c2dcc1f8

What do we look for in deals?

Sat, 20 May 2023 04:27:40 GMT

Getting asked what we look for in deals is one of the most common questions I get as an investment manager.

This April 2023 Territory Q features two companies our Paspalis Innovation Investment Fund invested in, Liandra Swim and Atomionics.

The two companies demonstrate the types of attributes we seek in deals and illustrate how venture capital can create jobs and economic value in the Northern Territory.

Liandra Gaykamangu’s Liandra Swim is an emerging brand building its national and international profile. In addition to being sold at David Jones, Liandra’s swimwear designs have been exhibited at high-profile fashion events in Milan, Sydney, and Miami. It is an incredible achievement for a local indigenous female designer from Milingimby in East Arnhem Land.

Liandra’s business impressed us due to her drive, talent, and creative aptitude in addition to the fact that she has a great product with huge export potential. With our venture capital investment, Liandra’s business has the working capital to develop priority export markets and distribution channels in countries like the United States, create a full year swimwear collection, and cover the high operating costs associated with building those markets during pre-revenue periods.

Overall, we see Liandra as a great founder with a big international dream, and we want to help her achieve it.

Paspalis has invested in a Singapore start-up for the second time. Founded by Sahil Tapiawala and Dr Ravi Kumar, Atomionics has developed surveying technology that can be tested in the rich mining and exploration sector of the Northern Territory. Wavemaker, SGInnovate, and Cap Vista also led the investment.

Atomionics has developed a quantum gravimeter that can provide accurate data in a very short time via a survey vehicle. The technology adds value to the mining and exploration sector by detecting the smallest features of target deposits and distinguishing between ore deposits and other anomalies. Investing in Atomionics provides the company with working capital and incentives to validate their technology in mining and exploration projects in the Northern Territory.

Australian mining companies can use Northern Territory and Commonwealth grants to test bed international technologies in their projects, and in the process deploy some of the world’s most advanced exploration survey technologies. It is our goal to accelerate the deployment of relevant industrial technologies in the Northern Territory.

For companies like Atomionics who are borne out of world-class universities such as Nanyang Technological University in Singapore, the Northern Territory offers an ideal testing environment for research and development.

As Darwin Innovation Hub enters its sixth year of operation, our role is becoming increasingly niche. Crazy ideas are always welcome here, and people are always given the opportunity to say what they think.

We buy into the potential of Territory businesses and bring all our experience, knowledge and networks to help those businesses succeed.

To answer the question I posed at the beginning of this opinion piece, the main thing we look for in a deal is the ability of the management team to deliver on a path to profitability as fast as possible. A good tip for anyone raising capital is to ask for enough money to get you there.

This article was originally published in Territory Q .

Small business, big impact: The organisation empowering SMEs

Sat, 20 May 2023 04:19:11 GMT

The Small Business Association of Australia is dedicated to supporting SMEs, acting as their voice to government and helping them connect, grow, and prosper well into the future.

Micro, small and medium-sized enterprises (SMEs) are the backbone of Australia’s economy. They make up an astonishing 98 per cent of the nation’s 2.4 million actively trading businesses, employ some 5 million people, contribute 32 per cent of GDP, and help drive global innovation.

These unsung economic heroes face complex headwinds: high inflation, rising costs, difficulty accessing finance, excessive red tape, staff shortages, and supply chain issues. For every start-up that reaches the five-year milestone, there is one that doesn’t.

But they have a powerful ally: the Small Business Association of Australia (SBAA).

Founded 13 years ago, the SBAA champions SMEs, acts as their voice at government level and on boards, and supports its members to connect, grow, and prosper.

Founder and CEO Anne Nalder, who has 30 years’ industry experience, says the SBAA is blazing an innovative trail into the future.

“A major initiative is the Small Business Charter of Australia, a ‘living’ document which was presented to the Federal Government in 2023. It will guide policymakers to ensure fairness, security, and opportunity for SMEs,” Anne says.

The SBAA also operates a think tank, hosts major events including an annual International Small Business Summit, and leads international trade delegations.

“Our expertise and global connections bring great minds and ideas together, nurture cultural and economic relationships, and help businesses grow,” Anne says.

Membership is a way to support the SBAA so the organisation can continue to deliver value to SMEs.

“There is a lot of work involved in advocacy – reports, research, and meeting with various bodies, leaders, and policymakers. It all costs money; membership helps us have breakthroughs on behalf of small businesses,” Anne says.

Membership also offers benefits at the individual business level, including advertising platforms, B2B connections, support during adversity, and access to professional advice in areas like legal, industrial relations, and taxation.

SBAA members can also access educational resources to help them stay abreast of the latest ideas, tap into consumer trends, and capitalise on innovation.

“An example is using technology to streamline your business, and making sure you’ve got the right advice, the right pricing, and the right tools to do that effectively,” Anne explains.

Anne’s vision is for an Australia where SMEs get the recognition they deserve.

“Small business should be seen as a career pathway. It is still the best option if you want to create wealth, be creative, put your mark on things, and be involved in your community,” she says.

Website: https://smallbusinessassociation.com.au/

Email: info@smallbusinessassociation.com.au

Memberships: https://smallbusinessassociation.com.au/membership/

The future of health monitoring is sensibles

Sat, 20 May 2023 04:11:18 GMT

Sensibles may sound like science fiction, but this revolutionary technology is making waves in aged-care facilities, and has the potential to transform health monitoring at scale.

Imagine a world where your fitness tracker could be replaced by something far more whimsical, intriguing, and, dare I say, magical. Picture a device that keeps an eye on your wellbeing without ever actually touching you, like an invisible guardian angel who's always on the lookout for your health.

Sounds too good to be true, doesn't it? But let me introduce you to the enchanting world of "sensibles."

You're likely acquainted with wearables, those pesky little gadgets that cling to your wrist like a needy koala, constantly reminding you of your daily exercise (or lack thereof). They tell you when you're stressed, when you need to shed a few extra pounds, and when you should probably sleep. But like any high-maintenance relationship, these devices demand attention, like charging them or wearing them even while you sleep or shower.

What if you could harness the power of something as simple as your home WiFi router to monitor your physiological signals, like heart rate and respiratory rate, without ever strapping anything to your body? It's like a return to the nostalgic days when diabetes-alert dogs would bark to signal their owners' elevated sugar levels, but with a high-tech twist.

The term sensibles may not be in your vocabulary yet, but it will be soon. They work much like the radars used by the military to track flights and space debris, by beaming radio waves into the environment and collecting data from the altered signals. This enables you to monitor something hundreds of miles away – or, in the case of sensibles, your own vital signs.

Recent breakthroughs in research have shown that Channel State Information (CSI) – a series of values containing frequency content from specific areas in space – can be utilised to monitor physiological signals. And what existing device can act as a radar to pick up these signals? Your trusty WiFi router, of course!

Radio frequency (RF) sensing is a version of sensibles that's already making waves in aged-care facilities. In these settings, privacy is paramount, and video surveillance is often off the table. This is where WiFi-based RF sensing (known as rPPG in health contexts) comes in, with its ability to sense through walls without being nosy. Miniature antennae, strapped to patients' beds, remotely monitor their vital signs and potential risks of falling.

Like any emerging technology, sensibles still have some quirks to iron out. Identifying individuals with high accuracy in the RF realm can be tricky, and closed environments with lots of signal scattering can pose challenges. Many devices remain lab-bound, waiting to be unleashed into the world.

Despite these hurdles, the advent of machine learning and AI has reignited interest in sensibles. By training models to analyse wave reflections, they can be taught to identify heart rate, blood pressure, and even glucose levels.

Imagine a future where city-wide radar systems monitor not just your health, but also that of your beloved pets. As we take baby steps toward this reality, the potential for emergency use in monitoring patients at scale and detecting vital derangements could be transformative.

After the internet, microwave ovens, and GPS, we may be on the brink of another military innovation that could revolutionise our health.

So, buckle up, because the future of health monitoring is as mesmerising and magical as it is practical.

Shiv Meka is a Principal Data Scientist at the Royal Perth Hospital.

Putting it on the agriculture agenda: bush foods and blockchain

Tue, 28 Mar 2023 01:46:16 GMT

Alice Springs and the deserts of Central Australia don’t sound like a food basket, but they are for businesswoman and bush foods innovator Rayleen Brown.

As the chairperson of the First Nations Bush Food & Botanical Alliance Australia, she has been working in the native food industry for almost 25 years. Rayleen is now part of an alliance lobbying for a merge between bush foods and blockchain to verify traceability across the food value chain.

It’s also about the ethics of non-Indigenous people profiting from intellectual property (IP). Indigenous women as food foragers have developed this know-how over their people’s 65,000-years of living on Australia’s ancient soils. Men’s role is to carry the harvest and they also have connection with story and songlines.

Rayleen’s ancestry is intertwined with that. Her mother’s clan is Mulvian clan Muringar people, based at the top-end of the western side of the Northern Territory.

“Nana was removed from her people and put into an Alice Springs mission, so that’s how we came to be here. My mob is the strength I draw from and makes me want to work on projects to connect with my people up north,” says Rayleen.

After finishing high school in Alice Springs, she and her husband had five children and lived on a hobby farm over the border in South Australia. When she returned to Alice Springs, Rayleen worked as a project officer for the Aboriginal Land Council, helping distribute royalty funds from mining on Aboriginal lands. The work involved flying out to remote areas to help with cultural meetings and women’s law. And that’s where her life pivoted.

“A friend at the council asked me to help him run a workshop for 100 Indigenous teachers, and I spent a week cooking for them in a tiny domestic kitchen,” says Rayleen.

Despite being sore afterwards, the experience sparked her to then set up and run a food business with an Indigenous friend. It took a year to turn that idea into Kungkas Can Cook, a café and catering service, to celebrate bushfood.

“When setting up the business in 2000, we really wanted to have that point of difference by showcasing our beautiful bushfoods,” says Rayleen. “We wanted to change people’s perception of bush foods and not for people to think of it as roadkill or weird-looking grub.”

Their business infused flavours of wattle seeds, bush tomatoes, local quandongs (a small desert tree), and “anything we could sustainably source from local Indigenous people”.

“The ladies from whom we sourced had English as a third or fourth language and were harvesting in a traditional sense the same way that had been done for many thousands of years with just bare hands and simple implements.”

For them, wild harvesting could involve shaking or brushing an acacia tree to release and collect the seeds, then carrying them in a coolamon – which is simply an Aboriginal container made of wood or bark. And with the bush tomato, they always leave some fruit for the bush turkey to eat – each type of plant has its own animal totem and story.”

“Those women were so resilient in carrying that story forward from generation to generation. I felt that what was missing from the bushfoods industry was the history behind the plant and its use. It goes back to humans surviving on land without a lot of water.”

At the time, already major food manufacturers were innovating with products sitting on Coles and Woolies’ supermarket shelves around Australia.

“A lot of our native seeds have travelled away from this land in agricultural and harvesting techniques very different to the way it’s done here. Indigenous women don’t understand why plants are grown in a straight line, and require water, fertilising, spraying and tending or even genetic modification when those same plants on country have built up their own resilience and don’t need those regimes.”

“We need to protect the biodiversity in this country or risk, as we have seen already with lemon myrtle and macadamias, foiling a huge economic opportunity to overseas. That’s why we’re looking to the blockchain which can prove the provenance of ingredients as they move across the food-value chain.”

The COVID-19 lockdowns and travel restrictions of 2020-2021prompted Rayleen to close her café and catering business, putting off her 20 employees. She now sells Indigenous food products online, runs seasonal educational tours, and has taken more of a national purview to spotlight intellectual property rights for the bush food industry. As the chairperson of the First Nations Bush Foods & Botanical Alliance Australia, Rayleen’s helping organise a national conference to be held in April 2023. It aims to address the many issues and barriers that Indigenous people face around the world regarding intellectual property and intellectual ecological knowledge.

“This industry was built on this knowledge, yet we only represent a very small percentage of business and there are very few benefit-share agreements in place across Australia. Our organisation hopes to support and strengthen indigenous businesses in the industry and build an ethical framework for industry to work within,” Rayleen says.

Among her supporters is Natalie Somerville, a South Australian broadacre cropping farmer, former agronomist, and now the president of Australian Women in Agriculture (AWiA). The AWiA was set up in 1993 to raise the visibility of women in agriculture so they could formally contribute to the agenda.

Taking time to listen

Tue, 28 Mar 2023 01:27:38 GMT

A new report aims to lay the foundations for a deeper and more meaningful and equitable relationship between Indigenous and non-Indigenous Australians in the mining transition sector.

Developing enduring and mutually beneficial relationships between Indigenous and non-Indigenous Australians is at the heart of a new report on creating a best-practice approach to transitioning mine sites across Australia.

The Foundations for Effective Indigenous Inclusion report, undertaken by the Federal Government’s world-leading Cooperative Research Centre’s Transformations in Mining Economies program (CRC TiME), makes eight key recommendations on how to best serve the aspirations of Indigenous Australians whose Country supports mining communities in transition.

Professor Stephen van Leeuwen, the report’s co-author and the Indigenous Chair, Biodiversity and Environmental Science at Curtin University in Western Australia, says paramount in the relationship between Indigenous Australians and other stakeholders is an acknowledgement of the right of First Nations people to self-determination.

“It’s about relationships, and it doesn’t matter who the relationships are with, they require effort and time,” he says of the report findings.

The report lists the building blocks for a best-practice Indigenous Inclusion Strategy as:

Awareness of the principles, practices, and protocols of relationships with First Nations people.
Creating ethical and moral systems that enable relationship building that values equality, equitability, respect, integrity, and reciprocity.
Recognising and enacting Indigenous Australians’ right to self-determination.
Recognition of Free, Prior and Informed Consent (FPIC).
Recognition of Indigenous Cultural and Intellectual Property (ICIP).
Acknowledgement of the holistic principle of “time” and how this influences relationships and research initiatives.
Investing time and allocating resources to build culturally safe relationships.
Ensuring Traditional Knowledge and new knowledge are welcomed and valued.

A better understanding of Indigenous Australians’ concept of “time” and their connections to “Country” are two examples where mining industry stakeholders, including academic researchers and government representatives, can add value to the dialogue on change.

While Western time is rigidly linear, with a past, present, and future, Traditional Owners perceive time in a circular pattern, existing in the past and present simultaneously, with the future holding no bearing – meaning that structured time is often less relevant.

“Partly why non-Indigenous Australians don’t get it is because, for them, time is money. In the research world, academic world, and even corporate world, where money isn’t easy to obtain, it’s a stumbling block if they go into an Indigenous community and can’t talk to people because of ‘sorry business’,” says Professor van Leeuwen.

“Getting that concept of time across to the funders of projects, including government departments, is vital so they will sufficiently invest in building relationships.”

Similarly, Professor van Leeuwen says Indigenous Australians’ concept of Country is rooted in the land itself and extends to the sky and cosmos beyond. Song lines, totems, and women’s and men’s business represent intangible aspects of Country.

“Country constitutes what can best be described as a sense of sacredness and spirit,” the report states. “At the crux of the relationship between Indigenous people and their respective Country is a sense of obligation to protect and sustain Country.’’

Realising the difference between Western and Indigenous perceptions of Country, along with adopting the other recommendations of the CRC TiME report , are crucial to building sustainable, equal, and equitable relationships.

Return of the GEDI: A force for good in Australia's Medical Research Sector

Mon, 27 Mar 2023 23:57:39 GMT

If the health and medical research sector in Australia is to move forward, it must address gender equity, diversity, and inclusion- which means making the sector a safe and inclusive workspace for all.

In a recent speech by a long-standing champion and advocate for gender equity, the room was asked to stop pretending the issues women faced in the 80s and 90s are actually any different to what is happening now. Men are still awarded higher value grants, women are disproportionately disadvantaged as they remain the main care givers, and bullying and sexism is still rife. The speech was supposed to be celebratory, but I was glad for this insight that gave me reason to pause and think.

In previous roles I have headed the strategy and engagement for Science in Australia Gender Equity (SAGE), a program that aims to achieve systemic change for gender equity, diversity, and inclusion by adopting the Athena SWAN model. In other positions I have firmly kept gender equity on the agenda when working within funding agencies. Now I am pausing and asking if I, and the greater scientific community, should be happy with the progress we’ve made. Spoiler alert – it’s a no.

