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AT A GLANCE
REGULAR SECTIONS INCLUDE:
• News
• Behind the scenes analysis
• Capabilities
• Interviews with key decision makers
• Skills and workforce
• Events
Defence Business is the official publication of the Defence Teaming Centre (DTC) and is published quarterly.
DTC Unveils New DirectionElection PlatformsDefence Export Strategy
Issue 42 February/March/April 2018
Issue 45 November 2018 - January 2019
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Issue 43
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2,000 copies are distributed to DTC members and State, Federal and Local Government via the official database of the DTC and are also available at the Qantas Clubs. It can also be found online at www.boylen.com.au and www.dtc.org.au.
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DTC Unveils New DirectionElection PlatformsDefence Export Strategy
Issue 42 February/March/April 2018
Issue 44 August-October 2018
LAND FORCES
EXCLUSIVE INTERVIEW: MAJOR GENERAL KATHRYN TOOHEY
JOINT STRIKE FIGHTER • FRIGATES • TRANSPARENCY • CYBER • SPACE AGENCY • INDUSTRY 4.0 • SKILLS • EDUCATION
February/March/April 2018 Defence Business16 NEW DTC STRATEGIC APPROACH
New DTC Strategy
As companies position themselves to take advantage of one of the most
transformative capability periods in Australian defence history, the Defence Teaming
Centre is ensuring it is well equipped to serve the needs of its growing membership
base.
With a suite of defence policies, objectives and plans now in place, backed by a
government commitment to increase spending to 2 percent of the GDP, there is finally
an air of optimism and anticipation in the industry.
However while things are looking up, companies realise there is still a lot of
work to be done, with most SMEs not likely to see opportunities transpire into tangible
contracts for at least a couple of years.
Now, more than ever, they must strive to put the right structures in place so they
can reap the benefits later – and the DTC is ready to support and guide them along the
way.
As a peak defence industry body, the DTC takes its responsibility seriously and
is committed to supporting its almost 300 strong membership base to increase their
competitiveness and position for work in future programs.
The organisation is also working to support the growth and mobilisation of the
industry base and ensure that new businesses and people come into the sector.
“The opportunities ahead for our industry are significant, but they will pass us by
if we are not ready and competitive. It is our responsibility as the industry association
to ensure that our members are informed, have access to key stakeholders and have
strong representation into the Department of Defence, governments and the Prime
Defence Contractors,” said Defence Teaming Centre CEO, Margot Forster.
“I also see our role is to promote the industry in order to ensure we have a
strong pipeline of Australian suppliers and a future workforce, so we are out there at
every opportunities talking up our industry and the significant opportunities,” said Ms
Forster.
In order to best serve its members – and potential new members – the DTC’s
new-look Board this month (March) approved a new strategic plan that will take the
organisation into the exciting next phase of defence.
Lockheed Martin’s Audra McCarthy, a new face on the DTC Board and head
of the committee responsible for developing the new strategy, said while the policy
wasn’t significantly different to what was in place previously, the emphasis on serving
members on a national basis was a key feature.
“The DTC wants to be able to better service our members with a strong voice at
the national level she said.
A significant proportion of current members are national entities with a presence
both in and outside of South Australia, which demonstrates the growth and national
focus of the defence industry today.
The demand from members for DTC to have national reach and focus prompted
the new strategy. The move acknowledges the growing industry base, changing policy
environment and the needs of members with a presence both in and outside of the
state.
While certainly a less parochial approach to the one taken 21 years ago when
DTC was established, South Australian businesses stand to benefit from the new
national approach with strong national representation of both their capabilities and
concerns.
As DTC Chair Darryl Mincham pointed out, times have changed and so too the
By Lindy McNamara
Fred Hull from Axiom Precision Manufacturing (left) receives an award for Outstanding Contribution to Collaborative
Partnerships. Fred credits DTC with support to transition from automotive to defence. Image courtesy of Department of Defence.
dynamic of defence industry. The size of the endeavour the industry is now embarking
on means there is no longer room for parochialism and instead the model must include
a national collaboration and a national supply chain.
