and suppliers, under a new maritime sustainment model. Fast forward to now, and a network of RMCs in strategic locations across the country – including in Henderson, WA – are now in various stages of establishment, and capable of conducting a level of maintenance on any surface fleet asset class. Regional Maintenance Providers are industry partners in each RMC, who schedule and coordinate maintenance and build the supply chain to execute the work.
Three transformed System Program Offices with supporting Capability Life Cycle Managers (CLCMs) have also been established to optimise assets while they are in service. To best manage resources and provide coordination and efficiencies, two of these are multi-class CLCMs – including one for the Arafura-
MSD recognised that to deliver a materially ready and capable fleet, further challenges need to be addressed– requiring a strengthening and expansion of transformation beyond Plan Galileo. This was the driver for the MSD Strategy, which is now being implemented. The Strategy focuses on the Division’s role in stewarding and curating industry as a fundamental input to capability and takes a programmatic and longterm view of sustainment – in other words, the creation of an Enduring Sovereign Sustainment Capability.
class offshore patrol vessels, hydrographic vessels, and, in future, the Cape-class and evolved Cape-class patrol boats.
These parties are working together to build resilient regional capability, including the industrial base. Designer Support Contractors are also being established to provide consistent design ‘know how’ and ‘know why’ advice on Defence vessels.
In the West, efforts are also focused on increasing readiness and availability of the Anzac-class. RMC West in Henderson is currently supporting the Anzacs with HMAS Stuart commencing its first maintenance period in May this year. The Anzac-class will transition ships from their existing maintenance contracting arrangements into the RMC as they complete the Anzac Midlife Capability Assurance Program (AMCAP).
Since 2009, the Anzac-class has been through two major upgrade periods: an Anti-Ship Missile Defence upgrade followed by AMCAP. The final two of the eight platforms are completing their AMCAP periods at BAE Henderson: HMAS Ballarat mid-late 2024 and HMAS Parramatta mid-2025. Following on from AMCAP, the ships will continue to be maintained through the normal usage and upkeep cycle utilising RMCs until their planned withdrawal dates.
MSD recognised that to deliver a materially ready and capable fleet, further challenges need to be addressed – requiring a strengthening and expansion of transformation beyond Plan Galileo. This was the driver for the MSD Strategy, which is now being implemented. The Strategy focuses on the Division’s role in stewarding and curating industry as a fundamental input to capability and takes a programmatic and long-term view of sustainment – in other words, the creation of an Enduring Sovereign Sustainment Capability.
It involves putting the right governance mechanisms in place, using data intelligently to inform decision-making, restructuring to enable more flexible allocation of resources across product lines and increased responsiveness, and building the workforce needed with improved career pathways.
These priorities drive the need for the Division to reorganise and require a change to how we engage with industry under the MSD. Industry participation will be further enabled and encouraged through long-term demand signalling, incentives and reducing barriers to entry. The transformation of MSD under the MSD Strategy will position the Division to deliver a materially ready and capable fleet, contributing to Australia’s security and prosperity into the future.
Back to bare metal. HMAS Toowoomba (left) and HMAS Perth undergoing deep maintenance as part of the AMCAP program at BAE Australia’s Henderson shipyard. As a Commonwealth asset, the Shipside Support Tower is used in collaboration with BAE Systems Australia and the Regional Maintenance Provider to support Anzac-class maintenance and upgrade programs. Source: WA DEFENCE REVIEW. Photographer: David Nicolson.
By Serge DeSilvaRanasinghe, Principal Editor, WA DEFENCE REVIEW
The Australian defence industry is replete with stories of struggle, but less often do we hear about perseverance and success. In that context, Franmarine is an outstanding example of a WA-owned company with unique capabilities that has grown from strength to strength. In an exclusive and comprehensive interview with WA DEFENCE REVIEW, on 12 July 2024, the company’s Managing Director, Adam Falconer-West, shares fascinating insights into Franmarine and how the firm has successfully positioned itself to offer key capabilities and services to the Royal Australian Navy (RAN) and AUKUS partner-nations.
Thanks for the opportunity to talk, Adam. Can I start by asking you to summarise your career background so our readers can gain a better understanding of who you are?
Growth has been significant over the last six years. At the beginning of this calendar year we announced, together with Babcock, that we had entered into a $10mn contract to manage biofouling across the RAN’s major surface ships fleet nationally. This project employs MarineStream and underwater cleaning and inspection hardware, directly meeting the Commonwealth’s new marine biosecurity and biofouling management requirements.
Having always had a passion for the ocean, I entered the maritime industry at an early age, beginning in 2000 as a commercial fisherman after the sudden loss of my mother. I started on deck, progressed to undertake a coxswain’s course, Master Class 5 and marine engineering qualifications, and then advanced to Master. During that period, we were diving to recover snagged craypots, and I decided that the undersea industry was going to be my focus.
In 2005, I joined Franmarine, which was under the leadership of Roger Dyhrberg. I dedicated myself to the underwater and commercial diving industries, pursuing dual qualifications in vessel operation and marine
engineering. I have proudly worked in Franmarine at all levels of the business.
Can you share the Franmarine story and explain how the company has achieved its current success?
In 1981, Franmarine was acquired by one of its current directors, Roger Dyhrberg. At the time, the organisation was predominantly focused on recreational vessel moorings, with certifications for some of the most reputable classification societies globally.
The transformational catalyst for Franmarine was our successful contract award with the WA Department of Fisheries for the design and development of a mobile in-water cleaning (IWC) system in 2011. From there, the diversification of the business commenced, and that is the beginning of our biofouling management journey.
In 2018 we re-introduced IWC capability to Australia, which led to the first biofouling management plan being developed for the RAN. The single biofouling management plan then evolved into a surface fleet biofouling management strategy, and it was at that point we recognised the need for a scalable solution.
In 2018 came the birth of MarineStream, the novel software platform we are using today. That is essentially the broad overview of Franmarine’s evolution from its roots in commercial diving through to becoming Australia’s sovereign underwater sustainment provider delivering consolidated underwater engineering and biofouling management capability in lieu of dry docking.
MarineStream was designed not just from an underwater service provider’s perspective but also through the lens of a fleet operator, with multi-user
workflows supporting highly regulated and technical tasks. MarineStream technology now enables a vessel and/or fleet operator, with the click of a mouse, to understand the condition of their vessels, and where platforms could go, given that biosecurity regulations are tightening internationally. The technology also provides standardisation, transparency and traceability to fleet operators that depend on a broad network of service providers.
MarineStream’s focus extends beyond marine biosecurity and biofouling management to a framework for the coordination of underwater asset management and sustainment capabilities, including all aspects of cleaning, inspection, maintenance and repair.
We work with every primary contractor or major organisation within the defence industry nationally. Our focus includes the Regional Maintenance Centres and the Henderson shipbuilding precinct, including Austal, BAE, Ventia, the AMC, ASC, Navantia, Thales and RAN. We have also worked with the Royal Navy’s Astute-class submarines and surface platforms, and extend our critical capability to all allies.
We are proud of our longstanding relationship with Babcock, which was strengthened in 2024 by
the extension of our capability across the Surface Combatant Fleet. Together, we are now exploring international opportunities for our technologyenabled underwater sustainment capability through the Global Supply Chain Program.
The proudest moment for me was observing the team’s recognition of the evolution of Franmarine, being that we are more than a commercial diving or cleaning company. We truly are one of Australia’s leading underwater asset management companies. It is that evolutionary process which brings us to our current position, and we must remain focused, agile and innovative to our customers’ needs.
How crucial are innovation and technology to Franmarine’s current success and future commercial aspirations within the defence sector and wider industries?
Since 2018, we have invested approximately $7mn into MarineStream. We identified the need to provide direct real time access to the underwater worksite as a means of demonstrating compliance with technical specifications and environmental regulations. MarineStream’s potential is in many ways unlimited, but it is important to recognise that it is not just a tool
Biofouling management is an integral service that Franmarine provides to industry. Seen here, in early 2024, Franmarine conducted in-water hull cleaning operations on a Collins-class submarine. Supplied.
solely for Franmarine’s use. This is a tool available to any authorised user or stakeholder.
When we consider the RAN’s current and future needs, we understand that the Navy has a vast fleet of vessels requiring a range of underwater maintenance tasks in support of seaworthiness and vessel availability. MarineStream enables the RAN and other users to effectively share and optimise workflows for delivery of this work, leading to continuously improving outcomes. It enables genuine collaboration which was previously not possible. Regardless of where a vessel is located, our platform provides standardisation while also assuring quality outcomes.
We have integrated MarineStream software into our underwater cleaning and inspection hardware and capability. This allows real time permission-based access to authorised stakeholders, including small- and medium-sized enterprises (SMEs), original equipment manufacturers (OEMs), classification societies and regulators while work is being completed by Franmarine. Every job we do for Defence is now made more efficient with the utilisation of MarineStream. Approximately 300 jobs have been completed on our platform, and that number is increasing rapidly.
MarineStream has generated savings on work in the order of 40%. Previously, OEMs and SMEs in Australia and internationally needed to be flown in to attend to very technical, highly-regulated underwater work in person. That is no longer necessary through the implementation of MarineStream, as we can share information in real time with whomever we need, to deliver more efficient, effective and cost-saving outcomes.
What is Franmarine’s commercial profile outside of the defence sector and across industry in general?
Our market distribution is approximately 30% defence, 30% infrastructure, 20% commercial shipping and 20% from the resources sector. Since introducing the in-water cleaning capability to the RAN in 2018, our proportionate market share has grown from zero to 30% within defence.
For us, infrastructure is also significant. We have multiple long-term contracts in WA, including every port authority south of Geraldton. Additionally, we have contracts with the WA Department of Transport, and similar agreements with NSW port and transport authorities. Those contracts represent 25% of our national scope.
The shipping sector remains very ad hoc in nature. Commercial vessels are often in port for short periods, which tends to provide high-frequency inspections and repairs. We maintain a 24-hour emergency response capability for incidents or major salvages.
In the resources sector, we are not as active upstream as we envisage we will be in the medium term, given the technology that we are currently employing. Due to the imminent rezoning of the AMC-CUF commercial dry-docking facilities, our engagement with the resources sector, given that we clean, survey, maintain and sustain underwater, will be interesting to observe.
Given the significant milestones Franmarine has accomplished in recent years, how do you see the company’s nearand long-term prospects evolving?
Growth has been significant over the last six years. At the beginning of this calendar year we announced, together with Babcock, that we had entered into a $10mn contract to manage biofouling across the RAN’s major surface ships fleet nationally. This project employs MarineStream and underwater cleaning and inspection hardware, directly meeting the Commonwealth’s new marine biosecurity and biofouling management requirements.
The partnership has a lot of potential for business growth, especially considering the recent addition of Babcock to the Global Supply Chain Program. The award of our most recent contract with Babcock, for managing biofouling across-fleet is a testament to our successful diversification beyond commercial diving.
Franmarine are planning to service our national and international customers from our new headquarters in Henderson from mid-2025. We have secured the land and are in the final stages of design planning.
We are Defence Industry Security Program members, and the security zones at our new headquarters will enable us to deliver and meet those increasing demands. That is important, given the security requirements related to the AUKUS nuclear-powered submarine program and SRF-West developments.
Given the increasing prominence of AUKUS, and the key developmental changes on the horizon, how do you envision the future for Franmarine?
First and foremost, we are committed to becoming the most trusted underwater service provider to Australia and our allies. Australia has a significantly limited drydocking capability, coupled with evolving biosecurity marine regulations. Considering the
increased and unprecedented level of investment in Defence, I see the demand for underwater sustainment increasing significantly.
As WA is the operational gateway to AUKUS, Franmarine is in a unique position to directly support the RAN, Royal Navy and US Navy with a premium service delivery of underwater sustainment. The opportunity to lift the standard of underwater sustainment capability for the benefit of AUKUS partners does not exist elsewhere in Australia, or the world. Franmarine will continue to support our allied partners with our unique and sovereign technologyenabled service offering through MarineStream. We believe this potential can be extended to US and UK defence industrial bases. We see a future where MarineStream can be utilised to ensure that work which needs to be done on those ships and submarines prior to their departure from US and UK ports is performed utilising this technology. We can also ensure those vessels comply with Australian biofouling management standards before they arrive. Doing so also delivers the same benefits in relation to fuel consumption, proactive maintenance and improved hydrodynamic performance that we are delivering to the RAN.
Franmarine is committed to delivering superior underwater asset management capability for the RAN. This service extends to our international defence partners and allies, both in-country and abroad. Ultimately, we see a strong future for an underwater sustainment ecosystem in support of AUKUS.
Thank you, Adam for sharing a comprehensive overview of your company’s development, accomplishments and future plans.
Bend-tech is a bespoke design, engineering and fabrication firm that has been servicing the Defence industry for over 20 years. A family-owned operation which has now grown to over 70 people, Bend-tech specialises in providing innovative, engineered, and certified solutions for safety and efficiency problems to industry.
Our 10,000 sqm facility in Welshpool houses our team and local manufacturing. Our extensive capability and embedment in the resource sector has taught us that what we provide is unrivalled and is primed for the betterment and support of the Defence industry.
• In-house design, engineering team with over 15 internal team members
• 3D scanning, scoping, and processing capabilities
• 10000 square metres of fabrication facilities
• 80 tonne lifting capability, 20 metre underhook lift
• Our Australia-wide consultation team and processes with over 10 team members
• Dedicated research and development department and 3D printing capabilities
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• Design, engineering, and fabrication
• On-site consulting and 3D scanning
• Access platforms and scaffold elimination
• Weight reduction, strengthening and space saving
• Manual handling elimination
• Equipment and material storage and handling solutions
• Workbenches and tool storage
• Container modification and fit out
By Emma Kelly,
Western Australia is rapidly emerging as an essential hub in Australia’s drone industry. Over the past five years, the sector has witnessed an incredible surge in activity, with WA leveraging its unique geographical advantages and booming resources sector to drive innovation and application. As drone technology continues to advance and diversify, WA’s favourable conditions and early adoption of technology have set the stage for a thriving drone industry.
WA companies were early drone pioneers and the sector is thriving, with the state’s environment and booming resources industry, which was an early adopter, making it an ideal location for those engaged in drone operations and remote pilot training.
The growth of Australia’s drone sector is staggering. Projections indicate a 20% annual increase in drone flights over the next two decades, with WA at the forefront of that expansion. WA is not only a key player in established sectors like mining and agriculture but is also initiating new applications across various industries. The integration of drones into the emergency services, logistics and recreational sectors highlights the transformative impact of this technology. As the sector continues to evolve, WA remains well-positioned to lead in both the technological and practical applications of drone technology.
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Wedgetail Aerospace’s pilots and crew display and demonstrate the capabilities of their WA-100 Helicopter UAV at the Pilbara Summit 2023, in Karratha, WA. (L-R): Chief Remote Pilot, Steve Penfold; Chief Instructor, Liam Outram and Chief Operating Officer, Dominic Letts. Supplied.
Drone flights in Australia are expected to increase by an average 20% per annum over the next 20 years – from 1.5mn a year in 2023 to 60.4mn per annum by 2043, according to air navigation services provider, Airservices Australia.
Drones are already well established in the resources, agricultural and utilities sectors, performing operational monitoring, surveying and mapping roles, but they are increasingly finding new applications in a raft of other industries.
Airservices Australia expects the mining industry to operate almost half a million drone flights by 2043, but exponential growth in drone traffic in the future is expected to be driven by increasing demand from the transport and logistics sector, which is set to account for 77% of the increase in drone traffic over the next 20 years.
The agricultural sector is also set to substantially increase its drone activities, with Airservices Australia expecting the sector to be making 500,000 drone flights annually by 2043 for crop monitoring, for example, while the use of drones for food deliveries is also set to increase.
Emergency services are also expected to increase their use of drones, with more than 300,000 flights expected to be made annually to support frontline police, says Airservices Australia. At the same time, there has been explosive growth in recreational drone ownership, from 1.3mn in 2020 to 2.8mn in 2023, according to Australian regulator, the Civil Aviation Safety Authority (CASA), with recreational drone operations seen as a breeding ground for the commercial operations of the future.
Australia’s geographic and demographic profile, with its open economy, low population density and
large rural areas, have created opportunities for the use of drones, supported by a favourable regulatory environment.
The Australian Government is also encouraging the sector’s growth through such initiatives as the Emerging Aviation Technology Partnerships Program, a government grant initiative providing $30.5mn to industry partners using emerging aviation technology to address community needs, particularly in regional Australia.
More than $18mn was awarded to 12 projects under the first round, with projects including a prototype drone system capable of artificial intelligence-driven weed detection and herbicide spraying; a drone service to deliver health-related items between health centres, remote Indigenous communities and very remote outstations in the Northern Territory; and the integration of thermal imaging into drones to detect feral pests. Evaluation of second round applications is under way.
WA companies were early drone pioneers and the sector is thriving, with the state’s environment and booming resources industry, which was an early adopter, making it an ideal location for those engaged in drone operations and remote pilot training.
The drone sector in WA is experiencing remarkable growth, driven by its strategic advantages and the innovative contributions of key players in the industry. With a landscape that is both expansive and conducive to drone operations, WA offers a unique environment for the development and deployment of advanced drone technologies.
Home to Wedgetail Aerospace, WA provides “adjacency to the defence and resources industries that utilise examples of large and long-range drones, and which have experience with applications of remotely operated technology”, Dominic Letts, Chief Operating Officer of the Perth-based company, told WA DEFENCE REVIEW. “Moreover, WA has a vast expanse of land and maritime environments, with low air and ground risk that is conducive to the operation of large and longrange drones”, he adds.
Wedgetail provides a wide range of drone mapping, surveying, inspection and delivery services, including “drone-in-a-box” products and consulting services, providing a total solution to customers in a range of industries.
“Whilst many focus on the product, in our case the drone, this is only one element of capability realisation”, says Letts. “Wedgetail Aerospace has realised the regulatory approvals, piloting, maintenance, training and facility elements required to sustain a holistic drone capability that can deliver long-range aerial data acquisition and/or air freight for government or commercial customers”, he adds.
Wedgetail can operate all categories of drones, including all weight categories. The company, which is a member of the Defence Industry Security Program,
RocketDNA’s drone-in-a-box surveying system, SurveyBot, is a site-ready, integrated hardware system that supports a surveying drone which is monitored by a pilot located at an off-site remote operating centre. In this image, the autonomous SurveyBot drone is undergoing testing at a mine site near Leonora, in the WA goldfields region. Supplied.
is the only organisation, other than the military, approved to operate large category drones, says Letts.
Wedgetail is exploring commercial opportunities for the latest long-range, large category drones. Earlier this year, it performed the first flight in Australia of a large category drone (>150kg) by a non-military entity when it flew the Schiebel S-100 Camcopter. Wedgetail has been working with European drone manufacturer Schiebel for some time and recently secured CASA approval for its operation in Australia. Opportunities identified include the transportation of goods and services for the resources sector.
It has also partnered with European drone manufacturer XER Technologies to provide long-range inspection services with the XER X8 drone, which is capable of flying 2.5 hours with a 3kg payload.
In addition to the transportation of goods and services, longer range and larger drones unlock applications in
search and rescue, bushfire mapping and monitoring, and the delivery of medical supplies to remote communities.
RocketDNA is currently focused on the mining, agricultural and critical assets industries, providing drone-based geo-data and automation solutions. The company was originally established in South Africa and Ghana, later expanding to Perth through the acquisition of local survey and aerial services company, Arvista. Formerly known as Rocketmine, the company rebranded as RocketDNA last year, reflecting its repositioning as a multi-industry geo-data and automation technology specialist.
In the resources sector, it provides automated or manual on-site data capture, supporting surveying, geotechnical analysis and blasting.
Last year, the company secured approval from CASA for long-range drone operations using the DJI Dock 2 and the DJI Matrice 3D drone. RocketDNA has an approved Remote
Operating Centre in Perth, from where its pilots are able to fly drones autonomously and beyond visual line of sight (BVLOS) at authorised sites in Australia.
The approval, allowing RocketDNA to deploy remote autonomous drone systems at scale, unlocks a new set of applications for data collection, says CEO Chris Clark, with applications in mining, critical asset management and thermal inspection.
“Our xBot [drone-in-a-box] products are designed to automate operational workflows using drones and AI”, says Clark. “The idea is that we can create safer and more sustainable work environments by using our autonomous drone-based, remote geo-data solutions, keeping your teams out of dangerous environments,” he adds.
The first use of the DJI Dock by RocketDNA was at a gold mine in WA, with the technology opening up new applications for mining sites, including aerial surveys and mapping, safety inspections, stockpile management,
“
The drone sector in WA is experiencing remarkable growth, driven by its strategic advantages and the innovative contributions of key players in the industry. With a landscape that is both expansive and conducive to drone operations, WA offers a unique environment for the development and deployment of advanced drone technologies.
security and surveillance, thermographic inspection and emergency response.
Its xBot solutions also enable asset monitoring and management using drones and AI for critical infrastructure and resources, and the company says it is in discussion with potential customers including government authorities, ports, insurance, asset managers, agribusinesses and security companies.
Sensorem is also using the DJI Dock. The Perth-based full-solution drone and remote sensing provider works for clients in the resources, industrial and utilities sectors.
Most recently, the company used six DJI Docks at regional sites in WA for the management of birds, security and grain volume calculations at grain company CBH’s grain storage sites following significant damage from birds.
Sensorem received BVLOS approval from CASA for the project, with the drones operated from a remote operations centre in Subiaco. The project received an
innovation award at this year’s Australian Association for Uncrewed Systems (AAUS) industry awards.
Perth-based surveying companies including Handley Surveys and ST Spatial have successfully branched out into drone operations in recent years, while a host of drone photography companies are also active in the state, including Altitude Imaging and Hawkeye Imagery.
WA also has design and manufacturing capability in the unmanned aerial system (UAS) sector. Kardinya-based Innovaero designs and manufactures defence UAS, as well as camera systems and loitering munitions. Its products include the FOX tactical UAS, One-Way Loitering (OWL) munition solution, Bigeye camera system and the STRIX uncrewed system.
The FOX vertical take-off and landing UAS is a mid- to large-sized drone designed for various missions. The STRIX, which is under development with BAE Systems Australia, is a hybrid tandemwing, multi-domain and multi-role UAS which has numerous defence applications, including air-toground strike against hostile targets and persistent intelligence, surveillance and reconnaissance.
BAE became a shareholder in the Perth-based company late last year. Innovaero is also working with Brisbane-based and Boeing-owned defence UAS specialist Insitu Pacific on the OWL munition
As WA charts its course in the rapidly expanding drone industry, the state’s strategic advantages and early adoption are driving its success. With significant investments in technology, robust regulatory support and a diverse range of applications across multiple sectors, WA is not only participating in the drone revolution but leading it.
system, which provides an integrated uncrewed long-range strike capability.
Meanwhile, Balcatta-based Orbital UAV is a specialist propulsion system designer and manufacturer, supplying engines to the tactical UAS market, used by global defence forces for ISR missions, with the company recognised as a world leader.
Orbital has designed and developed a patented fuel injection system which allows advanced spark ignition using heavy fuel. The company’s headquarters and manufacturing facility is in Perth, where it has been based for more than 40 years, with an additional production facility in the United States, in Hood River, Oregon.
With drone applications and payload options expanding, other companies have focused on integration. Jandakot-based Omni has developed into a leading drone payload integrator. “We specialise in designing and manufacturing different payloads for all categories of drones, ranging from sensor systems to logistics carriage boxes to munitions”, says Steven Thorpe, General Manager Aerospace, who spoke to WA DEFENCE REVIEW
Omni’s in-house team of design, approvals and manufacturing specialists work directly with clients to ensure they
get the most out of their drone, says Thorpe. This ensures that all drones can be multi-mission platforms at a fraction of the cost of having individual drones for each function, he adds.
WA companies are punching above their weight in the sector. One such company is small, Bibra Lake-based company Autonomous Technology, which is engaged in drone design and manufacturing, training, commercial operations, and research and development.
Since 2007, the company has designed and developed specific-purpose drones for private corporations and governments, meeting the operator’s drone and autonomous technology requirements. The company’s drone service contracts include mining surveys, geological and mineral surveys, agricultural crop survey and assessment, power line surveys, telecommunication tower visual inspections, building inspections, gas pipeline and oil rig inspections.
In April, Autonomous Technology participated in a ‘fly-off’ demonstration of a prototype small UAS along with
nine other companies in the UAS Challenge, run by the Advanced Strategic Capabilities Accelerator, and aimed at supporting innovation and delivering capabilities for the Australian Defence Force. Participants demonstrated their prototype UAS and presented a production plan detailing how they would rapidly deliver their drones at scale for potential use by Defence and the Commonwealth Government.
As drone operations have increased in the state, so too has the need for trained drone pilots. Interspacial Aviation Services (IAS) was the first remote pilot training institute in WA when it was founded in 2013 and one of the first three in the country, Renn Bosman, Chief Remote Pilot, told WA DEFENCE REVIEW. The Jandakot Airport-based company now provides training for approximately 100-150 students per year.