As CEO at AAMRI, representing 58 of Australia’s medical research institutes, I am firmly putting this at the top our priority list. AAMRI is calling for an equal split in funding allocation between men, women, and trans researchers, and reconsideration of what a fair merit-based system looks like. We have a Gender Equity, Diversity and Inclusion (GEDI) Strategy and Action Plan, with an emphasis on actions that encourage and enable a workforce of people with different backgrounds.

The GEDI action plan also has a firm focus on driving cultural and structural changes to address biases that result in gender imbalance and inequities. We’re helping Institutes actively make changes at their Institutes through the Respect in Research project – which aims to create safer and more respectful workplaces by eliminating gendered and sexual harassment.

By mid-2023, we’ll be delivering sector-specific best practice recommendations for actively preventing and responding effectively to sexual harassment, while also beginning to embed best practice principles that promote more inclusive and respectful work cultures.

I don’t expect this to be a silver bullet, but my aim is that when I am making speeches in a couple of decades, I won’t have to say we’re looking at the same problems. I’m not naïve enough to think there won’t be new issues, but I’ll welcome addressing different issues if some of this low hanging fruit, that has spent way too long on this metaphorical tree, is dealt with.

I want to ensure we have a protected workforce to maintain the vibrancy, innovation, and continuation of our health and medical research sector in a rapidly changing world. If we continue burdening ourselves with these decades’ old issues, then science will suffer as we won’t have the best and brightest minds working to their full capacity.

Addressing gender equity and supporting a diverse workforce can only result in long term better outcomes for our community and economy.

The Australian company revolutionising data-driven sheep breeding

Fri, 27 Jan 2023 02:42:33 GMT

A ground-breaking sheep technology system is bettering the businesses and lives of Australian sheep breeders thanks to a revolutionary combination of software, hardware, and support never before combined into one cohesive unit.

Game-changing overarching integration is allowing sheep breeders to wholly adopt sophisticated data management systems within their farming operations without the headaches and clunkiness that many others face.

Combining software, hardware, electronic tags (EID), data support, and optional Australian Sheep Breeding Values (ASBV) data within a singular unit was once considered unimaginable.

Not anymore thanks to BreedELITE who is enabling breeders to turn data into dollars via their disruptive sheep breeding system that allows focus on what really matters.

The Australian-owned company has managed to replace what used to require six to ten different companies’ products with one simple robust system backed by real-time industry-leading support.

The result allows breeders to remain focused on breeding and making decisions rather than overcoming technical issues and having data always out of reach, letting them achieve their goals while saving time, effort, and energy in the process.

Equally impressive is the by-product of an occupational environment that’s bringing farming families closer together while, given notable improvements in farmer lifestyle, simultaneously inspiring the next generation to continue their parents’ legacy.

And, with the Victorian Government already making EID compulsory for sheep breeders, with other states following soon, BreedELITE’s undeniable innovation is certainly timely.

The revolution begins

BreedELITE’s pioneering journey started in 1999 when co-founder Greg Johnsson set out to track the value of modern genetic selection methods after approaching a group of commercial sheep farmers on Kangaroo Island off the coast of South Australia.

The collection of high-quality data relating to the sheep’s objective measurement, mating, lambing, and visual performance was paramount prompting Greg to study the market for suitable software.

Hitting roadblocks at every turn, Greg was unable to find such a program that not only collected data but also allowed elite decision making and animal comparison.

So, he developed his own.

Fast-forward 23 years and this family-owned and run company is changing the industry via their BreedELITE Sheep System as the need for sheep genetic selection and objective measurement reigns supreme.

“Dad was so determined to empower the way people approached sheep breeding that he wrote the code that can now record over 800 pieces of data per sheep,” says Greg’s son and BreedELITE CEO and co-founder Tim Johnsson.

“Our software is the key tool underpinning any operation by recording data straight from the hardware and presenting that data in a way that allows for easy and powerful decision-making.”

Turning data into dollars

Up until 2015, BreedELITE’s main focus was continuing to improve their recording software for the small group on Kangaroo Island, during which it inadvertently became the most capable program on the market.

Releasing to the market later that year, their clients’ notable gains from using the software were soon being thwarted by the absence of integrated technology.

“Breeders need to focus on breeding sheep and making great decisions, it’s what their specialty is, not wasting time forcing bits and pieces of technology together or trolling through session files and excel lists,” says Tim.

So, in 2015, BreedELITE identified the debilitating concerns of hundreds of stud and commercial breeders across Australia to create a list of needs for creating a unified solution.

The ultimate goal was for breeders to achieve production and efficiency goals faster than ever before by combining the three pillars needed for technology success: Software, hardware and support.

Two and-a-half years later the result was a seamless plug-and-play system connecting capability and adaptability via easy-to-use data-collecting analytics technology helping breeders thrive.

“You can’t guess your way to success and our system enables our clients to have the confidence and clarity in every decision they are making,” says Tim.

“Empowered decisions make good businesses and if something is easy to do, you’ll likely do more of it.”

Total integration

The BreedELITE Sheep System is a fully integrated data management, technology, and hardware system supporting every data collection need breeders have allowing for the real-time implementation of high-quality decisions.

The unit comprises pedigree and performance recording Software, a rugged computer, stick reader, fleece weighing equipment, tags, auto drafter, support, and training, all of which work seamlessly and can be purchased separately depending on operational requirements.

The expandable grow-with-you system incorporates EID technologies catering from beginners to the most advanced producers in the industry.

Tim says his focus is on making the hardware as rugged, reliable, and durable as possible, while frequent software updates ensure breeders remain at the forefront of industry dynamics.

And, with BreedELITE’s support staff available to guide users on the job in real time or through industry leading training, Tim says the system is as nurturing as it is revolutionary.

“Our software and hardware design criteria and standards have defined the optimum outcome to meet the needs of sheep breeders in implementing EID technologies quickly and cost-effectively,” he says.

“So often, Australian farmers are fearful of digital technologies so stay behind and others are living a clunky nightmarey. I believe we have created a system that can be a sheep breeder’s best friend, not their worst enemy.”

Real success

A lot of sheep breeders will tell you the hardest part of their job is not just getting to but staying at the top of their game.

Remaining successful takes innovative thinking, technology, and advanced breeding techniques.

Fifth-generation breeder and Roseville Park Merino Stud owner Matthew Coddington says BreedELITE changed his business and his family’s life for the better.

“By using BreedELITE’s easy-to-use system we can tailor our rams to do any job our clients want in meeting their breeding objectives to increase their productivity and profitability,” he says.

“Before investing in BreedELITE we spent a fortune on two previous systems that didn’t get used because no one knew how to use them. They’re still sitting there.”

Tim’s wife Cherie, who runs the farm’s administration, describes BreedELITE as a saviour.

“Gathering so much data used to be so complicated with it stored in so many places that you would go back to the house and forever be working,” she says.

“We’ve had two great years of ram selling seasons because the data is instantaneous, the decisions are made, the rams are thrown onto the ute that afternoon, and away we go.”

Company video: https://vimeo.com/manage/videos/561267827

Company website: www.breedelite.com

Company email address: admin@breedelite.com

Cutting edge manufacturing on the world stage

Fri, 27 Jan 2023 02:04:05 GMT

ANCA took an early view to look beyond Australia’s shores whilst developing advanced manufacturing technologies now viewed as ‘business as usual’

When Pat Boland and Pat McCluskey first started Melbourne-based company ANCA in 1974, the fax machine was beginning to revolutionise communication and prompting a step change in how businesses viewed global expansion opportunities. Now ANCA are using their own servo technology to design and build a machine capable of manufacturing at a resolution of nanometre at their Australian headquarters.

Unlike many of their manufacturing peers, the co-founders decided at the outset the future of their company lay in exporting to the world. Fifty years later, ANCA is a globally recognised advanced manufacturer of precision tool and cutter-grinding machines, motion controls and sheet metal manufacturing equipment and software.

Simply, ANCA make machines which manufacture cutting tools. Their high-quality tool and cutter grinders are used by most major cutting tool manufacturers around the globe supplying sectors such as the aerospace, automotive, electronic, medical and other technologically advanced industries.

“We started with the view of delivering a highly sought-after product with a point of difference and realised early on the importance of being globally local – a good local support structure and sales team have been key to our success,” Boland explains.

ANCA now exports to over 50 countries, with the biggest markets in Europe, Asia, China and USA. ANCA’s longstanding global interaction has also resulted in a significant contribution to the local economy and those in our region.

“A significant contribution has been apprentice training centres in Melbourne and Thailand, which has resulted in a steady flow of apprentices into the sector.

“Through the years we have also collaborated with Australian universities and provided PhD scholarships, of which many of these graduates now work within our company in R&D and managerial roles. ANCA is rare locally in offering a chance for talented & ambitious people interested in advanced technology to contribute to world-leading manufacturing innovations.”

Over the decades, ANCA has also been forward-thinking about its environmental impact. It was, for example, an early adopter of wind power to power factories in Melbourne and has installed solar on factory roofs.

With over 1200 staff globally and an annual turnover of $300 million, they also have a rich history of world firsts including the first to introduce a modem for the support and diagnosis in a computer numeric control tool and cutter grinder.

Boland and McCluskey have shown that an Australian company can compete and innovate on a global scale with dozens of patent applications globally in the fields of mechanical engineering, electrical engineering and software. Boland is particularly proud of a patent for the balancing of grinding wheels which differentiates ANCA from its competitors.

Another recent patent registered in the USA controls the temperature of the spindle thus improving the stability of the machine. “Any temperature change will cause dimensional change which affects the accuracy of the final product produced.”

In 2022, Boland and McCluskey were inducted into the Honour Roll of the Victorian Manufacturing Hall of Fame for their service to the industry. "It is great to get recognition from our peers and formal recognition is important to put the spotlight on what local innovation is capable of which helps to inspire the next generation of innovators,” Boland says.

Looking to the future, ANCA is actively pushing for digitalisation of the factory shop floor. Already most of their machines are equipped with robots to load the parts. Next, they will deliver automation of the whole process, from the material and information flow into the machines, and the measuring systems.

Teaching young people the value of a skilled trades career

Fri, 27 Jan 2023 01:45:37 GMT

As Australia grapples with a critical skills shortage, many are now encouraging young people to embrace a career in the trades, where a wealth of opportunities awaits.

When we ask our children what they want to be when they grow up, we hope they will dream big, and pursue a career of enjoyment and meaning.

Many young people are overtly steered towards university, and led to believe the skilled trades are only an option for those not sharp enough to aim higher.

The truth, however, is that the trades offer an exciting career path that is rich with possibilities, and critical to Australia’s social and economic goals.

Building the future

Australia is in the grip of a skilled labour shortage, which has been exacerbated by the COVID-19 pandemic. In 2022, nearly 50 per cent of trade and technician jobs were in shortage, according to the National Skills Commission.

This represents a golden opportunity for young people, who can enter their training confident they are gaining specialised skills that are in high demand; demand that will only rise as the nation grows. They will achieve stability and security in an uncertain world.

A trades career also offers the chance to earn as you learn. Unlike university, where most graduates enter the ‘real world’ with debt hot on their heels, trade workers make an income from the get-go. Many go on to enjoy above-average wages; some salaries rival those of doctors and lawyers. They grow their own businesses. They thrive.

Beyond the tools

A trade occupation can unlock diverse opportunities and experiences, and foster an upward mobility that reaches beyond the tools. My own career illuminates this.

I started out as an apprentice electrician, before running the electrical department for Bridgestone. I was constantly disappointed with the poor service on offer from contractors. I knew a company with the right attitude could do better for its customers. This belief led me to found SAGE Group in 1994.

The company had humble beginnings. Our first project was a small domestic wiring job that a mate and I charged $140 for. Within a year we had seven people working in my backyard shed; today SAGE has approximately 700 hundred employees with revenue of $180 million and offices around the country and overseas.

It wasn’t always easy, but the skills I acquired in my youth as a trades apprentice – collaboration, communication, problem solving, curiosity – provided a solid foundation for success. There is no limit to where a trade may take you.

I love what I do. When I come into work, I don’t feel like I’m walking into a job. I am walking into my passion. What more could we want for the next generation?

A crucial opportunity

Parents, carers, teachers, and mentors need to champion the skilled trades as an invigorating career option as they guide young people towards tomorrow. It is important and valuable work.

When our children – or grandchildren – tell us that when they grow up they want to be an electrician, a carpenter, a plumber, a builder, a mason, a welder, or any other tradesperson, we must recognise this for what it is: a big dream; one that is worthy of our encouragement, and our pride.

Industries of the Future: Maybe there is hope!

Fri, 27 Jan 2023 01:28:17 GMT

In 2016 I published a blog article titled Moonshots for Australia: 7 For Now. It’s one of many I have posted on business and innovation in Australia. In that book, I highlighted a number of Industries of the Future among a number of proposed Moonshots.

I self-published a book, Innovation in Australia – Creating prosperity for future generations, in 2019, with a follow-up COVID edition in 2020.

There is no doubt COVID is causing massive disruption. Prior to COVID, there was little conversation about National Sovereignty or supply chains. Even now, these topics are fading, and we remain preoccupied with productivity and jobs!

My motivation for this writing has been the absence of a coherent narrative for Australia’s business future. Over the past six years, little has changed. The Australian ‘psyche’ regarding our political and business systems is programmed to avoid taking a long-term perspective.

The short-term nature of Government (3 to 4-year terms), the short-term horizon of the business system (driven by shareholder value), the media culture (infotainment and ‘gotcha’ games), the general Australian population’s cynical perspective and a preoccupation with a lifestyle all create a malaise of strategic thinking and conversation.

Ultimately, it leads to a leadership vacuum at all levels.

In recent years we have seen the leadership of some of our significant institutions failing to live up to the most basic standards, with Royal Commissions, Inquiries and investigations consuming excessive time and resources.

· Catholic Church and other religious bodies

· Trade Unions

· Banks (and businesses generally, take casinos, for example)

· the Australian Defence Force

· the Australian cricket teams

· our elected representatives and the staff of Parliament House

As they say, “A fish rots from the head!”

At best, the leadership behaviour in those institutions could be described as unethical and, at worst….just bankrupt!

In the last decade, politicians have led us through a game of “leadership by musical chairs” – although, for now, it has stabilised.

However, there is still an absence of a coherent narrative about business and wealth creation. It is a challenge. One attempt to provide such a narrative has been the Intergenerational Reports produced by our federal Government every few years since 2002.

The shortcomings of the latest Intergenerational Report

Each Intergenerational Report examines the long-term sustainability of current government policies and how demographic, technological, and other structural trends may affect the economy and the budget over the next 40 years.

The fifth and most recent Intergenerational Report released in 2021 (preceded by Reports in 2002, 2007, 2010 and 2015) provides a narrative about Australia’s future – in essence, it is an extension of the status quo.

The Report also highlights three key insights:

1. First, our population is growing slower and ageing faster than expected.

2. The Australian economy will continue to grow, but slower than previously thought.

3. While Australia’s debt is sustainable and low by international standards, the ageing of our population will pressure revenue and expenditure.

However, its release came and went with a whimper.

The recent Summit on (what was it, Jobs and Skills and productivity?) also seems to have made the difference of a ‘snowflake’ in hell in terms of identifying our long-term challenges and growth industries.

Let’s look back to see how we got here and what we can learn.

Australia over the last 40 years

During Australia’s last period of significant economic reform (the late 1980s and early 1990s), there was a positive attempt at building an inclusive national narrative between Government and business. Multiple documents were published, including:

· Australia Reconstructed (1987) – ACTU

· Enterprise Bargaining a Better Way of Working (1989) – Business Council of Australia

· Innovation in Australia (1991) – Boston Consulting Group

· Australia 2010: Creating the Future Australia (1993) – Business Council of Australia

· and others.

There were workshops, consultations with industry leaders, and conferences across industries to pursue a national microeconomic reform agenda. Remember these concepts?

· global competitiveness

· benchmarking

· best practice

· award restructuring and enterprising bargaining

· training, management education and multiskilling.

This agenda was at the heart of the business conversation. During that time, the Government encouraged high levels of engagement with stakeholders. As a result, I worked with a small group of training professionals to contribute to the debate. Our contribution included events and publications over several years, including What Dawkins, Kelty and Howard All Agree On – Human Resources Strategies for Our Nation (published by the Australian Institute of Training and Development).

Unfortunately, these long-term strategic discussions are nowhere near as prevalent among Government and industry today.

