The Future Of Australia s Defence Industry
|
|
- Norah Jenkins
- 6 years ago
- Views:
Transcription
1 Page 1 of 6 RUSI of Australia Website Presentation Transcript The Future Of Australia s Defence Industry Mr. Michael Ward, Managing Director of Raytheon Australia, spoke to the USI of the ACT in Canberra on 3 October 2012 The United Services Institute of the ACT hosted a presentation by Mr. Michael Ward, Managing Director of Raytheon Australia. He spoke of the history of Defence Industry supporting the Department in the past, and provided a perspective on the major challenges currently facing Defence Industry in Australia. The presentation was introduced by USI Vice-President Wing Commander Vern Gallaher. not products. And the support of those capabilities requires sophisticated integrated logistics systems not the commodity provision of individual logistic tasks. Of course, the industry capabilities required to deliver against these requirements take considerable time and investment to establish and develop; they also atrophy quickly and require a consistent throughput of work to maintain. Whilst there is plenty of scope for flexibility at the micro level, the generation of macro defence industry capabilities requires a strategic view and commitment. This is more important now than it has ever been and fundamental to any consideration of the future of Australia s defence capability. (Photo of Mr. Ward courtesy Raytheon Australia) Introduction It is a great pleasure to have been invited to speak to you today on the future of Australia s defence industry. Let me start by making the observation that, in the current era, indigenous defence industry is a key component of national defence capability. Defence industry is no longer just an armslength provider of commodity goods and services but rather one of the fundamental elements of the national security infrastructure. Whilst there will always be the requirement for Defence to purchase commodity goods and services, the generation of modern war-fighting capabilities requires enterprise architectures populated by interoperable, integrated systems History To properly consider the future industry it is important we understand a little of the history of defence industry in Australia. The industry has undergone a significant transformation over the past 20 odd years evolving to meet the needs of the Australian warfighter and shaped by two decades of government policy. It is fair to say the industry was in a parlous state during the 1970 s and early 1980 s. On the one hand we had government owned and operated industrial facilities that were terribly inefficient. On the other was limited commercial in-country investment. The non-government element of the industry, typified by rep offices from offshore defence companies, focused on selling into Australia rather than doing in Australia.
2 Page 2 of 6 The germination of the defence industry we know today can, in my view, really be traced back to the establishment of the Australian Submarine Corporation in 1985 to tender for the design and build of a new fleet of submarines for the Royal Australian Navy. The tender was successful and in June 1987 a $5B contract was signed, between the Commonwealth and ASC, for the design and manufacture of six Collins Class submarines. What is important here is that ASC was established as a joint venture with the two private sector partners, holding between them 51% of the joint venture, and the Australian Industry Development Corporation holding the other 49%. So we saw the Australian Government, through the Australian Industry Development Corporation, working with, and facilitating investment by, the private sector to develop the industry capabilities necessary to support Defence s emerging warfighting requirements. The other two significant events in the 1980 s were the opening of ASC s facility at Osborne in 1989 and the corporatisation of Australian Defence Industries or ADI in the same year. The 1990 s were the formative years for Australian defence industry. In the early 1990 s ADI began its move away from a public sector model to one more aligned with the private sector a move which had produced real dividends by 1994 and culminated in the privatisation of ADI in During the mid to late 1990 s the Australian Government publicly recognised the importance of a strong and capable indigenous defence industry and multinational defence companies began to see the potential of the Australian market beyond mere product drops. It was in this environment that a number of these multinationals began to invest in Australia on a significant scale and we saw companies like BAE, Boeing and Raytheon, all of whom had a long-term presence in Australia, establish full subsidiaries in country and begin the investment in local people, processes, tools, plant and equipment that continues today. The sale of ADI to Transfield/Thomson in 1999 was also a significant event during this period. It marked the conscious exit of the Australian Government from being part of the indigenous defence industry. It is interesting to note that this Government position was, in part, reversed in 2000 when the Commonwealth became the sole shareholder of ASC. Throughout the next decade or so the Government continued to encourage a healthy indigenous defence industry. On the back of this, and through considerable private sector investment, the capabilities of Australia s defence industry have continued to develop. The relationship between Government, Defence and defence industry also matured, with the three parties evolving to more of a partnership approach whilst retaining a suitable competitive environment. The last 15 years has also seen considerable consolidation across the industry. Whether through the collateral effects of overseas ownership changes or through local merger and acquisition activity, consolidation has been widespread. Some of this activity has been high profile like the transfer of ADI ownership to Thales in 2006 or the acquisition of Tenix Defence by BAES in But much of the industry s consolidation has occurred quietly without much fanfare. According to the Australian Defence Magazine there are only six indigenous companies whose annual revenue has consistently exceeded $300m over the past three years perhaps the minimum level of revenue to support necessary investment, capability and risk management to effectively function as a prime for major defence acquisition and sustainment programs. I believe there is limited scope for further consolidation. Today The history is important and certainly goes to our understanding of how our indigenous defence industry has evolved and importantly what it has become. Today, Australia s defence industry is a highly capable product of two plus decades of government policy and a couple of decades of private sector investment. It is an industry that, according to the DMO in August of this year, employs between 24,000 and people across Australia. It is no longer just an arms