“We are here to serve our members For us, as industry, to be able to achieve
and deliver what we need to achieve over the next 30 years, we can only do that by
working as a united national defence industry,” he said.
While embracing and accommodating the diverse membership in its new
strategic plan, the mission of the DTC remains unchanged. At its core it is committed to
supporting Australia’s defence industry ‘to maintain and enhance their capabilities, as
well as identify and maximise opportunities in national and global defence and related
markets’.
Ms McCarthy said the DTC was focused on teaming and assisting members to
“build and develop effective competitive business relationships through collaboration”.
“This is not too dissimilar to what we have been traditionally doing as an
organisation since we were established 21 years ago. It’s about understanding and
providing the mechanisms for industry to come together and encouraging industry to
come together.
“We acknowledge that while in industry they will be competitors, there’s a
strong need for industry to work together and share information, knowledge and
experience. The DTC wants to provide those opportunities for industry.”
The organisation does its best to bring selected organisations with
complementary capabilities together for particular opportunities. In order for this to
happen it will soon be undertaking a thorough process of obtaining and mapping out
detailed capability information on behalf of its members.
“We’ll then be in a better position to use that to help members to identify
potential opportunities for teaming as well as with the Prime contracts and large
defence projects,” Ms McCarthy explained.
“The market is also looking for initiatives that have a leading sub contractor.
So we are taking on feedback from the Primes and Department for Defence on how
to put those constructs in place for industry. Under the new plan you will see the DTC
communicating what the requirements are and helping members to put the right legal
structures in place for those collaborative bids.”
For long-time DTC member, Board member and now Chair, Mr Mincham said
the new Act Now strategic plan reflected the changing face of the defence industry.
He said while SMEs would be waiting for at least a couple more years until work
on shipbuilding projects including the submarine and frigate programs began to bear
fruit, they needed to be “investing and acting now”.
“Some of the challenges for SMEs is that they now understand there is a need,
so a lot of them are going to have to look at training new staff, there will be a lot of
capital expenditure and investment required.
“That’s a pretty tall ask for a lot of SMEs, especially since they’ve just come out
of the doldrums of the GFC. A lot of them have expended their reserves so they are
running on the smell of an oily rag.
“Now they are required to invest in training or new equipment and that can be
a major barrier for a lot of smaller SMEs and it’s how we as the defence community
combat that is going to be of great importance,” he said.
Appointed Chair in November last year, Mr Mincham said he felt privileged to be
involved with an organisation that is “very professional, relevant and responsive” and
“acts with integrity”.
He added it was “absolutely critical” for members to understand the DTC was
always working towards achieving a long-term sustainable industry.
As the head of SME manufacturing company Mincham Aviation admitted, a few
years ago he wondered if he had made a bad career choice.
“But now whilst times are still difficult there’s hope on the horizon. Knowing
there are cemented projects in the budget and things are going to be happening we
can start planning.
“For the first time since the 1940s and 1950s we’re creating a foundation in the
defence industry that is going to become the spawning place for so much innovation
and technology that will ignite so many other industries in Australia.”
The automotive industry is one that has fallen by the wayside in recent times,
with many employees being reskilled to take up employment in the defence sector.
New Board member Fred Hull of Axiom Precision Manufacturing has first hand
experience of the support offered by the DTC to SMEs as they transitioned from
automotive to the defence industry.
17February/March/April 2018 Defence Business NEW DTC STRATEGIC APPROACH
As a Prime for the cape class patrol boat for the Australian Border Force, Austal has relied on the DTC
to facilitate connections with suitable SMEs. Image courtesy of Department of Defence.
34 August-October 2018 Defence Business
Achieving More Together
Australian-based defence Primes and their supply chains do not have the capacity to
work with thousands of small Australian firms.