Most courses cover multi-rotors less than 25kg, but it also offers courses for fixed wing and powered lift less than 7kg. “We are constantly updating and renewing our course offerings to align with industry trends and best practice, as well as new equipment as it is released, which is frequently”, says Bosman.
Clientele come from a wide variety of sectors, including mining, survey, oil and gas, construction,
defence, robotics companies, drone retailers, film and TV, content creators and photographers, government departments, and university researchers. A number of WA universities send their students, often engaged in marine mammal research, exclusively to IAS, while government departments, utility companies and local councils are also regular customers.
“We also work as technical consultants for complex operations, compiling and submitting applications to CASA on behalf of other companies looking to conduct complex operations such as BVLOS and operations above 400 feet. We also offer chief remote pilot training and BVLOS outside controlled airspace training”, Bosman says.
WA is an ideal location for a remote pilot training provider like IAS to thrive. “We are well placed in WA with the vast coastline and inland areas, wildlife habitats, and of course, the resources sector, which is a massive reason why we have planted our roots here”, says Bosman. The drone industry is still in its infancy, but has already done so much to drive safety, efficiency and productivity across the mining and oil and gas sectors, he says.
Global Drone Solutions (GDS), which is based at the Bentley Technology Park, has also flourished. “Located in WA, we benefit from direct access to a robust and active resources sector, which heavily
utilises drone technology for various applications”, says Mahmood Hussein, CEO, speaking to WA DEFENCE REVIEW
“The state’s diverse geographical landscape also offers ideal conditions for comprehensive drone training and operations”, he says.
GDS trains between 600 and 700 drone pilots annually from sectors including defence, mining, oil and gas, construction, agriculture and utilities. “This diversity underscores the versatile applications and escalating importance of drone technology”, says Hussein.
As a result, GDS is looking to expand its reach both nationally and internationally. “Our expansion plans include introducing additional courses and increasing capacity to accommodate a growing number of trainees, addressing the rising demand for proficient drone operators”, he says.
The drone sector in WA is expected to continue its upwards trajectory, supported by a conducive environment and ongoing developments in drone technology, capabilities and applications. “Drones contribute to cost reductions, risk minimisation, and enhanced operational safety – key considerations across numerous industries”, says Hussein. He adds: “Moreover, the evolution of more affordable and powerful drones, equipped with cutting-edge sensors such as HD cameras, thermal imaging,
multispectral cameras and LiDAR, continues to propel this sector forward.”
As WA charts its course in the rapidly expanding drone industry, the state’s strategic advantages and early adoption are driving its success. With significant investments in technology, robust regulatory support and a diverse range of applications across multiple sectors, WA is not only participating in the drone revolution but leading it.
From enhancing resource management and agricultural efficiency to changing emergency services and recreational uses, drones are reshaping industries and creating new opportunities. The ongoing advancements in drone capabilities, coupled with a supportive environment for innovation and training, have positioned WA to be a model for other regions and a guiding light for future developments in the drone sector.
As the technology continues to evolve, the state’s role in pioneering new applications and expanding the possibilities of uncrewed systems will no doubt play a crucial role in shaping the global drone landscape.
Western Australia’s flourishing drone sector is a testament to the power of early adoption, strategic investment and the forward-thinking approach, which have set the foundations for continued future growth and innovation.
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By Mike von Bertouch, Co-Managing Director & Chief Technology Officer, Innovaero
In the near future, loitering munitions will not merely linger, lurking in wait for slow-moving terrestrial targets. Innovaero’s OWL-X, akin to a bird of prey, will hunt other loitering munitions or streak across the sky, swiftly striking targets on land or sea. The future is inevitable and it’s coming fast!
There is a clear imperative to develop affordable solutions to counter these relatively low-cost yet effective threats. Drone warfare is rapidly reshaping the battlefield, and OWL-X is a disruptive counter solution. It addresses all three Army Innovation Day 2023 (AID23) Counter-RAS (C-RAS) capability themes, including Counter Aerial, Counter Ground and Counter Littoral and Riverine RAS, significantly enhancing the Army’s capabilities.
At the end of World War II, the United States had approximately 15,000 propellerdriven fighter aircraft and 100 jet fighters in service. By the end of 1957, it had about 4000 jet fighters and zero propellerdriven fighters. Until now, almost all loitering munitions have been propeller-driven, achieving cruise speeds of between 80 and 200 km/h. Innovaero’s turbojet-powered OWL-X will travel at more than three times the speed of most of its Uncrewed Aerial Systems (UAS) and loitering munition targets.
Robotic Autonomous Systems (RAS), particularly UAS or drones and loitering munitions, have had an enormous impact in the Russo-Ukrainian war. There is a clear imperative to develop affordable solutions to counter these relatively low-cost yet effective threats. Drone warfare is rapidly reshaping the battlefield, and OWL-X is a disruptive counter solution. It addresses all three Army Innovation Day 2023 (AID23) Counter-RAS (C-RAS) capability themes, including Counter Aerial, Counter Ground and Counter Littoral and Riverine RAS, significantly enhancing the Army’s capabilities. The OWL-X Counter-UAS/RAS is a high-speed turbojetpropelled expendable UAS with a cruise speed exceeding
The OWL-X Counter-UAS/RAS is a high-speed turbojet-propelled expendable UAS with a cruise speed exceeding 500 km/h. It will semi-autonomously engage aerial and terrestrial targets, damaging or destroying them with a HE-Fragmentation warhead. Supplied.
500 km/h. It will semi-autonomously engage aerial and terrestrial targets, damaging or destroying them with a HE-Fragmentation warhead. OWL-X’s highspeed, medium-range, kinetic firepower and intelligent optical terminal guidance, will enable it to destroy or degrade drones, loitering munitions, ground vehicles and small boats.
The contract to develop OWL-X resulted from AID23, a collaborative effort between the Australian Government’s Advanced Strategic Capabilities Accelerator (ASCA), connecting and streamlining defence innovation, science and technology systems, driving capability development and acquisition pathways, and the Australian Army Research Centre’s Robotic and Autonomous Systems Implementation & Coordination Office (RICO), which challenged industry to solve the RAS/UAS problem.
Capabilities like OWL-X and its bigger sibling, OWL-B, when produced at scale will have a profound impact on Army capability and readiness. Fortunately, OWLs do not require decades and billions of dollars to develop and build. Autonomous affordable (precision) mass is an essential capability for the immediate future.
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By Jeremy Hallett, Chair, Space Industry Association of Australia; Chair of Local Organising Committee, IAC 2025 &
Over the past few years, as Chair and Director of the Space Industry Association of Australia (SIAA) respectively, we have witnessed the Australian space industry grow steadily, marked by a groundswell of private enterprise, innovative projects and international collaborations. This comes despite the setbacks in Australian Government investment and the rescoping of sovereign priorities under the 2024 National Defence Strategy. The Australian space industry, led by our SIAA members, is still aiming to triple its contribution to GDP by 2030.
Space is recognised as a critical enabler to national security, and developing the Australian space industry, especially in dual-use commercial capabilities, is of vital importance to our national resilience. We want to partner with the Commonwealth Government and Defence, such that the Australian space industry can be ready to scale-up during a crisis period while growing a solid base of commercial activity.
Impressively, innovation and growing investment from the private sector are driving Australia’s space sector forwards. Small- to medium-sized enterprises (SMEs) are starting to scale up their ventures, flying more satellites, building ground infrastructure, creating digital enterprise and introducing new technology.
Larger businesses from adjacent industries, such as agriculture, mining, telecommunications and information technology, are increasingly diversifying their businesses to include space segments in their business models.
It only takes a spark to light a fire and, with the breadth of innovation and growing private investment, we are starting to see the Australian space industry scale up.
Our SIAA member organisations reflect a breadth and depth of capability across all aspects of space activities, with over 80 member organisations. Our members include startups, SMEs and large aerospace primes, as well as launch providers, advanced manufacturing, law firms, and professional services firms. Additionally, we are closely engaged with a range of university members, who play a key role in positioning Australia as a world-leader in the space sector and continue to develop a future space workforce pipeline.
As the national peak body for the space sector, we provide a collective voice
on behalf of the sector to advocate for governments and international partners to advance Australia’s space sector across civil, commercial and defence space.
Last year, we formed the Space Industry in National Security (SpINS) Working Group, which engages with a range of Defence and government stakeholders to advocate and represent our SIAA membership in the Australian national security dialogue.
Space is recognised as a critical enabler to national security, and developing the Australian space industry, especially in dual-use commercial capabilities, is of vital importance to our national resilience. We want to partner with Defence, such that the Australian space industry can be ready to scale-up during a crisis period while growing a solid base of commercial activity.
At SIAA, we are pleased to be hosting the International Astronautical Congress (IAC) in Sydney in 2025, in collaboration with the New South Wales Government and the Australian Space Agency.
IAC 2025 is an annual event organised by the International Astronautical Federation and will bring together an international delegation to access the latest advancements and trends, academic
We both see the overall trajectory of the Australian space industry remaining positive, driven by growing public interest, private innovation and international collaborations. Our space industry faces many ongoing challenges, such as a lack of public knowledge of Australia’s activities in space and federal government commitment to a National Space Strategy, but with IAC 2025 on the horizon, it is time to advance the Australian space industry.
works, industry connections and partnership opportunities from around the space sector. The event will highlight Australia’s recent advances in space with a theme of ‘Sustainable Space: Resilient Earth’. IAC 2025 will put Australia and our new space industry on the global stage, and we want to energise
Australia to capitalise on its opportunities while embracing international collaboration.
We both see the overall trajectory of the Australian space industry remaining positive, driven by growing public interest, private innovation and international
collaborations. Our space industry faces many ongoing challenges, such as a lack of public knowledge of Australia’s activities in space and federal government commitment to a National Space Strategy, but with IAC 2025 on the horizon, it is time to advance the Australian space industry.
By Emma Kelly, Associate Editor & Senior Correspondent, WA DEFENCE REVIEW &
Australia has a rich heritage in space innovation and exploration, thanks largely to its geographical location and environmental conditions, which are ideal for ground support infrastructure. Its future potential in international space programs is even more exciting, with Western Australia set to play a major role.
With its clear skies and large arid land mass with minimal radio interference, WA is wellsuited to supporting space communication, situational awareness, and positioning, navigation and timing.
Last year, Hon Stephen Dawson MLC, WA Minister for Innovation and the Digital Economy and the Minister Assisting the Minister for State and Industry Development, Jobs and Trade, told delegates at the inaugural Indo-Pacific Space and Earth Conference (IPSEC), that its ideal southern hemisphere location makes “WA the place for space”.
“WA has played a significant role in space for over 60 years, supporting NASA’s Gemini missions of the 1960s to the recent Chandrayaan-3 Indian Moon landing. Today, we [WA] are home to more than 130 organisations operating in space-related services, as well as significant space infrastructure,” he said. The state’s weather conditions, radio quiet zones, skilled workforce and technological capabilities provide significant advantages for space activities. WA shares a time zone with 60% of the world’s population, is the gateway to the Asia-Pacific and has an open, exportfocused economy, as well as being a resources powerhouse.
With its clear skies and large arid land mass with minimal radio interference, WA is well-suited to supporting space communication, situational awareness, and positioning, navigation and timing.
WA-based ground stations supported NASA missions in the 1960s and 1970s, including Mercury, Gemini, Apollo-Soyuz and Apollo. This support role continues today, with WA hosting extensive civil and defence space infrastructure, including for five international space agencies. Among those are the European Space Agency’s New Norcia Deep Space Ground Station that is part of its global tracking station network. The New Norcia site features one of only three ESA deep space antennas in the world, with a second currently under construction for the facility. In fact, the facility supported India’s Chandrayaan-3 lunar mission last August.
The Mingenew Space Precinct hosts space communications facilities including a satellite tracking station for the Australian Maritime Safety Authority; space industry ground segment service provider Capricorn Space; NASA’s Yarragadee Geodetic Observatory and the CNES DORIS ground station, both operated by Geosciences Australia; NASA’s MOBLAS 5 Satellite Laser ranging facility; the Swedish Space Corporation’s WA Space Centre; the University of Tasmania’s Very Long Baseline Interferometry; and the new Goonhilly Earth Station.
The Australian Defence Satellite Communications Station at Kojarena, east of Geraldton, is an integral part of the US signals intelligence and analysis network, ECHELON. Additionally, CSIRO manages a network of
ground-based satellite calibration and validation sites across Australia, including one in the Pinnacles desert. A host of international communications companies also have ground stations in WA, including Viasat, Starlink and Orion Space Systems.
WA is also home to significant infrastructure providing space situational awareness, including the US-Australian Space Surveillance Telescope and C-Band Space Surveillance Radar System at the Naval Communications Station Harold E. Holt in Exmouth; LeoLabs’ WA Space Radar near Collie; EOS Space Systems’ Optical Space Surveillance at Learmonth; the Royal Australian Air Force’s Jindalee Operational Radar Network near Laverton; the Learmonth Solar Observatory operated by the Bureau of Meteorology and the US Air Force; and the Murchison Widefield Array telescope at the CSIRO Murchison Radioastronomy Observatory (MRO). The MRO, located in the Australian Radio Quiet Zone WA, is considered one of the best locations in the world from which to operate telescopes that listen for radio signals from space.
Strategically, WA’s space infrastructure is vital for space security. As Perth is on the same longitude as Beijing, the WA surveillance infrastructure is focused on the crucial orbits: the contested areas of the western Pacific and the centre of the geosynchronous equatorial orbit belt servicing the Indo-Pacific Area of Responsibility. The surveillance infrastructure is essential in strategic space competition today and will be even more important if there should ever be a conflict in space. It will be first in detecting active space threats and will be important in the protection and defence of key space capabilities for the US and its allies, including Australia.
Ground infrastructure is set to expand significantly, including the Exmouth-based Deep-Space Advanced Radar Capability (DARC) under the US-UK-Australia trilateral initiative announced late last year. When DARC comes online by 2026, it will provide 24-hour continuous global and all-weather coverage to track and identify objects in deep space.
WA will also be one of two homes to the Square Kilometre Array (SKA) project, along with a site in South Africa. SKA-Low, which will have 131,072 antennas receiving low-frequency radio waves, is under construction at the MRO and is expected to be completed by 2028.
James Yuen, Director for Space at the WA Department of Jobs, Tourism, Science and Innovation, told WA DEFENCE REVIEW, “In terms of contributing to the global space sector, it is definitely happening in WA”. He points to the state’s extensive ground infrastructure, which is critical to global space operations, including LeoLabs’ radar in Collie, the US Space Surveillance Telescope in Exmouth, the new DARC and ESA’s additional dish in New Norcia.
The WA Government is keen to continue to grow the state’s space infrastructure and innovation, having identified space as a key priority area under
Strategically, WA’s space infrastructure is vital for space security. As Perth is on the same longitude as Beijing, the WA surveillance infrastructure is focused on the crucial orbits: the contested areas of the western Pacific and the centre of the geosynchronous equatorial orbit belt servicing the Indo-Pacific Area of Responsibility.
its ‘Diversify WA’ initiative, aimed at diversifying the state’s economy, attracting investment and creating jobs. In turn, space is providing societal benefits.
“Space is identified as a priority sector because it’s a sector on its own and we have the capability, but also because the government fully understands and recognises the benefit that space brings to the broader economy,” Yuen says, pointing to the adoption of Starlink by the WA Police across regional vehicles and locations, providing
connectivity in remote communities for the first time.
Yuen believes that WA-based space companies are global in their outlook and addressing commercial opportunities rather than just seeking to establish a sovereign capability. For instance, Belmont-based Blacktree Technology, originally in mining communications, has become a satellite communication specialist for military and commercial users in urban, remote and harsh operating environments.
He also noted that LatConnect 60 was recently awarded almost $5.8mn under the Australian Space Agency’s (ASA) International Space Investment India Project to develop and build a Low Earth Orbit satellite to collect information on carbon emissions at a very high resolution. The company’s SWIRSAT mission, set to be launched from India, will deliver
“WA organisations are also developing satellite design and manufacture expertise. The Binar Space Program, for example, at Curtin University’s Space Science and Technology Centre (SSTC), is building small spacecraft to advance understanding of the solar system and lower the barrier for operating in space. The SSTC is the largest planetary science research group in the Southern Hemisphere.
high resolution short-wave infrared (SWIR) data – with at least fivetimes better resolution than is currently available. It is the first step towards a planned constellation.
The WA Government has granted $800,000 to LatConnect60 from its Investment Attraction Fund. The data has applications in various industries, including the remote monitoring of farms to improve crop yields, providing insights into environmental outcomes and enhancing emergency monitoring and response.
The Investment Attraction Fund and Innovation and New Industry Fund programs are helping local companies to commercialise space technology. According to Yuen, the WA Government also invests in specific projects where there is “a good business case and an obvious opportunity”.
The WA Government is also developing a dedicated space strategy, with industry consultation under way and a publication expected by the end of this year. In November, Perth will host IPSEC and the Asia-Pacific Regional Space Agency Forum, providing a platform to showcase its space capabilities.
“The government is sponsoring these events to showcase WA companies and capabilities, and create collaborations and partnerships,” says Yuen.
One area of collaboration set to grow is that between the resources and space sectors. WA’s resources sector is set to play a role in NASA space exploration, thanks to innovation advances. Specifically, the exploration and automation expertise of resources companies and their experience in harsh environments will be crucial for deep space exploration.
James Free, NASA’s Associate Administrator for Exploration Systems Development said at IPSEC, “As we look to the moon and beyond, we are excited at the potential synergies with the mining and oil and gas industries, as we journey far from home with
Western Australia is rapidly establishing itself as a key player in the global space industry. With its strategic geographic location, advanced infrastructure and flourishing technological capabilities, the state is positioned to significantly impact space exploration and operations. From its pivotal role in supporting historic NASA missions to its ongoing contributions to international space agencies, WA’s space sector is thriving and expanding.
missions that will require increased autonomy. To meet this challenge, we are looking at world-renowned technologies being used right here on Earth and highlighted here in Perth.”
A large NASA delegation attended IPSEC, following a six-day tour of Australia to evaluate technology and capabilities. Free noted that “Australia is home to world-class facilities that train, test and control remote and autonomous operations from the deep sea to deep space.” He also emphasised that cuttingedge robotics and remote operations technology, developed in WA, will be invaluable for exploration of the moon and beyond.
Perth-based innovators include Fugro’s Space Automation, AI and Robotics Control Complex (SpAARC). SpAARC has developed advanced automation technology, initially focused on the offshore energy sector, with applications for space exploration.
“We’ve transitioned from big diesel-burning maritime assets to now deploying what is the equivalent of electric cars in the ocean,” explains Samuel Forbes, Director Fugro SpAARC. Currently, the company operates two fully uncrewed vessels in the North-West Shelf natural gas location off the coast of WA and controlled from Perth using satellite communications. Developing that technology resulted in the company exploring the possibility of applying what it does on Earth to space, explains Forbes.
Coinciding with IPSEC, the WA Government announced an additional $5mn funding from the Investment Attraction Fund to bolster SpAARC’s operational capability for space missions and to help attract international space mission experts to WA. It previously provided $3.5mn to establish SpAARC in 2022, with $4.5mn coming from the ASA.
The additional investment aims to strengthen SpAARC’s partnership with US company Intuitive Machines, which is supporting upcoming Moon missions under NASA’s Commercial Lunar Payload Services initiative. SpAARC played a role in Intuitive Machines’ Nova-C lunar lander first mission to the Moon, IM1, in February. The mission delivered commercial and NASA science and technology payloads, paving the way for a sustainable human presence. Intuitive Machines’ Houston, Texas-based Nova Control led the mission, backed by contingency operations from SpAARC in WA.
“[It] allows us to demonstrate and build our capability in providing mission operations as a service in support of complex and deep space missions, including Moon to Mars initiatives and the growing space economy,” Forbes explains, with more substantial support planned in future missions.
Additionally, Fugro SpAARC is part of the consortium formed by Perthbased Australian Remote Operations for Space and Earth (AROSE), including Nova Systems, Woodside Energy and Rio Tinto, to develop a remotely operated and semi-autonomous lunar rover, Roo-ver, to explore the moon surface for NASA’s Artemis program.
Two teams are competing to design Australia’s first lunar rover under the ASA’s Trailblazer program, which in turn is part of the ASA’s $150mn Moon to Mars initiative designed to drive the growth of Australia’s space sector. One of the rovers developed will be sent to the moon as early as 2026 to collect lunar soil, which will be delivered to a NASA processing
facility to extract oxygen as part of efforts to support a human presence on the moon.
Prototype demonstrations held at the Australian Automation and Robotics Precinct provided a detailed look into the Roo-ver’s design, focusing on key elements critical for its mission on the lunar surface. The event also highlighted the significant benefits of collaboration across different sectors, demonstrating the value of partnerships between the various industry players and how they contribute to advancements in robotics and automation technology and space exploration.
“NASA has asked Australia to contribute this due to our world-class capability in remote operations and automation technologies,” Leanne Cunnold, AROSE CEO, told WA DEFENCE REVIEW. “It will be one of Australia’s biggest contributions to civil space since the Apollo mission. What we learn from this mission will bring technological advancements that will benefit many sectors, including resources, agriculture, health and manufacturing,” Cunnold adds.
Remote and autonomous capabilities are vital to Artemis. “We cannot do our missions without having autonomous operations because of the significant time delay, the variable time delay that we have to deal with between deep space and earth. It doesn’t allow earth-based remote control,” says Dr David Kormeyer, Deputy Center Director at NASA Ames Research Center.
Australia’s resources and energy giants have extensive expertise in remote and autonomous operations. Rio Tinto, for example, operates the world’s first fully autonomous, long-distance railway system, AutoHaul, delivering iron ore from mines in the Pilbara to shipping terminals, using artificial intelligence and monitored remotely from an operations centre in Perth.
Woodside has the world’s first remotely-operated LNG plant, with the Pluto LNG facility in WA’s northwest operated from the Pluto Remote Operations Centre in Perth. Last year, NASA’s Johnson Space Center sent its Valkyrie robot to Woodside to develop and test remote mobile dexterous manipulation capabilities for remote
WA’s integration of the space and resources sectors, along with its innovative approaches in remote operations and communications technology, highlights its unique strengths and potential for future growth. “
caretaking of uncrewed and offshore energy facilities, to advance robotic technology which could be developed for Artemis.
“No one does automation at scale like the major resources companies in Australia,” says Michelle Keegan, AROSE Programme Director, when speaking to WA DEFENCE REVIEW. AROSE was established in 2020 to leverage remote operations expertise in the Australian resources sector and catalyse knowledge transfer between terrestrial and off-earth domains.
AROSE is working with NASA and the US Geological Survey to bring together this expertise.
“Enabling technologies, including automation, is an area where the space community has a lot to learn from the resources sector,” says Jonathan Stock, director of the USGS National Innovation Center, adding: “If you want to explore the subsurface, go to WA because that’s where people have invested the most.”
WA is also pioneering communications technology that is set to play a role in deep space exploration. The International Centre for Radio Astronomy Research (ICRAR), which is a joint venture between UWA and Curtin University, last year secured a $4.4mn ASA grant for its next-generation communications network that can send data to and from objects in space.
ICRAR’s TeraNet project uses free-space optical communications, which is 1000 times faster than the radio communications currently used in space. The communications system will provide day-to-day support to space missions. The network, being built with Goonhilly Australia and Thales Australia, will comprise two fixed ground stations at UWA’s Crawley campus and Mingenew, and a mobile station, initially at ESA’s New Norcia Deep Space Network.
“WA’s geography and climate mean it is one of the best places in the world to host these ground stations,” says Project Leader, Associate
Professor Sascha Schediwy.
Meanwhile, the Curtin University node of ICRAR last year designed and built the first set of 24 SMART (Small Modular Aggregation RFoF Trunk) boxes which are set to power the SKA-Low telescope. Perth-based AVI has the contract to build up to 12,000 SMART boxes. “Being part of the SKA project is an incredible opportunity for AVI to contribute what we have learnt over our 35 years of delivering hardened electronic systems to the defence, security and mining sectors. Harsh environments are our specialty,” says AVI Managing Director, Tony Routledge.
East Victoria Park-based Transparent Earth Geophysics also received funding under the ASA’s Moon to Mars Demonstrator Mission program as part of Advanced Navigation’s Laser Measurements Unit for Navigational Aid proposal, which is developing lunar navigation and guidance technology.
WA organisations are also developing satellite design and manufacture expertise. The Binar Space Program, for example, at Curtin University’s Space Science and Technology Centre (SSTC), is building small spacecraft to advance understanding of the solar system and lower the barrier for operating in space. The SSTC is the largest planetary science research group in the Southern Hemisphere.
The Binar program involves the use of commodity electronics manufacturing processes to build CubeSat spacecraft, rapidly and repeatably. Technology demonstrator Binar-1 was launched to the International Space Station in August 2021. The Binar-2, -3 and -4 CubeSats, launched in early-August 2024, will explore the operation of a constellation, validate the platform, and demonstrate more advanced communications, tracking and radiation shielding.