The 1980s and 1990s were a time of radical change in Australia. It included:

· floating the $A

· deregulation

· award restructuring

· lowering/abolishing tariffs

· Corporatisation and Commercialisation

Ross Garnaut posits that the reforms enabled Australia to lead the developed world in productivity growth – given that it had spent most of the 20th century at the bottom of the developed country league table. However, in his work, The Great Reset, Garnaut says that over the next 20 years, our growth was attributable to the China mining boom, and from there, we settled into “The DOG days” – Australia moved to the back of a slow-moving pack!

One unintended consequence of opening our economy to the world is the emasculation of the Australian manufacturing base. The manic pursuit of increased efficiency, lower costs, and shareholder value meant much of the labour-intensive work was outsourced.

Manufacturing is now less than 6% of our GDP , less than half of what it was 30 years ago!

It became especially confronting during COVID when it became apparent Australia was not now a sovereign nation. We depended on overseas interests (particularly China) for vital commodities and products! Whoever discussed National Sovereignty before COVID.

A short overview of the story looks like this:

Paul Kelly recently suggested in The Australian that “we shun innovation, change and enterprise to huddle in a stagnant, low wage, poor productivity and outdated industrial system.”

And not only that: “The parliament has looked into the future and retreated to nostalgia.”

Wow – that is an indictment.

Based on these assessments, our leadership (both political and business) appears to lack the imagination, foresight, capacity and courage to create a narrative about the future.

I have followed many government announcements over an extended period and searched their websites; there is much to read. I will now provide a brief snapshot of some of the significant developments.

Industry Growth Centres

In late 2014, the Federal Government announced the establishment of six Industry Growth Centres . Each of these industry sectors has a competitiveness plan. There is even a vision for each sector.

While I might challenge the language and the vagueness of some of these visions, it is encouraging that the work is visible. It is a start.

These are the six sectors:

· Advanced Manufacturing

· Cyber Security

· Food and Agribusiness

· Medical Technologies and Pharmaceuticals

· Mining Equipment, Technology and Services

· Oil, Gas and Energy Resources.

See the Industry visions below:

Advanced Manufacturing

To develop an internationally competitive, dynamic, and thriving Australian advanced manufacturing sector that boosts the nation’s economy and long-term health.

Cyber Security

To strengthen Australia’s cyber security ecosystem and help Australia become a powerful cyber security exporter and world-leading cyber security education hub.

Food and Agribusiness

By 2025, the industry will be working together to grow the share of Australian food in the global marketplace.

Medical Technologies and Pharmaceuticals

For Australia to retain all current and planned levels of R&D expenditure while achieving greater commercialisation success, creating more products that reach proof-of-concept and early-stage commercialisation, increasing the number of medium to large companies with late-stage product successes, and maximising the value of any IP monetisation events along the way. The overall effect would be more significant employment and wealth creation for Australia.

Mining Equipment, Technology and Services

An industry-aligned, collaborative and agile ecosystem and, through leadership and innovation, a growing share of the global market.

Oil, Gas and Energy Resources

To maximise the value to the Australian economy by having an energy resources sector that is globally competitive, growing, sustainable, innovative and diverse.

Modern Manufacturing Strategy

In 2020, the Federal Government announced a Modern Manufacturing Strategy in response to the international conditions created by the COVID-19 pandemic. Its vision is below.

“For Australia to be recognised as a high-quality and sustainable manufacturing nation that helps deliver a strong modern, resilient economy for all Australians.”

The vision is intended to be achieved through four pillars:

· getting the economic conditions right for business

· making science and technology work for industry

· focusing on areas of advantage

· building national resilience for a strong economy.

It outlined both 2-5 and 10-year goals. One 10-year goal is listed below:

“Lock in productive and competitive firms with high-impact sectoral growth.”

The industries identified include:

· Resources Technology and Critical Minerals Processing

· Food and Beverage

· Medical Products

· Recycling and Clean Energy

· Defence

So, from a federal government perspective, Australia’s industries of the future can be summarised in the table below.

The CSIRO

The CSIRO announced six significant challenges they intend to turn into Australia’s unique advantages.

· Food Security and Quality

· Health and Wellbeing

· Resilient and Valuable Environments

· Sustainable Energy and Resources

· Future Industries

· A Secure Australia and Region

They have also named twelve co-creation opportunities when overcoming these challenges. While all are important, there are four that stand out to me:

· First, create a hydrogen industry to generate a new clean energy export industry.

· Collectively drive our trusted agriculture and food exports to $100 billion annually by:

· creating a sustainable protein future protein industry

· Leveraging the world’s love of Australian food

· Helping our farmers overcome drought, mitigate climate impacts, and

· Increasing yield and profitability.

3) create new industries that transform raw material commodities into unique, high-value products.

For example, critical energy metals that build Australia’s value-added offerings, jobs and sovereign supply.

4) become a leader in new technologies.

But what does ‘becoming a leader in new technologies mean?’

Just because we might say we are a leader does not necessarily mean we are. So how do we objectively measure it?

The Why Australia Benchmark Report 2022 outlines that we currently have over 2000 tech companies across FinTech, MedTech, EdTech and AgTech. It provides a range of data that may form the basis of such measurement. For example, the EdTech sector currently employs 13,000 people. Does that make us a leader?

The Australian Brand (2019)

Who remembers “Australia’s Nation Brand”, published in December 2019

To ensure the success of the Nation Brand, we recommend adopting:

Our proposed brand framework, including purpose, promise, values and personality, as the foundation that guide Australia’s Nation Brand.

A narrative-led approach to celebrate everything that’s unique about Australia’s people, place, and product.

Our preferred brand design includes a premium green and gold colour scheme, wattle-inspired visual devices, and the use of the AU shortcut for Australia as design elements.

This document talks about a ‘narrative-led approach!

AND NOW!! November 2022

National Reconstruction Fund (NRF)

Priority funding areas

The NRF will diversify and transform Australia’s industry and economy through targeted investments in the following priority areas:

1. value-add in resources

2. value-add in agriculture, forestry and fisheries

3. transport

4. medical science

5. renewables and low-emission technologies

6. defence capability

7. enabling capabilities.

How the NRF will operate

The NRF will be an independent financier that operates commercially to deliver a positive rate of return.

It will be governed by a board that will make independent investment decisions guided by an investment mandate.

The NRF will finance projects that align with the seven priority areas to leverage Australia’s natural and competitive strengths.

The Government has identified $8 billion of the NRF’s $15 billion for the following areas:

· up to $3 billion for the Powering Australia plan

· $1.5 billion for medical manufacturing

· $1 billion for value-adding in resources

· $1 billion for critical technologies

· $1 billion for advanced manufacturing

· $500 million for value-adding in:

o agriculture

o forestry

o fisheries

o food

o fibre.

If we aggregate Australian Industry Policies, we have:

1. The Industry Growth Centres – recently reviewed

2. The Modern Manufacturing Strategy

3. The CSIRO strategy

4. The Australian Brand 2019

5. National Reconstruction plus

6. Multiple other initiatives – CRC’s

In addition, there are other random announcements that, if read at face value, are statements about Government intentions!

1. The Australian Space Agency (announced in 2018) and, in 2021, Scott Morrison announced a more focused investment in the Space Industry.

“By 2030, we want to triple the size of our space sector – adding $12 billion to our economy and creating up to 20,000 new, high-skilled jobs – providing more opportunities for Australians and industries.”

https://www.businessnewsaustralia.com/articles/australia-partners-with-nasa-on-our-first-mission-to-the-moon.html#.YWZMCyGYBSQ.linkedin

2. Then we have some random – Directions – or Targets

Malcolm Turnbull announced:

· A specific target: Australia as a Top 10 Arms Exporter.

The Australian Government and the Australian tech sector have a shared commitment to achieving 1.2 million tech jobs in Australia by 2030.

There are many industries on the journey to creating a more vibrant and robust future– making the stories more visible is a great way to focus stakeholders on the future. Focusing on the future and increasing the size of the pie is more inspiring than the current mediocre nonsense that passes for political conversation.

An analysis of the above will give a clue to Australia’s Future Industries; this TASK is challenging, but right now, Australia needs a narrative beyond the day-to-day!

Why business needs to lead Australia into future prosperity

A prosperous Australia benefits all Australians. Business is a powerful platform for that prosperity to be achieved. It is the only body with the NATIONAL GRUNT and longevity to undertake the task. Governments come and go.

It is essential to understand that Australia’s federal Government has always carried an excessive load by tradition and design. Over time it has become the national “problem solver” (or not) – but what if both government and business (industry) provided authentic leadership to establish a new, long-term strategic narrative for Australia instead?

There is a role for the Government to be at the leading edge of innovation and to encourage pioneering business ventures to help shape our future. However, business needs to find a new role – it is called leadership.

Sadly, in our business culture, we have a government-dependent mentality – i.e., we want governments to do the giving, BUT we do not want them to lead.

There was a time when Government did play a leadership role in business – five of our top ten ASX-listed companies were Government founded. And many other firms and industries would not exist now without Government funding/support.

If not the Government, then WHO?

Has our business sector become so self-serving and inward-looking that it cannot focus on and contribute to the conversation on national prosperity?

Or does business expect the Government to do all the heavy lifting?

It appears that both are possibilities!

The whole issue might have more clarity if there was a shared understanding of the longer-term view via more collaborative discussions and planning between Government and businesses. In any society, there is a need for HOPE.

What if businesses took some responsibility for making a genuine difference in ordinary Australians’ lives – and focused on increasing our national prosperity?

In the current scenario, that would be real innovation!

A PATHWAY to THE FUTURE? www.innovationinaustralia.com.au

Over decades Australia has developed competence in the conduct of running Royal Commissions. WE spend months /years (not to mention millions of dollars) investigating acts of corruption/ criminality and incompetence. The Commissioners make multiple recommendations for Governments to change the system.

Whether any significant change occurs because of the Royal Commission is moot.

The legal process as good as it is, is sometimes described as a process ‘which walks backwards into the future using the past as a reference.’ At best, changes are incremental.

The concept of a Royal Commission could be the basis of a new Prosperity Commission.

In Innovation in Australia, I posited seven initiatives and steps to shift our thinking. They have been enhanced based on conversations over the past two years.

1. A Prosperity Commission (every seven years)

2. Establish an independent Prosperity Commission (to build on and extend) the work of the Prosperity Commission.

3. An Australian Prosperity Progress Report at 3.5 years

4. Industry learning forums each year.

5. Establishing multiple industry ecosystems needs to be prioritised with collaboration (learning) networks and information-sharing tools.

6. An innovation venture fund (I understand multiple funds are in place now!

7. Nation-building projects: bi-partisan agreement on infrastructure projects. One announced each parliamentary term. These could emerge in Industry Learning Forums and be priorities in the Royal Commissions.

Wealth Creation 2050 and beyond!

Building industries based on Australian innovation is how to increase the ‘size of the pie’ to ensure Australia’s future prosperity. It requires a shift of mind at every level of Australian business and Government. It will also need some radically different approaches. Finally, it will require a form of business and government leadership that we have not seen in recent years, if ever.

The nature of Industry conversation will have to change.

Some initiatives could contribute to the ‘mind shift’ required.

1. A Prosperity Commission (every seven years)

I propose convening a Prosperity Commission (not a legal process) to address issues of national significance – THE FUTURE of AUSTRALIA.

Some early design principles:

· The National Cabinet established during COVID would be the convening body.

· Social technologies, e.g., Scenario Planning; Open Space – are the basis of the process.

· Planning will start with the States – (even Local Authorities)

A process such as this might propose to create multiple scenarios for Australia plus 30 years – and various initiatives for a National Conversation.

The proposed outcome of this investment:

i. Seven -Ten Industry Development Initiatives for public/political conversation must focus on wealth creation.

ii. Seven – Ten Nation building projects for a National Conversation (Definition)

China has major initiatives – the China Belt Road Initiative and South-to-North Water Diversion Project. These projects have time frames for completion of more than 50 years.

Our track record in Nation Building projects is ordinary – the last one anyone can identify is the Snowy Mountains scheme completed in the early 1950s. Others?

· It took over 30 years to get Sydney Airport – (and Inland Rail) off the ground.

How do we create an environment where significant projects are an important feature of the National agenda in Australia?

2. Establish an independent Prosperity Commission (to build on and extend) the work of the Prosperity Commission.

We were so disappointed after not winning a gold medal at the 1976 Montreal Olympics that we did something about it. As a result, after some time, we established the Australian Sports Commission.

Why not an Australian Prosperity Commission? Our record on many indices leaves a lot to be desired.

3. An Australian Prosperity Progress Report at 3.5 years

This Report could position Australia in a global context.

Our current rankings on any Global index leave the possibility of significant improvement.

4. Industry learning forums each year.

Businesses/industries/governments could hold annual forums to educate and create a ‘learning agenda’ in each industry.

There might even be debate and discussion about industry scenarios that will be a resource for the participants. We might even reach a stage of joint industry projects.

5. Establishing multiple industry ecosystems needs to be prioritised with collaboration (learning) networks and information-sharing tools.

What if we measured the number of ‘for-profit’ businesses established (and the number of jobs created) because of our national R&D investment?

We could even be so bold as to measure businesses’ lifespans and economic and social contributions.

6. An innovation venture fund (I understand multiple funds are in place now!

My question? How are they working? What are they producing, and how are they being assessed?

At least three funding sources stand out:

i. A levy (tax) on every business transaction engaging an international investor buying an Australian business. (The purpose is the re-creation of Australian industry.)

ii. Dividends back to Government from investments in Government-funded R&D research, which is later commercialised.

iii. the Business Council of Australia and other leading industry bodies contributing to this fund and working with the Government on prioritising a list of nation-building innovations that they believe Australia needs over the next 50 years.

7. Nation-building projects: bi-partisan agreement on infrastructure projects. One announced each parliamentary term. These could emerge in Industry Learning Forums and be priorities in the Royal Commissions.

Our infrastructure projects should never end up as political footballs like the NBN. Instead, the Government and opposition should jointly announce at least one major nation-building project every election term.

THE CURRENT POSITION?

The current Minister has announced the following:

We must be a nation that takes our big ideas and makes them

Our aim is to transform Australian industry and manufacturing!

While I wish the Minister well, the last major reconstruction had intended and unintended consequences – what innovations are being made in the social process of Australia to create a ‘shift of mind’ so that we focus on the future and minimise the unintended consequences.

Now - the strategy is incoherent and follows a similar pattern to history! AND

“If you always do what you have always done you will always get what you have always got”.

Leading Australian geneticist wins major industry award for cancer research

Thu, 26 Jan 2023 23:41:07 GMT

Professor Georgia Chenevix-Trench was recognised for her achievements in cancer genetics, including the discovery of genome regions linked to breast cancer.

Professor Georgia Chenevix-Trench – who is currently a Distinguished Scientist at The QIMR Berghofer Medical Research Institute – has won the 2022 GSK Award for Research Excellence (ARE) in recognition of her research investigating genetic predispositions to breast and ovarian cancer.

Professor Chenevix-Trench and her team identified genetic variants in over 240 regions of the genome that can affect a person’s risk of developing breast cancer. As each region consists of a number of genes, the next major challenge for Professor Chenevix-Trench and her team is to identify which of these genes operate in human cancers.

Her research has elevated global understanding of why some people have a genetic risk for cancer and what determines it. Her work also has contributed to the development of better screening, possible prevention solutions and treatment options for patients.

Professor Chenevix-Trench says that understanding the biology behind the genomes of cancer cells is key in improving patient outcomes.

“I’ve had an interest in helping those affected by hereditary cancers my entire life,” says Professor Chenevix-Trench. “Over the last five years, my focus has been to understand how genetic variants act as a determining factor in developing breast cancer. Unless we know how these genomes operate in relation to cancerous cells, we won’t be able to translate the knowledge we have gained into tangible treatment options and preventative solutions for patients.”

Breast cancer is the most common cancer affecting Australian women, with approximately 57 people being diagnosed every day in 2022. Professor Chenevix-Trench's research has helped the scientific community gain a better understanding of those at risk of the disease.

The genome contains all the essential information needed for a cell to function and develop. When abnormal changes occur to the genome of cells in the body, this can trigger the development of cancer.

The genetic variants discovered by Professor Chenevix-Trench and her team are a common occurrence within the general population and differ from the rare mutations previously linked to breast cancer. Women who carry these variants are at increased risk of developing breast cancer.