Faced with the threat of losing billions of dollars of contracts to established overseas
networks, the DTC is helping Australian companies to form – and formalise – new
alliances or teams.
“Just because you're an SME doesn’t mean that you are entirely locked out of these
significant opportunities,” said Dematec Automation CEO, David Hart.
“Attending the DTC workshop and hearing about how Nova Systems, QinetiQ and
PwC work together helped me to get a better understanding of how collaborating
can unlock opportunities.”
This led to Dematec and Smart Fabrication (Smart Fab) working with the DTC
to develop a formal Memorandum of Understanding (MoU) which was signed in
mid-August.
Dematec Automation is an engineering and design company that builds control
systems for major projects. It has developed a platform for sensors and monitoring
devices that can assist manufacturing companies to become more advanced in their
industrial processes. Smart Fab is a dynamic engineering and specialist steel fabrication
company. Its core business is the planning, design, construction and installation of a
wide range of metal fabrication products.
Both companies have been through the DTC’s collaboration program. The DTC also
provides advice and a variety of tools to assist the process, as well as articulating what
companies need in place to be eligible for defence contracts. Through a partnership
with Jones Harley Toole (JHT), the DTC has developed a suite of legal documents and
frameworks which support companies in coming together and collaborating for mutual
benefit. The document suite has been developed with SMEs in mind from the outset,
where the two organisations have worked hand-in-hand to ensure that the documents
are written in plain English and kept as short as possible.
“The fact that DTC offers documentation, the MoU framework and brings things such
as the ISO 44001 standard to the table helps step you through a process,” said David.
“However, there’s a lot of value in getting experienced facilitation. We could
have sat there tearing our hair out and trying to work through the template but a
knowledgeable facilitator can pull you through the process and drag you out of the
rabbit hole if you're obsessing over some minor detail that really doesn’t matter.”
While Smart Fab and Dematec have worked together informally in the past, the MoU
provides the basis to be more proactive.
First, however, the relationship must extend beyond the two executive teams, to build
relationships between the organisations.
“Collaboration is a great way to amplify the capabilities of our organisation by finding
other likeminded companies that share similar values and aspirations that we can work
with. In that way, the whole can be better than the sum of the parts,” said David Hart.
“It’s critical that the teams have an opportunity to meet each other and get a little bit
more understanding of what each other do.
“But at the executive level I think we need to start looking at opportunities that we can
immediately start to leverage from each other’s client books that we haven't been able
to service before. There’s probably some low hanging fruit where we can get started on
some initiatives relatively quickly.
COLLABORATION 35August-October 2018 Defence Business
“Then we can be a lot more strategic. For example, if a potential project comes up
where we don't have the capability to fulfill it all, we need to go and find someone to
work with to go and address it.
“It’s also about being a bit more aspirational and saying we’re an SME of 20 people
in our own right and we can only grab a very small segment of the defence work off
the back of our resources and our own capability. Can we work with others who
share similar values and aspirations to access opportunities that would otherwise
not be present?”
The words “relationship” and “values” are common themes.
David firmly believes, “the relationship is key to it all”.
“It is generally better if the relationship precedes the formalities,” he said.
“The formalities are probably more about a commitment to set aside the time
and resources to properly understand what both organisations do and to actually
strategically target opportunities out of it.
“It might be like getting married, where you've been in a relationship and the marriage
ceremony is when everyone comes together and sees the commitment.”
THE FUTURE
“The next step will be going along to the DTC webinar on ISO 44001 (collaborative
business relationship management systems).
“And that’s where organisations like the Defence Teaming Center are important.
You're bringing together a whole lot of organisations who have the potential to
collaborate but until you've formed those relationships and understood who some
of these other businesses are then it's pretty hard to even get started.
“So, I think continuing down that path is something that we’ll certainly do, and we’ll
have to also look at our internal capabilities and the areas that we don't have core
competencies in or we don't have partners that have core competencies to see if there
are gaps that are holding us back.