The 2028 Binar Prospector geophysical survey mission aims to identify lunar resources from orbit using CubeSats, and involves Curtin, Sitael and Fugro. Two orbiters will deliver a deeper understanding of the geology of the moon, by identifying mineralisation and localised accessible ice deposits through extremely low altitude passes over the lunar surface.
A home-grown workforce ready for the space industry has been developed through decades of space-themed educational outreach initiatives by Scitech Discovery Centre, the WA Museum and Astrofest at Curtin University. Numerous science and engineering graduates from Perth’s universities have gone abroad to work in space institutions in the US
and Europe, with many now looking for opportunities to return. Most notably, Enrico Palermo graduated from the University of Western Australia, gained 14 years of experience at Virgin Galactic, and returned home in 2021 to head the ASA.
Educational outreach is an important part of WA’s ecosystem, with the NASA space apps challenge having been run annually in Perth since 2016. Perthbased teams won awards at the global finals in 2020 and 2021, in competition against over 4500 teams. Members from the 2016 Perth winning team went on to co-found Exodus Space Systems, with their Pathfinder Project webapp now accessible and free to play on their website. Onorbit online is another web-based space outreach effort based in Perth, which allows users to build and operate their own spacecraft and space-stations.
Most recently, the Curtin University SSTC Binar-X outreach program is putting tools for satellite design into the hands of high-schoolers in Years 9-11, with the aim of flying student work on future satellites. Currently in a pilot phase with two schools, the program is to be expanded to seven more schools in January 2025. One of the pilot schools, Joseph Banks College, will open a $21mn Space Science Education Centre in late-2024, comprising a state-of-theart facility for space and cyber-security including classrooms, IT labs, a mission control centre and simulated Mars-surface environment.
Developments are also under way in the launch sector, with the Technology Safeguards Agreement, signed by Australia and the US last year, paving the way for the launch of US space technology from Australia.
WA Spaceport is aiming to be the first licensed rapid response, shared-use launch facility in the country, with plans for a single launch pad facility for small to medium launch vehicles at a site 30km east of Albany on the south coast, as April Walker, WA Spaceport Co-Founder, told WA DEFENCE REVIEW. “Rapid response in the true sense means that you can launch a vehicle from our site expediently,” says Walker, adding this will allow the facility to support military and commercial launches.
The company looked at seven potential sites along the south coast, but Albany met the rapid response brief due to its almost 200 years of economic development and infrastructure including an airport, seaport and major arterial road network. “Building a concrete pad in the middle of the desert is not rapid response,” says Walker. The local council is very supportive of the project, recognising it as an economic development and tourism opportunity as it seeks to diversify its economy.
The facility would be a “nimble, fit-for-purpose” domestic orbital launch facility with dual militarycivil use, providing a launch track to polar, sunsynchronous and some lower-inclined orbits, typically used by Earth observation, surveillance and
telecom satellite systems.
The company was founded in September 2019 and earlier this year it completed the lengthy and arduous process of solidifying a pathway towards licensing, construction and operations, bringing together local, state and federal approvals to enable the project to proceed.
The company is now following the pathway, with the build expected to take six months to completion at a cost of $8.8mn, says Walker. It is currently in discussions with venture capitalists for project funding. Walker is hesitant on setting a timeframe for the start of operations but acknowledges it could be possible in 2025.
WA Spaceport is looking to compete with rapid response leaders Vandenburg Space in California and Pacific Space Complex in Alaska, with a proposed price guide 50% less than competitors. “We will be first-to-market, we will be competitive on price and speed,” says Walker.
Space Angel, meanwhile, is pioneering green spaceports in the rapidly evolving space industry, where sustainability is becoming as critical as technological advancement. The company is spearheading construction of the world’s first green spaceports, facilities designed to support spacecraft re-entry operations and rapid rocket launches.
The company has identified two strategic locations as potential spaceport bases: Eucla to serve as the base for the Australian Space Corridor, and a second facility on Christmas Island covering the Indo-Pacific Space Corridor. Space Angel says it is on track to complete the Australian Space Corridor project, with spacecraft re-entry capabilities to be operational by the end of 2025.
Speaking to WA DEFENCE REVIEW CEO Ram Kuppusamy emphasises the revolutionary nature of the locations: “Both these sites will enable equatorial and polar or Sun-synchronous orbit capabilities from one company, one state and one country. You can go to anywhere in space and come back from anywhere in space to our sites.”
Space Angel’s green spaceports will feature green energy systems, green fuel and green steel. The company is also investing in sustainable water systems, advanced space situational awareness technologies and in-orbit refuelling capabilities, as well as aligning its efforts with neighbouring green hydrogen projects. To foster innovation and education, the company plans to establish research and development facilities at its sites.
As WA continues to attract investment and foster collaborations, both locally and globally, its role in the space industry will only grow. With ambitious projects on the horizon and a supportive government eager to drive progress, Western Australia is not just a participant but a leading force in the future of space exploration. WA is indeed the place for space.
Australian Automation & Robotics Precinct
Space Science Education Centre, Joseph Banks Secondary College
WA Austcyber Innovation Hub
Edith Cowan University Security Research Institute
Research Institute
Perth International Telecommunications Centre Inmarsat Telstra
Perth International Telecommunications Centre Inmarsat
Scitech
WA Museum Boola Bardip
ERDi Testlab
CERI
Scitech
Scitech
CORE Innovation Hub
WA Museum Boola Bardip
WA Museum Boola Bardip
Spacecubed
ERDi
ERDi Testlab
DUG Technology
CERI
CORE Innovation Hub
Australian Remote Operations for Space & Earth (AROSE) Consortium
DUG Technology
Space Automation, AI & Robotics Control Complex
Telstra
Speedcast
Optus Earth Station
Optus Earth Station
Australian Science Operations Centre
Australian SKA Regional Centre
Speedcast
Australian Remote Operations for Space & Earth (AROSE) Consortium
Space Automation, AI & Robotics Control Complex Spacecubed
Defence & Security Institute, UWA
International Space Centre, UWA
International Centre for Radio Astronomy Research (ICRAR)
PERTH CBD
Australian Science Processing Centre
CSIRO Space & Astronomy
Australian Science Operations Centre
Australian SKA Regional Centre
Pawsey Supercomuting Research Centre
Australian Space Data Analysis Facility (ASDAF)
Australian Science Processing Centre
CSIRO Space & Astronomy
Kensington Precinct
Pawsey Supercomuting Research Centre
Australian Space Data Analysis Facility (ASDAF)
& Security Institute, UWA
Defence & Security Institute, UWA
Western Australian Optical Ground Station, UWA
Kensington Precinct
Space Centre, UWA
International Space Centre, UWA
Western Australian Optical Ground Station, UWA International Centre for Radio Astronomy Research (ICRAR)
International Centre for Radio Astronomy Research (ICRAR)
The University of Western Australia (UWA)
Western Australian Optical Ground Station, UWA
University of Western Australia (UWA)
10
GNSS Satellite Positioning & Navigation Group, CU
Remote Sensing & Satellite Research Group, CU
Satellite Positioning & Navigation Group, CU
Space Science & Technology Centre, CU
Curtin Institute for Radio Astronomy, CU
Data Science Innovation Hub
Remote Sensing & Satellite Research Group, CU
Innovation Central
Science & Technology Centre, CU
Curtin University (CU)
Institute for Radio Astronomy, CU
Curtin University (CU)
REVIEW. Cartographer: Custom Mapping Services
Defence
Facilities, organisations, precincts
Telescopes; Position, Navigation & Timing (PNT) & space situational awareness (SSA)
Defence
Supporting High Powered Computing (HPC)
Defence
infrastructure & cyber security
Facilities, organisations, precincts
Facilities, organisations, precincts
Telescopes; Position, Navigation & Timing (PNT) & space situational awareness (SSA)
Radio astronomy telescopes, research centres & supporting infrastructure
Ground stations
Telescopes; Position, Navigation & Timing (PNT) & space situational awareness (SSA)
Launch
Supporting High Powered Computing (HPC) infrastructure & cyber security
Supporting High Powered Computing (HPC) infrastructure & cyber security
Launch & Returns
Radio astronomy telescopes, research centres & supporting infrastructure
Regional calibration sites
Radio astronomy telescopes, research centres & supporting infrastructure
Ground stations
Ground stations
Research centres
Launch
Launch
Start-up & SME innovation hubs
Launch & Returns
Launch & Returns
Education & public outreach
Regional calibration sites
Regional calibration sites
Research centres
Research centres
Internationally Distributed
Binar Satellite Program, Curtin University
Geoscience Australia - Southern Positioning Augmentation Network (PNT)
NETWORKS
Nationally Distributed Desert Fireball Network, Curtin University
Internationally Distributed Binar Satellite Program, Curtin University
Internationally Distributed Binar Satellite Program, Curtin University
Geoscience Australia - Southern Positioning Augmentation Network (PNT)
Geoscience Australia - Southern Positioning Augmentation Network (PNT)
WA, NT & QLD Jindalee Operational Radar Network (JORN)
Across WA
Nationally Distributed Desert Fireball Network, Curtin University
Nationally Distributed Desert Fireball Network, Curtin University
WA, NT & QLD
Wydham
Airbus Space & Defence, High Altitude Pseudo-Satellite (HAPS) Flight Base
Christmas Island
Start-up & SME innovation hubs
Start-up & SME innovation hubs
Education & public outreach
Education & public outreach
Christmas Island
WA 01,500km
WA
WA
Indo-Pacific Space Corridor (Space Angel)
0 1,500km
Indo-Pacific Space Corridor (Space Angel)
Indo-Pacific Space Corridor (Space Angel)
Australian Defence Space Communication Station
DUG Technology
MRO Support Facility
Australian Defence Space Communication Station
Australian Defence Space Communication Station
Engeneering Operations Centre
DUG Technology
DUG Technology
MRO Support Facility
MRO Support Facility
Engeneering Operations Centre
Japan Aerospace Exploration Agency (JAXA)
Engeneering Operations Centre
Polish Space Agency (POLSA)
Arianespace Tracking Facility (SSA)
Japan Aerospace Exploration Agency (JAXA)
Numerica Optical Telescope (SSA)
Polish Space Agency (POLSA)
Japan Aerospace Exploration Agency (JAXA) Polish Space Agency (POLSA)
Pindan Falcon Telescope (SSA)
Arianespace Tracking Facility (SSA)
Arianespace Tracking Facility (SSA)
Numerica Optical Telescope (SSA)
The University of Western Australia Zadko Telescope (SSA for ESA)
Numerica Optical Telescope (SSA)
Gravity Discovery Centre & Observatory
Pindan Falcon Telescope (SSA)
Pindan Falcon Telescope (SSA)
The University of Western Australia Zadko Telescope (SSA for ESA)
The University of Western Australia Zadko Telescope (SSA for ESA)
Gravity Discovery Centre & Observatory
Gravity Discovery Centre & Observatory
WA, NT & QLD
Geoscience Australia - Continuously Operating Reference Stations (PNT)
Jindalee Operational Radar Network (JORN)
Jindalee Operational Radar Network (JORN)
Across WA
Across WA
Geoscience Australia - Continuously Operating Reference Stations (PNT)
Geoscience Australia - Continuously Operating Reference Stations (PNT)
Harold E Holt Communications Station (Space Surveillance Telescope, C-Band Space Surveillance Radar System)
Northrop Grumman Deep-space Advanced Radar Capability (SSA)
Learmonth Solar Observatory EOS (SSA)
Harold E Holt Communications Station (Space Surveillance Telescope, C-Band Space Surveillance Radar System)
Harold E Holt Communications Station (Space Surveillance Telescope, C-Band Space Surveillance Radar System)
Carnarvon Space & Technology Museum & OTC Dish
Northrop Grumman Deep-space Advanced Radar Capability (SSA)
Wydham
Airbus Space & Defence, High Altitude Pseudo-Satellite (HAPS) Flight Base
Airbus Space & Defence, High Altitude Pseudo-Satellite (HAPS) Flight Base
Geoscience Australia
Doppler Orbitography & Radiopositioning Integrated by Satellite (DORIS; PNT)
Geoscience Australia
Geoscience Australia
NASA MOBLASS 5 Satellite Laser Ranging Facility (PNT)
Doppler Orbitography & Radiopositioning Integrated by Satellite (DORIS; PNT)
Doppler Orbitography & Radiopositioning Integrated by Satellite (DORIS; PNT)
Swedish Space Corporation, Western Australia Space Centre (SSA)
NASA MOBLASS 5 Satellite Laser Ranging Facility (PNT)
NASA MOBLASS 5 Satellite Laser Ranging Facility (PNT)
University of Tasmania Very Long Baseline Interferometry (PNT)
ATLAS Space Operations Inc.
Swedish Space Corporation, Western Australia Space Centre (SSA)
Swedish Space Corporation, Western Australia Space Centre (SSA)
Australian Maritime Safety Authority
MEOSAR Satellite Ground Station
University of Tasmania Very Long Baseline Interferometry (PNT)
University of Tasmania Very Long Baseline Interferometry (PNT)
Capricorn Space
ATLAS Space Operations Inc.
ATLAS Space Operations Inc.
COMSPOC & ThothX LLC
Learmonth Solar Observatory EOS (SSA)
Earthfence Deep Space Radar NBN
Carnarvon Space & Technology Museum & OTC Dish
Carnarvon Space & Technology Museum & OTC Dish
COMSPOC & ThothX LLC
Earthfence Deep Space Radar
NBN
COMSPOC & ThothX LLC Earthfence Deep Space Radar
Geraldton
Geraldton
CSIRO
Starlink
Landgate (part of ANGSTT network)
(part
Australian Square Kilometre Array Pathfinder
Goonhilly Earth Station
Australian Maritime Safety Authority
Australian Maritime Safety Authority
MEOSAR Satellite Ground Station
MEOSAR Satellite Ground Station
Leaf Space
Capricorn Space
Infostellar
Murchison Widefield Array
Square Kilometre Array
Australian Square Kilometre Array Pathfinder
Mingenew
Landgate (part of ANGSTT network)
Carnarvon Gingin Albany Murchison
Square Kilometre Array Murchison Widefield Array
Australian Square Kilometre Array Pathfinder Square Kilometre Array Murchison Widefield Array
European Space Agency, Deep Space Network
European Space Agency, Deep Space Network
Perth Observatory
Space Agency, Deep Space Network
Perth Observatory
NBN
LeoLabs, West Australia Space Radar (SSA)
LeoLabs, West Australia Space Radar (SSA)
LeoLabs, West Australia Space Radar (SSA)
Carnarvon Gingin Albany
Starlink
Base mapping
Learmonth Solar Observatory EOS (SSA) WA Spaceport (operational 2024)
Starlink
Capricorn Space
Goonhilly Earth Station
Goonhilly Earth Station
Planet
Leaf Space
Mingenew Space Precinct
Leaf Space
Infostellar Planet
Infostellar
Planet
Mingenew Space Precinct
Mingenew Space Precinct
Jindalee Operational Radar Network (JORN)
Operational Radar Network (JORN)
Jindalee Operational Radar Network (JORN)
Orion Satellite Systems
NBN
Systems ExoAnalytic Solutions (SSA telescopes)
Inmarsat Global XpressNetwork Satellite Station
ExoAnalytic Solutions (SSA telescopes)
Perth Observatory
Systems ExoAnalytic Solutions (SSA telescopes)
Starlink Cingulan Space
Cingulan Space
WA Spaceport (operational 2024)
WA Spaceport (operational 2024)
Australian
Eucla
Eucla
Benalty continues to innovate and deliver a range of Hovercraft and vessels of all sizes up to 40-meter for Defence and Commercial use.
From our facility in the shipbuilding precinct of Henderson, Western Australia, we are able to manufacture our range of Hovercraft to 23 meter and our new design of the 18-meter fast Attack vessel specially designed for defence. Hovercraft & shipbuilding manufacturers; Hovercraft to 40m; Ships to 101m.
By Dr Gregor Ferguson, Contributing Defence Analyst
The size of the Australian Army means that a Balanced Force risks not being able to do much more than put a small flag in the sand next to a much larger ally if we go ‘out of area’, while an Integrated Force is designed specifically for the adversaries and conditions that we are most likely to face.
The last 12 months have been momentous for the Australian Army. Most of the organisational changes to the Australian Defence Force resulting from the Defence Strategic Review 2023 and this year’s 2024 National Defence Strategy and 2024 Integrated Investment Program have been Army’s. Arguably the biggest changes have been wrought by technology that Army is adopting, in both transport and firepower, to become an Archipelagic Manoeuvre Force.
Although there is increased investment in Army’s Darwinbased capabilities, there is no additional investment in Western Australia, despite the increasing importance of the ADF’s ability to operate sustainably in the archipelagos to our north and north-west.
First, the re-organisation. The Defence Strategic Review 2023 urged Defence to field an ‘Integrated Force’, not the ‘Balanced Force’ that Army has been for decades. The difference is stark in conceptual terms: the Balanced Force is designed to be able to react to every conceivable contingency, while the former is designed specifically for the security challenges facing Australia.
The size of the Australian Army means that a Balanced Force risks not being able to do much more than put a small flag in the sand next to a much larger ally if we go ‘out of area’, while an Integrated Force is designed specifically for the adversaries and conditions that we are most likely to face. In addition, the ADF transitioned from a ‘Deterrence by Punishment’ to a ‘Deterrence by Denial’ strategy. Or, as a soldier might put it, from a ‘Do it and you’ll be sorry’ stance to a ‘Don’t even try it’ stance.
Although much of The Defence Strategic Review 2023 and 2024 National Defence Strategy are classified, the intent is clear: Defence aims to deter aggression or interference with Australia’s national interests. If fighting becomes necessary, it will aim to do so offshore at sufficient distance from Australia that it is the enemy who suffers, not the Australian people.
That means operating in the islands to our north and north-west as well as in the Pacific, pushing Australia’s deterrent reach as far out as possible. It also means having forces positioned in northern and western Australia able to respond quickly to contingencies and operate in the region from a secure base.
In September last year, the Minister for Defence Hon Richard Marles, announced the Army’s three regular combat brigades will be re-focused and a fourth brigade will be raised. The 1st Brigade, still based in Darwin, will become a light combat brigade focused on littoral warfare. In addition, the 3rd Brigade, based in Townsville, will be an armoured brigade as well as the ADF’s amphibious subject matter experts.
The 7th Brigade, based in Brisbane, will be a motorised combat brigade – essentially light infantry carried in protected vehicles. The new 10th Brigade, to be raised in Adelaide, will be a fires brigade. Finally, Army Aviation and Special Operations Command (SOCOMD) will continue on their present paths – the 2024 Integrated Investment Program devotes between $1.6bn and $2.1bn to SOCOMD and a further $9bn to $10bn to Army Aviation.
Although there is increased investment in Army’s Darwin-based capabilities, there is no additional investment in Western Australia, despite the increasing importance of the ADF’s ability to operate sustainably in the archipelagos to our north and north-west.
The Army’s 2nd (Australian) Division commands all security and response brigades in Australia and will maintain largely part-time brigades around the country. This includes the Perth-based 13th Brigade, one of whose engineer units, 22 Sqn RAE, has a high-technology development role not dissimilar to the one that commentators expect the 1st Armoured Regiment will adopt. The Regional Force Surveillance Group and its three units, the Pilbara Regiment, NORFORCE and 51st Battalion Far North Queensland Regiment, will remain focused on security in northern Australia.
Army’s locations will become more role-focused: Townsville will become the home of Army’s armoured vehicles and army attack and medium-lift aviation. This will include M1A2 main battle tanks, Boxer CRVs and Redback IFVs and also Apache and Chinook helicopters. It will result in an increased Army presence in Townsville.
In the Queensland capital, Brisbane will be home to a motorised combat brigade with a focus on the ability to uplift and move personnel. It will include Bushmaster and Hawkei Protected Mobility Vehicles.
Meanwhile, Army’s Blackhawks will be headquartered nearby at Oakey, with a major detachment at Holsworthy, NSW. Up in Darwin, there will be a focus on light forces that are agile and quick to move and optimised for littoral and riverine warfare. Adelaide, on the other hand, becomes home to Army’s long-range fires and target acquisition capabilities, as well as its short-range air defence.
Army’s presence in Darwin remains a permanent challenge for the service. Darwin postings are not as popular for soldiers’ families, as there are often fewer employment opportunities. That led in part to the old 5th/7th Battalion of the Royal Australian Regiment being split into two separate units with one being located in Adelaide, at the other end of the Adelaide-Darwin railway. In a reversal of the previous position, however, Defence has recently announced that the two units will be re-linked to become 5th/7th Battalion once more, and will be based in Darwin.
Army Aviation underwent its own reorganisation last year. Its 47 MRH90 helicopters have already, and controversially, been withdrawn
from service, its 22 Tiger Armed Reconnaissance Helicopters (ARH) will be withdrawn next year, and they will be replaced by 40 Sikorsky UH-60M Blackhawks and 29 AH-64E V.6 Apache attack helicopters.
Arguably, we are going back in time because the Apache, Blackhawk, Chinook and Seahawk all predate their European replacements. But having helicopters that are identical to those in US service means that Australian contractors can service and overhaul visiting US helicopters, as has been proven already with the Seahawk.
The biggest change in Army’s Order of Battle is the establishment of the 10th Brigade in Adelaide whose units will collectively receive between $3.9bn and $4.9bn in new land-based strike capabilities. This Brigade will embrace the long-established 16 Regiment, Royal Australian Artillery, which, from 2025, will operate the National Advanced SurfaceAir Missile System (NASAMS), replacing its long-serving Saab RBS-70 point defence missiles.
The 10th Brigade was formed in January this year and will also consist of 9
Project LAND8710 Phase 3 is intended to acquire a Littoral Manoeuvre Vessel – Patrol (LMV-P), or Fast Assault Craft, but has not been approved as yet. It is impossible to say how big the craft will be, or how many will be acquired but, if the project goes ahead, it will deliver a fleet of assault vessels to the Army’s new littoral specialists, the regular 1st Brigade and reservists at 16th Battalion, Royal Western Australia Regiment in 13th Brigade.
Regiment, focusing on target acquisition; 14 and 15 Regiments, focusing on longrange fires, and, eventually, 7 Signal Regiment, specialising in Electronic Warfare.
To begin, 14 Regiment will be equipped under Project LAND8113 Phase 1 with 36 High Mobility Artillery Rocket System (HiMARS) launchers firing either six Guided Multiple Launch Rocket Systems (GMLRS) or two Precision Strike Missiles (PrSM). This will include the initial landbased maritime strike capability. WA DEFENCE REVIEW understands that the capability of
15 Regiment is still under Australian Government consideration. The required launchers and munitions will all be delivered through Project LAND8113 Phase 2.
The land-based maritime strike capability originally sought under LAND4100 Phase 2 will now be delivered under LAND8113 Phase 1, at least in the first instance. A further purchase of HiMARS launchers would enable 14 Regiment to operate more PrSM missiles once those are capable of tracking and attacking moving targets. Or Army could choose the Kongsberg-Thales Strikemaster, which mounts two Kongsberg Naval Strike Missiles (NSM) on a Bushmaster ‘ute’ –this low-risk solution is very similar to the US Marines’ Ground-Based AntiShip Missile system which uses the same missiles and twin-pack launcher but instead has an autonomous, uncrewed vehicle to carry them.
Getting these weapons where they are needed will require multiple sorties by C-17, C-130J and C-27J aircraft, if speed matters, or sea travel using one of the Army’s planned Landing Craft Medium and Heavy, if speed is not such an issue.
This year’s 2024 Integrated Investment Program allocated between $7bn and $10bn
for 18 Medium and 8 Heavy Landing Craft, which will be built between 2026 and 2037 under Project LAND8710 Phases 1 and 2 and based in south-east and northern Queensland and in Darwin. The Landing Craft Medium will be designed by Birdon Marine in Port Macquarie, NSW, but will be built by Austal Ships in Henderson, WA, under LAND8710 Phase 1. The 60m design is based on Birdon’s Littoral Manoeuvre Vessel-Medium (LMV-M) design and Birdon is building a prototype of the vessel at the Henderson-based EMG yard.
The Army’s LARC-Vs will be replaced under Project LAND8710 Phase 1b. The RFT for this closed in 2022 and we are still awaiting a decision – and so are the bidders. The design for the Landing Craft Heavy to be acquired in Phase 2 has not been chosen as yet, though it will also be built by Austal at Henderson and deliveries are due to begin in 2028, according to the Minister for Defence Industry, Hon Pat Conroy. Reports say that Navantia Australia, Serco and a consortium of BMT, Raytheon Australia and Austal are all competing to design this vessel.
There is a possibility that an Australian ship could closely resemble the US Marine Corps’ own Landing Ship Medium (LSM), which is due to go into production from 2025. The US Navy has awarded LSM study contracts to five companies and will choose between them next year when it awards the initial construction contract for 18 vessels.