3 Page 3 of 6 length provider of commodity goods and services but rather one of the fundamental elements of the national security infrastructure. That said, it is an industry that supports a single customer a monopsony. There have been some very successful defence oriented exports and the companies that have achieved these successes are to be congratulated, but defence exports count for a tiny amount of defence industry revenue in Australia. The predominant focus for Australia s indigenous defence industry is to meet the needs of the Australian defence customer. The Australian defence customer spends about 75% of its acquisition budget offshore with only 25% spent with indigenous defence industry. Most of that 75% is spent on product whilst the 25% spent with Australian defence industry will be focused on procuring enterprise architecture, systems integration, support system design, niche sub-systems and project management. This mix of acquisition spending is not surprising nor should it necessarily be challenged. For the most part Australian industry does not produce the type of modern warfighting product that is required by Australia s Defence Force. The exception to this is in ship building and perhaps in protected vehicles. I remarked earlier that the generation of modern warfighting capabilities requires enterprise architectures populated by interoperable, integrated systems not products. Our indigenous defence industry capability needs to provide the high value add elements of acquisition - enterprise architecture, systems integration and support system design. It is with some satisfaction that I can note that Australia s indigenous defence industry has world-class capability in these areas. Quite contrary to the acquisition budget, Defence spends about 75% of its sustainment budget onshore. The 25% offshore element is a mix between contracts for specific support and the offshore support elements of contracts let to indigenous defence industry largely for specific sustainment tasks for which there is no capability in Australia. Again, this mix of sustainment spending is not surprising - indeed it is sensible and practical. The support of modern war-fighting capabilities requires sophisticated integrated logistics systems not the commodity provision of individual logistic tasks. Australia s defence industry can, and does, provide these sophisticated integrated logistics capabilities. Our national capability in these areas is again world-class. Key issues I have a firm view that Australia s defence industry is fragile. It is focused on supporting the Australian warfighter and it operates, largely, with a single customer. In that environment it is very much at the mercy of changes in customer demand for its ongoing existence. There is no doubt that the last couple of years have been challenging for the Australian defence industry. The flow of work has been slow and this has put considerable pressure on individual companies as well as on the industry as a whole. I accept that we are not alone in having a tough few years. Defence and defence industry across the western world are in a period of turmoil. The ongoing global financial challenges, the rapidly evolving geopolitical environment, the rapid advance of technology and the changing balance of the elements of national power have caused nations around the western world to review their strategic defence posture, to reevaluate defence budgets and to reconsider their plans for future defence capabilities. The sweeping changes in the UK and the emerging developments in the United States provide excellent examples of this turmoil. Since mid 2009 changes in demand have resulted in the loss of 15% of Australia s defence industry workforce. In just three years the workforce has fallen from 29,000 people to somewhere between 24,000 and 25,000 according to the DMO in August. Contrast today s reality to where we expected to be following the release of the 2009 Defence
4 Page 4 of 6 White Paper. In his July 2009 speech to the Defence & Industry Conference, the then Defence Minister, John Faulkner, predicted a defence industry workforce of 34,000 by Much has changed since then but the reality is we will soon have a defence industry workforce some 30% smaller than the Government expected. It is important to note how much industry depends upon the Government s strategic guidance. As an example, in the late 1990 s the guidance was clear that the Government wanted industry to have the ability to perform work in Australia. This resulted in company strategies to invest in Australia that, in many cases, took five plus years to be implemented. The 2009 White Paper outlined substantial capability revitalisation for the Australian Defence Force and triggered adjustments to investment strategies industry wide. The slow implementation of the 2009 strategy has caused considerable pain across the industry and this has been exacerbated by the 2012 budget cuts. There is no doubt that the current fiscal environment has put considerable pressure on Defence and defence industry. This is a significant strategic consideration for defence industry but not the most significant. The business of defence is a slow and ponderous one. Despite flexibility being one of the principles of war it is far more evident in the uniform element of Defence than in the bureaucratic element. Defence industry is one of strategic decision-making, investment and preparation for future requirements. We need lead-time. Indeed the master principle of war selection and maintenance of the aim - may be a far more applicable principle when discussing how Defence and defence industry should engage. The challenge for industry is not necessarily in what is being decided, whether that be modifications to the defence budget or a significant change in the strategic outlook for the Australian Defence Force (e.g. a new White Paper) that may require a new capability mix. Industry could, and should, be able to deal with these types of strategic changes. It is short notice changes to strategic planning that cause industry angst - program cancellations, short notice delays to acquisition projects, abrupt withdrawal from service of existing capabilities. These are the types of actions from our single customer that cause difficulties. In short, industry cannot turn on a dime but needs time to adjust to minimise the impact on capability and cost. At the strategic level I am not always convinced that the impact of a short notice change on defence industry is understood or its impact realised. I remarked earlier that the type of industry capabilities required to deliver against modern war-fighting requirements take considerable time and investment to establish and develop, they atrophy quickly and require a consistent throughput of work to maintain. Whilst there is plenty of scope for flexibility at the micro level, the generation of macro defence industry capabilities requires a strategic view and commitment. This is more important now than it has ever been and is fundamental to any consideration of the future of Australia s defence capability. Let me be clear: defence industry in this country must, and I repeat must, exist to support the nation s required defence capabilities, not the other way around. There is no free ride and industry should not be looking to government for hand-outs. Notwithstanding, the characteristics of a highly capable indigenous defence industry, and the need to sustain it, should be a consideration in any strategic decision about defence posture, capability or expenditure. Future considerations Australia s defence industry was created largely as a function of government policy in the 1990 s. It was government policy of the late 1990 s through to 2009 that encouraged defence industry investment and facilitated the development of indigenous capability. The strategic guidance provided in the 2009 white paper further encouraged industry investment and predicted considerable growth across the ensuing decade in order to support a range of new defence capabilities.