“We’re also not particularly good at marketing ourselves. If even our long-term
customers don't understand the full scope of what we do, then the chances are
that businesses in the Adelaide landscape certainly don't, or they might have a
certain perception.
“So, I think it's an important process to get that information out there.”
The DTC workshops raise challenging items for discussion, but few are
more confronting than the idea of collaborating with competitors in order
to achieve capacity.
“Collaborating for scale rather than scope was one aspect I hadn't really considered.
I guess it would be challenging to get that level of trust right at the outset to have a
mutual understanding of what this means, how it's going to be executed and how that
would roll out over time," he said.
To deliver on the Federal Government’s $200bn Defence spend over the next
decade and develop a sovereign industry base, Australia needs more medium-
sized businesses. Medium-sized businesses reduce risk to Prime defence
contractors and make the decision to choose an Australian company over an
overseas incumbent supplier, much easier.
Yet small business makes up as much as 98% of all firms in some States.
Inter-firm collaboration is one approach to “create” medium-sized companies,
or teams of small companies which upon forming a team, have similar
characteristics to a medium-sized business.
The DTC program “Achieving More Together – A Deep Dive into Inter-Firm
Collaboration” explores the types of behaviours, culture and frameworks that
are conducive to successful collaboration.
The program was presented by David Pender, Principal of Knowledge
Perspectives and Adjunct Senior Lecturer at the Adelaide University
Business School.
(L-R) Margot Forster (CEO, Defence Teaming Centre), Simon Kennedy (MD, Smart Fabrication), Mark Stevens
(Director of Finance, Marketing & Governance, Dematec Group) and David Hart (CEO, Dematec Group).
COLLABORATION
"Collaboration is a great way to amplify the capabilities of our organisation by finding other likeminded companies that share similar values and aspirations that we can work with. "
Land 400 deliversAustralia-wide boon
Issue 43 June/July 2018
20 June/July 2018 Defence Business
New Premier Outlines His Plans For Defence
Implementing an ex-service personnel policy, averting a skills crisis in the
maritime defence sector and a renewed commitment to sovereign capabilities are key
priorities for newly elected SA Premier Steven Marshall.
In addition, he will be vigorously lobbing to have the fledgling Australian Space
Agency headquartered in South Australia.
In a decisive move, the Premier has personally taken on the Defence portfolio,
explaining that “it is so crucial to our future.
“It is really a portfolio that only a Premier can take because there is so much of
our future which is hinging on the success of us delivering these contracts.”
APPRENTICESHIP AND TRAINEESHIP $100M COMMITMENT
His pre-election commitment to inject $100m towards an apprenticeship
and traineeship program has remained a major focus since becoming the State’s
46th premier. Critical to this has been leveraging his relationship with the Federal
Government in a bid to gain matching funding.
He regards the prospect of investing a further $200m into the State’s defence
industry as a major win. It ties in with his overall vision to use a local workforce for the
vast majority of maritime projects.
“Defence SA is working with the sector and with external consultants so we
understand the gap between what the projected need is and what the projected skills
will need to be,” he said.
“We understand what that gap is going to be and what we are going to resource
in. “If we get this (federal funding) it will be absolutely enormous to have $200m
going into new apprenticeships and traineeships.
“It will mean we can create almost an additional 21,000 new apprenticeships
and traineeships over that four-year period which will really address the full needs of
not only the defence sector but other sectors across South Australia – manufacturing,
agriculture, mining, all of the sectors that we know that we need technical skills.”
The Premier has also committed to building a specialist technical college in the
western suburbs to encourage students to prepare for a career in the defence industry,
as well as promising a $1m scholarship fund to assist students undertaking further
tertiary study.
“We want to grow the defence sector in South Australia, we want to create more
jobs, we want to create a real appetite for young people especially those finishing
school and university to look at the defence force as a lifelong career,” he said.
SHIP BUILDING CONTRACT UPDATE
Pre-election, Mr Marshall expressed concerns that the previous government had
not prepared the South Australian workforce to deliver on the flow of defence projects.