The US requirement is for a ship that
can carry a 70-strong ship’s company, 75 marines and 600 tonnes of equipment, with a substantial cargo area and a helicopter pad. The ship suits some of the roles of Australia’s 1st and 13th Brigades – it can carry small units armed with something like the HiMARS or Strikemaster, or even three M1A2 Abrams tanks, get ashore, temporarily dominate a land or sea area, and then re-embark them and move rapidly to a different location.
Defence has not set out its requirements for this ship, though, and if it is looking for something identical to the American design, it will need to do so soon – the more so, as deliveries are due to begin in 2028.
The important thing, though, is that both the medium and heavy landing ships are designed for trans-oceanic passages. They support the mission of a reorganised Australian Army by embracing both littoral and amphibious roles and enabling the Army to operate both along and inland
An aviator uses night vision googles to aim and fire on targets during an enhanced combat shooting course, at Puckapunyal attended by Royal Australian Air Force personnel from 1st Security Forces Squadron and soldiers from 8th/7th Battalion, Royal Victoria Regiment, June 2024. Source: Department of Defence. Photographer: CPL Michael Currie.
been approved as yet. It is impossible to say how big the craft will be, or how many will be acquired but, if the project goes ahead, it will deliver a fleet of assault vessels to the Army’s new littoral specialists, the regular 1st Brigade and reservists at 16th Battalion, Royal Western Australia Regiment in 13th Brigade.
Although money devoted to the ADF’s short-term needs is scarce – and much commentary has been devoted to that anomaly – Defence’s investments in littoral capabilities and long-range fires might give the Army a short-term reach and punch far heavier than its light weight suggests.
By Mason Deetman, Managing Director, Engine Protection Equipment
At Engine Protection Equipment (EPE), we recognise that engines are pivotal to operational capability. Based in Western Australia, our company is dedicated to designing, manufacturing and maintaining advanced engine-protection systems. With over half a century of experience and cutting-edge technology, we deliver solutions that significantly benefit Australia’s defence industry.
As
L-R:
Established in 1970, EPE began as a small import family business in my grandfather HJ (John) Deetman’s East Fremantle carport. In 1980, my father Bruce Deetman founded Exhaust Fabricators (WA), which operated alongside the EPE distribution operation. Recognising the strategic advantage of integrating this expertise, we merged Exhaust Fabricators into EPE, expanding our range of services. That necessitating a move to a larger, purpose-built facility in Bibra Lake in 2016.
In January 2024, I joined Bruce as a co-owner and took on the role of Managing Director. Proudly, my wife, an Australian military veteran, provides our business with a unique perspective into Defence. Her knowledge of today’s needs within the global security environment has further enhanced EPE’s commitment to the Australian defence industry.
We are deeply grateful to our former Managing Director, Peter Gardner, whose leadership laid a strong foundation for our future growth. With Peter’s legacy guiding us, Bruce and I are well-positioned for future success. I believe that forging relationships within the defence sector is key to the continual evolution of our industry, and I am committed to adding EPE’s unique capabilities to our sovereign capability.
While mining has historically been our backbone, the defence sector, particularly naval and maritime shipbuilding and sustainment is becoming increasingly vital to WA’s economy. EPE has extensive commercial marine expertise, which we aim to bring, along with our industrial background, into the defence sector. We offer a range of products that are not commonly available, making us particularly suited for niche applications.
At EPE, we go beyond being a distributor of highquality engine parts. We partner with engineers and
fabricators to design bespoke systems for a wide range of applications. We do not deal in cheaply made, massproduced parts. Instead, we supply top-end, industrialscale equipment, to ensure efficiency, effectiveness and longevity. We do this through our proven decades-long partnerships with reputable global firms, such as Parker Hannifin, Durr Universal and Aflex.
In every industry, but especially in defence, reliable engine function is crucial. Our products are designed to ensure safety and resilience under the most demanding conditions. To that end, strong partnerships are essential in having confidence in your equipment. Furthermore, we are well on our way to attaining our ISO and DISP accreditations.
EPE offers a comprehensive range of products designed to thrive in diverse and challenging environments, including:
• Rugged filtration systems: Engineered to capture contaminants, thereby preventing damage to your asset.
• Premium exhaust silencers: Our silencers control unwanted sound, protecting people and providing stealth when needed.
• Durable gaskets: Engineered for leak-free performance, preventing failures that can lead to downtime and safety concerns.
• Vibration control: Designed to mitigate the damaging effects of vibration on vital components, ultimately reducing maintenance costs and eliminating structure-borne noise.
• Thermal insulation: Engineered to withstand extreme heat environments, our insulation solutions protect people and equipment.
• Instrumentation: Our range of engine monitoring and control systems allow operators to excel under extreme demands.
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By Cam Dumesny, Chief Executive Officer, Western Roads Federation &
Australia is confronted by a growing challenge in ensuring that our transport linkages to northern Australia from our southern industrial heartland are sustainable. Increasingly, the critical need for Defence to plan beyond the hardening of northern bases cannot be ignored. We represent, as the peak industry organisations, civilian logistics companies that supply and sustain all the Northern Territory and Western Australia, 365 days a year.
We are an industry that supplies all ten classes of civilian equivalent military supplies (yes, we even distribute class five-equivalent explosives to mine sites). So, while we do not claim to be military experts, our industry can claim some credibility in understanding the logistics challenges required to sustain northern bases.
Recent high-profile disruptions to Australia’s eastwest and north-south rail links have shown it does not take long for the shelves of Darwin and Perth to begin to run bare. Both capital cities are highly dependent on resupply from Australia’s industrial heartland.
The growing problem facing Australia is those limited routes are increasingly vulnerable to climatic disruption, let alone any form of interdiction. As recent events show, even in times of peace, our civilian transport and logistics industry increasingly struggles to sustain northern and Western Australia.
The source of supply for most items (think all ten classes) in Australia is the nation’s south-east (encompassing Victoria, NSW and south-east Queensland). The items are either manufactured there or imported through the ports of Melbourne, Sydney and Brisbane, which combined, account for around 85% of Australia’s container volumes.
Australia’s last two on-shore refineries are in this industrial heartland in Brisbane and Geelong. It should be noted that
both are slated to close this decade as federal funding to keep them open ends. The key point is that the supply and sustainment task for northern bases will primarily mirror the civilian task by drawing supplies from this southern industrial heartland.
We only need to look back to World War II for relevant lessons on Australia’s logistics vulnerabilities in sustaining northern bases. Prior to World War II, a rail line linked Adelaide to Alice Springs only. To supply Darwin, trucks had to carry freight along a track that was a dust bowl in the dry and a quagmire in the wet.
In desperation, Australia upgraded the 1500km track during the early stages of the war in order to supply Darwin. Note a rail line from Alice Springs to Darwin did not open until 2001. The lessons then are equally applicable today for Australia’s sustainment of its northern bases.
The two key lessons are long distances and limited route and transport mode options between the industrial heartland and the northern bases. Yes, we accept the number of troops being deployed may only be a fraction of those deployed to northern bases during the war, but the logistical lessons remain as relevant as ever.
Consider this: to supply RAAF Base Curtin, near Derby in Australia’s north-west, from our industrial heartland is roughly equivalent to the distance from Tehran to Paris. Yes, it can be supplied from Perth or Darwin, but we still must get those supplies to Perth or Darwin in the first place.
On the Australian mainland, we have limited national freight route options from the industrial heartland of the south-east to the northern bases. From the south-east, we have just one single fullypaved road and rail link to the west and the north, plus one road from Queensland to the Northern Territory.
The growing problem facing Australia is those limited routes are increasingly vulnerable to climatic disruption, let alone any form of interdiction. As recent events show, even in times of peace, our civilian transport and logistics industry increasingly struggles to sustain northern and Western Australia.
Building resilience into our national freight routes is not just a civilian priority, it should be a Defence priority. The national freight resilience solution includes opening up new routes as shown, upgrading rail networks and regional intermodal terminals and, finally, increasing vulnerable regional warehousing to provide buffer stock during disruptions, particularly in the north. All of which help, or could help, Defence to sustain northern bases.
So, while Defence is to be commended on hardening the northern bases, in our opinion, they also need to consider how they are going to maintain their year-round supply connections to Australia’s industrial heartland.
Direct route 3400km
Alternative route via Bruce, Flinders & Barkly Hwys 3850km
Direct route 3000km
Alternative route via Eyre & Great Northern Hwys 6700km BRISBANE TO DARWIN
•2023 Bushfires cause multiple closures of Barkly Hwy
Flooding
Hwys
By Caroline Wilkie, Chief Executive Officer, Australian Railway Association
The rail industry is a key driver of the Australian economy, creating jobs and supporting the development of thriving, connected cities and towns.
Research by the Australasian Railway Association (ARA) shows that the rail industry contributes some $30bn each year to the national economy and provides more than 165,000 full-time equivalent jobs, with the freight sector the largest contributor.
Rail is enjoying a once-in-a-generation boom, with a pipeline of $155bn of rail construction investment expected from 2022 to 2037. Rail plays an essential role in Australia’s sustainable transport future.
Australia’s total domestic freight task will grow by 26% between 2020 and 2050 and there is an urgent need to increase rail’s mode share to meet this demand. The ARA and Freight on Rail Group (FORG)’s Future of Freight report released in November 2023 showed that the underutilisation of rail freight is a missed opportunity that is costing the Australian economy millions of dollars.
With rail freight producing 16 times less carbon emissions than road per tonne kilometre, there is also an environmental imperative if Australia is to meet its legislated Net Zero targets by 2030 and 2050.
Further, the research demonstrates that with every one per cent shift to rail there are benefits to society of $72mn a year, which accounts for the environmental, safety, health and social benefits of change.
Rail is enjoying a once-in-ageneration boom, with a pipeline of $155bn of rail construction investment expected from 2022 to 2037. Rail plays an essential role in Australia’s sustainable transport future.
An increase in mode share will, however, largely depend on the resolution of interoperability challenges which constrain the reliability, efficiency and productivity of rail freight services. A
national approach to the operation of our national rail network to achieve interoperability and meet freight customer expectations continues to be the headline issue impacting modal choice.
The adoption of different standards and operating conditions across jurisdictions remains a fundamental challenge to national interoperability. The Australian Rail Track Corporation (ARTC) has partnered with the National Transport Commission (NTC), the Rail Industry Safety and Standards Board (RISSB) and the Office of National Rail Industry Coordination (ONRIC) on harmonisation of standards research.
This will assist to identify the highest priority areas of harmonisation and outline a roadmap to achieving them, as well as quantifying the value of doing so to the industry and Australian economy, including aspects such as rollingstock manufacturing, interoperability, safe working, and the transition to a net-zero environment.
The Covid-19 pandemic highlighted the importance of a strong national supply chain, but more investment is urgently needed to support a more efficient and resilient network and address disruptions from severe weather events.
In Western Australia, 80% of land-based freight arrives by rail, and recent flooding events have resulted in prolonged outages that have cost the economy greatly and seen supermarket shelves emptied.
Most recently, the ARTC rail corridor between Kalgoorlie and Rawlinna in Western Australia was closed for several weeks in March this year, again after significant flooding impacted the rail line. It is therefore pleasing to see the Federal Budget announcement of a $540mn investment to complete
critical updates to the ARTC network. This investment is in addition to the ARTC commitment to invest a further $500mn.
The ARA and CORE Innovation Hub launched the Rail Collaboration Centre (RCC) with WA Minister for Emergency Services; Innovation and the Digital Economy; Science; and Medical Research, Hon Stephen Dawson MLC in December 2023. The RCC, with a focus on the Pilbara, will help to mitigate the cost and complexity of transformation for heavy haul members, seek to create local manufacturing opportunities to reduce supply chain risk and bring mine sites closer to achieving their zeroemissions objectives.
The Centre will fill a strategic gap as a collaboration platform to undertake world-class testing, research and development of new rolling stock, infrastructure, technology and ideas. The ARA is working closely with the CORE Innovation Hub on collaborative project
ideas for the first 12-month implementation plan of the Centre.
The ARA released a report in July 2024 on the decarbonisation of rollingstock, The Critical Path to Decarbonise Australia’s Rail Rollingstock – Transitioning the Rail Industry and Its Supply Chain. The critical path details priority actions for industry and government to support the availability, uptake and implementation of low- and zero-emission technologies to address traction emissions related to diesel-powered locomotives.
Given that about half of Australia’s dieselpowered rollingstock is due to be replaced in the next eight to 13 years, action taken now will have a significant impact on the ability of the rail industry to successfully transition to a decarbonised fleet. The ARA is focused on advocating for a national strategy for rollingstock decarbonisation to be considered as part of the Federal Government’s Transport and Infrastructure Net Zero Roadmap.
By David Smith, CEO, Disaster Relief Australia
As the frequency and severity of disasters increase across Australia, organisations that can assist community recovery in the weeks, months or years after are in short supply. Veteran-led not-for-profit Disaster Relief Australia (DRA) is one of very few organisations that fulfils this role. It has a clear remit to step in and assist recovery efforts when the rescue and response phase is over.
As a veteran-led disaster recovery organisation, DRA serves those in need, in turn creating a community of camaraderie and support among our volunteers. In so doing, we strive to change the narrative around what it means to be a veteran in Australia.
With a multimilliondollar grant from the National Emergency Management Agency (NEMA) to build its capability and volunteer base, DRA is establishing itself as a national leader in disaster recovery.
There is consensus that four stages exist within the context of a disaster: mitigation, preparedness, response and recovery. As the fires burn and floodwaters rise, Australians rely on emergency services, such as fire, ambulance, police and state emergency services, as essential first responders.
During the initial response phase, those agencies ensure fires are contained, roofs are tarped, people are evacuated, and environments are safe. As weather events escalate and downtime between disasters continues to reduce, emergency responders move from community to community quickly, with limited time and resources to stay and pick up the pieces. For many who survive disasters, though, this stage is often the most challenging.
At this point in the disaster cycle, DRA assumes its role in the recovery space to provide the type of support to communities that has traditionally fallen to the Australian Defence Force. Many of DRA’s volunteers are also veterans with transferable skills that lend themselves well to recovery operations. The organisation deploys at the request of NEMA or a state or local government to assist stricken communities with disaster clean-up and recovery.
This year has been one of DRA’s busiest operational periods to date. In January 2024, NEMA tasked DRA to deploy to the Gold Coast to assist with storm recovery, followed by Far North Queensland for cyclone recovery – the first times DRA deployed in place of the ADF. Those taskings created a model for the future that enables the ADF to focus on its primary function. Since January, DRA has also provided bushfire, flood and storm assistance in Victoria.
As a veteran-led disaster recovery organisation, DRA serves those in need, in turn creating a community of camaraderie and support among our volunteers. In so doing, we strive to change the narrative around what it means to be a veteran in Australia.
In 2024, DRA published the results of an independent two-year scientific study into wellbeing examining the positive impact of volunteering with DRA. Funded by the Movember Foundation and conducted by the South Australian Health and Medical Research Institute (SAHMRI), the study assessed the impact of DRA service for 786 DRA volunteers. It confirmed that DRA’s model of active volunteering increases wellbeing and mitigates the effects of mental illness, including suicide, particularly among veterans.
For many veterans, DRA provides an avenue for continued service. Within a supportive environment, volunteers find purpose among like-minded people and work towards a common goal.
DRA has Disaster Relief Teams (DRTs) in every state and territory. The Western Australia DRT has more than 300 volunteers who deploy across the country on national operations and contribute regularly to shortterm recovery operations within WA communities.
Unlike emergency services, DRA’s work commences several weeks or months post-disaster. We help pick up the pieces in communities affected by disaster and help them on the road to recovery.
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By Hon Assoc
The war between Russia and Ukraine, which started in 2014 with the annexation of Crimea and the support of pro-Russian separatists in eastern Ukraine, has been one of the most complex and multifaceted conflicts of the twenty-first century. It involves not only conventional military operations, but also hybrid and information warfare, economic sanctions, diplomatic pressure and cyber operations. The last have been a prominent feature of the war, as both sides have used cyberattacks to disrupt, damage or influence their adversary’s critical infrastructure, government, military, media and public opinion.
Cyber operations have been widely regarded as a decisive factor in the outcome of the war, as they could potentially cripple the enemy’s command and control structures, logistics, emergency services and civilian morale. So far, however, they have had limited effect, as both sides have shown resilience and adaptation to cyber threats. Ukraine for
instance, has improved its cyber defences with the help of friendly countries and private actors, and has managed to deflect many Russian cyberattacks.
The cyber landscape is constantly evolving, however, and new technologies and innovations could change the balance of power and the nature of any cyber conflict. One of the most promising and challenging technologies in that regard is artificial
intelligence, which enables machines to perform tasks that typically require human intelligence, such as making decisions, recognising patterns and learning from data.
AI is increasingly being applied to cybersecurity, as it can enhance the capabilities of both cyber attackers and defenders, and create new opportunities and challenges for cyber operations.
AI can improve the speed, accuracy and efficiency of cyberattacks by automating the processes of reconnaissance, exploitation and persistence. AI can also enable more sophisticated and adaptive cyberattacks, such as malware that can evade detection, self-replicate or mutate.
For example, AI can be used to generate phishing emails that are personalised and more convincing, or to create deepfakes that can manipulate audio and video to spread misinformation or impersonate targets. AI can also enhance cyber-defence capabilities by improving the detection, prevention and response to cyberattacks. AI can help analyse large amounts of data, identify anomalies and patterns, and provide alerts and recommendations.
AI can also help automate the tasks of patching, updating and restoring systems, or to isolate and quarantine infected devices. AI can, for example, be used to monitor network traffic and flag suspicious activities, or to generate honeypots that can lure and trap attackers. AI can also create new challenges for countering cyberattacks, such as the difficulty of attribution, verification and accountability.
AI can make it harder to trace the origin and identity of attackers, or to prove the authenticity and integrity of data and information. AI can also raise ethical and legal issues, such as
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The cyber landscape is constantly evolving, however, and new technologies and innovations could change the balance of power and the nature of any cyber conflict. One of the most promising and challenging technologies in that regard is artificial intelligence, which enables machines to perform tasks that typically require human intelligence, such as making decisions, recognising patterns and learning from data.
the responsibility and liability for the actions and consequences of AI systems, or the potential violation of human rights and privacy. For example, AI can be used to hide the traces and evidence of cyberattacks, or to collect and exploit personal and sensitive data.
Those are only some of the possible effects and challenges of AI on cyber capabilities. The actual impact of AI on a cyber conflict will, however, depend on several factors, such as the availability, accessibility and quality of the AI technologies used, the levels of investment and innovation in the AI sector, the degree of integration and coordination of the AI systems, and the strategic and operational objectives and preferences of the actors involved.
AI can help countries to improve their cyber resilience, deterrence and offence by enhancing their ability to detect, prevent, respond and recover from cyberattacks, as well as to launch and sustain cyber operations against their adversaries. AI can also help a state to gain strategic advantages, such as information superiority, psychological warfare and political influence, by using AI-generated content against adversaries
to shape public opinion, sow discord and undermine trust.
AI can also pose significant challenges and threats, such as cyber vulnerability, escalation and instability, by increasing the complexity, speed and scale of cyberattacks, as well as the uncertainty and ambiguity of cyber-attribution and response. In addition to human rights, AI can also create ethical and legal dilemmas in such areas as accountability and transparency by raising questions about the responsibility, oversight and control of AI systems and their actions and consequences.
AI could increase the likelihood and intensity of war by creating new incentives and opportunities for aggression, provocation and retaliation, as well as new domains and modes of conflict, such as cyber-, information-and hybrid-warfare. By introducing new variables that could affect the balance of power, deterrence and escalation dynamics between actors, AI could also pose new risks and challenges to stability, such as by heightening the stability-instability paradox, which suggests that the presence of nuclear weapons could encourage lower-level conflicts, and the offencedefence balance, which posits that a state’s
The lesson for Australia and our partners is that it is ever more important to ensure that we monitor and assess the development and deployment of AI in cybersecurity, to better anticipate and promptly mitigate potential risks and threats.
Personnel from the Royal Australian Navy, Japan Maritime Self-Defence Force and United States Navy diagnose a control disruption during the first iteration of Exercise Blue Spectrum, held at the Fleet Cyber Unit, Sydney. Blue Spectrum was the first information warfare event involving all three countries after the inaugural Trilateral Maritime Information Warfare Working Group meeting between the JMSDF, US Pacific Fleet and the RAN. Source: Department of Defence. Photographer: CPL Lisa Sherman.
perceived offensive advantages, relative to those of a defensive posture, could influence the propensity for war.
AI could also reduce the chances and prospects for peace by undermining trust, communication and cooperation between parties, as well as the norms, rules and institutions that govern the international order.
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AI could increase the likelihood and intensity of war by creating new incentives and opportunities for aggression, provocation and retaliation, as well as new domains and modes of conflict, such as cyber-, information- and hybrid-warfare.
The continued emergence of AI could require new measures and mechanisms for confidence-building, crisis management and conflict resolution, by demanding new levels of transparency, verification and dialogue.
More positively, perhaps, new avenues and platforms for dialogue and cooperation could be created between, for example, Russia and Ukraine, such as via the Normandy Format, which involves France and Germany as mediators, and the Minsk Agreements, which outline a roadmap for peace, by using AI to facilitate communication, negotiation and verification.
In any case, as the war between Russia and Ukraine continues, the use of AI may become more prominent and more of a threat as cyber operations evolve. The lesson for Australia and our partners is that it is ever more important to ensure that we monitor and assess the development and deployment of AI in cybersecurity, to better anticipate and promptly mitigate potential risks and threats.
Associate Professor Daniel Baldino, Senior Lecturer and Discipline Head of the Politics and International Relations Program, The University of Notre Dame
Australia
Propaganda and disinformation are not new concepts in warfare. Examples of the distribution of propaganda can be found throughout history and encompass many different contexts. Nonetheless, its broad characteristics have repeatedly relied on emotional, and often provocative, appeals to the public especially in times of real or perceived turbulence.
At the same time, modern-day propaganda efforts and outcomes around the globe have dramatically evolved.
First, what is relatively new is that various actors are exploiting many modern-day information technology advantages through international echo chambers to achieve zero-sum outcomes. This can entail a cross-pollination between state actors, like Russia, and malevolent domestic groups or allies within targeted democratic societies in order to undermine and discredit ideas related to democracy, trust and
Cyberspace has been identified as the new ‘fifth dimension’ of modern warfare, in addition to land, sea, air and space. Disinformation tools can repeatedly be seen as part of larger campaigns that go by various names, such as hybrid warfare, foreign interference and grey-zone campaigns.
citizenship, in countries such as Australia and the US.
As such, cyberspace has been identified as the new ‘fifth dimension’ of modern warfare, in addition to land, sea, air and space. Disinformation tools can repeatedly be seen as part of larger campaigns that go by various names, such as hybrid warfare, foreign interference and grey-zone campaigns.
The implementation of all such activities can be interpreted as a component of coercive statecraft actions that are short of war or that showcase demonstrations of non-military force: a propaganda offensive that aims to erode national unity and cause targets to ‘lose without fighting’. The point of such ‘active measures’ is to undermine or distract democratic citizens through destabilisation, misrepresentation, apathy, and political polarisation and paralysis.
Second, a core feature of offensive propaganda today is that it is not necessarily fixated on the promotion of achievements or trying to win support by using consistent or potentially inspirational types of argument. Rather, its aim is to blur reality and create confusion in efforts to distinguish between truths and lies.
That can include adding uncertainty and undermining public confidence in
the role and value of democracy itself, and will sometimes feed into interrelated international events like the current Ukraine-Russia conflict - with the latter often being ‘deciphered’ with false narratives.
Critically, such digital content-sharing often intends to convince citizens that there is no truth and there are no such things as evidence or fact; an undermining of human agency and a sponsorship of nihilism that is aided by a constant stream and spread of conspiratorial and counterfeit news.
The RAND Institute has called it the Firehose of Falsehood propaganda method. Steve Bannon named it “flooding the zone with s***”. In other words, the quantity of information is much more important than the quality. Facts either do not seem to matter or are deemed to be all relative or biased, as citizens drown in endless content in an era charactered by the rise of ‘post-truth’ narratives and counter-narratives.
Russia’s Internet Research Agency, for example, used an army of trolls to sow disinformation in the United States in order to undermine public faith in the US democratic process and meddle in the 2016 election.
The IRA created false social media accounts, posted on divisive ‘culture war’
topics and interacted with real users by peddling innuendo and conspiracies.
Since then, in 2024, FBI Director Christopher Wray has warned that artificial intelligence and other technological advances are continuing to make election interference even easier through reification, feeding gobbledygook and fuelling notions such as that democratic elections should be seen as illegitimate. “The US. has confronted foreign malign influence threats in the past…But this election cycle, the US will face more adversaries, moving at a faster pace, and enabled by new technology.”
A central point is that while various dimensions of information warfare have evolved over the centuries, modern-day autocratic actors, including Russia and
China, have recognised that trust and truth are the crucial foundations for the democratic world and the advance of open, stable liberal societies.
Trust creates a sense of community. Voting demands an informed citizenry. Participatory democracy requires an investment in democratic ideals and an active, engaged participation by citizens rather than widespread disengagement and entrenched disenfranchisement.