5 Page 5 of 6 That growth has not come, return on investment has not been realised and the fragility of Australia s defence industry has been exposed. There is no doubt we need to work through the tough fiscal times new projects will be few, sustainment budgets will be squeezed and the industry will feel the pain. It will be painful for the primes, it will be painful for major subcontractors, it will be particularly painful for small to medium enterprises, and it will be painful for providers of services to the industry. When we examine what needs to be considered when planning for the future of Australian defence industry our aim should be to limit the pain and to ensure we emerge from these challenges with an industry that remains strong and capable. The key to retaining a strong and capable industry is ensuring a predictable flow of new work, and the best way to achieve that is for the Commonwealth to adhere to publicly announced timings for the approval of projects over the window. Industry has geared up to bid and deliver those projects on the strength of government guidance, and, just as importantly, a higher degree of certainty will allow industry to maintain capabilities in enterprise architecture, systems integration and support system design - the capabilities we need to maintain and develop to support future war-fighting requirements. Concurrently, updated government guidance, in the form of the 2013 White Paper, will be developed and released to enable the next phase of industry strategic planning. Next, let s think about growing our current defence industry capability. At the macro level, I believe we need to decide what we are doing in the area of naval shipbuilding. There has been a lot of commentary about what we, as a nation, should do in regard to future naval programs. I am firmly of the view that we should build Australian surface combatants and submarines in Australia. I believe we should capitalise on the investment the nation has already made in Australian shipbuilding particularly on the back of the Air Warfare Destroyer program and consider naval shipbuilding as a core component of Australia s manufacturing sector. We must all recognise that this is much more than just a decision on one or two individual projects. I believe Australia needs a national shipbuilding strategy; a long-term program to build Australia s surface combatants. We should draw upon the design, integration and construction capabilities established for the Air Warfare Destroyer program and consolidate that capability through a national shipbuilding strategy. A national shipbuilding strategy will do more than just deliver world-class warships to the Royal Australian Navy. It will ensure we never again encounter what Ministers Smith and Clare recently referred to as the Valley Of Death where jobs are lost and skills disappear. A national shipbuilding strategy will provide the bridge across the Valley Of Death and ensure Australia has the necessary skills to build and integrate our future submarines. The Government is currently in the process of examining all options for Australia s Future Submarine capability from off-the-shelf to design-and-build in Australia. I do not want to go into a drawn out examination of the options but suffice to say that, in my view, there will be a level of design, construction and integration carried out in Australia. How much is yet to be determined but the wherewithal to do that work in Australia goes to the core of a sovereign future submarine capability. The plan to build (read some level of design, construction and integration) Australia s future submarines in South Australia will both benefit from and complement a national shipbuilding strategy. Let me move on to sustainment. Australia s defence industry has world-class capabilities in integrated logistics and a very strong capability to provide in-country support to ADF systems. We should take full advantage of this. We should be transitioning the support of ADF systems procured offshore to in-country arrangements as soon as practicable. This will take advantage of industry s capabilities and deliver cost and schedule dividends to Defence. It will also mitigate the risks inherent in having mission essential sustainment activities
6 Page 6 of 6 outsourced to non-sovereign third party suppliers. We need to look at the sustainment picture holistically. This means an integrated logistic view across engineering, maintenance and supply support to ensure we efficiently address availability and cost of ownership. We also need to allow that integrated view to encompass both traditional customer and traditional industry functions. This sounds simple but it is not an approach that is widely embraced across Defence and industry today. This sort of approach will deliver benefits to Defence in terms of cost, capability and availability; and to industry by providing longterm work, in partnership with Defence, which in turn will allow for continuing private sector investment targeted at generating greater benefits in cost, capability and availability. Conclusion Today we have a highly capable defence industry that is focused on meeting the needs of the Australian warfighter. It is an industry that continues to mature, to develop its capabilities and to build a strong reputation for performance. However, there is no doubt that the industry is somewhat battered by the slow down in work over the last few years and apprehensive about the impact of the recent cuts to the defence budget. We need to work through the current tough fiscal times and accept that we will not emerge from them without some pain along the way. To lessen that pain, the Commonwealth should adhere to the publicly announced timings for the approval of projects over the window. In addition to ensuring this predictable flow of work, the Commonwealth can provide critical support to Australia s defence industry through firm strategic guidance on the capabilities the nation needs to acquire and sustain over the next decade. I believe a key element of that guidance should be a national shipbuilding strategy. Australia s defence industry is a key component of our national defence capability - one of the fundamental elements of our national security infrastructure. We should recognise its importance and do what is necessary and reasonable to retain and develop it. Thank you, and I m now happy to take questions. Biography: Mr Michael Ward is Managing Director of Raytheon Australia and is responsible for the executive management of Raytheon operations in Australia and New Zealand. Prior to assuming his current position, Michael served as Raytheon Australia s General Manager, Strategy and Business Development, where he was responsible for business growth and operational efficiency. Before joining Raytheon, Michael was employed as a Defence Adviser to the Parliament of Australia. Michael s service in the Parliament of Australia came at the end of a 20- year career with the Australian Military. While at Raytheon, Michael has been employed in a range of management roles within Raytheon Australia. In addition to his Strategy and Business Development role, Michael also served as General Manager, Support Services. A native of Australia, Michael is a graduate of the University of New South Wales and a Fellow of the Australian Institute of Management. He studied for a bachelor s degree in information technology before completing a master s degree in business administration.