Professor Georgia Chenevix-Trench became the 42 ^nd winner of the GSK Award for Research Excellence 2022. Professor Chenevix-Trench says the $100,000 AUD grant that comes with the GSK Award for Research Excellence will be used to purchase a new piece of equipment that enables real-time cell analysis.

“We’re currently undertaking research that looks at how certain genes influence the way cancerous cells or tumours are destroyed by the immune system. This is very exciting work. By gaining access to the new instrument, we will be able to accelerate our work and expand our insights into the behaviour of cancerous cells,” says Professor Chenevix-Trench.

The 2022 GSK Award for Research Excellence (ARE) was presented to Professor Chenevix-Trench at Research Australia’s Health and Medical Research Awards 2022 in Melbourne. Dr Alan Paul, Medical Director at GSK Australia, said GSK is proud to be able to continue supporting home-grown Australian research through the award.

"We are delighted to welcome Professor Georgia Chenevix-Trench to our esteemed list of the GSK ARE winners, in recognition of her outstanding contributions to the health of Australians,” said Dr Alan Paul. “Georgia, and her team, are driving innovative research in cancer genetics that truly has the potential to improve health outcomes for cancer patients around the world.”

Professor Chenevix-Trench says she is delighted to be named the 2022 winner of the GSK Award for Research Excellence.

“I am looking forward to joining the legacy of this award and using my role as a leader in this industry to champion and support other female scientists in Australia,” says Professor Chenevix-Trench

About the GSK Award for Research Excellence

GSK is a science-led global healthcare company. For further information please visit www.gsk.com/about-us .

The GSK Award for Research Excellence is one of the most prestigious and longstanding independently-judged awards available to the Australian medical research community. It has been awarded since 1980 to recognise outstanding achievements in medical research with a focus on human health. Over the course of the last 42 years, over $3 million* has been awarded by GSK Australia to support Australian research and innovation.

Among the previous recipients of the GSK Award for Research Excellence are some of Australia’s most noted scientific researchers, including Professor Mark Febbraio (2020), Professor Brendan Crabb (2019), and Professor Kathryn North (2011).

ResMed’s quest for improved sleep health

Fri, 11 Nov 2022 03:52:21 GMT

ResMed founder and chairman Peter Farrell depicts the 40-year evolution of sleep apnea treatment, what’s next, and how well Australians sleep compared to the rest of the world

Like paying taxes and death, sleep is something that affects all of us. But how would you rate the overall awareness and appreciation Australians have of sleep as, along with a good diet and physical exercise, one of the three key pillars for public health? Causal factors and solutions for improvement?

PF: Compared to the rest of the world, I think Australians probably have a higher-than-average awareness of sleep and obstructive sleep apnea (OSA) thanks to the far-reaching research that’s been conducted and promoted nationwide, celebration of Colin Sullivan, University of Sydney professor, who invented the nasal continuous positive airway pressure (PAP) machine in the early 1980s, and high visibility of ResMed, world leader in connected solutions for treating sleep apnea and an ASX15 company.

However, in terms of where awareness should be, it’s still too low for Australians as it is everywhere else. According to Lancet Respiratory Medicine, over 936 million people worldwide have sleep apnea – including over 2.9 million Australians. Over 80 per cent are undiagnosed.

We know that leaving sleep apnea untreated – the nightly toll these cyclical suffocations have on our body that should be resting – puts us at 2 to 3 times higher risk for heart attacks or strokes, impacts our daily energy, mood, safety while driving or at work, long-term mental health, and so on. Our sleep health is very much tied to every facet of our overall health and wellbeing.

What is the relationship between sleep and the other two other pillars of public health? Has this been studied and reported on?

PF: The links between sleep and the other two pillars – nutrition and physical exercise – are very strong. Simply put: You can’t optimize your healthy eating or your exercise goals without a good night’s sleep.

If you don’t get enough sleep each night – common recommendations are 7 to 9 hours nightly for adults – you may lack the energy required to exercise as much as you’d like to the next day, as well as focus on work and other important tasks.

Lack of sleep also affects how we eat. First off, if you are sleep deprived and lack energy, your body will likely seek more foods high in carbohydrates and/or fat than you may intend to eat because your body is seeking sources of energy to make up for the energy it didn’t wake up with. What’s worse is sleep deprivation could lead to overeating. A 2013 study published in Psychoneuroendocrinology found sleep-deprived people wake up with higher feelings of hunger and plasma ghrelin levels, which are linked to overeating.

So not only does good sleep restore our bodily functions and refill our energy tanks for the day ahead, it also enables us to best tend to the other important pillars that help sustain our overall health.

Why is sleep so important to Australia’s national interests and its “socio-economic scorecard”? How much do sleeping disorders hurt the national economy and society more broadly? (productivity, domestic violence, road toll, poverty, mental health, etc.)?

PF: A nation’s collective sleep hygiene is key to this scorecard. Sleep deprivation is tied to work absenteeism, presenteeism – which just means you’re at work but not working to your full potential – workplace, and roadway accidents and deaths.

Sleep is also key to our mental health: Sleep deprivation can negatively impact our moods, which can in turn affect the relationships we have with everyone around us. And there’s long-term implications for mental health, too. A 2008 Sleep Medicine Reviews study found sleep disruptions can increase your risk of developing depression. There’s a specific link between depression and obstructive sleep apnea: 1 in 5 people with depression are believed to have OSA, according to the U.S. National Sleep Foundation.

There are profound benefits for individuals and whole societies in improving our sleep and collectively prioritizing good sleep – and huge risks not only to being sleep deprived but also not understanding the effects of that.

Are Australians overall good sleepers? Are there reliable, current, statistics available on sleeping disorder prevalence? Is there a sleeping disorder epidemic in Australia or a risk of one in the coming decade with an ageing population? What is the current trend / dynamic?

PF: Australians get an average 6.8 hours per night, according to ResMed’s own Global Sleep Surveys taken in March 2022. Marginally below 7 to 9 hours per night, not all that bad. But there are two big caveats. One, “average” implies half of Australians are getting less or even far less than that amount, and I urge any of those folks to prioritise sleep and make time for it that can pay dividends in the short and long term for their health and quality of life.

And two, it is estimated that at least 3 million Australians have sleep apnea, many of them undiagnosed and untreated. Those millions of people may think they’re getting 7 to 9 hours, when in fact their bodies could be waking dozens or hundreds of times a night to prevent mini sleep suffocations caused by their apneas. For these folks, the key to restoring and optimizing their sleep begins with diagnosing their condition and treating it at home.

Does Australia as a whole invest much / enough into sleeping disorders relative to its prevalence and severity? How does this compare with other rich western economies?

PF: The western world is ahead of the rest of the world and focusing on the importance of getting a good night’s sleep. However, there is still not enough focus on sleep in general. I’m heartened to see concerted efforts by ResMed and independent universities and researchers to boost general sleep awareness across Asia, Latin America, as well as in more established markets.

What are some of the latest notable cutting-edge R&D findings, here and globally, related to sleeping disorders from cause, treatment, and cure perspectives?

PF: Sleep apnea is an important component of chronic disease. If the sleep apnea is left untreated, many damaging conditions may occur such as hypertension, and eventually type 2 diabetes. There are many other connections between untreated OSA and chronic diseases. The bottom line is that OSA needs treatment otherwise one’s health will significantly deteriorate.

How and where has ResMed expanded scientific knowledge of sleeping disorders in the last 1-2 years since your original article on this subject was prepared? What are some surprising or even shocking facts and figures?

PF: We can now say that PAP treatment has helped people live longer. The landmark ALASKA study presented at last year’s European Respiratory Society Congress in France showed people with OSA who stayed on therapy were 39 per cent more likely to survive over a 3-year period than OSA patients who didn’t. There were over 176,000 people in this study – and the results held regardless of age, preexisting conditions, overall health, or cause of death. It goes to show how important diagnosis and treatment of this disease really are.

There’s more coming out of ALASKA and other studies ResMed conducts. We are truly leaders not just in helping the world treat these diseases but in understanding them – how common they are, their effects on other diseases and facets of our health, and what types of digital solutions and other interventions work best in terms of engaging people to start and stay on treatment.

Since last we spoke, Lancet Respiratory Medicine had just published ResMed’s latest global prevalence of sleep apnea – almost a billion people worldwide. This is a staggering number. Some 3 million Australians are believed to have it. Since the study came out, it has become one of the most cited resources of prevalence, and people are becoming more aware of how big an issue this is if left untreated OSA is.

ResMed invests around 7 to 8 per cent of company revenue into R&D to support future growth. What are some notable recent R&D findings? Is there more of a focus on incremental improvements to existing ResMed products or disruptive products? Why should sleeping disorder sufferers be excited about the next 5-10 years of innovation at ResMed?

PF: R&D funds go into improving every aspect of the user’s experience. We continue to push the envelope on digital solutions designed to engage, motivate, and empower users to track and improve their own treatment. This is true across much of healthcare, but ResMed has long been a leader in this space – today there are nearly 18 million connected ResMed devices on bedside tables across 140+ countries. Our latest PAP platform AirSense 11 features new digital solutions, one for helping guide new users onto treatment – in those first few days it’s vital for someone to have confidence in the treatment and embrace it. The other automatically checks in with users at 30, 60, 90 days, and so on to see how they’re doing and suggest advice if needed.

And of course, we’re always striving to make the therapy itself smaller, quieter, more comfortable. PAP treatment just turned 40, and in four short decades we’ve made leaps and bounds – from a 10 kilograms machine the size (and noise) of a pool air filter to the ResMed AirMini, which has waterless humidification, runs off your phone, and itself is about the size of an iPhone – the world’s smallest PAP to date, weighing about 0.07 pounds or 0.032 kilograms. There’s much more to unlock; we’re not done improving on these technologies.

Can ResMed’s historic and anticipated contribution to humanity be quantified/estimated?

PF: First off, the last two years have been dominated by the COVID-19 pandemic and during the past year, global supply chain challenges, and a major competitor recall in our industry. It is undisputed that the need for ventilators at the outset of COVID-19 was massive and critical, and I’m incredibly proud and amazed at ResMed’s – and frankly all leading ventilator makers’ – ability to produce what we did to meet the world’s demand and save countless lives. ResMed itself pivoted its whole business to make ventilators – it’s usually less than 10 per cent of our business – and set a record: hundreds of thousands of these lifesaving devices were produced in 2020 alone.

Today, ResMed is helping fill an historic need for PAP devices in the wake of global supply shortages and a competitor’s recall. We’re talking with suppliers and their suppliers, in the supply chain to get the chips we need so millions of people worldwide can get the nightly sleep they require.

Peter at an event in the early 1990s, when ResMed went by its original name “ResCare.”

How to leverage innovation in Unexpected Locations

Fri, 11 Nov 2022 00:10:31 GMT

The Northern Territory is becoming an object lesson in intelligent investment attraction, leveraging geographical location, and local advantages. When combined with careful selection skills, things start tracking.

In the last 6 years the Northern Territory has quietly developed the foundations of a vibrant innovation ecosystem. A highlights reel would show you companies like SPEE3D creating new innovations in 3D metal printing and advanced manufacturing, up-and-coming start-ups such as Corrosion Instruments and Universal Site Management developing unique technologies to support the Mining, Equipment, Technology and Services sector and innovations in the Information Communication Technology (ICT) sector with companies such as Hold Access developing a digital wallet that empowers First Nations people to hold diverse identification with access to full capabilities in their control.

Recently, the Territory is looking to become Australia’s first manufacturer and exporter of the iconic Albatross G-111T, an amphibious aircraft which can take off and touch down from land, snow, ice, and water. Amphibian Aerospace Industries (AAI) is relocating its refurbished aircraft and establishing a new facility and office at Darwin International Airport.

AAI first caught the eye of the Darwin Innovation Hub when it took out first prize at their annual Croc Pitch event in 2021. AAI is a great example of how early-stage technology investment in an aviation manufacturing company can not only provide a technology proof of concept but also unlock a pathway towards later stage capital investment, modern manufacturing, skilled jobs, and industry growth.

International collaborations are also solidifying in this growing innovation ecosystem. The potential of leveraging the geographic position and vast hinterland of the Northern Territory has caught the eye of international research institutions such as NASA and Singapore’s Nanyang Technological University. In July 2022, three NASA rockets successfully launched from Arnhem Space Centre in the Northern Territory. The launch marking the start of Equatorial Launch Australia (ELA) as a multi-user commercial Space Launch company, providing world-class launch services flown to and from all space orbits.

Singapore-based space-tech company, Aliena, aims to provide high-resolution data to terrestrial businesses by enabling a fleet of imaging satellites to fly closer to the Earth using proprietary electric propulsion engines. Through relationships with the Darwin Innovation Hub, Aliena will provide datasets specific to the Northern Territory, which can be used for advanced crop monitoring for smart farms, fire detection for disaster mitigation and hazard response, and other security and defence sector applications. Further showcasing that Australia’s Northern Territory is ideally placed to host key infrastructure and services for the global space industry.

The fundamental key to realising these commercial opportunities lies in applying relevant technology to our North’s rich industrial sectors.

Typically, regional locations such as the Northern Territory are not thought of as hubs of innovation or centres that attract meaningful levels of venture capital investment due to lack of population. Lack of deal flow, distant from key financial centres can hinder. The solution lies in careful examination of inherent strengths ,finding the right investment, and subsequent effective nurturance: first the deal, then the enterprise.

Based on our first six years, I believe in the next 25 years the Northern Territory will expand upon its position as one of the fastest growing innovation ecosystems in the world. There are three main factors contributing to the durability of this growth.

First, the continued leverage of the Territory’s massive land and geographical advantages as a sand box for global entrepreneurship and innovation, by offering developers of technology valuable test bed and demonstration sites.

Second, the aggressive pursual of the best innovations across Australia and around the world that can be applied to the rich industries found in the Northern Territory. By expanding its’ vision, the Northern Territory will be able to tap into an unlimited global deal flow.

Third, private capital must be raised to both entice the talent and enable such projects to be established, bringing valuable labour and business operations to the Northern Territory. Such capital will be available given correct foundation establishment of appropriate investment opportunities.

It is the combination of Northern Territory geographic position, land, enterprise, labour and capital that will drive economic growth. And it is the abundant natural resources and high industrial output per capita that will provide the fuel for this growth.

The Arnhem Space Centre, located in the Northern Territory's East Arnhem region, is the only commercially owned and run multi-user equatorial launch site in the world.

Innovation boosting Australia’s red meat industry

Thu, 10 Nov 2022 23:50:13 GMT

Australia’s red meat industry is harnessing innovation to tackle 3 key issues: carbon neutrality by 2030, biosecurity, and market access.

Australian red meat is defying rusted-on stereotypes, with industry leaders recognising that innovation is crucial for the sector’s future.

Michael Crowley, the General Manager of Research, Development, and Adoption at Meat & Livestock Australia (MLA), shares his insights on four key issues the industry is tackling head-on to ensure maximum impact for its beef, lamb and goatmeat producers.

Carbon neutral by 2030 (CN30) target

In 2017, the Australian red meat industry set the ambitious target to be carbon neutral by 2030 (CN30).

“To achieve that target, we need to accelerate progress – and we need the whole of industry to buy in to get us there,” Michael says.

A few examples of the technological solutions to reduce methane emissions in livestock include:

A red seaweed extract used as an additive in cattle feed
A focus on lower-methane-emitting livestock breeds
Adding more legumes to the pasture feedbase.

“Legumes have condensed tannins in their leaves that naturally reduce methane emissions and increase productivity through improved weight gain.”

“Using legumes in pastures means more kilograms of production per hectare, as well as a positive environmental outcome in terms of improved soil health and emission reduction,” Michael says.

Alongside the industry’s CN30 target, the Federal Government also has a range of financial incentives to help farmers and others in the agricultural industry take practical steps towards carbon neutrality. Key programs and strategies include a Technology Investment Roadmap, Emissions Reduction Fund, and Agricultural Biodiversity Stewardship Package.

Biosecurity

There are several research and development projects underway to improve the health and welfare of livestock, as well as the productivity and integrity of the Australian red meat industry.

These projects primarily focus on:

Creating on-farm biosecurity plans that include measures to reduce the risk of introducing and/or spreading an infectious disease, pest or weed onto properties.
Implementing industry biosecurity programs that aim to prevent and control emergency animal diseases.
Containing disease outbreaks to prevent spread between businesses, states, and countries.
Creating vaccination protocols to prevent and contain the spread of disease.
Monitoring and evaluation of perceived and actual biosecurity risks to the industry.