Alternatively, the rapid avalanche and amplification of online misinformation is a growing threat to democratic standards and processes, however imperfect, through an international media ecosystem that overwhelms and then disorientates people with distortion and spin.
In turn, that is having serious consequences in advancing authoritarian mindsets, amplifying existing societal grievances and sowing pervasive public confusion as well as discrediting the search for evidence-based and consensus-based decision-making for the common good.
British actor and satirist Sacha Baron Cohen once titled social media the ‘greatest propaganda machine in history’. As such, we are also likely to be increasingly confronted by a never-ending game of ‘flooding the zone’ problems to discredit the image and idea of democracy that will demand nuanced and strategic thinking about when and how to respond to such joint disinformation campaigns.
By Dr Marthie Grobler, Lead - CIPR, CSIRO
Australia’s critical infrastructure is not just facing greater natural and humaninduced hazards, but these are also occurring within a broader national security threat context of bad actors and trans-national crime. The vulnerability of these critical assets, systems and networks — particularly energy and communications — is not a simple matter. With multiple hazards increasingly occurring simultaneously in our world, it is crucial to identify points of fragility and build the resilience of Australia in response to a catastrophic threat converging with our increasingly interdependent critical infrastructure.
Failing to understand our nation’s capability to protect national critical infrastructure is a key risk to our national welfare that will need national-level solutions.
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) has taken up the challenge of creating enhanced national capability to overcome a currently fragmented response to protecting Australia’s essential services. The agency is leveraging national science and technology partnerships across scientific disciplines and sectors to deliver greater resilience to complex and concurrent hazards for all Australians.
The Australian Government has identified 11 critical sectors that underpin our way of life: communications, financial services, data storage and processing, defence, higher education and research, energy, food and grocery, healthcare and medical, space technology, transport, and water and sewerage.
The simultaneous impacts of climate events, the ubiquity of cyberattacks, escalating geo-political tensions, and risks stemming from the increased digitisation of infrastructure asset
design, construction and operation, create complex, interrelated vulnerabilities.
In addition, modern societies’ reliance on lifeessential services such as mobile phones and internet services, delivered through potentially fragile energy and communications infrastructure, creates a potential ‘perfect storm’ in which hazards cascade and compound. CSIRO aims to achieve real-world impact through scientific research that will deliver interventions at the convergence of interconnected hazards and interdependent critical infrastructure sectors and systems.
The Australian Government has identified 11 critical sectors that underpin our way of life: communications, financial services, data storage and processing, defence, higher education and research, energy, food and grocery, healthcare and medical, space technology, transport, and water and sewerage.
The Security of Critical Infrastructure (SOCI) Act, amended in 2021, requires critical infrastructure stakeholders to identify and reasonably mitigate all hazards across their cyber, human resources, supply chain and physical operations.
Multi-hazard events, defined as two or more occurring together, can produce significant systemic impacts through compounding and cascading effects across numerous industry sectors and geographic
regions. In 2022-23, the Australian Signals Directorate responded to 143 cyber incidents on critical infrastructure. Considering that a three-day halt to operations at a single critical infrastructure entity such as DP World caused significant supply chain impacts for hundreds of thousands of people, the potential effects are significant.
Other examples include events such as the Optus outage in November 2023, in which up to 10mn Australians were directly affected and cascading to also affect health and transport systems in Melbourne and health and water services in South Australia, as well as December 2023’s Cyclone Jasper in Queensland, which caused severe flooding to destroy remote communities and the supply chain.
The increasing complexity of risk and the need for new, more sophisticated mitigation responses drive business and community uncertainty. CSIRO consultation with Australian stakeholders identified that operators and service providers lack sufficient understanding of the cascading and compounding impacts of multiple simultaneous hazards on interconnected critical infrastructure and the delivery of essential services to our communities.
In addition, the complexity of our national resilience ecosystem policy framework, regulation and response
planning is sophisticated but frequently siloed and fragmented. CSIRO’s focus is to uplift national capability by providing the science and technology to deliver solutions connecting Australia’s existing protection and resilience know-how and capacity.
Fragmentation and siloing in resilience capability is not a uniquely Australian problem. Countries such as the UK and Japan have national frameworks, but critical infrastructure protection and resilience policy is generally driven by a singular hazard focus, such as climate change. Canada requires sectorrelated information sharing to promote communication and hazard identification, but this is also focused only on the impact of climate on physical disturbances.
Some countries have already recognised and begun to address the need for a multi-hazard focus. The USA, Switzerland, France and Germany have developed policies based on an all-hazards approach that provides holistic management and responses to critical infrastructure threats and hazards. The European Programme for Critical Infrastructure Protection has a framework for experimental facilities to share knowledge and expertise to align protocol throughout European countries.
Even countries not advanced in the protection and resilience of their critical infrastructure acknowledge the importance
of information sharing for system resilience to address the megatrends of climate change, digitisation, cyber-attacks and rising geo-political tensions.
Although critical infrastructure policy frameworks are yet to be developed across the Oceania region, Vanuatu, Papua New Guinea, Kiribati and New Zealand have all identified threats to cyber security, climate change and the criticality of data storage and processing infrastructure. In this context, Australia has the potential to be a leader in critical infrastructure protection and resilience within the region.
To address this challenge, CSIRO has established an initiative on Critical Infrastructure Protection and Resilience to identify the science and technology research required to build a greater understanding of the dynamic connections between hazards and to better recognise system and sector interdependencies and vulnerabilities.
A national resilience approach will better position us to mitigate the vulnerabilities across critical infrastructure sectors. With this initiative, CSIRO will convene the Australian research ecosystem to support whole-of-government and industry collaboration for the delivery of enhanced national capability.
By Ross Louthean, Editor-at-Large & Resources Sector
Correspondent, WA DEFENCE REVIEW &
Australia and the United States, as key allies in the global critical minerals race, might be likened to the tortoise in Aesop’s fable, while China is likened to the hare. Since the Western world recognised the rapid need for critical minerals for technology and defence purposes, it has become increasing clear that China not only dominates the mining of those elements, but also has an even more powerful role in advanced processing techniques. So, will this hare take a long nap for the tortoises to win the race?
To break China’s dominance, will require years of exploration success for commercial rare earths and specialty metals. It will also require Australia, the US and other Western countries to continue to provide substantial government capital and search incentives.
In Australia, both Canberra and the key mining states have provided massive funding as an incentive to explore, mine and provide a passage for domestic production. With the stock market cooling in mid-2024, however, for junior explorers
To break China’s dominance, will require years of exploration success for commercial rare earths and specialty metals. It will also require Australia, the US and other Western countries to continue to provide substantial government capital and search incentives.
of rare earths and other strategic minerals, continued positive results are crucial to keep the exploration sector in good stead.
Global ratings company Standard & Poor’s estimates that projects run by 856 Australian mining companies have identified over $949bn in critical minerals targets across the country.
Over the past seven years, the gross value-added in Australia from its mining industry has exceeded $200bn annually. Australia’s resources sector generates $400-$450bn in exports each year.
The critical minerals momentum on the Australian Securities Exchange faced a significant setback mid-year, however, due to a spate of market malaise and metal price dips, most notably for lithium and nickel. Victims in the downturn included new rare earths floats, due in part, like the diamond boom decades ago, to an eventual realisation that the road from discovery to development is long and will provide only a few successes.
That same factor drove leading Australian producer Lynas Rare Earths to shift from gold to rare earths some decades ago when it acquired the Mount Weld project near Laverton, in WA’s north-eastern goldfields.
That was no easy transition, not so much because rare earths were not a hot item at that time but rather because
of significant challenges, including claims of a uranium link to rare earths in Malaysia, where Lynas was constructing a processing plant. The company was often in amber- and red-light territory.
Mining at Mt Weld began in 2007, but commercial operations did not begin in Malaysia until 2013. With mining reserves growing, Lynas secured a deal with the US Government in 2021 for a light rare earths separation plant. Two years later, another agreement was secured for a similar plant for heavy rare earths.
By that time, Lynas was a major new rare earths producer with a large processing plant built on the outskirts of Kalgoorlie. The company is Australia’s key pathfinder for rare earths and, in mid-2024, had a market capitalisation of $6.3bn: a lantern for Australia’s rare earths explorers.
Recently, the lithium price slump has been correcting. At a February 2024 conference, broking house Canaccord Genuity correctly predicted the downturn would be short-lived due to the overwhelming demand for the metal in electric vehicles. With a preponderance of pegmatite deposits, Australia is a leader in both supply and potential for new lithium and related tantalite-tin deposits.
In contrast, nickel has price challenges, due to both new Indonesian projects
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Recently, the lithium price slump has been correcting. At a February 2024 conference, broking house Canaccord Genuity correctly predicted the downturn would be shortlived due to the overwhelming demand for the metal in electric vehicles. With a preponderance of pegmatite deposits, Australia is a leader in both supply and potential for new lithium and related tantalite-tin deposits.
coming online in 2024 and the outbreak of widespread civil unrest in New Caledonia since May, which could affect supply from the major producing Pacific territory. The resulting lift in the nickel price due to the New Caledonian crisis was still below the bar for troubled and recently mothballed high-cost Australian mines.
Australia is now ploughing government funds and technical support into bolstering its role in new critical mineral discoveries. Prime Minister Anthony Albanese stated: “So much of our future
prosperity depends on finding more critical minerals, extracting more critical minerals and doing more with critical minerals before we export them.”
Echoing that sentiment, US Ambassador Caroline Kennedy observed that growth in critical minerals was essential not only for the United States, but also Australia, particularly as they are two of the countries that would most benefit from it.
Global demand for critical minerals is increasing exponentially, driven by rapidly evolving technologies in AI and green energy sectors. The minerals are used in a variety of applications, including wind turbines, electric vehicles, energy storage, telecommunications, aerospace, agritech and a wide range of military – including AUKUS – and civilian uses.
A recent deal to enhance Western production of specialty metals was made by the US Department of Defense (DoD) with multi-listed Canadian company Fortune Minerals for its production of cobalt. Under the deal, the DoD was to provide more than US$6.3mn for Fortune to mine cobalt for batteries and highstrength alloys. It would allow Fortune to
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vertically integrate its NICO cobalt-goldbismuth-copper project.
NICO is planning to develop an open pit and underground mine in Canada’s North-West Territories and a related hydrometallurgical refinery in Alberta to process concentrates. Once developed, NICO would potentially be a reliable North American supplier of cobalt sulphate for the expanding lithiumion rechargeable battery industry, with gold, bismuth and copper co-products. Currently, the frequently unstable Democratic Republic of Congo dominates cobalt production, accounting for up to 70% of global supply.
The emergence of a massive new China-financed pig nickel industry in Indonesia was responsible for sulphide nickel and some laterite mines in Australia and elsewhere being either mothballed or put under deep stress.
Global media criticism of this new Indonesian nickel industry has focused on environmental concerns, but that is often of little concern to Chinese companies, which, in Australia, Papua New Guinea and elsewhere, have sought to minimise environmental and social facility requirements.
While China currently dominates the global critical minerals market, particularly in rare earths and advanced processing, Australia and the United States are making significant strides to challenge it. The “tortoise” in this race, represented by the Western allies, is slowly but steadily building its capacity through increased exploration, government funding and strategic partnerships.
While many in the media view China as being years ahead of the West in the ownership and processing of rare earths, international stockbroking firm Hallgarten & Co recently gave a different perspective.
The firm argued that with rising international tensions, there is now a growing realisation that those countries with the best access to military metals were becoming winners, with military metals surpassing battery metals in paramount importance. “If China attacked Taiwan, the last thing on people’s minds would be electric vehicles”, the broker said, asserting that China is now more “over a barrel on the supply of critical minerals for defence than the West is.”
There are now super-long supply lines and immense stretches of ocean, most of which are under the domination of Western navies. Hallgarten considers that, in a shooting war, the West can source most critical metals, including copper, iron ore, chrome, manganese, vanadium and nickel with comparative ease.
Looking, however, “at a hypothetical list of China’s wants and needs in the metals/minerals space and, overlaying on that, distance to the sources thereof”, Beijing may have very few friends. Even those friends bought and paid for by the Belt and Road Initiative can easily disappear if there were a call to take sides. China, Hallgarten said, relied on the “kindness of strangers”, or rather, upon their fondness for greenbacks, to ensure supplies.
The broking house observed that, in 2024, the West finds itself on the brink of a precipice of its own
making, albeit with China experiencing a similar, or worse, dilemma with regard to critical mineral and metal supplies.
In April 2024, American company Energy Fuels commissioned a 5000 tonnes per annum solvent extraction plant dedicated to rare earth elements (REE) separation in Utah. Energy Fuels is the only licensed US refiner of uranium ores into yellowcake, which makes it the only location in the United States to which monazite concentrates can be shipped.
To further complicate matters for China, Energy Fuels in April acquired one of the world’s largest heavy mineral sands producer/developers, Australia’s Base Resources, which has operations in Kenya and Madagascar. From those, it will obtain monazite sands for processing in the US into individual REEs, along with rutile and ilmenite from titanium, and zirconium and hafnium from zircon.
China’s efforts to maintain its dominance in REEs and defence metals was highlighted by leading Australian mineral sands and specialty metals producer, Iluka Resources, whose chief Tom O’Leary accused China of “rigging” rare earth producers to spike competing producers from making money.
While China currently dominates the global critical minerals market, particularly in rare earths and advanced processing, Australia and the United States are making significant strides to challenge it. The ‘tortoise’ in this race, represented by the Western allies, is slowly but steadily building its capacity through increased exploration, government funding and strategic partnerships.
Although China’s lead is substantial, the growing international focus on securing critical minerals for defence and technology, coupled with China’s vulnerabilities in supply chains, suggests that the West could potentially narrow the gap. It will require, however, sustained effort, strategic investments and the overcoming of market challenges in the years ahead.
By Prof Ian Satchwell, Senior Fellow, Australian Strategic Policy Institute; Adjunct Professor, Sustainable Minerals Institute, The University of Queensland
For minerals critical to the global energy transition, high-technology manufacturing and defence equipment, Australia is at once a major producer at home and a very large investor globally. Its allies increasingly depend on Australia-linked production of critical minerals. Australia’s role in building alternative critical minerals supply chains to China-dominated production must therefore encompass not only lifting domestic mining and processing, but also supporting Australian companies that operate overseas and the countries that host them.
Despite Australian Bureau of Statistics figures showing Australia’s outbound foreign investment in mining totalling
The success of Australia’s newest security alliances, the Quad and AUKUS, depend heavily on critical minerals, both as inputs to joint equipment and for mutual security support. While Australia depends heavily on others’ technologies for its defence, Australia’s partners depend on Australian mining technologies, skills and global investments for their supply of critical minerals.
more than half of the huge amount of foreign mining investment coming into Australia, successive governments have appeared to care little about the crucial role that Australian mining companies play in other countries and in bolstering mineral supply chains from those nations.
The government’s mineral policy focus has been almost exclusively domestic. That appears to be changing. The Australian Government has now signed 27 agreements with like-minded countries and groupings like the Quad to collaborate in developing more diverse, secure and sustainable critical minerals supply chains.
The agreements involve Australia working closely with the United States, Canada, Japan, South Korea, India, the United Kingdom and European Union countries. Half of the agreements commit Australia and its allies to working with mineral-rich third countries to help them both contribute to critical minerals supply chains and to reap benefits from the expansion of their mining industries.
Why are Australia and its allies cooperating like that? First, the mining and processing of several critical minerals
is overly concentrated, with countries like the Democratic Republic of the Congo dominating the production of cobalt and China controlling most other rare earths production. China is also the dominant lithium processor, even though Australia is the world’s largest lithium miner.
Concentration of supply leads to heightened risks of supply chain disruptions from events such as natural disasters, conflict and attempted economic coercion through price manipulation and the withholding of mineral shipments. More diverse supply chains are needed to reduce those risks.
Second, the projected demand for many critical minerals exceeds the ability of current supply chains to deliver them. Current large-scale producers like Australia and Canada cannot meet projected future demand on their own. Massive expansion of mining and processing in both current and new mining countries is needed to ensure that supply grows to meet future demand.
Third, the linking of mineral-rich developing countries with democratic industrialised countries delivers benefits to both: mining-driven economic
development that is sustainable, and more secure supply chains. Economicallyprosperous developing countries are more secure countries, while secure supply chains make for a more secure world. Many mineral-rich developing states are also keen to diversify their inward foreign investment in minerals production.
Why is it in Australia’s interests to work globally on critical minerals supply chains?
For a start, Australia’s critical minerals interests are global, as well as domestic. Australia has leveraged the technologies and skills developed over 60 years of modern mining to become a worldwide critical minerals powerhouse.
Data from S&P Global Market Intelligence shows that for critical minerals in 2024, ASX-listed and Australian-headquartered companies
operate 38% of their 597 exploration properties and 49% of their 109 mining and processing facilities outside Australia, while investing 68% of their US$1.1bn 2023 critical minerals exploration budgets in other countries.
Australian companies stand to gain from other countries’ investment in minerals supply chains, such as South Korea’s recently-announced partnership with African states. Next, Australia is highly dependent on critical minerals for its electricity supply technology and will become more so as the renewables and possible nuclear transitions gather pace.
As well, much of Australia’s defence equipment, from aircraft to submarines to missiles, utilises critical minerals in
components like guidance and energy systems, while moonshot initiatives like building quantum computers will increase demand, too. An early agreement between Australia and the United States was signed in 2011 to ensure the security of supply from Australia of minerals critical to defence manufacturing, outputs of which are crucial to Australia’s defence.
Finally, the success of Australia’s newest security alliances, the Quad and AUKUS, depend heavily on critical minerals, both as inputs to joint equipment and for mutual security support. While Australia depends heavily on others’ technologies for its defence, Australia’s partners depend on Australian mining technologies, skills and global investments for their supply of critical minerals.
By John Harries, Secretary, Australian Nuclear Association
Nuclear energy is a large-scale zero-carbon energy technology already widely used in 32 countries in which around 440 nuclear reactors provide economically competitive electricity and increased security of supply while producing very low levels of carbon emissions and other air pollution.
Worldwide, 28 new-build nuclear power plants were added to electricity grids over the past five years. Fifty-eight large nuclear power plants are currently under construction. Despite widespread use of nuclear energy around the world and its potential benefits for Australia, in this country, federal legislation bans nuclear energy. That ban must be removed to allow nuclear energy to be considered on its merits. Having large-scale dispatchable electricity generators always available, for example, increases the resilience of energy supply.
The costs of nuclear are not prohibitive. Some expensive nuclear power plants have been built in the United States and Finland and are being built in the UK and France. Despite that recent experience of high-cost nuclear plants, those countries are, however, actively planning to increase their nuclear energy capacity. Nuclear power plants built in China, South Korea and the United Arab Emirates have been built on time and to budget at much lower costs.
Australia can benefit from overseas experience in the licensing, construction and operation of nuclear power plants. Nuclear energy is a viable option for Australia. Adding nuclear energy to this country’s energy mix would increase the resilience of the grid and greatly help to decarbonise our energy system.
The UAE was a country with no previous experience of nuclear power when its government decided in 2008 to include nuclear in its energy mix
with the construction of the Barakah nuclear power plant, and ordered four large reactors from the South Korean firm Korea Hydro & Nuclear Power Company (KEPCO). The four reactors are now operating and connected to the grid.
It is important to consider system costs when assessing the cost of sources of electricity. Solar and wind, for instance, are low-cost generators when they are running but have low-capacity factors and require considerable backup and additional transmission lines, which add to their cost.
Nuclear plants can be built near the existing grid, possibly at the sites of closingdown coal plants, and can have a capacity factor of greater than 90%. Modern nuclear plants can also load follow, as demonstrated in France, if needed to reduce generation in the middle of the day when there is excess cheap generation in the grid.
Modern nuclear plants are designed for a 60-year or more lifetime, compared to a maximum 20- to 30-year lifetime for solar and wind. All currently operating solar panels and wind turbines will have to be replaced at least once by 2050.
Small Modular Reactors (SMRs) are an attractive prospect because they are expected to be cheaper to build and easier to deploy than large-scale reactors. Their targeted construction times are about three to five years compared to, say, five to eight years for large nuclear. It will be a few years before SMRs are commercially available, while larger reactors are widely available now.
Australian government agencies already regulate both the small Open Pool Australian Light-water (OPAL) nuclear reactor operating
Australia’s OPAL reactor is a state-of-the-art 20-megawatt thermal multi-purpose nuclear research reactor located in Lucas Heights, Sydney. It produces medical radioisotopes and neutron beams for research. Opened in 2007, the OPAL reactor replaced the HIFAR reactor which had operated at the site since 1958. Source: ANSTO.
successfully in the suburbs of Sydney and the export of Australian uranium to fuel nuclear power plants around the world. The WA Radiological Council and the WA Radiation Health Unit protect public
health and maintain safe practices in the use of radiation.
Australia can benefit from overseas experience in the licensing, construction and operation of nuclear power plants.
Nuclear energy is a viable option for Australia. Adding nuclear energy to this country’s energy mix would increase the resilience of the grid and greatly help to decarbonise our energy system.
By Steve Baxter, Founder & Lead Investor, Beaten Zone Venture Partners
Venture capital has emerged as a crucial driver of innovation and economic growth across various industries. Its ability to fuel entrepreneurial vision and facilitate disruptive technological advancements has become a key player in modern business. I am always keen to dive into unpacking what I think is the potential role of venture capitalism in the defence ecosystem and how it has the potential to revolutionise the way we approach national security.
Traditionally, advancements in defence were predominantly funded and developed within government institutions. The landscape has evolved, however, and the need for rapid technological innovation has become paramount. That shift has opened up opportunities for collaboration between private investors and defence companies. Venture capitalist firms, with their risk appetite and focus on emerging technologies, have a significant role to play in this partnership.
Traditionally, advancements in defence were predominantly funded and developed within government institutions. The landscape has evolved, however, and the need for rapid technological innovation has become paramount. That shift has opened up opportunities for collaboration between private investors and defence companies. Venture capital (VC) firms, with their risk appetite and focus on emerging technologies, have a significant role to play in this partnership.
First, VC investments provide crucial funding to start-ups and early-stage companies working on innovative defence technologies. Unlike government funding, VC investments allow for flexible allocation of capital, enabling founders to respond quickly to evolving needs and market dynamics. That agility accelerates the development and deployment of innovative solutions, giving defence companies access to
breakthrough capabilities that have the potential to reshape national security.
VC brings much-needed global business expertise and commercial experience to the defence ecosystem. Venture capitalists have a deep understanding of market trends, emerging technologies and commercialisation strategies. Bringing that knowledge into the defence sector allows for a more entrepreneurial and commercially-driven approach to solving complex challenges. By leveraging VC expertise, defence companies can tap into a wider range of potential solutions and benefit from the rich entrepreneurial ecosystem that drives VC investments.
One of the distinct advantages of VC in the defence ecosystem is its potential to bridge the gap between traditional defence contractors and the innovative start-up community. Start-ups often struggle to connect with defence organisations due to the bureaucratic nature of the industry. VC firms act as facilitators, leveraging their networks and relationships to bridge this gap. They act as a vital link, bringing together Defence, entrepreneurs and investors to foster collaboration and enable the adoption of cutting-edge technologies.
At a sector level, having a thriving VC or private capital market in early-stage defence will bring many, many more eyes in to look at, understand, mentor and then risk capital on one or more opportunities. This is important at a sector level, because, as per Hayek’s knowledge problem which posits that information is decentralised, no one person or small committee knows what will work. The way to find out is to share
To attract investors, we need to leverage existing tax incentives like the Early Stage Venture Capital Limited Partnership (ESVCLP) and Early Stage Innovation Company (ESIC) schemes. These schemes offer tax credits and capital gains tax relief to investors and have been successful in the tech start-up sector. Repurposing these schemes for defence technology companies can provide a substantial boost to private capital inflow.
widely and with incentivised people making decisions that impact them. VC and private capital do just that.
VC investments have the potential to generate significant returns on investment. By investing in high-growth potential defence start-ups, VC firms can not only drive innovation but also generate financial gains. This added incentive attracts more private capital into the defence sector, fuelling further innovation and commercialisation.
There are, however, challenges that need to be addressed to fully unlock the potential of VC in the defence sector. The sensitive nature of defence technologies, stringent regulatory frameworks, and a
culture that favours established contractors can create barriers to VC participation.
To address those challenges, thoughtful collaboration between defence organisations, VC firms and policymakers is essential. The way we see it, there is a world of opportunity incentivising us to collectively come up with ways to overcome these challenges. Bringing venture capital into defence is easier said than done due to several inherent issues within the sector.
First, in terms of hardware versus software investments, we see that defence forces primarily require hardware, which is notoriously challenging to develop and scale, compared to software. The high costs and risks associated with hardware make it less attractive to investors who prefer scalable software solutions.
With regard to Environmental, Social and Governance (ESG) concerns, Defence investments often face scrutiny due to ESG principles. While recent geo-political events have slightly shifted beliefs, the overall inertia in funding and world views of investors still pose a significant challenge.