Under his leadership, he has made it a priority to improve the required skills and
facilities, with a view to having most of the submarine and ship building workforce
made up of local contractors.
“We were concerned before the election that the previous government hadn’t
done that macro capacity planning work and we are already concerned that there are
already skills shortages in the sector,” he said.
“We don’t want it to turn into a skills crisis.
“That is our focus, to maximise the amount of SA content in all of the
opportunities that have been given to us by the Australian government.”
Together with the potential $200m funding of apprenticeships and traineeships,
the Premier was impressed by the future of the State’s and national defence industry.
“That is why skills are so important,” he said. “If we can get that right we can
give an opportunity to students that are finishing school to have the opportunity to
work in the defence sector for the next 30 years, through programs that we have here
at the moment, let alone the ongoing sustainment programs.”
EX-SERVICE PERSONNEL
Premier Marshall has committed to providing funding in his first budget to help
ex-service personnel transition into the defence industry.
Speaking with Defence Business magazine, he was clearly excited about the
opportunity to offer past Australian Defence Force service personnel the chance to put
their skills and security clearances to work.
“I am so passionate about this policy,” he said.
“We were continually hearing from our companies that they needed people
with security clearances.
“On the other hand, we were hearing about these people who had served in our
Australian Defence Force and looking to transition back in to civilian life with these
incredible security clearances.
“So we thought, here is an opportunity to bring these two situations together
and create an opportunity.
“Our serving personnel have got incredible capability as well as security
clearances and we just see that we should be utilising them in the growing
defence industry.
On the cusp of strong economic growth in the defence industry, SA Premier Steven Marshall outlines what he is already putting into action for the sector.
By Josh Teakle
SPECIAL PROFILE 21June/July 2018 Defence Business 6 November 2018 - January 2019 Defence BusinessSPECIAL PROFILE
New Minister for Defence Industry Steven Ciobo firmly believes that Australia’s defence
sector SMEs are ready to take on the world. The former Trade Tourism and Investment
Minister set up the Defence Export Facility and brings a strong export focus to this
portfolio.
“You can’t spend two hundred billion dollars, with a rock solid commitment to
boosting Australia’s sovereign capability, without that having a marked impact in the
market place,” he says.
Minister Ciobo wants to continue to build momentum by maximising emerging export
opportunities. To boost capability within Australia, the defence industry policy must be
geared towards growing our capability.
A long-term and systematic approach is needed to ensure the right drivers are in
place, in particular, to advance the SME side of defence industry. There is an important
distinction here in terms of the approach, and this is in the context of boosting
capability rather than propping up businesses.
CHALLENGES AND GROWTH
With the vast array of challenges and opportunities that exist in the defence industry
sector, SMEs are genuinely enthused and energised by the transformation happening in
this space.
The ambition within the defence industry, however, is coupled with what the Minister
describes as "the very real and very material challenge" of how we ensure that we
have the labour force capability to meet that level of ambition.
Much thought and consultation is going in to the work that needs to be done.
This thought and consultation extends beyond Osborne, SA. It encompasses frigates,
submarines and OPVs, and includes the important work around munitions, digital
technology, and cyber security.
Minister Ciobo is committed to the continued investment in skilling Australian workers
to meet the needs of the sector in the years to come.
MAXIMISING POTENTIAL
The Minister warns of the danger of speaking in generalities when different businesses
are at different levels. With some outstanding Australian businesses globally
competitive now, and others that will be in the future, what needs to be done is to
"maximise the potential of all of those businesses".
In the defence export space, some of that is about reaching economies of scale for
Australian industry. It is also about making sure we are able to capitalise on intellectual
property that is developed here in Australia. Through the defence industry capability
plan, there is a focus on boosting sovereign capability.