“A key biosecurity priority for the Australian red meat industry in 2022 has been assisting state and federal governments to keep Australia free of foot-and-mouth disease and lumpy skin disease,” Michael says.

Numerous industry organisations have partnered up to manage the biosecurity risks around these diseases, providing technical expertise and investment in potential prevention and treatment solutions, including mRNA vaccines.

“Biosecurity is essential to our market access as we remain free from several exotic animal diseases and plant pests.”

Market access

According to Michael, there are several big opportunities for red meat in global markets, such as the EU.

“We are negotiating with the EU to deliver more favourable market access conditions as part of a comprehensive free trade agreement,” he says.

Meanwhile, the industry continues to add value through product innovation to bolster trade opportunities. One project in particular has explored extracting collagen from animal hides and skins, which are now being developed into food-grade collagen – as well as collagen for the beauty and medical industries.

“These diverse innovations show the industry is testing its mettle for future challenges, providing better market access for our producers,” Michael says.

Michael Crowley is the General Manager of RD&A at Meat & Livestock Australia.

No Modern Nation Can Thrive Without Engineers

Thu, 10 Nov 2022 23:36:06 GMT

Rear Admiral (Retd) Michael Julian van Balen AO, Principal of the Australian Maritime College, discusses the persistent shortage of STEM skilled graduates and declining STEM talent pool. With Australia’s maritime security at stake, he calls for a whole-of-nation response.

At the opening of a science facility in Canberra in 1988, the then Prime Minister, the late Bob Hawke, agreed that Australia needed to become “the clever country”. At that time, Australia could still benefit from technological, economic, social, and political innovations that were developed in other countries.

In 2015, the then Prime Minister, Malcolm Turnbull, challenged us to become the ‘innovation nation’. Today, we are far behind on numerous metrics: and the changing geo-political, natural, and economic environment in which we find ourselves, shows we are not as far away from the problems of the world as we once were.

As a maritime nation, Australia is reliant on the sea for trade, resources, security, and economic prosperity, though the importance of the maritime ecosystem as historically languished in the national psyche. More than a generation since Hawkes’ “clever country” declaration, recent regional and global geo-political events and the COVID-19 pandemic have raised our consciousness on the importance of being an Indo-Pacific maritime nation. This is evidenced by the Federal government’s naval shipbuilding program, proposed acquisition of nuclear submarines, and discussion on development of a “strategic” (merchant) fleet.

Our ability to develop the industrial complex to fulfil these strategic plans is, however, hampered by past inactivity, inefficiencies in the high cost of manufacturing, and ongoing cultural reluctance to develop the necessary science, technology, engineering, and maths (STEM) skills.

As a nation, we more than ever need to become highly educated and skilled, efficient, cost competitive, and innovative. We must become the “clever” country to ensure our strategic plans and future security and prosperity are not at risk.

NINETY EIGHT PERCENT OF AUSTRALIA’S TRADE BY SEA

Australia conducts 98 percent of its trade by sea; therefore, most domestic economic activity and employment is reliant on this trade. In 2018-19, Australia imported $239.0 billion of goods by sea, and exported $333.8 billion worth. In 2017-18, the economic output of the Australian maritime industry, including natural gas, LPG, oil, fisheries, shipbuilding and repair, marine equipment, and water-based tourism and transport was $81.2 billion; and it provided employment for nearly 340,000 full time workers. Yet, most Australians are oblivious to the importance of the maritime ecosystem.

The rise of China and its claims to the South China Sea, Russia’s invasion of Ukraine, and the decline of the United States’ hegemony have challenged the world order, and the rule of law, and woken us to the importance of the maritime.

FEDERAL GOVERNMENT RECOGNITION OF SEVERE SHORTFALL

The Federal government has committed over the next 30 years to a $183 billion continuous Naval Shipbuilding Plan, with additional funding for a nuclear submarine program expected to be announced in early 2023. At the same time, the veil has been lifted on the indigent state of Australia’s national merchant fleet which has reduced from approximately 100 vessels three decades ago, to just 14 today. The government has now recognised the reliance we place on foreign governments and companies for our essential imports, a reliance which has been exacerbated in recent times by the COVID-19 pandemic and natural disasters.

As a result, a taskforce has been established to investigate development of an Australian “strategic fleet” to strengthen our economic sovereignty and national security, and to secure our ongoing access to fuel supplies and other essential imports.

In recognition of the importance of workforce development to delivering the government’s programs, the Naval Shipbuilding College (NSC) was established to support defence industry job seekers and provide advice on opportunities to upskill through direct connections with education and training providers.

NOT THE CLEVER COUNTRY

However, the work of the NSC is occurring in an environment in which the maritime industry, is struggling to recruit. Part of this problem comes from competition with other national infrastructure programs, and the mining and energy industries.

But the biggest negative impact is the apparent reluctance of young Australians to develop the STEM skills required to contribute to the workforce. The number of students studying STEM subjects in Years 11 and 12 has flatlined at around 10 percent; and school students’ science and maths results are declining or stagnant. The impact of this STEM deficiency from a strategic maritime perspective, is most evident in our engineering capability.

Australia has a shortage of engineering skills with only 8.2 per cent of graduates in Australia graduating with an engineering qualification. This compares poorly to countries like Germany at 24.2 per cent, and Japan at 18.5 per cent. In 2022, the top ten engineering disciplines in demand in Australia included civil, mechanical and marine engineers.

Maritime engineers, comprising naval architects, ocean engineers, and marine and offshore engineers, are categorised by Engineers Australia within civil and mechanical engineering areas of practice, and therefore the ability of our workforce to meet the requirements of the national shipbuilding programs is clearly an emerging problem.

A NATIONAL PROBLEM REQUIRES A WHOLE OF NATION RESPONSE

Maritime engineers are also crucial to maritime civil engineering tasks supporting port and offshore mining and energy infrastructure. Immigration policies to assist workforce development are helpful, but in areas such as the nuclear submarine program, for national security reasons, the workforce must be Australian. As such, resolving the workforce challenges in pursuit of our national strategic plan will require collaboration between all levels of government, industry, the tertiary education sector, and professional associations; a willingness and enthusiasm to participate in the pursuit of knowledge and skills by all Australians; and an efficiency and commitment about our purpose.

A whole of nation approach is required to develop skills and to ensure our ongoing economy and prosperity, using all components of our industrial and societal complexes. As a nation, we need to become more educated and skilled, more efficient, more cost competitive, and more innovative. We truly need to become a “clever” country and an “innovative nation”, and this need becomes ever more pressing and challenging the longer we wait to take credible action. So, what are we waiting for?

Venture capital packing a punch

Thu, 10 Nov 2022 23:21:53 GMT

A key role of any innovation hub worth its salt is to attract high-growth companies seeking to commercialise technologies in growth sectors. For the Northern Territory, one of these growth sectors is advanced manufacturing.

Above: The 1951 GRUMMAN HU-16B Albatross (fixed wing multi engine) is a large amphibious flying boat used primarily for search and rescue.

The Darwin Innovation Hub provides high-growth companies support through access to direct venture capital investment, expert advice and highly valuable grant programs, such as Accelerating Commercialisation, which will match private sector investment on a dollar-for-dollar basis with a Commonwealth Government grant up to $1 million per project. Amphibian Aerospace Industries (AAI) has been recently supported and invested in with $1.5 million early-stage investment funding through the Paspalis Innovation Investment Fund No 2.

The investment funding will be used by AAI to leverage co-investment from the Northern Territory Local Jobs Fund and kickstart a program to refurbish and build a new version of the legendary Albatross flying boat – an aircraft that can take off and touch down on land, snow, ice and water.

The “new” G-111T Albatross will feature, on the proven airframe, new Pratt & Whitney PT6A-67F engines providing substantially improved performance, fuel economy and reliability. AAI is relocating its refurbished aircraft from Melbourne to Darwin, establishing a new facility and office at Darwin International Airport.

AAI is a good example of how early-stage technology investment in an aviation manufacturing company can not only provide a technology proof of concept but also unlock a pathway towards later stage capital investment, modern manufacturing, skilled jobs and industry growth in Darwin.

AAI first caught the eye of the Darwin Innovation Hub when it took out first prize at our annual Croc Pitch event in 2021 impressing the judging panel with its aspirations to create a modern assembly and manufacturing facility for the Albatross in Darwin.

Modern manufacturing is a goal for Australia. Why not have a go? Manufacturing companies such as AAI attract a supplier base around them, and companies who have not explored the NT before, as an aviation manufacturing base, are now looking at what can be created here.

We believe this project will also be able to leverage other grant programs consistent with Australia’s desire to relaunch modern manufacturing and high value jobs in Australia.

website: www.darwininnovationhub.com.au

email: reception@darwininnovationhub.com.au

Digital Transformation in Agriculture: Making Farming Efficient, Precise & Productive

Thu, 10 Nov 2022 07:12:54 GMT

Amid the rising uncertainty and volatility in agriculture, there probably is no better way for farming systems to survive and thrive than digital transformation – all important data at the farmer’s fingertips 24/7.

The global population is estimated to reach 9.7 billion by 2050, implying that agrifood demand will continue to rise worldwide in the coming decades. Specifically, a surge in the middle-class population among our neighbours in Asia bolsters the prospects for considerable growth in Australian food export. Meanwhile, our farmers continue confronting formidable challenges, such as increasing cost of labour, unavailability of skilled workforce, reduction in water availability, more frequent extreme weather events due to changing climate conditions, and fragmented value chains with asymmetric patterns of information sharing between trading partners. The COVID-19 pandemic has witnessed the weakness of traditional farming systems where empty shelves were seen in some supermarkets while, at the same time, surplus produce had to be dumped on farms. The country’s state governments’ health measures exacerbated the issues of labour shortage and excessive delays in farm operations.

In the wake of these challenges, digital transformation – integration of digital technologies in business operations – was catapulted to the top of discussion to reinvigorate the current farming systems to prepare them for similar unforeseen events. Our research at CQUniversity examines the impact of digital transformation on agricultural operations. The analysis uncovers a significant difference in operational efficiency and productivity among the firms that adopt digital transformation compared to others that do not. We find that the performance and profitability significantly outweigh the costs incurred by digital transformation. Digital transformation substantially reduces labour dependency, input waste and the cost of doing business. The digitally connected farmers can receive real-time information on food demand, market dynamics and changing consumer preferences, lowering information asymmetries and transaction costs. The digital transformation thus revolutionises the farming systems in ways not previously seen. The following section sheds some light on the most popular digital technologies, and how they work to boost the efficiency, productivity, transparency, and profitability of farming systems.

Internet of Things – The internet of things (IoT) describes the interconnected network of devices that contains sensors with data processors – constantly collecting, analysing, and transmitting data. The IoT devices can be controlled through an app on a smartphone. Farmers can constantly monitor the state of crops, soil moisture and nutrients, and exact need for fertiliser, pesticides, water, or livestock health and movement, among others. Monitoring of anomalies along the crop growth or livestock health allows farmers to reach optimal efficiency and reduce the risk of unexpected economic losses. At another level, IoT devices can be used to operate tractors for cultivation, spraying and harvesting. IoT-enabled livestock management systems help monitor the location, temperature, blood pressure, heart rate, readiness to mate, and grazing pattern of animals in real-time on a smartphone. A large amount of data, also known as “big data”, aggregated through multiple devices, can be utilised to predict diseases, pests, inputs, and yield, thereby making more informed decisions in a timely manner. For example, an apple and pear grower (Maurice Silverstein) in Shepparton East Orchard of Australia implemented the Internet-of-things (IoT) that connects all physical devices through the internet and the data between these devices are regularly shared. At Shepparton East Orchard, this IoT connected system supports irrigation efficiency by receiving real-time information on soil moisture, the need for irrigation in a specific part of the farm, and the need for fertilisers and pesticides, thus vastly increasing farm productivity and performance. A case study of Joe Loewith and Sons Ltd. Farms in Ontario Canada show that the application of IoT based smart farming technologies has significantly augmented farm productivity including tracking of animal health, digitally driven animal birth, timely disease control, and efficient crop management. Another case study on a rice farm in Suphan Burin Province of Thailand confirms the outstanding outcomes of IoT devices in rice farming operations.

In greenhouse farming, IoT devices offer real-time information on temperature, lighting, humidity, soil condition, etc. which are difficult, if not possible, to receive manually. With IoT connected smartphone, a single farmer can manage a large field while sitting on the other side of the world. Given the recent issues of labour cost and availability, IoT implementation offers promising opportunities to Australian farmers for reshaping conventional business operations. Many farmers across the world, in countries such as the USA and the UK as well as Europe, have already started benefitting from IoT devices in farm operations. However, our research at CQUniversity shows that lack of investment, awareness, and training are among the key impediments to the adoption of this cutting-edge technology in the Australian farming system.

3D printing – While our research could not find evidence of 3D printing in the Australian farming system, we believe that this technology could deliver tremendous gains to our farmers. While this technology has gained a place in the automotive industry, its large application in farming is yet to be established. Nonetheless, 3D printing offers a myriad of benefits for smart farming, for example, a farmer can manufacture small farming equipment and appliances on a farm with less cost. In a 3D printing machine, one needs to insert a prototype or map of equipment along with key ingredients. And, quite remarkably, with one click a piece of equipment can be produced. With rural Australia’s excessive exposure to natural disasters, 3D printing can greatly help Australian farmers recover and rebound by quickly producing damaged machines, appliances, equipment, medicines etc. The large 3D printers (which can be organised with government support) can also help rebuild the houses/shelters in a matter of days at a relatively cheaper cost.

Blockchain – Modern conscientious consumers demand the complete history of the food they buy and consume including where and how it was produced, what kind of and how much fertilisers and pesticides were applied, and how it was stored and transported. Blockchain helps answer all such questions in an effective and reliable way. Blockchain is a digital ledger accessed and updated by all members in a supply chain network. Ideally, each member is connected through an app on the smartphone and shares/traces all information from input suppliers to farmers to consumers. Each member of a network constantly uploads information, often in real- or near real-time, on routine operations which are being verified by relevant authorities and other members, reducing the risk of information tempering, price manipulation, and fraud. With the blockchain platform, farmers can directly sell their produce to buyers eliminating multiple layers of commission agents. In case of a complaint about the quality and safety of the product, its source can easily be traced, allowing for the elimination of such products from the food chain. That said, the blockchain is a perfect solution to deal with issues like the “pins in strawberries” stunt that occurred in September 2018. It can also facilitate regulatory bodies to trace a case. To enhance traceability, trust, and visibility in transactions, companies like Auchan retail, Walmart, and Carrefour Italia have successfully piloted blockchain in collaboration with farmers and other stakeholders. The blockchain has also been productively used by olive farmers in France and pork meat and horticultural farmers in China. In Australia, AgriDigital has successfully piloted blockchain in the Australian grain industry and is slowly moving to other industries as well. Nonetheless, our research at CQUniversity (interviews with managers in the Australian agri-food supply chains) shows that the pace of blockchain adoption in the Australian farming system is slower than in other developed economies. This is mainly due to the following impediments: deficit of strong collaboration and resource sharing among the trading partners (especially downstream supermarkets); low level of awareness among many farmers about the potential benefits of technology and how it works; and cost of implementation alongside a lack of sufficient financial support from the government.

Drones – Drones are amongst the most advanced Agritech for smart and efficient farming. Drones can perform multiple tasks that previously required labour force such as spraying pesticides and fertilisers. Aerial visuals taken through a drone can help identify the infected plants in the field of animal health quickly, providing specific remedies before the disease spreads and economic losses occur. It appears that the use of drones is much more cost-effective and efficient than fixed- and rotary wing- aircraft used in farming systems. Drones with hyperspectral sensors can detect which part of a field is receiving too little water, allowing for irrigation adjustments. They can also identify water pooling in the field, reducing damage to sensitive crops. Farmers can receive all the information and related statistics on their smartphones. Drones can reach areas that are hard to access with other heavy machineries (e.g., tractors), such as too wet ground, steep terrain, and smaller areas requiring localised treatment. Given their repertoire of benefits, it is suggested to enhance the drone’s adoption in the Australian farming system.