In terms of customer dynamics, the Australian Defence Force is a small market compared to the global allied market. Additionally, the ADF’s procurement processes and risk aversion towards local firms further complicate investment prospects.
To attract investors, we need to leverage existing tax incentives like the Early Stage Venture Capital
“
We need private capital in this sector to build a native defence technology industry that primarily sells to the global market while providing Australia with onshore capabilities. Starting at the early stages and building a robust investment pipeline is crucial. The existing incentive programs are effective, familiar to investors, and can be quickly adapted to meet defence sector needs.
Limited Partnership (ESVCLP) and Early Stage Innovation Company (ESIC) schemes. These schemes offer tax credits and capital gains tax relief to investors and have been successful in the tech start-up sector. Repurposing these schemes for defence technology companies can provide a substantial boost to private capital inflow.
There are several things that could be helpful in making the required shift. First, we need to expand definitions of the ESVCLP and ESIC to include eligibility for defence technology companies to uptake these schemes. We should also be considering increased taxation incentives for defence technology enterprises by effectively raising the tax credit from 10% to 100% for such enterprises working in the sector.
Allowing for capital loss claims to be made possible under these schemes and raising the maximum investment amounts for eligible investors in ESIC are also meaningful steps that should be taken to attract new investment in the defence ecosystem.
Using these existing schemes ensures quicker implementation, with familiar frameworks that have proven effective. It is imperative that we build a robust investment pipeline. A successful defence innovation ecosystem requires a comprehensive investment pipeline, which includes building out the following areas in both education and structure so we can bring others on the journey and support founders from ideation to exit.
A healthy pipeline involves collaboration, education and structure surrounding early-stage funding, angel investors, structured funds, growth funding and mergers and acquisitions. That level of ecosystem cannot be created overnight. It requires a steady flow of engineers and scientists starting businesses, progressing through the stages, and attracting subsequent capital.
We need private capital in this sector to build a native defence technology industry that primarily sells to the global market while providing Australia with onshore capabilities. Starting at the early stages and building a robust investment pipeline is crucial. The existing incentive programs are effective, familiar to investors, and can be quickly adapted to meet defence sector needs.
By fostering an environment that encourages VC participation, we can drive breakthroughs in defence technology and strengthen national security. The future of innovation in this space nests in these partnerships, where the agility and expertise of VC can revolutionise the sector.
By Colleen Yates, Chief Executive Officer, Regional Development
A tipping point is the moment when a small change or series of changes reaches a critical mass, leading to a larger, more significant impact. This concept is often used to explain how social epidemics, trends and movements gain momentum and reach a point where they become widely adopted or accepted. The Tipping Point is a concept popularised by author Malcolm Gladwell in his book of the same name.
Regional Development Australia (RDA) Perth plays a crucial role in driving change and fostering growth in the Perth metropolitan area and surrounding regions. RDA Perth has acted as a tipping point for several initiatives. Through its strategic proposals, partnerships and advocacy efforts, RDA Perth has been instrumental in shaping the economic, social and environmental landscape of the region.
RDA Perth drives change through economic development by working to stimulate economic growth by supporting innovation, entrepreneurship and industry diversification. By identifying key economic opportunities, facilitating investment and promoting job creation, RDA Perth helps drive change in the region’s economic landscape.
Overall, RDA Perth’s efforts in driving change and being a ‘tipping point’ have been essential for shaping the future of the Perth region and beyond, fostering innovation, economic growth and community well-being. Through its strategic leadership, collaboration and advocacy, RDA Perth will continue to play a vital role in driving positive change and creating more vibrant, resilient and prosperous regions for all stakeholders involved.
In terms of infrastructure investment, our organisation advocates for and supports infrastructure projects that enhance connectivity, accessibility and sustainability in the region. By prioritising infrastructure development, such as transport networks, digital connectivity and community facilities, RDA Perth drives positive change and improves the quality of life for residents.
RDA Perth also plays a crucial role in
fostering collaboration among stakeholders, including government agencies, industry partners, educational institutions and community organisations. By bringing together diverse perspectives and expertise, RDA Perth drives change through collective action, knowledge sharing and innovative solutions across regional challenges.
Our organisation also promotes innovation and technology adoption to drive change and competitiveness in key industries. By supporting research and development, technology transfer and digital transformation initiatives, RDA Perth helps businesses and organisations adapt to changing market dynamics and seize new opportunities.
Engaging with local communities to understand their needs, aspirations and priorities, RDA Perth also involves residents in the decision-making processes, ensuring that change is inclusive, responsive to community feedback and aligned with the values and goals of the region.
RDA Perth also advocates for sustainable development practices that promote environmental stewardship, resource efficiency and resilience to climate change. By promoting sustainable growth strategies, RDA Perth drives change towards a more sustainable and prosperous future for the region.
Many reports have been instrumental in identifying opportunities for driving change and have been a catalyst for several tipping points from RDA Perth’s perspective.
• Driving Change: Perth and Peel Economic Development Strategy (2016). This document, funded by a number of local governments, outlines the infrastructure requirements that would foster economic development, such as the new port at Kwinana, intermodal sites at Bullsbrook and Mundijong, peri-urban development, development of the Western Trade Coast, common-user facilities and workforce development.
• Security and Defence in Western Australia: An Economic Perspective (2017) was one of the most comprehensive reports on defence in WA publicly released. Security and defence in WA play a crucial role in safeguarding the state’s interests, contributing to national security and supporting defence industry capabilities. WA’s strategic location, vast coastline, resource-rich regions and critical infrastructure make it a significant component of Australia’s defence posture and security landscape.
• Lithium Valley: Establishing The Case for Energy Metals and Battery Manufacturing in Western Australia (2018). Lithium Valley is a term used to refer to a potential hub that could become a centre for lithium production, processing, innovation and battery manufacturing. As the demand for lithium-ion batteries continues to grow, there is increasing interest in developing regions that have the potential to become major players in the battery supply chain.
• Perth Hills Strategic Visioning (2020). With the support of the five local governments representing the Perth Hills, RDA Perth conducted a series of engagement processes across the Perth Hills over the course of 2020. This initiative benefitted from strong participation by community members, businesses and councillors and revealed significant alignment around key priorities.
• Enabling the Western Trade Coast (2020). The world is undergoing an industry renaissance, where sustainable innovation trumps productivity. Lessons learnt are that we need to better capture downstream economies from our natural resources. This renaissance requires world-class industrial estates to drive strong economic growth into the future.
• WA Investment Prospectus (2022). Identifying key themes across all the regions of Western Australia, RDA Perth is actively promoting opportunities that would be of benefit to the state, including the circular economy, accommodation, Aboriginal enterprises, rail, forestry, new energy and tourism.
Overall, RDA Perth’s efforts in driving change and being a ‘tipping point’ have been essential for shaping the future of the Perth region and beyond, fostering innovation, economic growth and community well-being. Through its strategic leadership, collaboration and advocacy, RDA Perth will continue to play a vital role in driving positive change and creating more vibrant, resilient and prosperous regions for all stakeholders involved.
By Peter Kasprzak, Chairman, Innovate Australia
Since inception in 2014, Innovate Australia has been actively developing the Australian innovation ecosystem. This independent, not-for-profit organisation has championed innovation, creating a dynamic platform for entrepreneurs, industry leaders and academics to converge and collaborate. Over the past ten years, Innovate Australia has delivered over one hundred events, fostering a robust network that has significantly impacted various sectors.
Innovate Australia’s journey is marked by its ability to identify and nurture critical areas of innovation. One of its early successes was the formation of the Hydrogen Society of Australia (HSA). Initially an interest group under Innovate Australia, it has evolved into a prominent independent organisation with over one hundred members, including international giants like Siemens. HSA focuses on promoting hydrogen and putting Australia on the global map in the hydrogen industry.
In a similar vein, Innovate Australia launched the Power of Trees initiative. This group culminated its efforts with a comprehensive report to the WA Government highlighting the importance of urban forestry.
The report provided actionable recommendations for enhancing green infrastructure by escalating the transition to underground power, highlighting Innovate Australia’s commitment to environmental sustainability and its influence on public policy. That influence has also been reflected in its submission to the Royal Commission into National Natural Disaster Arrangements, which argued for a national standard for signage, which has partly been implemented.
The organisation’s proactive approach was particularly evident when Western Australia faced a significant challenge: the absence of Cooperative Research Centres (CRCs). Innovate Australia responded by creating the WA CRC Support Group. In collaboration with the CRC Association (CRCA), this initiative helped to transform WA into the leading state for CRCs. Dr Tony Peacock, CEO of CRCA, acknowledged Innovate Australia’s pivotal role in revitalising interest in CRCs and facilitating their proliferation in Perth.
Innovate Australia’s vision extends beyond traditional realms. Recently, the organisation established Positive Impact AI, an interest group dedicated to showcasing the beneficial applications of Artificial Intelligence (AI). By developing projects highlighting AI’s positive societal impacts, Innovate Australia aims to build a strong social licence for AI technologies, reflecting its forward-thinking ethos.
Operating independently of government, industry and academia, Innovate Australia is an unbiased conduit for viable ideas. Its independence allows it to foster unique and forward-thinking projects that will transform Perth into an innovation leader. One example is lobbying to establish Perth as the Global Mining Innovation Centre, together with the negative-emission giant mining centre ECONORMOUS, highlighting the modern face of mining in the twenty-first century.
At its core, Innovate Australia’s mission is to cultivate the innovation ecosystem and help Australia become a global leader in innovation by moving it into the world’s top ten countries within the next five years, up from its current 24th position.
The organisation strives to create optimal pathways for entrepreneurs, providing them with a forum to promote their innovative products and networking opportunities to assist in their commercial journeys. Innovate Australia supports businesses from fledgling ideas to scale-up enterprises at every stage, encouraging their growth into long-term commercial successes.
Looking forward, Innovate Australia aims to build on its decade of success. The organisation is poised to drive further advancements in technology, sustainability
Operating independently of government, industry and academia, Innovate Australia is an unbiased conduit for viable ideas. Its independence allows it to foster unique and forwardthinking projects that will transform Perth into an innovation leader.
ECONORMOUS – Home of Global Mining Innovation Centre. This negative-emission, iconic building will host the Global Mining Museum, the Permanent Expo of Mining Innovation Technologies, a hotel, conference facilities, and offices for mining companies. It will showcase the modern face of the mining industry and confirm WA’s global leadership position in mining innovation. The proposed location is for it to be built over the derelict East Perth power station. Supplied. Credit: Ecotect-Architects, Garry Baverstock, Peter Kasprzak.
and industry by expanding its interest groups, hosting more events and strengthening its networks. Innovate Australia’s commitment to encouraging innovation, supporting entrepreneurs and fostering collaboration ensures it will continue to play a significant role in Australia’s innovation landscape for years to come.
Innovate Australia’s story is a testament to the power of collaboration and the impact of dedicated efforts to foster innovation. As it enters its next decade, the organisation continues to inspire and lead, shaping a brighter future for Australian innovation.
Securing work in the defence sector can significantly boost profit and cashflow for businesses in manufacturing, technology and other industries. To succeed you must first be able to demonstrate a strong capability to service the industry.
The focus is towards companies building Australia’s sovereign capabilities, upskilling the workforce, looking to export capabilities, and enhancing national security. These companies may be able to access between $100,000 and $1mn in matched grant funding. We can work with you to find the right funding support for your circumstances and help you craft a compelling funding submission. – Edward Day
According to Tom Huberli, Director at RSM Australia in Rockingham, many businesses tend to focus solely on proving capability through staff numbers. However, winning larger-scale Defence contracts requires much more preparation.
“Ideally, you need strong systems that make it easy to evaluate your business against Defence standards and quickly prove your ability to deliver. A robust accounting platform and the valuable analytics it provides can go a long way in helping you achieve this, while giving you a strong base from which to forecast and strategise.”
Ben Leslie, Manager of Corporate Finance at RSM, agrees. “As you grow, you will want a financially flexible capital structure with practical solutions designed to facilitate growth. An optimal capital structure not only de-risks your balance sheet – it unlocks shareholder value.”
Proper groundwork doesn’t just mean spending money to make money. According to Tanya Brisbane, Senior Manager at RSM Australia in Perth and a specialist in R&D tax, there are worthwhile government tax incentives and grants that can provide a significant cashflow boost for businesses in the defence sector.
“Improving Australia’s sovereign defence capability is at the core of the recently launched Defence Industry Development Strategy (DIDS),” says Tanya. “The DIDS has reshaped Australia’s sovereign defence industrial priorities with the goal of building an innovative, resilient and competitive defence industrial base.”
“There are several incentives and grants available. For instance, if your business is investing in innovation and new technologies, you may be eligible for the R&D tax incentive and Early Stage Innovation Company (ESIC) status.
“Understanding eligibility and making a successful claim really comes down to the expertise of your accountant. Working with an R&D specialist with proven experience in the defence sector will help to ensure you claim everything you’re eligible for
and ensure that you keep the appropriate records to support your claim.”
Edward Day, Senior Manager of Government Grants at RSM Australia in Perth, adds that the Australian Government has re-shaped its funding for small-tomedium enterprises with the new Defence Industry Development Grants Program.
“The focus is towards companies building Australia’s sovereign capabilities, upskilling the workforce, looking to export capabilities, and enhancing national security,” says Edward. “These companies may be able to access between $100,000 and $1mn in matched grant funding. We can work with you to find the right funding support for your circumstances and help you craft a compelling funding submission.”
It’s no surprise that our defence industry takes information security seriously, and requires every business they engage with to hold these same values.
Bavani Chetty, Senior Manager Cyber Security and Privacy Risk Services at RSM Australia in Perth, says securing your IT environment to attain Defence Industry Security Program (DISP) certification doesn’t just give you a foot in the door at Defence – it also bolsters your defence against cyber criminals.
“Remember no organisation, regardless of its size, is immune to a cyberattack. Aligning your cybersecurity or information security policies, controls, and strategies to DISP makes total sense for any business. It’s a win-win for the CISO and the business.”
Tom, Ben, Tanya, Edward and Bavani know from experience that working with business advisers, cyber professionals and tax specialists who understand the defence industry can make a world of difference to your success in the sector.
“It’s simply about leveraging the domain experience of others,” says Tom. “Even if you’ve worked in defence for 20 years, it’s how you translate that experience in terms of running a business that has what it takes to secure and deliver on important projects.
“Whether it’s compliance, cashflow, government grants, digital transformation, cyber security, data analytics, sustainability, mergers and acquisitions, funding, or any other aspect of running a business in the defence sector, the right team will know how to help you.”
RSM is an award-winning audit, tax and consulting firm with a reputation for outstanding client service. To learn more about their defence expertise, please email defence@rsm.com.au, or contact your local RSM office. rsm.com.au
By Dr Amelia Vom, Director of Health & Biosecurity Strategy,
Picture a remote medic, stationed in a distant outpost, suddenly faced with a complex medical emergency. In the past, this scenario could have spelled disaster due to isolation and lack of specialised knowledge. Western Australian company Agili8 is developing technology that promises to change that and revolutionise both healthcare and Defence.
Using Agili8’s innovative XRAI vision glasses, frontline healthcare staff can connect in real time with top medical experts, to guide the medic’s hands through intricate procedures, ensuring the best possible care even in conflict zones and pandemic-stricken areas. This is not a scene from a sci-fi movie but a glimpse into the present and future of Defence and medical technology (medtech) and biotechnology.
The alignment of medical technology with Defence is a crucial strategic necessity. Health and medical innovations hold immense potential for enhancing Defence capabilities, protecting personnel, and safeguarding Australia’s national security interests from emerging threats. The integration of those fields could redefine how we perceive and respond to security challenges.
research institutes, small- to -medium enterprises and manufacturers, and connect them with the needs of the Defence and national security sectors.
The Life Sciences Hub’s deep engagement in WA means the state is well positioned to leverage MTPConnect’s national activities through the SABRE Alliance and strong international relationships with the United States.
The alignment of medical technology with Defence is a crucial strategic necessity. Health and medical innovations hold immense potential for enhancing Defence capabilities, protecting personnel, and safeguarding Australia’s national security interests from emerging threats. The integration of those fields could redefine how we perceive and respond to security challenges.
Supporting this nexus in the West is the WA Life Sciences Innovation Hub, a partnership between the state government, the University of Western Australia (UWA) and MTPConnect, Australia’s life sciences innovation accelerator, to accelerate the growth of the state’s medtech and biotechnology sector.
The Life Sciences Hub is working to capitalise on WA’s long history of innovative medical research and support the growth of a local industry. There are over 100 WA-based innovative medical and biotechnology companies, and Agili8 is one of several developing technologies with applications across Defence.
On a national level, MTPConnect helped to establish the Safeguarding Australia through Biotechnology Response and Engagement (SABRE) Alliance to bring together biotech capabilities from Australia’s universities,
This includes links with Blue Knight™, a joint initiative of one of the world’s biggest science-based health companies, Johnson & Johnson Innovation, and the Biomedical Advanced Research and Development Authority (BARDA), the US government agency responsible for developing and procuring medical countermeasures against bioterrorism, including chemical, biological, radiological or nuclear (CBRN) threats, and emerging diseases.
A Defence report published in 2020 on Human Biotechnologies – Implications for Defence to 2040, indicates that advances in biotech will have a profound influence on Defence. For example, progress in human assessments and human performance technologies could greatly improve the ability of Defence personnel to prepare, operate, survive and recover.
Enhancing human performance both physiologically and cognitively through precision medicine could be a gamechanger. WA is home to world-leading synthetic biology research and innovation.
Professors Sue Fletcher AO and Steve Wilton AO pioneered RNA therapeutics, which have been translated into multiple drugs for the treatment of Duchenne Muscular Dystrophy and several other therapies currently under development by researchers and local companies.
Professor Archa Fox leads the new Australian Centre for RNA Therapeutics in Cancer based at UWA, and Associate Professor Rakesh Veedu spun-out the DNA and RNA (oligonucleotides) synthesis facility from Murdoch University in 2020 as SynGenis, which is now the leading supplier of custom oligonucleotides in Australia. The importance of this sovereign capability was highlighted during the COVID-19 pandemic and remains vital for Australia’s rapid and timely response, as well as maintaining an asymmetric advantage.
Research and development in human performance and optimising decisionmaking for personnel working in submarines is being carried out by UWA
and Edith Cowan University. Additionally, Curtin University explores wearable technologies for predicting sleep, fatigue and endurance. These advancements are not mere academic exercises: they represent tangible improvements in the operational capabilities and resilience of our Defence forces.
Biosecurity is another critical area where medtech and biotechnology and Defence intersect. Recent pandemics, such as Ebola and COVID-19, have underscored the importance of robust biosecurity measures. With the increasing threat of bioterrorism and the challenge of antimicrobial resistance, the need for advanced pathogen detection and response systems has never been greater.
Telethon Kids Institute is at the forefront of research in infectious diseases, significantly contributing to pathogen detection, response systems and vaccine development. Meanwhile, another WA company, Avicena Systems, has developed a biosecurity platform that offers the world’s fastest and highest throughput molecular diagnostics,
providing rapid mass testing capability against major infectious diseases. Their work ensures that Australia remains prepared to tackle global health threats.
Defence and national security increasingly emphasise the value of science and technology in developing new diagnostics and treatments.
How can we further integrate these sectors to ensure a safer and more resilient future for Australia? This question drives ongoing efforts to strengthen the synergy between Australia’s life sciences sector and Defence. By fostering a robust research and development environment, Australia can ensure access to the technologies and skills required to address emerging Defence and national security threats.
Collaboration is not just beneficial – it is essential. As we face increasingly complex global threats, the integration of these fields will be crucial in ensuring the safety and security of our nation. WA’s commitment and contribution to fostering that synergy highlight a promising path forward, one on which innovation and collaboration pave the way for a smarter, safer country.
By Andre deSouza, Director of Operations, Commercialisation and Defence, Murdoch University
Murdoch University is proud of its cutting-edge research and education which spans many domains crucial for societal advancement. Through research institutes like Ngangk Yira Institute for Change, the Harry Butler Environmental Research Institute, the Food Futures Institute, and the Health Futures Institute, and specialised centres like the Australian National Phenome Centre (ANPC), Murdoch University’s research encompasses a wide spectrum of disciplines.
Established in 1975, Murdoch University’s current Strategic Plan (2023-2030) is focused on the themes of Sustainability, First Nations, and Equity, Diversity and Inclusion. It is a demonstration of the University’s commitment to social justice and environmental conservation.
Supporting Murdoch’s research are state-of-the-art facilities. The ANPC and its high-throughput metabolic capabilities is an example of a world-class facility that undertakes groundbreaking research in human performance and disease.
Facilities such as that also provide unparalleled educational environments, exemplified by the awardwinning Boola Katitjin building (meaning ‘lots of learning’ in Noongar language) – the largest massengineered timber building in WA, which was recently awarded the world’s best Higher Education and Research building at the World Architecture Festival.
Murdoch University has a focus on emerging trends
and pressing global challenges, and many of its research efforts align with areas of interest for the defence sector.
For example, human performance optimisation explores factors influencing individual and team performance, such as the cognitive load on navy divers, cognitive enhancement through artificial intelligence and machine learning (AI/ML), and precision nutrition and exercise approaches to bolster the wellbeing of personnel serving on AUKUS submarines, the deployments of which are, to a very real degree, limited only by human endurance. Similarly, our intelligence and security research focuses on detecting misinformation and leveraging behavioural indicators to effectively combat such threats.
The intersection of quantum, AI and cyber, all areas of research strength at the University, are critical considerations in fortifying national security through enhanced cybersecurity measures and leveraging quantum processing for ‘big data’ defence applications, such as wargaming.
Murdoch University has a focus on emerging trends and pressing global challenges, and many of its research efforts align with areas of interest for the defence sector.
Meanwhile, the medical countermeasures research being undertaken at the University can contribute to the rapid development of countermeasures against chemical, biological, radioactive and nuclear (CBRN) threats and emerging diseases. Murdoch’s biosecurity research and applied methodologies have had a proven testing ground in such industry sectors as oil and gas.
The University’s multi-disciplinary materials science research explores the development of novel materials crucial for defence industry, ranging from nanotechnology to energy systems and novel c oatings inspired by nature, which have potential as anti-
adhesion surface treatments for AUKUS submarines and surface fleet hulls, as well as for signature concealment.
Murdoch University’s Strategic Defence, Intelligence and Security Policy research delves into understanding the geo-political landscape and its implications for national security, including climate change and environmental security concerns.
The Australian Government’s Defence Strategic Review 2023 calls for a balanced approach to national defence through statecraft and a broader defence strategy. It highlights the Indo-Pacific region as the most important geo-strategic region in the world, defined by a large population, unprecedented economic growth and major power competition. With its
recently established Indo-Pacific Research Centre, Murdoch University will continue to support the wider strategic geo-political analysis of this critical region.
The University continues to explore potential collaborative research and teaching opportunities with Defence stakeholders, such as the Australian Submarine Agency (ASA) and Army’s 13th Brigade, industry partners such as Advanced Navigation, and the Research Directors of the United States Army, Navy and Air Force and the United Kingdom’s Defence and Security Accelerator (DASA).
Murdoch’s Rockingham campus, which is only minutes away from Fleet Base West,
located at HMAS Stirling on Garden Island, is an ideal location to support community outreach, education and research in building technical capability for the ASA, while providing a suitable location for collaborative research.
Murdoch’s research extends beyond traditional defence realms, encompassing areas like sustainable fuels, environmental conservation and biosecurity. Through the Harry Butler Environmental Research Institute, for example, Murdoch offers practical solutions to mitigate biosecurity threats posed by international military exercises. In such ways, and many others, the University is making a cutting-edge contribution to societal well-being and national security.
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By Arnold Jorge, Chief Executive Officer, Export Council of Australia
Small businesses in the defence industry are increasingly reaching out to the Export Council of Australia to explore opportunities in global markets for civilian use of their products and services. We welcome this approach, but it is indicative of the struggle they are facing within the domestic context.
Small businesses are telling us that they are struggling to grow, if not remain viable, due to the limited availability of Defence contracts and grant funding from the Australian Government. It is obvious that government contracts tend to favour large companies, even if those big incumbents may charge more than their smaller counterparts.
It is a choice that seems mostly driven by administrative expediency at the cost of meaningful results.
Grant facilities for small businesses in Defence should be extended to cover the promotion of exports for civilian use. Such supplementary support and subsequent international exposure will allow those small businesses to grow by developing new sources of revenue and adopting new technologies and innovative processes. These will assist in enhancing their global competitiveness.
Australian small businesses are an innovative lot, and their lack of involvement in projects is likely leading to less than novel outcomes. This situation also diminishes broader strategic efforts in sovereign capability building. For those small firms
smart and brave enough to consider engaging in international business, they usually find the first steps challenging. They lack the knowledge, skills, resources or networks to adapt their offerings for the civilian market. They also face the additional burden of regulations, such as export controls of dualuse goods, as well as rules imposed by the importing countries that cause trade friction.