EDUCATION
“Education appropriate to a growing defence industry is not something you set the
guidelines for and then walk away from." At a round table with the Defence Industry
Minister Ciobo Targets Defence Exports for Accelerated Growth
"You can’t spend two hundred billion dollars, with a rock solid commitment to boosting Australia’s sovereign capability, without that having a marked impact in the market place."
Minister for Defence Industry, the Hon Steven Ciobo MP, with a Hawkei, Light Protected Vehicle at the Land Forces exposition.
Committee of the Australian American Chamber of Commerce, Minister Ciobo
spoke about initiatives that could be undertaken around internships.
He also spoke with Adelaide University and ANU about the work that they are doing in
this educational area.
He understands that it will require consistent application of effort and tweaking of
policy to make sure that the right composition of skills, but equally, "experience
pathways are established to equip our defence industry labour force into the future."
INTERVENTION TO MANAGE WORKFORCE ALLOCATION
Minister Ciobo is reluctant to have the government at the core of making
determinations about workforce mix. "We need to flag it and then have industry
respond to it."
Signposting well in advance the various milestones and forecast demands for workers,
would give industry the opportunity for very significant collaboration with training
providers where appropriate, internal opportunities for on-the-job training, and skilling
in business that aligns with the demands on these projects.
CONCERNS
In terms of what keeps the Minister awake at night, the first is being vigilant about not
being a victim of our own success. As he explains, businesses that are experiencing rapid
growth can face existential challenges, coping with and meeting the demands placed on
them from that growth.
"It’s a very different set of challenges to businesses that are facing atrophy…"
The second is actively sorting out the peaks and troughs of demands.
And finally, Minister Ciobo’s want to ensure engagement is frequent enough that there
is ongoing dialogue about where industry is at, where government is at, and where
defence is at.
"Let’s make sure we’re on the same - maybe not the same page - but on the same path."
EXCITING PORTFOLIO
There is a lot to be excited about in this portfolio. With an enthusiastic response
from Australian industry, a concrete commitment from the primes to the build-up
of Australian industry content on major contracts, there is a pipeline of work that is
unmatched in history. All of this, the minister believes, presents exceptionally well for
what should be a "very bright future for Australia’s defence industry".
CIOBO-PYNE RELATIONSHIP
There’s certain symmetry in Steven Ciobo replacing Christopher Pyne in the defence
industry portfolio.
In 2017, Ciobo and Pyne developed the Defence Export Strategy.
It comes as no surprise that the Pyne-to-Ciobo transition as Minister for Defence
Industry has hardly caused a ripple, which is just as the ‘new’ Minister intended.
He explains that the two ensured the government was adopting "a holistic approach to
boosting not only our capability but also our export potential."
The Ciobo-Pyne duo oversaw the creation of the $3.8 billion Defence Export Facility
managed by the Export Finance and Insurance Corporation.
This is Minister Ciobo’s sixth cabinet role. He also served as a Shadow Minister in the
Nelson, Turnbull and Abbott Oppositions.
Minister Ciobo has previously served as Australia’s Alternate Governor to the World
Bank, the Asian Development Bank and the European Bank for Reconstruction and
Development.
He holds a Bachelor of Commerce and a Bachelor of Laws from Bond University,
as well as a Master of Laws from the Queensland University of Technology.
7November 2018 - January 2019 Defence Business SPECIAL PROFILE
Minister for Defence Industry, the Hon Steven Ciobo MP, with Endeavor
Robotics representative, Jason Montano, at the Land Forces exposition.
Minister for Defence Industry, the Hon Steven Ciobo MP (left), with LOGOS Vice President of International Programs, Alan Murdoch, at the
Land Forces exposition.
Issue 45 November 2018 - January 2019
DTC AWARDS
eduskillswork
+ MINISTER CIOBO + ADAM GOODES + DIVERSITY REPORT + MINISTER PISONI + NAVAL SHIPBUILDING COLLEGE + DTC MANAGEMENT COURSES + JIM WHALLEY + VETERANS SUCCESS STORY + EURONAVAL KEYS