Robotics – Automated robots are massively reshaping farming operations around the world. They help reduce waste and labour costs, thereby increasing operational efficiency and productivity. The use of robotics is increasingly popular in Australian farming practices and is currently found in seeding, planting, harvesting, loading, and grading. Our study at CQUniversity shows that the farmers who use robotics have better operational efficiencies, productivity and profitability compared to those who are performing tasks manually. In the dairy industry, robotic milking has gained huge acceptance in Australia. In our interactions with dairy farmers, it was reported that robotic milking systems offer better udder health and improve milk quality. With an ageing population and high labour cost, robotics serves as a great alternative to human labour and could ensure continuity of business operations in case of unforeseen upheavals like the current pandemic.

Concluding remarks

The global digital agricultural technologies market size is rapidly growing and is expected to reach $3.2 trillion by 2025 compared to $320 billion in 2021. However, the speed of digital transformation in the Australian farming systems is slower compared to numerous developed countries. Nonetheless, digital transformation could offer a myriad of benefits to our farming systems and animal welfare, such as improved efficiency and productivity, cost-saving, waste reduction, enhanced quality, safety, and more control over internal processes. Several complex operations can be effectively managed with the smartphone alone, which is an exciting revolution of this era. The following measures could help speed up the digital transformation in the Australian farming system: technical and financial support from the government and NGOs to the business, particularly to the resource-scarce small- and medium enterprises; training and awareness campaigns; digital infrastructure; more collaboration; and resource sharing among the trading partners in the agricultural value chains. Growth in the industry will offer several economic, social, and environmental benefits which include, but are not limited to: GDP growth; more employment; increased access to food at optimum prices; development of the regional/rural businesses; and reduction in waste and greenhouse gas emissions.

Dr Imran Ali, PhD, MBA, BSc. (Hons.), is a lecturer in Operations and Innovation Management at the School of Business and Law, Central Queensland University.

The Reason Mobility as a Service (MaaS) is such a Challenge

Thu, 10 Nov 2022 06:58:33 GMT

The Setting

There is growing interest in ways to improve mobility services. This interest has emerged under the title of Mobility as a Service (MaaS), broadly defined as a type of service that, through a digital platform, enables users to plan, book, and pay for multiple types of mobility service. Simply put ‘A one-stop travel management platform digitally unifying service inquiry, purchase and delivery’. Powered by digital technology, mobility suppliers, and those who bring them together through some aggregation framework (typically acting as a broker) to deliver an extended set of mobility choices, MaaS is seen as an ecosystem that can, through appropriate incentive-based regulation, offer a way forward for government and other interested parties to achieve a wide range of sustainability objectives such as reducing transport emissions and traffic congestion through, in particular, reducing private car ownership which translates to less car use and less traffic congestion.

MaaS has generated a huge amount of interest as a prospective way to garner a greater commitment to mobility activity that aligns with achieving sustainability objectives. At the same time, MaaS gives travellers greater choices through targeted information on multi-modal journey planning with the support of a digital platform. While this all sounds very appealing, we have yet to see a MaaS product that is a successful business model and which offers various multimodal bundles through a subscription plan, despite a number of applications such as Whim in Finland, UbiGo in Sweden, and Stadtwerke Augsburg in Germany. With rare exception, there is also no evidence on how MaaS in an urban setting has contributed to achieving broad societal objectives through reduced private car use and hence emission savings.

We highlight a number of issues that are linked to the ongoing challenge facing MaaS. Given that unpackaged service levels of each mode are exactly the same as those offered as packaged modes, we do not know whether the gain in utility by offering packaged services as the sum of unpackaged services is utility adding (or whether the loss in utility is also a possibility). If true, then what needs to be added in to increase expected utility? The considerations include financial and/or non-financial incentives, and content and functionality of a digital platform as a way of simplifying/reducing the effort required in making mobility decisions. For many people, they might be satisfied with what they already do, and exposing them to alternative mobility options through an App and packaging mobility services with incentives including multiservice incentives, may have no impact on their travel behaviour. This is the challenge and needs to be tested. Central to this challenge is identifying and quantifying what additional attributes and constraint changes are necessary to get an individual to move to a consideration stage (at least at this very early stage of persuasion in the diffusion of innovation) and then into an actionable testable mobility choice outcome.

The Challenge

Think about it; MaaS is essentially the same service levels of each mode separately and currently offered; and as a separate offer based on the same service levels, why would the offer of telling someone they can use particular modes at the same service levels through a digital platform (App) (if no relevant incentives – not necessarily financial) be of sufficient difference to change travel behaviour?

Think of MaaS as adding another attribute (maybe more than one attribute) to an already unchanged set of attribute levels on unpackaged modes. This latter feature may explain why it appears to not be attractive enough for most people. Also, we know that many people are (sufficiently) familiar with travel options and know how to combine them without having to use an App. We should give the public more credit about knowing than is typically claimed in the MaaS deliberations. I call this the framing of MaaS.

Let us use an example. Assume a person uses the car and the car trip is 39 minutes, parking cost is $20, tolls $10 but door to door. A multimodal trip without any discounts to what is on offer as separate modal services is a 10 minutes’ walk to the train, a 5 minute wait for the train, 50 minutes on the train, a $5 fare and a 10 minutes’ walk to the destination. What does MaaS do? We could tell you about this non-car trip if you did not already know!

But knowing about an often inferior good (in terms of attributes that matter) is not enough to change travel behaviour, a reason why someone does not use it at present. So, what else needs to be on offer? For a start, we need to make the private car less attractive (something many of us have been promoting for years), which seems to not be possible or increasingly very difficult without serious reform in road use charging, and/or make the modal components of the alternative more attractive. But this latter initiative can happen outside of MaaS (planners and service providers have been doing this for years); so, if the additional attribute(s) associated with MaaS that is (are) claimed to represent the appeal of MaaS is (are) not significant, MaaS may add no utility at all. So, what is this missing attribute(s)? That is the crucial question. This comes down to what I refer to as differential effort and seamlessness beyond what is already known and available being the missing ingredient. Is the effort of engaging in a multi-modal interrogation via a digital app a sufficient investment in return for an expected utility gain?

The eco-system of MaaS appears to have many challenges to face and resolve before we can see a pathway to scalability, and even a business case that might have commercial legs.

The electrification of Australia’s agricultural future – time to take charge

Sat, 17 Sep 2022 03:13:06 GMT

Executive Director of Tractor and Machinery Association of Australia Gary Northover says, despite electric tractors still being in their infancy in Australia, there are signs that we will join other major agricultural economies in the coming decades. As long as there’s sound leadership and the agricultural industry as a whole is fully committed and united.

TAF: What do the dynamics of electrification of agricultural machinery in Australia look like today?

GN: Generally speaking, we have not seen a great deal from the tractor manufacturers – who are mostly still using diesel-fuelled engines. Further, most of their research and development investment is still focused on conventional technologies. The reality therefore is that the electrification of tractors and other heavy agricultural machinery in Australia is at least 5-10 years away from full maturity across the wider agricultural industry. I do believe, however, it’s still worth starting to have a meaningful conversation now.

TAF: Can or should we be doing better as a rich, educated and progressive nation?

GN: Our European agricultural “cousins” are, in some ways, leading in this area albeit there is not a lot of meaningful progress there either. Government regulations over there provide carbon emission targets and related limits for farmers, which does not apply (yet) for Australian farmers. It’s worth recognising, however, that Australia is already a step ahead of Europe with things like the Autonomous Vehicle Code of Practice, a world first, developed in 2021 by Grain Producers Australia, the Tractor and Machinery Association of Australia and the Society of Precision Agriculture Australia. Change will probably happen here eventually depending on whether there’s enough lobbying to government and therefore some impetus to drive the transition. Other socio-economic dynamics are also key – the general public, a top down “force”, is showing more and more interest in the environmental footprint of agricultural producers. This is now starting to happen but not a lot yet.

TAF: What are the key issues affecting the electrification of Australian agriculture?

GN: The main issues affecting the adoption of electric tractors in Australia are:

(1) insufficient re-charging infrastructure in rural Australia;

(2) charging downtime for the farmer;

(3) inadequate energy density of the battery i.e., towing heavy machinery – which is a big problem for broadacre farming especially;

(4) due to their sheer size, the batteries are too heavy for tractors – hence, logistics issues and

(5) no government regulation yet on carbon emissions for farmers which, if / when it happens, will inevitably accelerate adoption in Australia.

TAF: Where is there real potential in the “here and now”?

GN: Australian agriculture leaders and farmers alike should be observing and monitoring, “in lockstep, the rise of the latest battery-powered engine technology in other industries that also rely on heavy machinery – such as mining and construction. There are important lessons learned that can be adopted and adapted to agriculture. It is, interestingly, the manufacturers themselves, like Cummins, that are leading the way towards cleaner engines. Strict requirements on carbon emissions for Tier 4-5 tractor engines have, for example, been top of mind in Australia in recent years. So, there are signs that, in principle, the agricultural industry wants to reduce its environmental impact – starting from the “bottom up” in this case. Change is more likely to be stimulated by the engine manufacturers themselves rather than the tractor manufacturers that use their power equipment solutions.

TAF: Where else are there small gains that can be made to continue the early momentum?

GN: The best approach for Australia in the coming years is a “baby steps” strategy towards full adoption of electric tractors – such as starting off with hybrids and also with the smaller agricultural machinery adopting electric powered engines including lighter horticulture equipment. Progress is also happening in the turf and lawn care area which I believe will drive development "up the scale". For example, golf courses along with some intensive horticulture activities.

Innovating for the greater good, Inventing for a healthier humanity

Sat, 17 Sep 2022 03:06:06 GMT

Harnessing the power of leading-edge science to save and improve lives around the world, Merck is helping humanity meet the challenges of today and prepare for the challenges of tomorrow.

With more than 60,000 employees across 66 countries worldwide, German multinational science and technology company, Merck Group, is divided into three streams: Healthcare, Life Sciences and Electronics. Founded in 1668, Merck is the world's oldest operating chemical and pharmaceutical company.

For more than three and a half centuries, Merck’s unwavering commitment to ongoing scientific exploration and responsible entrepreneurship have been key to the company’s long list of achievements in technological and scientific advancement, providing a solid ethical foundation from which it has consistently been able to innovate, invent, expand, and evolve.

Locally, Merck ANZ employs over 250 people within Australia and New Zealand, Merck Life Science provides over 100,000 different products to all of the leading universities, research institutes and biotechnology companies in Australia, while the company’s Healthcare division provides oncology, neurology and fertility treatments to patients around the country.

In 2021, Merck strengthened and expanded its commitment to diversity. While Merck has always been a diverse organisation – it recognises that the success of the organisation depends on an ability to foster an environment that promotes equity and cultivates inclusion.

This approach is demonstrated by more than 36% of leadership roles globally held by women and at a local level with Josie Downey at the helm as General Manager and Managing Director, Merck Healthcare ANZ and Rebecca Lee, Head of Science and Laboratory Solutions and Managing Director of Merck Life Science ANZ.

Mobilising Merck's Might To Fight The Pandemic

Merck's commitment to supporting and strengthening human progress was clearly demonstrated in the organisation's response to COVID-19.

“During these difficult times, Merck stepped up and was fully dedicated to actively contributing its substantial resources and significant expertise to fight what has become the biggest health crisis of the last 100 years, drawing upon its global scale and breadth of experience and talent to help humanity battle the disease”, says Josie.

Merck’s contribution to the pandemic’s response includes product and service support for 80 Vaccine manufacturers, the use of Merck’s raw materials and services for over 35 COVID-19 test systems, while more than 50 Monoclonal antibodies, plasma products and antiviral drugs rely on resources and intellectual property provided by Merck.

In October 2020, the Australian Government announced it had contracted CSL Behring Australia to manufacture approximately 50 million doses of COVID-19 vaccines in Australia for supply to the country, the first doses of which were rolled out in March 2021. In Australia, Merck’s teams collaborated intensely with CSL to ensure the vaccine, developed in partnership with the Oxford University’s Jenner Institute, was produced within the critical timelines required. Merck teams worked around the clock successfully enabling supply of all the necessary components to support manufacturing the vaccine in Australia during the height of the pandemic.

Laying The Foundation For A Stronger Future

Merck is pioneering systems and techniques of collaboration, innovation and engagement that will continue to drive human progress throughout the 21 ^st century and beyond, through its commitment to enhancing sustainability and equity of access, as well as the implementation of practical corporate social responsibility programs that facilitate STEM empowerment and Reconciliation.

“Sustainability is a key component of our organisational culture and an obligation we take very seriously and work to fulfill every day”, says Rebecca.

Rebecca adds “by harnessing our global scale and 354-year history, Merck’s people across the world are continually striving to create long-term value for society, by fostering progress for more than one billion people, targeting climate neutrality by 2040 and actively working to significantly reduce our resource consumption and carbon footprint”.

Importantly, Merck strives for complete transparency in terms of its progress in achieving these ambitious goals, proactively informing and educating stakeholders about its initiatives, programs and achievements, annually publishing a comprehensive report on efforts to maximise sustainability within the business and across the globe.

Equity of access to healthcare and the miracles of modern medicine at a global level are also fundamental objectives for Merck.

“Global healthcare spending is expected to reach over $10 trillion by the end of 2022, however, more than half the world’s population still lack adequate access to healthcare”, says Josie. “That’s why we decided to make equitable access to healthcare and medicine one of the company’s top priorities in an effort to address this global health challenge.”

“At Merck, we actively leverage our extensive networks and depth of expertise to identify, develop and implement solutions for developing healthcare systems that serve patients, scientists and customers and achieve progress for people, communities and society”.

Merck is engaged in addressing pressing issues and healthcare challenges that affect millions of people, helping to increase and improve health outcomes for underserved populations in developing nations by fostering local collaboration on projects of scientific innovation and technological significance.

Identifying And Inspiring The Next Generation Of Innovators And Inventors

A concerted, global effort to empower women and young people in the fields of Science, Technology, Engineering and Mathematics, is also underway. At a local level, Merck and First Nations Australian Charity, DeadlyScience, have signed a three-year partnership agreement earlier this year to help empower young Indigenous children in remote communities with culturally appropriate scientific knowledge by providing hands-on learning tool kits that connect them to the First Scientists of Australia – Aboriginal and Torres Strait Islander people.

“Founded in 2019 by proud Kamilaroi man Corey Tutt, DeadlyScience has engaged with over 100 remote communities and often critically under-resourced schools across the country,” says Rebecca

“The DeadlyScience and Merck project builds on these fantastic achievements by providing these children with experimental kits to promote interest and engagement of science during early learning and create pathways for up-coming scientists to emerge from these rural communities.”

All over Australia, New Zealand and the world, Merck’s employees work every day to make a positive difference to millions of people’s lives by creating better, healthier and more sustainable ways to live. From fighting COVID-19 to laying the foundation for a better future for humanity, the Merck brand is ubiquitous and its impact within healthcare and medical science is undeniable.

“At Merck, we drive pioneering solutions, partnerships and sustainable business models to address unmet needs across the health value chain, actively contributing to the United Nations’ 2030 Sustainable Development Goals,” says Rebecca. “In this way, we create shared value, impact for society and sustainable business value for our company.”

Time for a chemical reaction

Sat, 17 Sep 2022 02:55:46 GMT

The Managing Director of Merck Life Science ANZ reflects on lessons from Germany and the role of chemistry in tackling everything from cancer to climate change.

I recently had the opportunity to do two of my favourite things: visit a customer – in this case, the nuclear medicine facility at Lucas Heights, run by ANSTO (Australia's Nuclear Science and Technology Organisation) -- and play golf.

While golfing, however, I was surprised by how many of my companions weren’t aware that Australia has a nuclear reactor at all, let alone one of only five global facilities producing radioactive isotopes for MRIs and cancer treatments.

This lack of awareness, to me, encapsulates a concerning trend of Australian chemistry: world-class resources, undervalued by industry and government.

As Managing Director of Merck Life Science ANZ, I collaborate with talented scientists and researchers across all disciplines who are innovating in life sciences. Before this role I trained as a chemist, and while living in Australia I spent many years working for German companies in the chemistry industry.

I noticed that German industry and research communities take a deeply collaborative approach in fostering innovation; and I would like to see that same level of industry-research collaboration happening here in Australia.

So many of our biggest global problems – clean energy, carbon emissions, pollution – are fundamentally problems that could be solved with chemistry.

Take recycling for example. Paper can simply be mechanically recycled: it’s pulled apart and mashed back together again. Plastics, however, are a far more complex, persistent and far-reaching problem, as they degrade into microplastics that pollute every corner of the globe; even reaching the Mariana Trench, around 11 kilometres below sea level. It’s an urgent environmental issue that is gaining concern in government, research and with the public in Australia, and chemical recycling offers a real solution, especially for chemically-complex multi-plastic products.