We are aware that there is an existing ecosystem in place to support Australian defence industry, including under the Defence Industry Development Grants Program. We believe, however, that there are gaps. Those gaps relate to the extent and scope of support, and in the effectiveness of the services provided.
Australia should look seriously at the US Small Business Act, which mandates that a percentage of the total value of all prime and subcontract awards be granted to small businesses. This applies to US defence primes, which take this legislated obligation very seriously and are measured against it.
It is time that the Australian Government makes a similar commitment under legislation by preferencing and/or stipulating that a proportion of Defence contracts be contested by small businesses. There is an opportunity to achieve that under the government’s ‘Future Made in Australia’ initiative.
Grant facilities for small businesses in Defence should be extended to cover the promotion of exports for civilian use. Such supplementary support and subsequent international exposure will allow those small businesses to grow by developing new sources of revenue and adopting new technologies and innovative processes. These will assist in enhancing their global competitiveness.
Additional training programs should be provided to defence small businesses on becoming export-ready, including in conducting opportunity analysis of their product for civilian use.
The Australian Government should also boost funding towards the global promotion of Australian
small businesses in the defence sector, especially for their increased participation in trade delegations for civilian-use markets.
Australian small businesses are highly innovative and agile. But, because the Australian market is limited in size, their opportunity for sustained growth can only be realistically achieved through engagement in international trade.
Whichever way you look at it – for the effective defence of Australia or for economic security and prosperity – it is crucial that we ramp up the support for small businesses in the defence industry and encourage their growth through the exploration of civilian use offerings in global markets.
Investment in new defence infrastructure is expected to increase significantly over the coming years. This will create new opportunities for WA businesses to leverage their experience and win Defence tenders in Australia and even abroad.
Export Finance Australia has provided vital finance to Australian businesses to support them in securing Defence contracts across a range of industries, including advanced manufacturing, software, construction and engineering. It not only supports businesses that manufacture defencerelated goods for export but can also provide finance to businesses working to deliver infrastructure projects where there is an export component.
Export Finance Australia helps provide the finance that businesses need to meet the unique challenges of working on infrastructure and other projects within the defence industry. As Australia’s export credit agency, Export Finance Australia works closely with Australian businesses to provide finance solutions to support their global growth – including loans, bonds and guarantees. It also works with small- and medium-size enterprises (SMEs) looking for financial support to secure defence industry opportunities.
Export Finance Australia has provided vital finance to Australian businesses to support them in securing Defence contracts across a range of industries, including advanced manufacturing, software, construction and engineering. It not only supports businesses that manufacture defencerelated goods for export but can also provide finance to businesses working to deliver infrastructure projects where there is an export component.
Brad Gosling, Export Finance Australia’s WA Defence Sector Lead, said this support is crucial to SMEs within the space. It is especially true for businesses tendering for US defence infrastructure contracts within Australia. Those tenders often include additional hurdles that businesses need to be able to meet just to get their foot in the door, including providing surety bonds and other contract security guarantees. US surety bonds can be as high as 200% of the total contract value, and contracts with US government bodies must be through an accredited surety bond provider. This also means it can be difficult to find financers that provide surety bonds.
Mr Gosling notes that such demands have previously restricted smaller businesses from competing, but Export Finance Australia’s finance could provide new
pathways. “Export Finance Australia plays a critical role by ensuring that Australian contractors can bid for defence infrastructure projects with access to low cash guarantees and bonds,” he said.
Export Finance Australia recently supported technical and high-risk construction specialist CC Pines with surety bonds to secure two tenders from the US Navy. The contracts, worth more than US$24mn combined, were awarded by US Naval Facilities Engineering Systems Command (NAVFAC) for the construction of US Air Force Squadron Operations Facilities at RAAF Bases Darwin and Tindal in the Northern Territory.
It highlights how Export Finance Australia helps Australian businesses unlock new opportunities within the defence sector, explained Krystal Doyle, Export Finance Australia’s NSW Relationship Manager SME, who worked with CC Pines to deliver the finance solutions it needed. “The team at CC Pines put in a significant amount of time and resources to tender for these projects with the US Government,” she said. “To see them go on to be awarded the contracts is fantastic. I’m very proud we could support CC Pines on this journey.”
Reflecting on the support CC Pines has had from Export Finance Australia for both domestic and international projects, Mike Foster, Managing Director at CC Pines, highlighted that Export Finance Australia has had a significant impact on the growth of the business.
“Export Finance Australia has been a vital partner in our international expansion. Its tailored financial solutions and deep understanding of our industry have been invaluable,” he said.
With the Australian Defence Force and several of its allies expected to invest heavily in infrastructure development over the coming years, a significant pipeline of work for local contractors is likely to emerge.
Export Finance Australia could provide the support Australian businesses need to take on those opportunities as they arise, Brad Gosling says. “Access to Export Finance Australia’s finance solutions ensures Australian businesses remain competitive when tendering for once-in-a-generation defence infrastructure opportunities.”
exportfinance.gov.au
By Senator Hon Tim Ayres, Assistant Minister for Trade, Australian Government
Australia’s industrial heartlands have diminished over successive decades. The decline began behind high tariff walls, and it fed off growing complacency about our future place in the world and in the region. When manufacturing was offshored in the 1980s and 1990s, Australia’s ability to make complex things and solve national challenges decline further. Over the past 30 years, we lost hundreds of thousands of high-quality manufacturing jobs, school leavers missed trade apprenticeships and engineering cadetships, startups shifted overseas and investment opportunities were squandered.
In a world where 97% of our trading partners are shifting to net zero emissions and in a region of increasing geo-strategic competition, Australia can no longer afford complacency about its manufacturing future. Central to the Albanese Government’s ambitious agenda for a ‘Future Made in Australia’ is the revitalisation of Australia’s industrial and manufacturing sector, with a particular emphasis on onshoring more critical mineral processing, much of it in Western Australia, and diversifying overly concentrated supply chains. Put simply – we will make stuff here and there will be good, secure jobs to make it happen.
Our future peace, health and standard of living cannot be taken for granted, and Australia’s security and economic opportunity is intertwined with its manufacturing capabilities. The global geo-political landscape has become more uncertain, underscoring the need for comprehensive national strategies that encompass defence, economic diversification and diplomatic engagement. The Indo-Pacific region in particular holds critical importance in Australia’s future economic engagement and security strategy.
The net zero transition can drive Australia’s next 30 years of economic growth, leveraging our superabundant endowments of critical minerals and solar and wind energy, as well as our second-to-none skilled workforce and mining industry. But we must compete with other countries for the investment necessary to create a more resilient economy and to ensure our prosperity as the world makes the transition to net zero. Failure to compete generates failure. Uncertainty about the investment landscape – over energy or manufacturing strategy – deters investment in manufacturing jobs in Australia’s regions.
A Future Made in Australia is focused on delivering opportunities to reindustrialise our economy, so it is fit for purpose in the competitive new global environment. To lift national productivity and future-proof our economy, the Albanese Government is fighting hard to create good manufacturing jobs in our outer suburbs and regional Australia.
Our vision for a Future Made in Australia is about building a resilient and self-reliant economy that can weather the storms of global uncertainty. In practical terms, this means the establishment of new factories and advanced manufacturing facilities in our key mining and industrial regions, like the Arafura
Rare Earths project, and attracting investment from here and overseas, creating quality engineering and trades jobs across the country.
Central to that strategy is the reindustrialisation of Australia’s outer suburbs and regions, creating a resilient economy capable of navigating global uncertainties. This approach aims to elevate national
productivity and secure future economic prosperity for all Australians.
A Future Made in Australia is a transformative agenda that redefines Australia’s economic landscape. It champions innovation, sustainability and resilience, positioning Australia as a leader in advanced manufacturing and renewable energy technologies. By investing in local capabilities and fostering a skilled workforce, the Albanese Government seeks to build a prosperous future that is both economically vibrant and environmentally sustainable.
A Future Made in Australia is focused on delivering opportunities to reindustrialise our economy, so it is fit for purpose in the competitive new global environment. To lift national productivity and futureproof our economy, the Albanese Government is fighting hard to create good manufacturing jobs in our outer suburbs and regional Australia.
As we navigate the complexities of the twenty-first century, and its risks to Australia’s peace and security, as well as its opportunities for jobs, investment and growth, embracing this vision is imperative for securing Australia’s sovereignty and prosperity. It requires bipartisan support and concerted efforts from government, industry and communities alike.
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By Brent Clark, CEO, AIDN National
It is obvious to all that our geo-political circumstances have entered a phase that we have not seen in decades. The conflict in Ukraine and the worsening situation in the Middle East combine with escalating threats to place Australia in a precarious position across the Indo-Pacific.
As Western nations and allies attempt to resolve these issues, the simple reality remains that the need for a strong, vibrant and sovereign industrial base is simply not something that can be ignored.
Our global supply chains are heavily stressed, in some cases while not at a breaking point, they are struggling to meet the demand. If our strategic circumstances were to further diminish or, worse still, the world was to enter into more conflict, there is the real possibility that global supply chains may not cope.
The Australian Government has undertaken a significant pivot of what the Australian Defence Force will be doing into the future. Nuclear submarines, while the largest single investment Australia will make, are not the only aspect of what government is striving to achieve. The AUKUS arrangement will define Australia, and Australia’s direction, in a way not seen before.
While the development of this concept is of huge significance, it is vital that Australia’s sovereign defence industrial base is nurtured and invested in. Australia must be a contributor to the world’s global supply chain; Australia as a country cannot simply be a drain or be seen as an export opportunity for multinational companies.
AIDN National CEO, Brent Clark, addressed dozens of member companies and stakeholders at the AIDN WA Christmas Party in December 2023 on key national issues and their implications for Western Australia. Supplied. Photographer: David Nicolson.
If Australian industry is not incorporated into the planning for all Defence activities, we will simply pass the fortunes of Australia into the hands of foreign governments and foreign companies. “
Without strong oversight and investment by the Australian Government, we run the risk that we miss the opportunity to be that net contributor.
There are many arguments as to why the effort must be made to develop our sovereign capability. Clearly, there is an economic benefit to Australia. There is, of course, the return on investment argument for the Australian taxpayer, but the need for national resilience and the ability to resupply and provide maintenance for the ADF must now be considered strategic requirements.
If Australian industry is not incorporated into the planning for all Defence activities, we will simply pass the fortunes of Australia into the hands of foreign governments and foreign companies.
Australia is a highly-developed country with cutting-edge technology and industry, and yet Australia is the only developed country without an Australian-owned prime contractor in the defence sector. Our other industrial sectors do have such companies, the question must be asked why not in the defence sector?
That is not to say that foreign-owned multinational companies do not have a significant role to play in the defence of Australia; they are an important component of the defence ecosystem.
What they should not be is the driving force in that ecosystem. For Australia to simply hand over the responsibility of the defence industrial base to overseas companies and, therefore, overseas governments, is a position that we as a nation should reject.
The need for a sovereign industrial base is a fundamental pillar for the defence, security and safety of the nation. The simple solution is to state that the foreign-owned companies are Australian because they employ Australians and have a presence in-country. That is a naive approach – the need for Australianowned or -controlled companies must be the standard we demand for our security.
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By Rohan Green, Chairperson, Henderson Alliance
To meet geopolitical changes, the Australian Government has unveiled its future strategic intentions, driven by a long-term commitment to AUKUS and a larger surface combatant naval fleet complemented by nuclear-powered submarines. In doing so, there will be a significant wave of changes to naval construction programs and a new sustainment landscape. These will create some real dilemmas in building the capacity and capability of Australia’s defence industry network to deliver its elite outcomes, on-time and on-budget.
While there are some big challenges at play, there will also be some amazing opportunities for smaller businesses, if given the chance.
Over the past eight years, the Henderson Alliance has provided a much-needed voice for small business within the ever-changing defence industry framework. At the same time, we’ve assisted countless businesses to become defence-ready and chase down some early opportunities.
The Henderson Alliance exists to promote the unique value proposition of West Australian Small and Medium-sized Enterprises (SMEs) in this newly evolving ecosystem.
The benefits to sovereign
interests are not just about building technical capacity and delivering safer project management outcomes. They are also about providing efficiencies, driving innovation and originating new technologies. We are not chasing generic local content results; instead, we seek a true appreciation and explicit recognition of the leading role that specialist, highly skilled SMEs can play.
For the construction of nuclear-powered submarines, ASC (formerly the Australian Submarine Corporation) will partner with BAE Systems to undertake the build in South Australia. The sustainment, however, will be undertaken by ASC here in WA, along with the active servicing of the United Kingdom’s Astute-class and United States’ Virginia-class deployed assets, prior to the first delivery of Virginia-class subs to the Royal Australian Navy.
So, there are a number of different chapters and layers of support required over the coming years and an adaptable network of skilled SMEs is an essential component.
Austal has been announced as the potential sovereign Australian shipbuilder in WA, initially for medium and heavy landing craft, but there are abundant other opportunities for the company just over the horizon.
It is already clear that a sovereign and enduring naval shipbuilding and sustainment industry at Henderson is main street-central to the Australian Government’s commitment to continuous naval shipbuilding and sustainment in Australia.
Fortunately, we have abundant SME specialist skills at WA’s fingertips, following successful decades of construction and operational excellence of world-class oil and gas, mining and highly technical processing projects. There is simply no place on earth which has this underlying capability, so it is high time that Australian Government recognises the valuable opportunity this presents for defence industry.
The Henderson Alliance will be reaching out to Defence officials as well as ASC management to
make our case to work in partnership on the submarine programs to maximise SME involvement. Similarly, we will continue to align closely with Austal to develop a consolidated Henderson workforce f or them to be able to readily draw upon as the sovereign shipbuilder.
We will also continue to engage with international defence primes and their existing networks of SME suppliers, especially those embedded in UK and US shipyards, to support and partner with them as part of global supply chains. It is heartening that Babcock and Huntington Ingalls are already working closely with us on strategic relationships and we continue to receive the valuable support of the City of Cockburn and the WA government.
Over the past eight years, the Henderson Alliance has provided a much-needed voice for small business within the ever-changing defence industry framework. At the same time, we’ve assisted countless businesses to become defence-ready and chase down some early opportunities. We feel, however, that we have only scratched the surface of opportunity.
The bottom line is that here in WA, the SME sector can bring a lot to the table and make a key contribution to this national endeavour.
RDA Perth works with all stakeholders in supporting businesses that underpin the defence industries and energy metals sector across the state. We encourage collaboration, upskilling and innovation that make our defence industries sector world class and look forward to the continued growth of these industries across all WA regions.
Contact RDA Perth for more information.
By Rachel Falzon, National President, Women in Defence Association
The 2024 National Defence Strategy positions people as the cornerstone of Defence operations, acknowledging that our strength lies in the diversity and wellbeing of our personnel. Women in Defence Australia (WiDA) applauds that emphasis and urges the inclusion of concrete objectives and transparent progress reporting to ensure genuine representation and the wellbeing of all Defence members.
Diverse teams, spanning various segments of the Defence workforce, including gender and marginalised groups, are essential for a robust and effective force. However, while the strategy highlights the importance of representation, it currently lacks specific targets and milestones with which to achieve that goal.
Established in early 2024, WiDA advocates for action and accountability for women in the defence sector. WiDA offers a comprehensive program of support, including mentoring and networking series, while advocating for concrete objectives to drive stakeholders towards a shared vision.
WiDA calls for the inclusion of clear, measurable objectives in the upcoming 2024 Workforce Plan. These objectives should be more than aspirational – they must include actionable steps towards tangible progress. Active management and transparent reporting mechanisms are essential for tracking and evaluating progress continuously. Without explicit targets, the path to fostering diversity and inclusion remains unclear, impeding meaningful advancement.
While government policies play a significant role in driving gender equity, industries should not wait for mandates to initiate change. It is within the defence industry’s power to make equitable decisions now. WiDA is drafting a report to highlight the current representation at board and executive levels within defence companies, with research revealing a significant imbalance.
Companies that espouse the value of diversity still often lack truly diverse representation. WiDA’s industry engagement finds that companies reportedly struggle to find the ‘right’ female talent: confident, direct, assertive. This issue raises the question: are we only seeking women who exhibit masculine leadership traits? True diversity embraces different leadership styles and perspectives.
WiDA is committed to changing the narrative from ‘upskilling women’ to transforming the environment and culture within the defence sector to embrace diversity.
For too long, discussions on diversity have focused on improving women’s leadership skills and confidence, suggesting that women need to be better
prepared for leadership roles. WiDA aims to change that rhetoric, advocating that women are already valuable contributors, and that the environment needs to evolve to recognise diverse contributions and leadership styles.
WiDA is working on a cultural change program to roll out at no cost in defence companies, aiming to foster an environment in which diverse talents are valued. The initiative seeks to change the environment, not the women within it.
Established in early 2024, WiDA advocates for action and accountability for women in the defence sector. WiDA offers a comprehensive program of support, including mentoring and networking series, while advocating for concrete objectives to drive stakeholders towards a shared vision. Without genuine support from key stakeholders, progress risks stagnation, resulting in annual reports that reflect, rather than drive, momentum.
WiDA chapters are operational in WA, SA, NSW and Canberra, with additional state chapters launching throughout 2024. WiDA provides a strong network for women, offering:
• Networking and community building through events
• Bespoke mentorship programs
• Fostering the growth of relationships domestically and internationally
• Advocacy for an equitable future
• Professional development and support
• Defence industry showcasing and site tours
• Promotion of female-founded and -led businesses
• Industry career-coaching and support for school-aged girls
• WA Defence International Women’s Day signature event
A workforce that reflects the diversity of society enhances innovation, problem-solving and a sense of belonging. The balance between representation and organisational culture is the direct gateway to retention.
If you are wondering how you can make a difference, take action. Increase female representation to equal levels in senior management, offer genuine flexible and work-share roles at all levels, explore childcare payment schemes and champion cultural inclusion. As we navigate the complexities of the modern defence sector, our greatest strength lies in our people.
For more information about WiDA, please visit: womenindefenceassociation.org
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By Matt Keogh MP, Minister for Veterans’ Affairs and Defence Personnel, Australian Government
The Australian Defence Force is an incredible training ground for personnel, but when they leave service, many report having difficulty translating their skills from the ADF to the civilian workplace. I think all would agree that Australians have an expectation that when a person signs up to wear our uniform and defend our nation, they’ll be looked after by our government. The families of our Defence personnel and veterans also make sacrifices alongside them.
It should be recognised that members of the veteran community have different experiences of service and post-service life. Although not everyone requires support, we aim to deliver a suite of practical support measures for those who do.
One of the key factors for a successful transition to civilian life is finding fulfilling work. I know many of you in our WA defence industry know this intimately – either as ex-service people yourselves, or by working alongside many colleagues who have previously served in the ADF.
The defence industry is one of the key civilian industries that welcomes veterans post-service. It leverages their unique skillset and continues to provide that sense of purpose that is so attractive to people joining the ADF in the first place.
Ex-service personnel bring highly developed skills, such as leadership, teamwork, agility and the ability to work under pressure, to the civilian workplace. These attributes and skills are highly transferable and prized in any industry. At the last election, the Albanese Government committed to a $24mn veteran employment campaign, which is now in full swing. A national advertising campaign is also underway, sharing the benefits of employing exservice personnel in the civilian workplace.
At the last election, the Albanese Government committed to a $24mn veteran employment campaign, now in full swing. A national advertising campaign is underway, sharing the benefits of employing ex-service personnel in the civilian workplace.
The campaign seeks to educate employers about the diversity of skills that exservice personnel can bring to the workplace, and provide
advice to make sure our ex-service personnel are set up to thrive in the civilian workplace. Further to this, the campaign aims to boost veterans’ employment opportunities, and helps businesses to benefit from the diverse skillsets that veterans inevitably bring.
To assist businesses in supporting veterans, we are working with Australian Catholic University to develop resources that will assist employers to attract, develop and retain veterans in their organisations. We are also working with the university sector to better recognise the invaluable prior learning that veterans gain in service.
The Veteran Employment Commitment has also been renewed, asking civilian organisations to clearly demonstrate how they are supporting veterans in the workplace, while seeking an assurance that businesses will not encourage currently-serving ADF members
“
The defence industry is one of the key civilian industries that welcomes veterans post-service. It leverages their unique skillset and continues to provide that sense of purpose that is so attractive to people joining the ADF in the first place.
to leave service. Depending on the veteran employment activities your organisation has in place, you could be recognised as a Veteran Employment Supporter, Veteran-Friendly Employer or Veteran Employer of Choice.
Ultimately, this commitment seeks to assist veterans to better identify organisations that are appropriate for them, with businesses demonstrating their workplace policies and programs specifically targeted at helping veterans flourish and perform at their best. I encourage you to check out the Veteran Employment program website that is filled with helpful resources, including a tool to help veterans translate their military service into language understood by the civilian workplace,
and advice for businesses on how best to support veteran employees.
Your organisation can also show you support the veteran community by nominating for the Prime Minister’s National Veteran Employment Awards. These annual awards recognise the achievements of organisations, individuals and entrepreneurs that make significant contributions to the employment of veterans and their families.
I’d love to see more WA businesses nominate for the next awards; do check it out and give the east coast a run for its money!
For further information please visit: veteransemployment.gov.au
Ex-service personnel bring highly developed skills, such as leadership, teamwork, agility and the ability to work under pressure, to the civilian workplace. These attributes and skills are highly transferable and prized in any industry. At the last election, the Albanese Government committed to a $24mn veteran employment campaign, which is now in full swing. A national advertising campaign is also underway, sharing the benefits of employing ex-service personnel in the civilian workplace.
By Karyn Hinder, Founder, Working Spirit
Working Spirit is dedicated to facilitating the successful transition of Australian Defence Force veterans into civilian employment. Founded on the principle that the unique skills and experiences gained by military service are valuable in the civilian workforce, Working Spirit seeks to harness that potential by connecting veterans with supportive employers.
The organisation was established to address the employment challenges that veterans can face when leaving the military. By focusing on career development, job placement and employer education, Working Spirit provides a comprehensive support system that helps veterans transition smoothly into civilian life. This includes workshops, mentoring programs and networking opportunities tailored to the needs of veterans and the industries they are entering.
A key initiative driven by Working Spirit is the Transition Employment Portal (TEP). This online platform is specifically designed to connect veterans with employment opportunities in the civilian sector. TEP is a central hub, wherein veterans can find job postings that align with their skills, experience and career aspirations. The portal also provides access to training resources and professional development courses that prepare veterans for their new roles outside the military.
A key initiative driven by Working Spirit is the Transition Employment Portal (TEP). This online platform is specifically designed to bridge the gap between veterans and employment opportunities in the civilian sector. TEP is a central hub, wherein veterans can find job postings that align with their skills, experience and career aspirations.
The transition to civilian working life can be difficult for both veterans and their families. Working Spirit recognises the sacrifices made by military families and seeks to support them by making the TEP portal accessible to partners and children aged 15 and above. This inclusive approach ensures that the transition support
extends beyond the veterans, facilitating a smoother adjustment for the entire family.
The TEP is also accessible to veterans from allied nations who now reside in Australia and are seeking work. This includes our veteran colleagues from Canada, the United States, the United Kingdom and New Zealand. This inclusivity underlines Working Spirit’s commitment to supporting a diverse group of veterans, recognising the universal challenges of transitioning to civilian life.
Through its various programs and the Transition Employment Portal, Working Spirit is committed to ensuring veterans receive the respect, support and opportunities they deserve after their service. The organisation continues to advocate for and promote recognition of
the profound value veterans bring to the workforce, highlighting their leadership skills, discipline and unique perspectives.
The success of Working Spirit’s initiatives is evident in the many veterans who have secured employment through the TEP, with employers frequently expressing satisfaction with the veterans’ performance. These positive outcomes encourage more businesses to engage with the portal, facilitating a cycle of beneficial outcomes for both veterans and the civilian workforce.
Working Spirit also maintains a feedback system with veterans and employers, enabling them to continually
refine and enhance the services offered through the TEP. This ensures that the platform adapts to the evolving needs of its users and the dynamics of the job market.
As it moves forward, Working Spirit remains focused on building a community in which veterans can thrive after their military careers. The organisation’s ongoing efforts not only help individual veterans, they also enrich the broader workforce with veterans’ expertise and experiences.
For more information about how Working Spirit and the Transition Employment Portal are making a difference in the lives of veterans and their families, please visit workingspirit.org.au
By Greg Whitehouse, Chair, Veterans, Emergency Services & Police Industry
Institute
of Australia
The Veterans, Emergency Services and Police Industry Institute Australia (VESPIIA) is a pioneering initiative dedicated to advancing the wellbeing of Defence members, veterans, emergency services personnel, police and their families by supporting the organisations, staff and volunteers who deliver to the community. Launched in March 2024 with a vision to provide comprehensive support and advocacy, VESPIIA aims to be the cornerstone of a stronger, more resilient sector of support for those who have dedicated their lives to serving our nation.
VESPIIA envisions a future where the wellbeing of veterans and first responders, and their families, takes centre stage. The institute will provide a comprehensive suite of services, including professional development and training, advocacy initiatives, research support and community-building events. This will ensure that ex-service organisations, industry, allied organisations, academia, their staff and volunteers, are receiving the support and opportunities for growth they deserve.