Statement of Corporate Intent
2018-23 Statement of Corporate Intent Building and maintaining Australia s frontline naval assets. www.asc.com.au 02 STATEMENT OF CORPORATE INTENT 2018-2023 ASC Pty Ltd About ASC ASC Pty Ltd is a proprietary
More informationAUSTRALIAN BUSINESS DEFENCE INDUSTRY SUBMISSION TO INQUIRY INTO FUTURE OF AUSTRALIA S NAVAL SHIPBUILDING INDUSTRY
01 March 2017 Additional Support Committee PO Box 6100 Parliament House Canberra ACT 2600 AUSTRALIAN BUSINESS DEFENCE INDUSTRY SUBMISSION TO INQUIRY INTO FUTURE OF AUSTRALIA S NAVAL SHIPBUILDING INDUSTRY
More informationAUSTRALIAN BUSINESS DEFENCE INDUSTRY
25 November 2014 AUSTRALIAN BUSINESS DEFENCE INDUSTRY SUBMISSION TO THE SENATE ECONOMICS REFERENCES COMMITTEE INQUIRY INTO THE FUTURE OF AUSTRALIA S SHIPBUILDING INDUSTRY PREAMBLE This submission to the
More informationFor personal use only
COMPANY ANNOUNCEMENT 11 JANUARY 2016 AUSTAL ANNOUNCES CEO TRANSITION The Chairman of Austal Limited (Austal) (ASX:ASB), John Rothwell, wishes to advise that after five years as Managing Director and Chief
More informationFOREWORD 4 NAVAL SHIPBUILDING PLAN
FOREWORD We are pleased to launch Australia s first Naval Shipbuilding Plan to complement the strategic, capability investment, and industry plans for the Defence portfolio that were set out in the Turnbull
More informationEXPERIENCES OF IMPLEMENTING BIM IN SKANSKA FACILITIES MANAGEMENT 1
EXPERIENCES OF IMPLEMENTING BIM IN SKANSKA FACILITIES MANAGEMENT 1 Medina Jordan & Howard Jeffrey Skanska ABSTRACT The benefits of BIM (Building Information Modeling) in design, construction and facilities
More informationFor this forum, we invited a selection of writers from the federal and state government sectors, industry and elsewhere to provide their thoughts:
ASPI STRATEGIC POLICY FORUM TOPIC: The future of Australian naval shipbuilding Introductory paper Dr Andrew Davies (ASPI s Operations and Capability Program Director) The 2009 Defence White Paper outlined
More informationVice Chancellor s introduction
H O R I Z O N 2 0 2 0 2 Vice Chancellor s introduction Since its formation in 1991, the University of South Australia has pursued high aspirations with enthusiasm and success. This journey is ongoing and
More informationTechnology Insertion: A Way Ahead
Obsolescence Challenges, Part 2 Technology Insertion: A Way Ahead Brent Hobson In the Summer 2008 issue of the Canadian Naval Review (Volume 4, No. 2), my article, Obsolescence Challenges and the Canadian
More informationSTATEMENT OF DR. MARK L. MONTROLL PROFESSOR INDUSTRIAL COLLEGE OF THE ARMED FORCES NATIONAL DEFENSE UNIVERSITY BEFORE THE HOUSE ARMED SERVICES
STATEMENT OF DR. MARK L. MONTROLL PROFESSOR INDUSTRIAL COLLEGE OF THE ARMED FORCES NATIONAL DEFENSE UNIVERSITY BEFORE THE HOUSE ARMED SERVICES COMMITTEE SUBCOMMITTEE ON PROJECTION FORCES HEARING ON U.S.
More informationDutch Underwater Knowledge Centre (DUKC)
Dutch Underwater Knowledge Centre (DUKC) Introduction Could Dutch industries design and build the replacement for the Walrus class submarines for the Royal Netherlands Navy (RNLN)? The answer is: Yes,
More informationOECD WP 6 Workshop Paris, 27 Nov Overview of World Shipbuilding Industry. 2. Changing Structure of World Shipbuilding
OECD WP 6 Workshop Paris, 27 Nov. 2013 Contents 1. Overview of World Shipbuilding Industry 2. Changing Structure of World Shipbuilding 3. Overseas Business Operations by Korean Shipbuilders 4. Closing
More informationDr Graham Spittle CBE Chairman, The Technology Strategy Board Speech to The Foundation for Science and Technology, 23 rd November, 2011
Dr Graham Spittle CBE Chairman, The Technology Strategy Board Speech to The Foundation for Science and Technology, 23 rd November, 2011 Contribution of research and innovation to growth of the economy
More informationThe importance of maritime research for sustainable competitiveness
SPEECH/06/65 Janez Potočnik European Commissioner for Science and Research The importance of maritime research for sustainable competitiveness Annual reception of CESA and EMEC Brussels, 8 February 2006
More informationSTATE ADVANCED MANUFACTURING POLICIES AND PROGRAMS. As at February 2018
ANNEXURE STATE ADVANCED MANUFACTURING POLICIES AND PROGRAMS As at February 2018 Queensland The Queensland Advanced Manufacturing 10-Year Roadmap and Action Plan was finalised in December 2016 after consultation
More informationAFFORDABLE FUTURE MARITIME SURFACE PLATFORMS - A CAPABILITY SPONSOR S PERSPECTIVE BY
This paper was presented at the IMarEST/INEC 2010 conference. AFFORDABLE FUTURE MARITIME SURFACE PLATFORMS - A CAPABILITY SPONSOR S PERSPECTIVE BY CDR A S GREGORY BEng (Hons), MSc, MA, CEng, MIMarEST,
More informationIntegrated Transition Solutions
Vickie Williams Technology Transition Manager NSWC Crane Vickie.williams@navy.mil 2 Technology Transfer Partnership Between Government & Industry Technology Developed by One Entity Use by the Other Developer
More informationCENTRE OF GRAVITY. A SOVEREIGN SUBMARINE CAPABILITY IN AUSTRALIA S GRAND STRATEGY Paul Dibb Emeritus Professor of Strategic Studies
The CENTRE OF GRAVITY Series A SOVEREIGN SUBMARINE CAPABILITY IN AUSTRALIA S GRAND STRATEGY Paul Dibb Emeritus Professor of Strategic Studies The Australian National University December 2012 Strategic
More informationReach for the skies. The Aerospace Growth Partnership. Industry and government working together to secure the future for UK aerospace
Reach for the skies The Aerospace Growth Partnership Industry and government working together to secure the future for UK aerospace MAINTAINING OUR LEADERSHIP AS AN AEROSPACE NATION The UK has a great
More informationOffice of Small and Medium Enterprises (OSME) Bureau des petites et moyennes entreprises (BPME)