In fact, Australia is bursting at the seams with ideas and technology. Look at Mineral Carbonisation International, which was named COP26’s Best Clean Energy Startup in 2021 for their technology to capture carbon emissions in building material. Their Chief Operating Officer, Sophia Hamblin Wang, was also recently named one of the World Economic Forum’s Young Global Leaders for 2022, joining a who’s-who of politicians, entrepreneurs and technology pioneers.

It’s also clear the renewable energy revolution hinges on chemistry advances, from batteries that push the physical capacity of lithium and graphite technology, to the ultra-high efficiency electrolyser technology from Hysata.

Hysata, a start-up spun out of the University of Wollongong in 2021, is a great example of Australian innovation commercialising breakthrough research.

This journey from research to production highlights a process I’ve seen among German industrial companies, who foster many on-going relationships with universities to support research and development.

I see these long-term partnerships as crucial to Australia’s future innovation, yet currently they are sadly under-developed.

There is no doubt that Australia is a world leader when it comes to pure research, with nearly 50 universities ranked in the top 1,000 institutions globally. We produce chemists in the mould of Sir John Cornworth, awarded the Nobel Prize in Chemistry for discovering the key to cholesterol and unlocking effective treatment for deadly heart diseases.

Translating pure research into industry innovation requires strong links between companies and universities – and for some reason, chemistry is being largely left off the table.

This contrasts with other Australian sectors, particularly in pharmacology. For example, The Translational Medical Institute in Brisbane recently welcomed start-up Infensa Bioscience to its commercial incubator, as they work to develop a treatment to limit the damage caused by heart attacks and strokes. The drug-candidate was identified in funnel-web spider venom by a University of Queensland research team.

It's this transition between research and industry that chemical sciences and the university sector must address.

COVID has created a hard reset for universities, who have been forced to diversify their funding from relying heavily on international students. Collaboration with industry offers a viable and beneficial alternative.

To unlock this capacity, I would love to see Australian universities become more flexible about the use of intellectual property. Entrepreneurship and commercialisation are not the antithesis of pure research. Instead, they are engines driving solutions to our generational problems.

A flexible and dynamic sector can also follow in the footsteps of other industries and become more diverse, bringing a broader range of experience and problem-solving skills. As a young woman in the chemistry industry, I certainly experienced my fair share of factory floors and board rooms where there were no other faces like mine. This tallies with AusBiotech’s 2022 Sector Snapshot, which found early-career gender parity declines towards leadership roles.

We need to build deep partnerships between industry and researchers, to invest in scientific discovery and tackle our complex, interconnected challenges. Australia is filled with clever, capable people – let’s bring them together to support new ideas, agile thinkers, and real innovation.

Rebecca Lee is Head of Science and Laboratory Solutions and Managing Director of Merck Life Science ANZ

No better time, no better choice of career

Sat, 17 Sep 2022 02:47:32 GMT

The Managing Director of Merck Healthcare ANZ reflects on an exciting career in science and provides advice to new STEM graduates looking to make a difference.

For graduates of the STEM disciplines, there may be no better career choice than the biopharmaceutical industry. That is one of the many lessons I have learned in the course of three decades working in life sciences.

As a science graduate, I didn’t pursue a career in the pharmaceutical sector. In fact it was the furthest thing from my mind. I knew very little about the industry and, if I’m honest, the prospect of joining it did not particularly excite me. Had it not been for a stroke of serendipity, my career would almost certainly have taken a different path.

Thirty years later, I consider myself incredibly fortunate to have fallen into an industry that continues to advance human health so rapidly and profoundly. I work in an industry in which career opportunities are limitless for people with a passion for science and patient wellbeing.

As we enter a post-COVID pandemic world, I would like to think that the life sciences would now top the list of employment sectors for not only STEM graduates but for anyone who is passionate about science and the opportunity to make a difference to people’s lives.

Without question, the pandemic has shone a spotlight on the often-overlooked ability of the biopharmaceutical sector to deliver not only life-changing and life-saving medical advances for individual patients, but to deliver untold social and economic benefits.

A likely flow-on effect of this will be increasing numbers of STEM graduates and professionals in the early stages of their careers seeking employment in this dynamic industry.

The biopharmaceutical sector is already fortunate to attract a large number of STEM graduates, often with majors in chemistry, physics, biochemistry, medical sciences, chemical and biomedical engineering and even maths. For analytic minds, career opportunities in biopharmaceuticals are endless, and I am just one of many, many example of that.

It was not long ago that the worlds of academia and industry were very clearly delineated. These days, those lines are much more blurred and old notions about differences in the ‘quality of science’ have all but gone. Collaborations between the biopharmaceutical industry and academic institutes are commonplace, with the shared goal of addressing unmet medical needs as best and quickly as possible.

One of the greatest differences I have observed in the scientific pursuits of companies and academia is the timelines in which innovations are progressed and accomplished. Drug discovery is being accelerated because we invest so heavily in research and development. In fact, there are now more than 7,800 products in clinical development globally, with nearly 70 per cent of clinical projects focused on potential first-in-class therapies. ¹

Only through sustained investment in the long and often fraught road to drug discovery has it been possible to increase life expectancy so significantly over the past 30 years.

During my career, I have had the privilege to work on the development and introduction of life-saving and life-improving medicines for medical needs as diverse as infectious diseases and cancer to fertility issues, diabetes and cardiovascular disease.

One of the greatest highlights and honours of my career was leading a team that introduced an entirely new way of treating cancer. We did this resolute that no patient should be left behind. That is what the biopharmaceutical industry is really all about – harnessing scientific and medical innovation for the benefit of people we will most likely never meet.

I have come to realise that, like many of my colleagues and peers, the scientist in me loves being at the forefront of transformational medical innovation. But what really gets people in this sector out of bed every morning is knowing that these advances, and what we do with them, help Australian families live better, healthier and longer lives. Nothing is more rewarding.

A career in biopharmaceuticals comes with the opportunity to help advance medical practice; work closely with doctors; inform, coordinate or undertake clinical research; and have direct access to the earliest clinical data, allowing for important analysis of how it could affect clinical practice.

It also comes with the significant opportunity for progression – regardless of gender, sexuality, colour or creed. The pharmaceutical sector is steadfast in its commitment to remove barriers to diversity, equity and inclusion for the benefit or all. And this is one of the major reasons why I believe life sciences hold such strong prospects for female STEM graduates. As an industry, we are leading the way on gender equity.

My advice to STEM graduates and those early in their science career is to:

Be confident, curious and open to new opportunities.
Thoroughly explore the range of career options available to you. The job you have long dreamed of may not prove the right fit.
Avoid limiting your employment search to roles traditionally deemed suitable based on your study major, experience or gender. The world is your oyster.
Seek strong mentors and sponsors. Secure them early in your career and maintain these relationships as your career progresses.
And finally, seriously consider a career in the biopharmaceutical industry. It is full of opportunity and immensely rewarding.

A graduate-level role within a biopharmaceutical company can be the first step to a successful and varied career here in Australia and overseas. I am one example of that. Will you be the next?

References: 1. Pharmaceutical Research and Manufacturers of America (PhRMA). Innovation in the Biopharmaceutical Pipeline. December 2021. Available at: https://phrma.org/-/media/Project/PhRMA/PhRMA-Org/PhRMA-Org/PDF/G-I/Innovation_in_Biopharmaceuticals.pdf

Josie Downey is Managing Director of Merck Healthcare Australia and New Zealand.

Our Future Food Security: Time to Take Control

Sat, 17 Sep 2022 02:41:14 GMT

Technological advancements for the space industry have delivered wider innovative solutions to humanity for nearly 75 years. Now Controlled Environment Agriculture is handing Australia a socio-economic opportunity on a platter.

Space missions have long required innovative solutions that have proven valuable here on Earth too e.g., microwave and digital cameras. Now, thanks to a SpaceX-led renaissance of human-crewed space flight, dropping launch costs by 95 per cent, fresh-food solutions are required for deep space missions to fuel long-haul missions. Perhaps serendipitous, this coincides with an emerging urgent issue here on Earth: widespread reduced food security due to climate change. Australia is not immune to this impending danger, as recent and ongoing events around the country continue to highlight our vulnerability. So, the question is, should Australia be invested in this race to grow food in space?

Australia’s agricultural sector is in a unique position, as it provides food security for its residents while generating significant export income given surrounding nations’ dependence on a steady food supply. However, unpredictable weather reduces our food output yearly because our crops are primarily unprotected and at the whim of the natural elements. Additionally, finite inputs are surging in price, creating further financial pressures on farmers. This is no surprise for farmers, as they have been exploiting strategies to mitigate these issues for more than two centuries, but further innovation driving new technologies is needed to lessen these pressures and increase food security.

Controlled Environment Agriculture (CEA), which includes food production methods such as vertical farming, is a technology-based approach that protects crops from the elements, reduces inputs to a minimum, and maintains optimal growing conditions. For the last few decades, Australia has already been using space technology and satellite imagery to aid on-the-ground practices on farms, but now we have an opportunity to test this emerging disruptive technology in the demanding environment of space to produce robust on-world solutions for the nation’s agricultural industry.

CEA has been part of space missions since 1984, with small projects proving plants can be grown in space. Now we must build on those early missions and maximise their true potential at larger scales. By Australia getting involved in this AUD400 billion space industry, and allowing collaboration with world-leading space-engineers, we can optimise our agritech intellectual property and guarantee our food supply.

This is a unique moment for Australia to become leaders in a technology that will help humanity while solidifying us as a CEA hub rather than a laggard. Viewing this situation as a nationally important opportunity should motivate investment in space technologies in order to ensure future success in achieving sought outcomes. Australia hasn’t previously invested heavily in the USD58 billion CEA industry (compound annual growth rate of 12.5%), which experts estimate will be worth USD147 billion by 2030. Australia shouldn't miss this fleeting window to help our farmers prosper in the long run as, if we don't engage with CEA now, they will pay a premium for the technology later on.

Intelligent Automation: A new frontier in Climate Technologies

Sat, 17 Sep 2022 02:35:21 GMT

Managing climate change is a universal challenge needing a broader perspective of actions, including adopting digital solutions – sentiments echoed by the World Economic Forum.

Climate mitigation initiatives were once primarily focused on lowering carbon emissions and restructuring manufacturing processes. Although these measures are still at the forefront, industries, including ICT, must form holistic views of unified responsibilities to reach net zero targets by 2050. Are Australian organisations sufficiently motivated to develop the strategies for transitioning to a greener and more sustainable economy?

Firstly, the benefits and costs of moving away from carbon-intense mechanisms to cleaner energy systems ought be shared fairly. Wealthier nations, for example, can apply their privilege and look towards investing in sustainable infrastructure, green technology, and learning programs that can equip the community with the assets needed to reach 2050 goals.

During the May 2022 World Economic Forum held in Davos, Switzerland, experts agreed that energy, construction, and mobility are the three highest emitting sectors while digital technologies hold the greatest promise for reducing emissions.

Too often, misconceptions of the cost of sustainability create barriers to change. Delivering on supply chain goals remains a work in progress in corporate sustainability commitments. Procurement and sourcing processes can uncover significant opportunities to reduce environmental impact when accounting for carbon accuracy. Fresh ideas and perspectives are needed. Transitioning to more renewable energy sources forces the utility providers to develop methods to better estimate energy production and consumption.

Intelligent automation (IA) can analyse data and forecast energy output and demand, with pinpoint precision, enabling businesses to develop reliable climate change mitigation measures, while simultaneously reducing the risk of inefficiencies. Improved forecasts and targeted recommendations for low-carbon items can encourage environmentally friendly purchases from the consumer.

When addressing high emitting industries, IA solutions can substantially enhance the way energy is expended. Organisations that implement data automation and modelling can digitalise their operations, hence balancing the emission-based energy generation. Having a one-stop digital solution will boost efficiency and enable the novel procedures to lower power consumption and therefore reduce harmful emissions.

IA has the real potential to accelerate climate change measures by reducing waste in all forms (time, money, and material). Many organisations, however, will need to re-think their strategies by implementing varied albeit complementary technologies that maximise efficiency and reduce waste.

To fuel the acceleration of net-zero trajectories, Australian industries and high-emitting sectors can also help combat misconceptions of change and, as a sign of leadership, drive the adoption of digital solutions to keep up with the evolving innovation ecosystem.

The Australian ICT industry has a crucial role in achieving shared national climate change goals. With digital being at the heart of everything we do, the country’s ICT leaders have a huge opportunity to pave the way to creating a unified community that is comfortable and competent with digital solutions. Establishing innovative technologies like IA is one step, however, education on how to best leverage them will create confident citizens and accelerate digital literacy.

ICT industries should be encouraged to continue investing in the research and development of sustainable digital solutions and the upskilling of those who are using them. Understanding and leveraging IA is a key step to driving the catalyst of a greener world.

Closing open pit mines: data gaps and research needs

Sat, 17 Sep 2022 02:27:40 GMT

Australian scientists, as part of a major effort to improve post-mining landscapes, have identified a need to increase our understanding of how dewatering of open pit mines impacts the regional groundwater and how the groundwater recovers after mining ceases.

Stockton Lake which is a repurposed open cut coal mine near Collie Western Australia

The Challenge

Over the next 25 years, 50 per cent of Australia’s existing mines are expected to close. Further, Australia is on the cusp of another mining boom, driven largely by the world’s transition to green energy, that may rival the recent one. Post-mining landscapes will always be different to pre-mining landscapes. Can outcomes for the former be improved to look at least a little more like the latter? And why is this so important? What is the incentive to commit to effecting change?

The challenge is to understand the impacts of mining activities on the natural environment and those people living in close proximity to the mine site and how they can be altered or ameliorated by management. A theoretical and empirically grounded platform is required to enable assessments of major environmental, economic and social impacts of mine closures that can inform options for post-mining use. With so few mines that have actually been properly closed and relinquished, there are not a lot of successful precedents to examine for lessons learned.

Water issues and water management in open pit mines in particular present specific challenges when closing a mine and considering post mine risk and potential future use. Historically, water management at mines that are no longer producing has often resulted in significant long-term ongoing costs and/or environmental legacy issues. This has made it very difficult, if not impossible, for proper mine closure and lease relinquishment. This is especially true for open pit mines that extend below the natural water table and that have been dewatered for mine operation. Yet, pit lake water could provide a valuable resource rather than constitute a liability for regional environments, their communities and economic development in a post-mining environment. Realising the potential for this water resource would support orderly transition to relinquishment and facilitate successful transition to sustainable post-mining regional communities.

Successful management strategies for pit lakes have to establish the resource capacity and quality under the local climatic and hydro(geo)logical conditions of the mine site. This forms the basis for considering post-mining land-use opportunities (e.g., tourism, recreation, aquaculture, agriculture, museums, training facilities, sanctuaries) while safeguarding water requirements for ecosystem protection and revegetation at the local and regional scale.

Project Overview

This project examined the potential to optimise water management and water use for environmental restoration and examine the potential opportunities and value of other beneficial water uses. It identified challenges and opportunities and the key follow up research needed to enable water management to achieve environmental, cultural and economic goals. This work was conducted by a team with expertise in groundwater and surface water flow, water chemistry and water quality and an understanding of mine operational requirements.

This research synthesised the current knowledge base through a review of the open literature, identified best practice, challenges and knowledge gaps, outlined future research priorities, and built a strategic framework to inform future research.

The project reinforced the lack of information in the general scientific literature across many areas of mining hydrology. Coming to terms with what is known and what is not known is difficult as there is a wealth of knowledge within mining companies, but very little in open literature. Where publicly available information exists, it is generally not easy to locate and is not included in common search tools.

This project benchmarked current state-of-knowledge on water issues and water management in below water table open pit mines. The key knowledge gaps identified will provide a baseline for future projects in this area that will help manage water quality and quantity after mines are closed. This not only supports closed mines to protect social and environmental values but also promotes integrated mine closure practices that will reduce long term risk and identify post-mining use opportunities during operations.

Key Findings

• Water balance and water quality impacts are amongst the most important issues for mining and mine closure.

• After mine dewatering ceases, groundwater levels close to the pit will begin to recover, but further from the mine pit, groundwater levels will continue to fall for some time.

• Detailed information on the aquifer system surrounding the mine is required to predict how the groundwater system recovers after mine closure.