Recognising the unique challenges faced by service communities, VESPIIA’s bespoke programs and resources enhance their skills and knowledge. These programs are not just about professional development; they also focus on mental health, resilience and wellbeing, ensuring that those who provide support to our service communities are well-equipped to handle the pressures of their demanding roles.
At the heart of VESPIIA’s mission is advocacy. The institute takes a proactive stance on policy, legislative changes and law reform, working to influence positive changes at both state and federal levels. Through strategic advocacy initiatives, roundtable discussions and public engagement, VESPIIA ensures that the voices of our members, professionals and service personnel are heard.
From seminars and workshops to masterclasses and conferences, networking and special interest events, VESPIIA’s initiatives aim to foster a culture of continuous learning and improvement, to bring people together, promote a sense of belonging and encourage collaboration across the sector.
VESPIIA is committed to celebrating and recognising the outstanding contributions of individuals and organisations within our community. Through their signature Awards for Excellence program, VESPIIA acknowledges the hard work, dedication and excellence of those who go above and beyond in their service. These awards not only honour individual achievements but also highlight best practices and innovative approaches within the sector, setting a benchmark for others to aspire to. Awards submissions will be open from 1 July-30 August 2024.
At the heart of VESPIIA’s mission is advocacy. The institute takes a proactive stance on policy, legislative changes and law reform, working to influence positive changes at both state and federal levels. Through strategic advocacy initiatives, roundtable discussions and public engagement, VESPIIA ensures that the voices of our members, professionals and service personnel are heard. By engaging with policymakers and stakeholders, VESPIIA aims to create a supportive environment that recognises and addresses the unique challenges faced by our community.
VESPIIA operates from Western Australia, with ambitious plans for the future. With a goal of expanding across Australia and New Zealand over the next two years, VESPIIA envisions a network of support that spans the region. Memberships are now available and include both organisational and professional categories, each tailored to meet the diverse needs of the community.
In the spirit of service, VESPIIA aims to support those who have dedicated their lives to others. As Chair, I am proud to lead an organisation that seeks to redefine industry standards and elevate the sector to ambitious
new heights. I extend my gratitude to potential members and supporters considering VESPIIA. Your involvement is integral to our success, and together we can build a community that advocates for positive change and supports those who have dedicated their lives to service.
VESPIIA is an ACNC-registered charity relying on the generosity of sponsors to enable its work. There are several sponsorship opportunities available for various projects undertaken by VESPIIA. Further information can be found on vespiia.org
By Andre De Barr, Convenor, WA
REVIEW
My time in the Royal Marines Commandos has profoundly shaped my approach to the civilian workplace, particularly in terms of organisational structure, decision-making and leadership.
In the Commandos, the organisational structure is meticulously designed for efficiency, agility and clarity. At the base level, fireteams of four Marines combine to form sections, which then form troops of around 30 Marines. Troops come together to create squadrons, and several squadrons form a brigade. This hierarchical structure ensures effective communication and operational success, with information flowing smoothly up and down the chain of command.
In the corporate world, this translates to a welldefined organisational hierarchy in which clear communication and responsibility distribution are paramount. By applying this military-inspired approach, businesses can enhance their operational efficiency and maintain cohesive direction, critical for achieving success.
During my time in the Commandos, I was involved in Maritime Interdiction Operations (MIOPS) in the Arabian Gulf, operating in small, specialised teams to intercept terrorism and smuggling activities, and combat piracy.
to make decisions fosters a responsive and adaptive organisation. When every team member understands the company’s mission and goals, they can align their actions accordingly, enhancing operational efficiency and fostering a culture of trust and initiative.
The military taught me that there is no onesize-fits-all approach to leadership. I learned the importance of adjusting my leadership style based on the individuals, teams and environment involved. Empathy in leadership is crucial; understanding team members’ perspectives, strengths and weaknesses builds trust and cohesion.
While on-the-ground decision-making was decentralised, our effectiveness was enhanced by centralised coordination provided by our squadron commander in the UK. This ensured our operations were aligned with broader strategic objectives and supported with the necessary resources and intelligence. Similarly, in the corporate world, while decentralised decision-making empowers teams to act swiftly, centralised coordination ensures coherence with the company’s strategic goals, balancing operational effectiveness with long-term objectives. Conversely, decentralised decision-making was crucial during dynamic operations. For instance, individual Marines and section commanders had to make rapid decisions based on the immediate environment during MIOPS. This flexibility ensured effective responses to immediate threats without waiting for instructions from higher up the chain of command.
This principle is equally valuable in the corporate world, where empowering employees at all levels
A senior leader in the Marines, now a close friend, once emphasised the concept of ‘entering the decisionmaking cycle of the enemy,’ highlighting the importance of understanding your competition deeply to make intuitive predictions about what they will do and what you must do. It was an example of deeply empathising with an adversary or, perhaps better put, in the corporate world, your competitors. This adaptability and empathy have translated into better team management and strategic planning in my civilian career, allowing for impactful leadership and decision-making.
Overall, my time in the Corps has instilled a sense of duty and pride in upholding the Corps’ standards. This accountability drives me to be more disciplined, honest, considerate and professional. Simple habits, like taking a step back to think before acting or giving instructions, have influenced my workplace approach. These experiences resonate with many ex-service personnel who emphasise decision-making, training and planning, and core values like teamwork, commitment and discipline.
The lessons from my time in the Royal Marines have provided a strong foundation for my civilian career, equipping me with unique skills and a disciplined approach to leadership and management, benefiting both my personal growth and the organisations I serve.
The military taught me that there is no onesize-fits-all approach to leadership. I learned the importance of adjusting my leadership style based on the individuals, teams and environment involved.
APoint of Contact: Russell Ascott
Position: Director
P: 0413 819 715
E: russell.ascott@abandh.com.au
W: abandh.com.au
⊲ FIND US ON: p 276
Point of Contact: Jesse Gane
Position: Chief Technology Officer
P: 0434 045 890
E: jesse.gane@adisyn.com.au
W: adisyn.com.au
⊲ FIND US ON: p 277.
E: armyartwa@hotmail.com
W: armyart.org
⊲ FIND US ON: p 314.
Point of Contact: Paul Sparke
Position: Head of Marketing and Communications
P: (08) 6595 4560
E: paul.sparke@austal.com
W: austal.com
⊲ FIND US ON: pp 36-37.
BPoint of Contact: Sarah Tartakowski
Position: Head of Supply Chain
P: (08) 8440 1400
E: enquiries@babcock.com.au
W: babcock.com.au
⊲ FIND US ON: p 66.
Point of Contact: Mark MacLennan
Position: Principal
P: (08) 6316 2200
E: mmaclennan@bennettlaw.com.au
W: bennettlaw.com.au
⊲ FIND US ON: p 224.
Point of Contact: Jiri Lipovsky
Position: Business Development Manager
P: (08) 6245 2120 | 0403 817 997
W: blacktree.com.au
⊲ FIND US ON: p 229.
Point of Contact: Mike Deeks CSC
Position: Group Managing Director P: 0408 106 316
E: mdeeks@blueoceanmts.com.au
W: blueoceanmts.com
⊲ FIND US ON: p 62
Point of Contact: Alex Marr
Position: Director
P: 0418 952 115
E: alex@benaltyhovercrafts.com
W: benaltyhovercrafts.com
⊲ FIND US ON: p 240.
Point of Contact: George Campbell
Position: Chief Technology Officer
P: (08) 9434 1934
E: enquiries@auroralabs3d.com
W: auroralabs3d.com
⊲ FIND US ON: p 302
Point of Contact: Andrew Fawkes
Position: Sales Manager
P: (08) 9459 8600
E: andrew@bendtechgroup.com.au
W: bendtechgroup.com.au
⊲ FIND US ON: pp 212-213.
Point of Contact: Simon Brennan
Position: Managing Director P: 0447 964 813
E: simon@bre.engineering
⊲ FIND US ON: p 88
CPoint of Contact: Ivan Zrilic
Position: General Manager – Oceania
P: 0430 934 367
E: izrilic@callington.com
W: callington.com
⊲ FIND US ON: p 225
Point of Contact: Michael Faulkner
Position: Manager – Economic Development & Business Engagement
P: 0427 880 429
E: mfaulkner@cockburn.wa.gov.au
W: cockburn.wa.gov.au/business-andinvestment
⊲ FIND US ON: pp 188-189.
Point of Contact: Jo Hulands
Position: Director
P: 1300 007 768
E: jo@commercialrov.com.au
W: commercialrov.com.au
⊲ FIND US ON: p 50
Point of Contact: Linda Dawson
Position: Deputy Director General –Industry, Science and Innovation
P: (08) 6277 3000
E: linda.dawson@jtsi.wa.gov.au
W: wa.gov.au/organisation/department-ofjobs-tourism-science-and-innovation/ defence-science-centre
⊲ FIND US ON: p 294.
Position: Manager, Economic Development and Tourism
P: (08) 9528 0333
E: economicdevelopment @rockingham.wa.gov.au
W: rockingham.wa.gov.au/invest
⊲ FIND US ON: p 194
Point of Contact: Patrick Connell
Position: Marketing Manager
P: (08) 6595 5867
E: Patrick.Connell@civmec.com.au
W: civmec.com.au
⊲ FIND US ON: p 67.
Point of Contact: Josh Phillips
Position: CEO and Co-Founder
P: 0421 932 166
E: josh@clearai.com.au
W: clearai.com.au
⊲ FIND US ON: p 277
Point of Contact: Gary Hale
Position: Director, National Resilience and Security Program Office
P: (08) 9266 1448
E: directornras@curtin.edu.au
W: curtin.edu.au
⊲ FIND US ON: pp 292-293
DPoint of Contact: Jake Wilk
Position: Sales
P: 0439 757 932
E: jake.wilk@decem.com.au
W: decem.com.au
⊲ FIND US ON: p 59.
Point of Contact: Linda Dawson
Position: Deputy Director General –Industry, Science and Innovation
P: (08) 6277 3000
E: linda.dawson@jtsi.wa.gov.au
W: jtsi.wa.gov.au
⊲ FIND US ON: pp 78-79
Point of Contact: Rebecca Seage
Position: Program Director WA Defence Workforce Strategy
P: (08) 6551 5594
E: wadiwo@dtwd.wa.gov.au
W: theotherforce.wa.gov.au
⊲ FIND US ON: p 84.
Point of Contact: Industry Development Team
P: (08) 8999 6330
E: defencent@nt.gov.au
W: defence.nt.gov.au
⊲ FIND US ON: pp 148-155.
Point of Contact: Daniel De Luca
Position: National Defence Manager
P: 1300 402 401
E: info@duratec.com.au
W: duratec.com.au
⊲ FIND US ON: p 42.
FPoint of Contact: Chris Blackwell
Position: Sales & Marketing Manager
P: 0410 535 005
E: sales@echomarinegroup.com
W: echomarinegroup.com
⊲ FIND US ON: p 63
Point of Contact: Captain Suresh Emmanuel Abishegam
P: 0478 677 043
E: sea@firstnationscorp.com.au
⊲ FIND US ON: p 119.
Point of Contact: Fred Bkamdin
Position: National Business Growth Manager - Marine
P: 0419 916 241
E: fred.bkamdin@energypower.com.au
W: energypower.com.au
⊲ FIND US ON: pp 54-55.
Point of Contact: Adam Falconer-West
Position: Chief Executive Officer
P: 0427 430 001
E: adam@franmarine.com.au
W: franmarine.com.au
⊲ FIND US ON: p 50, pp 208-211.
GPoint of Contact: Mason Deetman
Position: Managing Director
P: 0481 463 201
E: mason@epe.net.a
W: epe.net.au
⊲ FIND US ON: pp 246-247
P: 1800 093 724
E: info@exportfinance.gov.au
W: exportfinance.gov.au
⊲ FIND US ON: pp 298-299.
Point of Contact: Chris Booth
Position: Marine Account Manager
P: 0436 631 364
E: cbooth@galvins.com.au
W: galvins.com.au
⊲ FIND US ON: p 202
Point of Contact: Mahmood Hussein
Position: Founder CEO
P: 0499 085 777
E: mahmood@gdronesolutions.com
W: gdronesolutions.com
⊲ FIND US ON: p 221.
Point of Contact: Jonathan Ross
Position: Portfolio Manager
P: 0430 155 442
E: jono@grangeinsurance.com.au
W: grangeinsurance.com.au
⊲ FIND US ON: Inside back cover.
Point of Contact: Chris Stoll
Position: General Manager
P: 1300 230 273
E: info@griffinmarineservices.com.au
W: griffinmarineservices.com.au
⊲ FIND US ON: pp 166-167.
HPoint of Contact: Stephen Plummer
Position: Director
P: 0400 234 997
E: stephen.plummer @hpaviationhoses.com.au
W: hpaviationhoses.com.au
⊲ FIND US ON: p 221
IPoint of Contact: Lawrence Christoffelsz
Position: Founder
P: 0433 559 258
E: lawrence@importexporttv.com
W: importexporttv.com
⊲ FIND US ON: p 295.
Point of Contact: Tony Simmonds
Position: Owner/Director (Interlink Technology Pty Ltd & Interlink Technology Services Pty Ltd
P: (07) 3343 2924
W: itpl.com.au
⊲ FIND US ON: p 248.
JPoint of Contact: Mike von Bertouch
Position: Co-Managing Director and CTO
P: (08) 6365 9179
E: info@innov.aero
W: innov.aero
⊲ FIND US ON: pp 222-223.
Point of Contact: Liam Rabone
Position: Head of Business Development
P: 0402 514 593
E: enquiries@j2aus.org
W: j2aus.org
⊲ FIND US ON: p 257
Point of Contact: Cindy Lenferna de la Motte
Position: Head of Communications and Community
P: 0425 611 115
E: cindy.lenferna@isda.com.au
W: isda.com.au
⊲ FIND US ON: p 314
Point of Contact: Serge DeSilva-Ranasinghe
Position: Managing Director
P: admin@intelcommunications.com.au
W: intelcommunications.com.au
⊲ FIND US ON: p 303.
Point of Contact: Cathy Falkiner
Position: Managing Director
P: 0448 397 662
E: c.falkiner@jfdglobal.com
W: jfdglobal.com
⊲ FIND US ON: p 13
KPoint of Contact: Graham Dawe
Position: Managing Director
P: (08) 9581 6770
E: sales@kanyanaengineering.com
W: kanyanaengineering.com.au
⊲ FIND US ON: p 11.
LPoint of Contact: Scott Elson
Position: Business Development Director
P: (08) 9431 0000
E: info.imsa@aus.L3Harris.com
W: l3harris.com
⊲ FIND US ON: p 46.
Point of Contact: Liam McGeever
Position: Operational Manager –Specialised Services
P: (08) 6169 2321
E: operations@linkforce.com.au
W: linkforce.com.au
⊲ FIND US ON: p 266-267
P: (08) 6595 5960
E: communications@luerssen.com.au
W: luerssen.com.au
⊲ FIND US ON: Outside back cover
MPoint of Contact: Mark Brown & Rohan Green
Position: National Operations Manager & National Commercial Manager
P: (08) 9437 5011
E: mtaops
@marinetetchniciansaustralia.com.au
W: marinetechniciansaustralia.com.au
⊲ FIND US ON: p 156.
Point of Contact: Cindy Slaven
Position: Chief Business Development Officer
P: 0437 852 325
E: cslaven@navantia.com.au
W: navantia.com.au
⊲ FIND US ON: pp 160-161.
OPoint of Contact: Keiran Byrne
Position: Communications Manager
P: 0438 577 180
E: keiran.byrne@omniexe.com
W: omniexe.com
⊲ FIND US ON: p 43.
Point of Contact: Navin Vij
Position: CEO & MD
P: 0401 518 185
E: navin.vij@parabellum.com.au
W: parabellum.com.au
⊲ FIND US ON: Inside Front Cover.
Point of Contact: PRL Administration
P: (08) 6250 4900
E: info@prlgroup.com.au
W: prlgroup.com.au
⊲ FIND US ON: p 139
Point of Contact: Rebekah Manley
Position: Co-Founder and Director of Operations
P: 0439 733 122
E: rebekah.manley@onetide.com.au
W: onetide.com.au
⊲ FIND US ON: pp 200-201
Point of Contact: Deryck Ethelston
Position: Managing Director
P: (08) 9351 9463
E: deryck@pedco.com.au
W: pedco.com.au
⊲ FIND US ON: p 202.
Point of Contact: Noelene Murray
Position: CEO, Perdaman Global Services
P: (08) 9429 5111
E: advice@perdaman-gs.com.au
W: perdamanglobalservices.com.au
⊲ FIND US ON: p 114
Point of Contact: Jerome Monteiro
Position: Director
P: (08) 6102 0312
E: contact@profluid.com.au
W: profluid.com.au
⊲ FIND US ON: p 5.
Point of Contact: Stephen Aylmore
Position: Director
P: 0411 079 415
E: stephen.aylmore@profreight.com.au
W: profreight.com.au
⊲ FIND US ON: p 249.
Point of Contact: Bruce Roffey
Position: Manager
P: (07) 3277 3181
E: sales@osaapaustralia.com.au
⊲ FIND US ON: p 157.
Point of Contact: Warwick Carter
Position: Director
P: (08) 0939 0416
E: director@perthsouthwest.com.au
W: perthsouthwest.com.au
⊲ FIND US ON: pp 192-193.
Point of Contact: Martin Alexander
Position: Business Development
P: 0437 251 414
E: sales@qg.au
⊲ FIND US ON: p 157.
Point of Contact: Gianni Domenicone
Position: Multi Site Property Manager
P: Rockingham: (08) 9591 0600
Fremantle: (08) 9433 9400
E: questrockingham @questapartments.com.au
W: questapartments.com.au
⊲ FIND US ON: p 306
RPoint of Contact: Colleen Yates
P: 0407 236 121
E: eo@rdaperth.org
W: rdaperth.org
⊲ FIND US ON: p 311.
Point of Contact: Markus Widlitzke
Position: Senior Sales Manager
P: 0407 023 965
E: markus.widlitzke@roxtec.com
W: roxtec.com
⊲ FIND US ON: p 203.
Point of Contact: Serge DeSilva-Ranasinghe
Position: Managing Director
E: admin@riskintelsolutions.com.au
W: riskintelsolutions.com.au
⊲ FIND US ON: p 138.
Point of Contact: Tom Huberli
Position: Director, Business Advisory
P: (08) 9432 3104
E: tom.huberli@rsm.com.au
W: rsm.global/australia/people/tom-huberli
⊲ FIND US ON: pp 286-287
SPoint of Contact: Adam Kiryk
Position: Head of Defence
P: 0400 900 674
E: adam.kiryk@gotosage.com
W: gotosage.com
⊲ FIND US ON: p 182.
Point of Contact: Shaun Williamson
Position: Director
P: 0407 770 676
E: shaun@shorewatermarine.com.au
W: shorewatermarine.com.au
⊲ FIND US ON: p 58
Point of Contact: Ben Stagg
Position: Principal Consultant
P: 0432 886 615
E: ben.stagg@robertwalters.com.au
W: robertwalters.com.au
⊲ FIND US ON: p 308
Point of Contact: Melina Kawecki
Position: Executive Director Defence Projects
P: 1800 001 001
E: defence.careers@smtafe.wa.edu.au
W: southmetrotafe.wa.edu.au
⊲ FIND US ON: pp 190-191
Point of Contact: Grant Sinnott
Position: General Manager
P: (08) 9353 5588
E: sales@specialtymetals.com.au
W: specialtymetals.com.au
⊲ FIND US ON: p 3
Point of Contact: Ancrum Hubbard
Position: Director
P: 0432 671 787
E: ancrum@surepeople.net.au
W: surepeople.com.au
⊲ FIND US ON: p 87
TPoint of Contact: Larry Kickett
Position: Director
P: 0418 180 665
E: larry.kickett@tammarcontractors.com.au
⊲ FIND US ON: p 89
Point of Contact: Judi Irvine
Position: Principal
P: 0401 687 894
E: judith.irvine@tbhint.com
W: tbhconsultancy.com
⊲ FIND US ON: p 62
Point of Contact: Peter Ivanac
Position: Business Development Manager
P: 0401 918 378
E: peter.ivanac@tmtrov.com.au
W: tmtrov.com
⊲ FIND US ON: p 51.
Point of Contact: Rebecca Yde
Position: Business Manager
P: (08) 6270 6395
E: services@vescient.com
W: vescient.com
⊲ FIND US ON: p 9.
Point of Contact: Thales Corporate Communications
E: mediaenquiries@thalesgroup.com.au
W: thalesgroup.com/en/countries/asiapacific/australia
⊲ FIND US ON: p 47.
Point of Contact: Hanif Ibrahim
Position: Managing Director
P: 0422 806 806
E: hanif@financeagency.com.au
W: financeagency.com.au
⊲ FIND US ON: p 307.
Point of Contact: Ryan Powell
Position: Director
P: 0497 548 950
E: ryan@thesystemcompany.com.au
W: thesystemcompany.com.au
⊲ FIND US ON: p 248.
Point of Contact: Toff Idrus
Position: Managing Director
P: 0468 934 204
⊲ FIND US ON: p 147
Point of Contact: Belinda Rennie
Position: Operations Manager
P: (08) 6106 6658
E: info@traumasim.com.au
W: traumasim.com.au
⊲ FIND US ON: p 245.
UPoint of Contact: Dr. Artur Lugmayr
Position: Founder
P: 0413 349 225
E: artur@uxmachines.com
W: uxmachines.com
Mission Planning Tool: aerophoria.com
⊲ FIND US ON: p 224.
VPoint of Contact: Jason Parsons
Position: Business Development Manager
P: (08) 9437 0500
E: info@amccuf.com.au
W: australianmarinecomplex.com.au/cuf
⊲ FIND US ON: p 183
Point of Contact: Chris Whybrow
Position: Director / Business Manager
P: (08) 9242 3222 | 0499 982 909
E: service@visionfire.com.au chriswhybrow@visionfire.com.au
W: visionfire.com.au
⊲ FIND US ON: pp 176-177
Point of Contact: David Gordon & Jordan Eyers
Position: Director & National Operations Manager
P: 0408 691 202 | 0448 627 552
E: David@vft.global | Jordan@volz.com.au
W: volz.com.au
⊲ FIND US ON: p 207, p 308. Y
Point of Contact: Vikram Biala
Position: Business Manager
P: (08) 9466 8888
E: vikram@yaran.com.au
W: yaransuites.com.au
⊲ FIND US ON: p 195.
WA DEFENCE & INNOVATION FORUM is an independent, moderated community for members who are active in, or involved with, the Australian defence, innovation and critical infrastructure sectors. This forum provides a much needed portal for businesses and industry professionals to engage, interact and keep abreast of the latest developments across the spectrum of politics, government, defence, industry and academia.
Operating as an exclusive hub with all members vetted prior to entry, the WA DEFENCE & INNOVATION FORUM provides updates that include industry events in WA and across Australia, government announcements and general defence and industry news.
The WA DEFENCE & INNOVATION FORUM comes not a moment too soon. With the reorientation of defence industry policy, back to strategic spending critical for self-reliant sustainment, massive new opportunities are opening up to WA’s heavy industry and SMEs, but we are behind in advocacy to ourselves and the Commonwealth. With regard to the latter, they only take seriously those who take themselves seriously. The forum plays a critical support role for state government and industry associations who are now energised to the task and will alert many who are not engaged to the chances that await them.
The WA DEFENCE & INNOVATION
FORUM is a driving force of knowledge and connections within the industries that are essential to our security and prosperity. While the forum is a trusted partner to industry leaders and decision-makers in defence, its impact is also felt across the Western Australian innovation ecosystem, where it is forging new links and enabling opportunities in other sectors such as resources, energy and space through insightful information and community.
The WA DEFENCE & INNOVATION FORUM provides an effective and highly useful avenue for the exchange of information and the building of community amongst those supporting Defence and defence industry. To ensure that the state fully capitalises on the range of opportunities being presented under the AUKUS initiative and as articulated in the Defence Strategic Review 2023, engagement, information exchange, debate and alignment amongst stakeholders in Western Australia will be more important than ever. 62.5%
The WA DEFENCE & INNOVATION FORUM is a much-needed addition to the defence industry discussion. For too long, most of the debate around defence has been led and dominated by voices on the east coast. This portal will assist players across industry and in the broader community with our collective efforts to give a voice to Western Australian defence interests and shape the national debate.
Complimentary invitation for the client and a guest to attend our exclusive WA DEFENCE REVIEW hosted VIP Cocktails launch and networking function for the 2023-24 Edition valued at $150 $150.
Complimentary custom-designed LinkedIn advertisement that enables the client to generate additional publicity across both WA
and client LinkedIn networks valued at $275 $275.
Complimentary listing of client contact details in the Annual Publication Advertiser’s Directory valued at $600 at $600.
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Engage
Policy blog of WA DEFENCE REVIEW featuring original commentary by decision‑makers and analysts from Australia and overseas.