Build in Canada Innovation Program To Kickstart Innovation Programme d innovation Construire au Canada Encourager l'innovation Office of Small and Medium Enterprises (OSME) Bureau des petites et moyennes
More informationDedicated Technology Transition Programs Accelerate Technology Adoption. Brad Pantuck
Bridging the Gap D Dedicated Technology Transition Programs Accelerate Technology Adoption Brad Pantuck edicated technology transition programs can be highly effective and efficient at moving technologies
More informationDrivers and Technologies for Next Generation Digital Connectivity in Offshore O&G Production Facilities
Drivers and Technologies for Next Generation Digital Connectivity in Offshore O&G Production Facilities Wayne Nielsen, Managing Director, WFN Strategies Greg Otto, E&P DCT Field Digital Infrastructure
More informationTHEFUTURERAILWAY THE INDUSTRY S RAIL TECHNICAL STRATEGY 2012 INNOVATION
73 INNOVATION 74 VISION A dynamic industry that innovates to evolve, grow and attract the best entrepreneurial talent OBJECTIVES Innovation makes a significant and continuing contribution to rail business
More informationSubmission to the Defence White Paper & First Principles Review. The Australian Academy of Technological Sciences and Engineering (ATSE)
Australian Academy of Technological Sciences and Engineering Level 1, 1 Bowen Crescent, Melbourne Vic 3004 GPO Box 4055, Melbourne, Vic 3001, Australia T+61 3 9864 0900 F+61 3 9864 0930 W www.atse.org.au
More informationCopernicus Evolution: Fostering Growth in the EO Downstream Services Sector
Copernicus Evolution: Fostering Growth in the EO Downstream Services Sector Summary: Copernicus is a European programme designed to meet the needs of the public sector for spacederived, geospatial information
More informationFuture Directions in Intellectual Property. Dr Peter Tucker. General Manager, Business Development. and Strategy Group.
Future Directions in Intellectual Property Dr Peter Tucker General Manager, Business Development and Strategy Group IP Australia Intellectual Property Management and Knowledge Transfer Symposium Melbourne,
More informationLIBERTY IRON & METAL IRON WILLED
LIBERTY IRON & METAL IRON WILLED INNOVATION Liberty Iron & Metal IRON WILLED COMMITMENT TO CUSTOMER AND ENVIRONMENTAL CARE LIBERTY IRON & METAL HELPS TO PRESERVE THE PLANET WHILE PLAYING A PIVOTAL ROLE
More information8(A) CONTRACTING, MENTOR-PROTÉGÉ PROGRAM, & JOINT VENTURES. March 9, 2010 William T. Welch
8(A) CONTRACTING, MENTOR-PROTÉGÉ PROGRAM, & JOINT VENTURES March 9, 2010 William T. Welch THE AUDIENCE How many individuals here represent companies that are now or have been in the 8(a) program? How many
More informationOrkney Electricity Network Reinforcement Stakeholder Consultation Response. August 2014
Orkney Electricity Network Reinforcement August 2014 Introduction In February 2014 Scottish and Southern Energy Power Distribution 1 (SSEPD) undertook a stakeholder consultation Connecting Orkney: Electricity
More informationCross-Service Collaboration Yields Management Efficiencies for Diminishing Resources
Cross-Service Collaboration Yields Management Efficiencies for Diminishing Resources By Jay Mandelbaum, Tina M. Patterson, Chris Radford, Allen S. Alcorn, and William F. Conroy dsp.dla.mil 25 Diminishing
More informationISSUES FOR THE FUTURE OF MINING IN AUSTRALIA. R W Kirkby: President Carbon Steel Materials. BHP Billiton. ABARE Commodities Outlook Conference
ISSUES FOR THE FUTURE OF MINING IN AUSTRALIA R W Kirkby: President Carbon Steel Materials BHP Billiton ABARE Commodities Outlook Conference Wednesday 6 th March 2002 The Commodities Outlook Conference
More informationInternational Maritime Conference
International Maritime Conference SPEECH NOTES FOR MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER STEVE LUDLAM 31 January 2012 Thank you for that kind introduction and for extending me the opportunity to
More informationTechnology and Innovation in the NHS Scottish Health Innovations Ltd
Technology and Innovation in the NHS Scottish Health Innovations Ltd Introduction Scottish Health Innovations Ltd (SHIL) has, since 2002, worked in partnership with NHS Scotland to identify, protect, develop
More informationFor personal use only
AFTERPAY TOUCH GROUP LIMITED (ASX: APT) ASX Announcement 16 January 2018 International Expansion - Strategic Relationship - Investment in Afterpay Touch Group Summary Afterpay Touch Group continues to
More informationConstructing our future. Product Improvement and Innovation Strategy
Constructing our future Product Improvement and Innovation Strategy 2018-2020 Context Construction is historically inefficient. We rarely build the same thing twice, instead reinventing the wheel time
More informationi-tech SERVICES DELIVERING INTEGRATED SERVICES AND PRODUCTS ACROSS THE FIELD LIFE CYCLE
i-tech SERVICES DELIVERING INTEGRATED SERVICES AND PRODUCTS ACROSS THE FIELD LIFE CYCLE 3 About us 4 What we do 6 Why choose us? 7 Service and product capabilities OUR VALUES Safety Integrity Innovation
More informationDoD Research and Engineering
DoD Research and Engineering Defense Innovation Unit Experimental Townhall Mr. Stephen Welby Assistant Secretary of Defense for Research and Engineering February 18, 2016 Preserving Technological Superiority
More informationTHE OIL & GAS SERVICES SECTOR: GOOD PROSPECTS FOR THE MEDIUM TO LONG TERM. Dr. Kris R. Nielsen Chairman and President
www.pegasus-global.com 1750 Emerick Road, Cle Elum, WA 98922 USA +1 (509) 857 2235 Fax: +1 (509) 857 2237 THE OIL & GAS SERVICES SECTOR: GOOD PROSPECTS FOR THE MEDIUM TO LONG TERM Remarks by Dr. Kris R.
More informationTrends in the Defense Industrial Base. Office of the Deputy Assistant Secretary of Defense Manufacturing and Industrial Base Policy
Trends in the Defense Industrial Base Office of the Deputy Assistant Secretary of Defense Manufacturing and Industrial Base Policy March 29 th, 2017 Importance of the defense industrial base Our margin
More informationGlobalisation increasingly affects how companies in OECD countries
ISBN 978-92-64-04767-9 Open Innovation in Global Networks OECD 2008 Executive Summary Globalisation increasingly affects how companies in OECD countries operate, compete and innovate, both at home and
More informationWHOLE LIFE WARSHIP CAPABILITY MANAGEMENT
WHOLE LIFE WARSHIP CAPABILITY MANAGEMENT 5 DAY TRAINING COURSE CANBERRA 8 OCTOBER 08 ADELAIDE 6 OCTOBER 08 COURSE OVERVIEW BMT s Whole Life Warship Capability Management training course provides detailed
More informationFamily Business Transition Strategies That Turn Conflict into Opportunity. The Beringer Group. March 1, 2016
Family Business Transition Strategies That Turn Conflict into Opportunity March 1, 2016 1 Format Introduction by Barbara Spector, Family Business Time for questions (enter them from your computer using
More informationReflection on the Norwegian Experience within the Oil and Gas sector
Reflection on the Norwegian Experience within the Oil and Gas sector Grata Law Firm Seminar Almaty, 23 April 2010 Odd Instefjord General Director, Statoil North Caspian as Norway is admired for its management
More informationTextron Reports Second Quarter 2014 Income from Continuing Operations of $0.51 per Share, up 27.5%; Revenues up 23.5%
Textron Reports Second Quarter 2014 Income from Continuing Operations of $0.51 per Share, up 27.5%; Revenues up 23.5% 07/16/2014 PROVIDENCE, R.I.--(BUSINESS WIRE)-- Textron Inc. (NYSE: TXT) today reported
More informationCOLLABORATION PROTOCOL BY AND BETWEEN THE CITY OF CAPE TOWN AND THE CAPE HIGHER EDUCATION CONSORTIUM
COLLABORATION PROTOCOL BY AND BETWEEN THE CITY OF CAPE TOWN AND THE CAPE HIGHER EDUCATION CONSORTIUM COLLABORATION PROTOCOL by and between the CITY OF CAPE TOWN (Hereinafter referred to as the CITY ) Duly
More informationSMART PLACES WHAT. WHY. HOW.
SMART PLACES WHAT. WHY. HOW. @adambeckurban @smartcitiesanz We envision a world where digital technology, data, and intelligent design have been harnessed to create smart, sustainable cities with highquality
More informationExpression Of Interest
Expression Of Interest Modelling Complex Warfighting Strategic Research Investment Joint & Operations Analysis Division, DST Points of Contact: Management and Administration: Annette McLeod and Ansonne
More informationThe Challenge for SMEs. Government Policy
HOW CAN SMEs MAKE THE MOST OF OPPORTUNITIES AND CHALLENGES FOR THE UK INDUSTRIAL STRATEGY A speech delivered at the launch of a British Academy and Leverhulme funded project on knowledge co-creation between
More informationTel: Mobile:
John Scutt Biography Tel: 02 8407 9372 Mobile: 0401 767 639 Email: john@lindfieldpartners.com.au John is Managing Director of The Lindfield Partners Pty Ltd trading as Essential Management Services (Lindfield
More informationCanada s Intellectual Property (IP) Strategy submission from Polytechnics Canada
Canada s Intellectual Property (IP) Strategy submission from Polytechnics Canada 170715 Polytechnics Canada is a national association of Canada s leading polytechnics, colleges and institutes of technology,
More informationPerspectives for the Future
Perspectives for the Future Bernard Looney CEO Upstream 10 April 2018 Your Excellency, ladies and gentlemen, good morning and thank you for inviting me to participate in this discussion on behalf of BP.
More informationNew Manufacturing Opportunities 2 - Medical Engineering
New Manufacturing Opportunities 2 - Medical Engineering Dr Erol Harvey FTSE CEO, MiniFAB (Aust) Pty Ltd erolharvey@minifab.com.au Medical Engineering Why Medical Engineering? Three current examples MiniFAB
More informationOFFSHORE FABRICATION
OFFSHORE FABRICATION Introduction Mineforce Australia began operations in China in 2007 to deliver large project steel fabrication requirements to Australian mining and construction industries. Ongoing
More informationAnchored by excellence
Anchored by excellence Tough economic times mean shipping companies are looking to wind farm development to fulfil capacity. Raymond Fisch, Senior Vice President of BBC Chartering explains to PES how they
More informationADVANCED PROCESS CONTROL IN SHELL
ADVANCED PROCESS CONTROL IN SHELL 1978-Present Use this area for cover image (height 6.5cm, width 8cm) Freek van Dijk Team Leader Process Control Shell Global Solutions International B.V. Dec 2011 1 DEFINITIONS
More informationLet s begin by taking a look at why you re doing this. Why are you engaging with us to build a Unicity business?
Welcome to Step 1 Start My Unicity Business. This training module is your first step in learning a very powerful, very effective system designed to help you launch your Unicity business. When you follow
More informationStakeholder and process alignment in Navy installation technology transitions
Calhoun: The NPS Institutional Archive DSpace Repository Faculty and Researchers Faculty and Researchers Collection 2017 Stakeholder and process alignment in Navy installation technology transitions Regnier,
More informationCOMPANY PROFILE. Felguera IHI. T:
COMPANY PROFILE 2015 Felguera IHI www.dfdurofelguera.com T: +34 91 640 2051 Storage specialist entering new markets Editorial: Tim Hands Managing Director for Felguera IHI, Pedro Floriano tells Total World
More informationConfirms 2013 Financial Guidance
Confirms 2013 Financial Guidance PROVIDENCE, R.I.--(BUSINESS WIRE)--Jul. 17, 2013-- Textron Inc. (NYSE: TXT) today reported second quarter 2013 income from continuing operations of $0.40 per share, compared
More informationSubsea Engineering: Our Action Plan
Subsea Engineering: Our Action Plan Subsea Engineering Action Plan 3 FOREWORD Subsea technology and engineering know-how, honed in the North Sea, in the early eighties are now used around the world in
More informationAdvanced Manufacturing
Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia EXECUTIVE SUMMARY NOVEMBER 2016 www.csiro.au CSIRO FUTURES CSIRO Futures is the strategic advisory and foresight
More informationShips And Shipbuilders Of A West Country Seaport Fowey
Ships And Shipbuilders Of A West Country Seaport Fowey 1786 1939 We have made it easy for you to find a PDF Ebooks without any digging. And by having access to our ebooks online or by storing it on your
More informationUniversity of Massachusetts Amherst Libraries. Digital Preservation Policy, Version 1.3
University of Massachusetts Amherst Libraries Digital Preservation Policy, Version 1.3 Purpose: The University of Massachusetts Amherst Libraries Digital Preservation Policy establishes a framework to
More informationWood Group Investor Briefing Q1 2016
Wood Group Investor Briefing Q1 2016 Our business Wood Group is an international projects, production and specialist technical solutions provider with around $6bn sales and 36,000 employees. We are focused
More informationIN-DEPTH ASSESSMENT OF THE SITUATION (CONTRACT NO ENTR/2010/16, LOT 2) Task 6: Research, Development and Innovation in the Footwear Sector
IN-DEPTH ASSESSMENT OF THE SITUATION OF THE EUROPEAN FOOTWEAR SECTOR AND PROSPECTS FOR ITS FUTURE DEVELOPMENT (CONTRACT NO ENTR/2010/16, LOT 2) Task 6: Research, Development and Innovation in the Footwear
More informationIn this issue: Current Market Dynamics and Future Growth Trends for Smart Water Metering in the United States
Issue 52 September 12, 2012 In this issue: Current Market Dynamics and Future Growth Trends for Smart Water Metering in the United States By Eric Meliton Frost & Sullivan Current Market Dynamics and Future
More informationCapability Through Collaboration
Capability Through Collaboration Success Factors in creating a capable ADF Capability Capability through collaboration through collaboration Mark Hodge CEO October 2017 DMTC Operational Context Vision:
More informationMicrowave and Microelectronics
Microwave and Microelectronics MISSION SYSTEMS 2 BAE Systems Mission Systems Microwave and Microelectronics 3 Manufacturing Success Microwave and Microelectronics Mission Systems provides manufacturing
More informationInformation & Communication Technology Strategy
Information & Communication Technology Strategy 2012-18 Information & Communication Technology (ICT) 2 Our Vision To provide a contemporary and integrated technological environment, which sustains and
More informationTech is Sexy Again in WA
Tech is Sexy Again in WA Written following the AICC(WA) Accenture Technology Series event at the UWA Club, on 14 May 2015 It may have been a throw away remark that an acquaintance of Larry Lopez passed
More informationClimate Change Innovation and Technology Framework 2017
Climate Change Innovation and Technology Framework 2017 Advancing Alberta s environmental performance and diversification through investments in innovation and technology Table of Contents 2 Message from
More informationA review of the role and costs of clinical commissioning groups
A picture of the National Audit Office logo Report by the Comptroller and Auditor General NHS England A review of the role and costs of clinical commissioning groups HC 1783 SESSION 2017 2019 18 DECEMBER
More informationMineral Policy Lessons from Canada and Australia
Mineral Policy Lessons from Canada and Australia Philip Maxwell Mineral Economics program WA School of Mines Curtin University of Technology Western Australia Mineral Policy Lessons from Canada and Australia
More informationThe Naval Undersea Warfare Center Division Newport
The Naval Undersea Warfare Center Division Newport 2 June 2009 Presented to: National Small Business Conference, Installation Opportunities Panel By: CAPT Michael W. Byman Commander, NUWC Division Newport
More informationSTRATEGIC FRAMEWORK Updated August 2017
STRATEGIC FRAMEWORK Updated August 2017 STRATEGIC FRAMEWORK The UC Davis Library is the academic hub of the University of California, Davis, and is ranked among the top academic research libraries in North
More informationLearning from Each Other Sustainability Reporting and Planning by Military Organizations (Action Research)
Learning from Each Other Sustainability Reporting and Planning by Military Organizations (Action Research) Katarzyna Chelkowska-Risley Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting
More informationCURRICULUM VITAE. Alastair David Maclean. Senior leader with considerable commercial and change management experience
CURRICULUM VITAE Name Alastair David Maclean Address Home telephone Mobile Email alastairdavidmaclean@gmail.com Professional qualifications 1999 Admitted to the Law Society of England & Wales 1997 Investment
More informationTechnology and Innovation in the NHS Highlands and Islands Enterprise
Technology and Innovation in the NHS Highlands and Islands Enterprise Introduction Highlands and Islands Enterprise (HIE) welcomes the opportunity to respond to the Committee s call for views. We recognise
More informationTRANSFORMATION INTO A KNOWLEDGE-BASED ECONOMY: THE MALAYSIAN EXPERIENCE
TRANSFORMATION INTO A KNOWLEDGE-BASED ECONOMY: THE MALAYSIAN EXPERIENCE by Honourable Dato Sri Dr. Jamaludin Mohd Jarjis Minister of Science, Technology and Innovation of Malaysia Going Global: The Challenges
More informationCOMMERCIAL INDUSTRY RESEARCH AND DEVELOPMENT BEST PRACTICES Richard Van Atta
COMMERCIAL INDUSTRY RESEARCH AND DEVELOPMENT BEST PRACTICES Richard Van Atta The Problem Global competition has led major U.S. companies to fundamentally rethink their research and development practices.
More informationNational Policy Implications
The World Is Flat: Making Materials Matter National Policy Implications Toni Marechaux Board on Manufacturing and Engineering Design National Research Council Key policy facts There is no US "national
More informationChanging in a time of change
Changing in a time of change CERAWeek Houston, USA Ben van Beurden Chief Executive Officer of Shell March 7, 2018 Ben van Beurden became Chief Executive Officer (CEO) with effect from January 1, 2014.
More informationEngineering and Design
Engineering and Design PROPELLING EXCELLENCE SINCE 1899 ELECTRIC BOAT ENGINEERS design, build, test and deliver the most complicated machine in the world, that operates in the harshest of environments.
More informationMILITARY RADAR TRENDS AND ANALYSIS REPORT
MILITARY RADAR TRENDS AND ANALYSIS REPORT 2016 CONTENTS About the research 3 Analysis of factors driving innovation and demand 4 Overview of challenges for R&D and implementation of new radar 7 Analysis
More informationGovernment Policy Statement on Gas Governance
Government Policy Statement on Gas Governance Hon David Parker Minister of Energy April 2008 Introduction The New Zealand Energy Strategy ( NZES ) sets out the Government s vision of a sustainable, low
More informationM A R K E T L E D P R O P O SA LS
1 M A R K E T L E D P R O P O SA LS A submission or request initiated and submitted by a private sector proponent to government, where the specific proposal has not been requested by the government: All
More informationModel-Based Systems Engineering Symposium Managing Complexity (Risk) using Model Based Engineering Approaches on the SEA 4000 AWD Program
Model-Based Systems Engineering Symposium 2014 Canberra, Australia Managing Complexity (Risk) using Model Based Engineering Approaches on the SEA 4000 AWD Program 27-28 October 2014 Steve Saunders FIEAust
More information4 Who we are: 24 Careers: The company. Careers for experienced professionals. Shareholders/investors. Careers for recent graduates.
Spring 2009 1 2 1 4 Who we are: The company Shareholders/investors Management team 24 Careers: Careers for experienced professionals Careers for recent graduates 28 Contact us 16 Our mission and guiding
More informationWhy execution is everything in modern Australian infrastructure projects
Market Insights Why execution is everything in modern Australian infrastructure projects By Michael Thorpe Commonwealth Bank, Managing Director, Global Head of Infrastructure and Utilities In partnership
More informationOffshore wind. A new journey, a proven track record
Offshore wind A new journey, a proven track record Petrofac is a leading provider of services to the international energy industry. We support our customers to unlock the potential of their assets; on
More informationFor personal use only
Buru Energy Limited ABN 71 130 651 437 Level 2, 88 William Street Perth, Western Australia 6000 Ph: 61-8 9215 1800 Fax: 61-8 9215 1899 www.buruenergy.com ASX ANNOUNCEMENT (ASX: BRU) 19 June 2013 State
More informationExpanding and positioning Uganda s technical capabilities for the oil and gas industry
Policy brief 43426 October 2018 Sarah Logan Expanding and positioning Uganda s technical capabilities for the oil and gas industry In brief Oil was first discovered in Uganda in 1877, but development has
More informationENTERPRISE HOLDINGS INC. S ENTRY INTO CUBA PETE SMITH, VICE PRESIDENT OF GLOBAL FRANCHISING BRIAN S. GARCIA, DIRECTOR OF GLOBAL FRANCHISE SUPPORT
ENTERPRISE HOLDINGS INC. S ENTRY INTO CUBA PETE SMITH, VICE PRESIDENT OF GLOBAL FRANCHISING BRIAN S. GARCIA, DIRECTOR OF GLOBAL FRANCHISE SUPPORT Case Introduction. President Obama is visiting Cuba, Caterpillar
More informationENGINEERING SERVICES CONSULTANCY
ENGINEERING SERVICES CONSULTANCY Managing complexity, unlocking value Petrofac Engineering & Production Services 02 03 Discover the difference Consultancy services Petrofac is an international service
More informationWHEREVER THE CALL TAKES YOU
CONTACT your TELSTRA ACCOUNT EXECUTIVE CALL 1300 TELSTRA (1300 835 787) telstra.com/enterprise telstra managed Radio networks march 2012 WHEREVER THE CALL TAKES YOU things you need to know This document
More informationMicroequities 10th Microcap Conference
Microequities 10th Microcap Conference MATRIX COMPOSITES & ENGINEERING Aaron Begley Chief Executive Officer 5 July 2016 Agenda Company overview Business operations Strategy & outlook 2 What we do Matrix
More informationSTEM and Scotland s future
http://www.theiet.org/cpd STEM and Scotland s future Why Science, Technology, Engineering and Mathematics (STEM) are vital to securing a prosperous future for Scotland www.theiet.org/factfiles Engineering
More informationAustralia National Space Law and Space Policy
United Nations / CNSA / APSCO Workshop on Space Law Beijing 17-20 November 2014 Australia National Space Law and Space Policy Steven Freeland Professor of International Law, University of Western Sydney
More informationSEA1000 Industry Briefing
SEA1000 Industry Briefing David Gould General Manager Submarine Design understanding the possible with right data, models and processes Validated and approved Technical Standards Cost Modelling Robust
More informationState of IT Research Study
J M A R K. C O M // 8 4 4-4 4 - J M A R K State of IT Research Study Current State of the I.T. Industry...2 What Do Business Leaders Think?...5 Current Situation...6 Future Perception...6 The Current Reality...7
More information