• For pits that are not backfilled, pit lakes will usually develop. Predicting pit lake levels, water quality and backfilling rates is very complex and needs detailed research and improved modelling capabilities.

• Different strategies can be used to improve mine closure outcomes, and there is a need to evaluate which strategies are most likely to be successful in different environments This is critical to understand in what situations pit lake water could provide a valuable resource for regional environments, their communities and economic development in a post-mining environment

• Major mining companies are overall supportive of this research – and, while realising this is overdue, are recognising that planning needs to be built into the whole life-cycle of the mine from its inception.

Conclusion

Open mine pits are becoming more and more common, and this project and those that will follow on from it are considered key to maximising post-mining landscape outcomes. Everyone with a stake in mining and communities impacted by mining, especially across regional Australia, should be excited by the promise and potential of where this research is heading with Australia having the opportunity to lead the world in improving post-mining landscapes.

Dr Peter Cook is Director of the National Centre for Groundwater Research and Training (NCGRT) College of Science & Engineering, Flinders University, and the Lead for Project 3.3 at the Cooperative Research Centre for the Transformation in Mining Economies.

Planning mine closures for a positive future

Mon, 22 Aug 2022 02:44:42 GMT

More than 70 partners from industry and research are collaborating to find solutions to make Australian mine closures beneficial for communities and the environment via the Cooperative Research Centre for Transformations in Mining Economies (CRC TiME)

"We've had a mining boom over the past 30 years, and if an average mine life is between 10 and 30 years, it's fair to assume that we’re going to see a mine-closure ‘boom’ off the back of that," says Dr Guy Boggs, CEO of the Cooperative Research Centre for Transformations in Mining Economies (CRC TiME), which launched in July 2020.

Tracking mine closures in Australia is dynamic, "as we’d expect, because mining evolves in line with both resource value and the technology we have to extract it," says Dr Boggs. The Minerals Council of Australia estimates [PDF · 12.5MB] that there could be as many as 65,000 abandoned or former mine sites in Australia today.

"Mining companies always highlight their environmental, social and governance (ESG) credentials, but there are of course tension points around their operations, and one of the most obvious ones is how a mine is closed," says Dr Boggs. "One of the strongest indicators of whether a mine has succeeded on its ESG goals is whether the business leaves a positive social, environmental and economic legacy when it ceases operation, and our CRC is focused on that."

Building a plan to make mine closures a positive transition

"We're at the start of the curve. With all the mines that will close in the next five, 10, 20 years, it's a good time for Australia to prepare for that, and also to find ways to optimise it, because there are plenty of sources of value."

After 18 months of foundational work, with 22 projects to "set the scene", says Dr Boggs, "now we’re working on our next phase of project development".

Many regional communities have multiple mines and several companies operating in the area, on which they’ve relied for employment, procurement and general stimulation of the local economy. In such situations, when one mine is working towards closure, "it's not just influenced by what that company wants to do, but also by what the neighbouring miners are planning", says Dr Boggs.

"It's critical for mining companies to work with each other and the communities to turn mine closures into regional transitions, which requires open conversations between all the stakeholders. The fact that we were able to get the CRC TiME up and running shows that mining companies understand this."

Sixteen mining and energy companies and related agencies, and 21 METS companies are among the partners in the CRC TiME, including all the majors.

"Research is critical – it's the nitty gritty," says Dr Boggs, who counts 17 research bodies, including CSIRO, as partners in the CRC. "We need to establish what knowledge we need to inform this regional planning. Companies recognise they have to be more open and transparent to demonstrate their ESG commitments to shareholders and investors, and show that they are dealing with these complex closing challenges. Our job is to work with them to help them."

CSIRO is helping to advance research for beneficial mine closures

"We invested in CRC TiME because it fits CSIRO's mission to support Australian industry to be sustainable, environmentally and socially, as well as economically," says Dr Jason Kirby, CSIRO's Lead in the CRC TiME and Principal Research Scientist in CSIRO's Land and Water business unit.

The CRC TiME "puts mine closure as a cornerstone of the industry, creating enduring value and benefits to all Australians", says Dr Kirby. "A mine typically operates for a long time, and there needs to be a plan in place for what happens afterwards. CSIRO Land and Water is interested in the environmental aspects, the social aspects and supporting industry and regions to be able to manage that transition to a post mining future better."

Dr Kirby leads Data Integration, Forecasting and Scale, one of the CRC's four major programs, that has regions in transition at the heart of the CRC. "Jason’s program is looking at the cumulative impact of mining and the regional planning aspect," says Dr Boggs. "Our ability to forecast risks and challenges is really important – the better we do that, the better we can help government, industry and communities make decisions for the future today."

There's overlap between the program areas, says Dr Kirby, data integration and analytics can drive innovation and research, help predict and forecast economic, social and environmental outcomes, and enable better decision making and planning for closure. His program has three major initiatives under way.

"One is a large project looking at management of pit lakes in Australia with the aim of assessing their risks and potential benefits and opportunities." The project team is researching not only how to reduce the risks of managing pit lakes post a mine’s closure, but whether there is potential to turn the pit lake into something of value, for the community and region.

The initiative to assess cumulative regional impact "is about understanding that a mine doesn't operate, or close, in isolation", he says. "We need to understand the impact of other industries and other stakeholders within a region for better decision making and planning."

The third initiative is to develop ecological forecasting tools to enable climate-resilient mine-site rehabilitation. "Climate change presents a risk to effectively achieving mine closure," says Dr Kirby "Tools are needed to inform robust, evidence-based rehabilitation strategies ensuring a climate resilient post-mining ecosystem and to provide confidence that closure criteria can be achieved in the short and long-term."

Dr Kirby says taking into account how mine closures impact Traditional Owners is another vital aspect for this CRC. There has already been a foundation project that examined how CRC TiME should actively engage with Indigenous voices to incorporate their values, knowledge, and perspectives. This falls under Dr Kirby’s program. "First Nations leadership will help guide CRC strategic directions and through co-developed projects to deliver impact for communities following mine closure," he says.

Overall, Dr Kirby and his colleagues are focused on what happens "to this beautiful landscape and communities once we have finished mining there".

Taking space, place, people and time into consideration

"People have a strong cultural sense of attachment to place, so we are looking at space, place, people and time for these regions in transition," says Professor Fiona Haslam-McKenzie, leader of the Regional Economic Development program for the CRC and Co-Director for the Centre for Regional Development at the University of Western Australia.

"We are working to find out how best to move people, perhaps not happily but willingly, through the process of mine closures, and help work out what to do with assets left over from mining activities in the next phase of the life of this land," she says.

Professor Haslam-McKenzie says one problem is that the domino effect of a mine closure on the region is not properly examined. "How do the plans you have for this landform or this place impact on the broader community or region?"

She gives the example that developing pit lakes for water-skiing or other recreational or tourism use in one region might have a negative knock-on impact in an adjoining region with a vibrant tourism market for similar activities. "When we are considering this kind of repurposing, we need to consider the economic future at a larger regional scale. You might be cutting someone else's lunch, which is why it's important to plan on a regional scale to confront those complex questions."

Despite the difficulty of dealing with myriad considerations, Professor Haslam-McKenzie is optimistic that the CRC work will achieve truly positive results for communities. She points to the pre-CRC TiME example of the Victorian country town of Stawell, where the closed gold mine has been spectacularly repurposed to become the Stawell Underground Physics Lab, the first of its kind in the Southern Hemisphere.

She worked on foundational research for the CRC with Professor Andrew Beer from the University of South Australia. "Very few places in Australia have repurposed closed mines, but we found a handful of examples where there has been successful repurposing or co-alignment," she says. "It was great finding these good news stories."

Repurposing closed mines for tourism ventures will work in a few specific places, but Professor Haslam-McKenzie cautions that for many remote regions, such as the Pilbara, those ideas would not work for "a whole range of reasons, including accessibility and services". She says closure solutions need to be specifically targeted for particular places to "find realistic alternatives, which also use the skills of the people who are left in these areas when the mines are gone".

Stawell is one of her favourite examples, but the research work authored by Professor Beer for the 'Post-mining Land Uses' project for her CRC program found several others, including a wetland habitat on the Schwenke's Dam site in Greenbushes, WA, creating a recreational facility, Lake Kepwari, near Collie, WA, and a planned pumped-hydro project in the old Fassifern coal mine near Newcastle, NSW.

Professor Haslam-McKenzie also points to the WA government's $100 million investment to support the transition of the coal-mining region of Collie, including sponsoring established businesses to set up in the town. "When you go to Collie now, they’re really quite excited about the future of their town because they're being redeployed into other jobs," she says. "These are people who've been mining for generations."

Closure plans are essential to ESG goals for miners

BHP was an early advocate for the CRC TiME and has been a partner from day one. "We’re one of the biggest contributors to the CRC and our people are active in various projects, as well as review committees and steering committees," says Kim Ferguson, Practice Lead – Global Closure at BHP's Resource Centre for Excellence.

BHP has offered sites for testing and piloting of various innovations aimed at improving the outcomes of mine closure on a range of fronts, including environmental and safety.

"The breadth of transformation in mining economies is significant," Ms Ferguson says. "The CRC has a lot of projects looking at closure from an environmental perspective, with a lens of how closure can add value for the community, including research into how to leave the land and associated natural resources suitable for repurposing into something that can add value to the economics of the community post mining. We also need to make sure we are looking at collaborative economic transformation options that are separate from the mine site."

Ms Ferguson reminds us that mining is, and will remain, a vital industry. "We're a supply-demand industry, and demand for future-facing commodities is forecast to grow for decades to come," she says. "When people buy a phone, solar panels, EVs, medical devices, they are driving demand for minerals such as copper and nickel. If you take mining away, our modern way of life and pathway to global decarbonisation is not possible."

ESG goals are front of mind for mining companies, and closure is a vital aspect of that. "There is increasing awareness globally that closure is not a problem you solve at the end of a mine's life, it's a fundamental part of mine design, and of operational decisions," says Ms Ferguson.

"Right from the very beginning, we need to be making informed decisions that consider the long-term risks and opportunities," she says. "We need to have a long-term view for the full life-cycle of our sites. We are not the first people using this land, and we won't be the last. As an industry, we need to be responsible and respectful temporary stewards of the land."

Mine closure plans need to be just as agile as the operations

Ms Ferguson says not only must closure be embedded into the operational plan, it must be adapted and reported on regularly. "Mining is a dynamic industry, constantly subject to market forces, supply and demand trends, regulatory changes and stakeholder expectations."

So it goes that miners must be prepared to shift their closure plans. "We must embed processes of reviewing and checking that it's still the right closure plan, and make sure that we keep up with expectations, regulations and making the most of emerging technology," she says. "Part of my role as Practice Lead is to keep up with current and emerging risks, including ESG initiatives, knowing what's important to our investors and stakeholders, and ensuring all those considerations are put into our closure plans."

The CRC TiME has such an impressive "breadth of participation that we can really kick some goals", says Ms Ferguson. "The CRC is bringing up the capability and the capacity of all of the participants at the same time. With us all working together towards the same goal, anything's possible."

Jane Nicholls is a Journalist for GE, ABB, Baker Hughes, Qantas magazine, The Australian and CSIRO. Email: jane@contentculture.co

Mine Closure Planning – A Complex Landscape Worthy of Exploration

Tue, 16 Aug 2022 06:16:58 GMT

Pioneering research and a brand new approach to management shine light on a complex issue. Can the mining industry and its various stakeholders, by aiming for exemplary results, re-imagine and redesign Mine Closure Planning as a recognised future discipline in time for Australia’s next mining boom?

Mine planning (feasibility, production, or closure) involves effectively predicting the future (Brookwater, 2022), a challenge likened by world renowned management philosopher Peter Drucker to "driving along a country road at night with no lights while peering out the rear window." Mine closure planning (MCP) refers to the science and engineering aspects of envisioning and providing for the end state of a mining endeavour - a lifespan ranging from 5 to 70 years for new mines. Mining operators that have mismanaged closure historically have caused enormous harm and scarring to the natural environment. Australia is reported to have at least 60,000 abandoned mines (the majority of which are minor and the product of Australia's gold rush in the mid-1800s – before progressive rehabilitation became the standard).

The biggest challenge for MCP in Australia today centres on the mining operation often outliving the tenure of those who originally planned them and, in some extreme cases, the companies who owned the mines from the very beginning. The overarching concern remains “planning for closure versus closure without planning”. But why is this case, what are the issues lurking, and could these problems guide towards new opportunities? In the recently published Foundational Project 2.2, ’Exploring the Issues in Mine Closure Planning’, the fundamental challenges and issues at the heart of MCP were identified. Following a thorough literature review, supplemented by surveys and interviews with select industry stakeholders, a comprehensive real-world model of the preferred MCP approach was formulated. Principles from complex adaptive systems theory were employed to account for the highly dynamic and interconnected MCP landscape as well as the limited value of reductionism.

Three key findings are presented in the CRC TiME Report: (1) an industry operator knowledge gap was identified, largely caused by the MCP responsibility being traditionally outsourced to external consultants; (2) current MCP approaches do not consider specifics and/or variables such as expected mine lifecycle, extraction method, commodity (and potential diversification of commodities), and feasibility levels; and (3) MCP lessons learned and/or success stories across the mining industry are not being shared. A chief outcome of Project 2.2 is the development of an Integrated Mine Transition Framework (IMTF), newly created to tightly knit all aspects of strategic mine planning and mining operations carried out over the lifetime of a mine. The IMTF will form the core of an integrated knowledge-based toolkit that affords the mining operator an advanced command and control capability during a MCP effort. Report 2.2 concluded that unless mining operators start taking true ownership of their MCP interests, the traditional crude approach we have witnessed for the last two centuries will persist.

There is, however, much to be hopeful for. In recent years, for example, the balance is returning to valuing social licence both here and around the world. Mine operators are increasingly recognising that social licence is equally as important as shareholder performance for ensuring the industry continues sustainably into the future. CRC TiME Report 2.2 showed how robust record-keeping of each MCP update iteration throughout the lifecycle of the mine, as well as tracking changes in regulatory requirements, is a major albeit not insurmountable challenge. If achieved, both regulatory authorities and mine operators can prepare mine closure plans that meet the mining regulator's clearance requirements without relying heavily on external experts and consultants. The current situation, however, is that neither regulators nor mine operators have an integrated solution to manage and effectively regulate crucial input.

Much more could be done right from the start of a mine’s lifecycle to envision an economically viable solution and garner commitment from a broader spectrum of stakeholder and interest groups. Germany, widely considered a world leader in MCP, can teach Australia a thing or two – such as their lignite operations in the North Rhenish regions of the country. An outstanding example of a post-mining land use that can inspire future MCP best practice is the well-known Eden Project located in Cornwall, United Kingdom, which saw a dramatic transformation of an abandoned Cornish China Clay Pit. The £141 million project, which was completed incrementally over two decades, culminated in the delivery of a world class eco-visitor attraction and was opened to the public on 17th March 2001.

More informed dialogue is needed to shift attitudes towards improved MCP and encourage early participation and investment, particularly from those who stand to benefit from the eventual outcome. In the case of The Eden Project, this included environmentalists, botanists, and the tourism sector. Mining professionals, executives, community stakeholders and shareholders should pause for a moment and think what could be possible when a periodically updated and sufficiently rich mine closure plan is produced from the start.

Australia has an opportunity to redefine what its own MCP success means.

Industry leaders are now calling for a new shared understanding of this success, recognising that the mining industry needs to connect with the sectors now driving post-mine development such as conservation, tourism, agriculture and energy. First Nations people’s land stewardship plays a critical role in developing this shared understanding. Australia is leading the world in building a culture of collaboration amongst diverse stakeholders with the unique cross sector partnership of CRC TiME working on MCP and driving innovation for positive mine closure.

Australia and its regional neighbours have several MCP exemplars for the domestic mining industry to learn from. For instance, the sensible transition approach taken by ASX-listed metals exploration company Kingston Resources as it enters Papua New Guinea to redevelop the Misima Island gold project, which fell victim to the soft gold price era of the 1990s. Other success stories include Australian coal mining company Coal & Allied’s alluvial land rehabilitation in the Hunter Valley of New South Wales and the rehabilitation of American aluminium producer Alcoa’s mine of approximately 600 hectares each year at its Huntly and Willowdale bauxite mining operations in the Darling Range in Western Australia.

Effective mine closure entails not only visualising and planning for the end of a mine’s life but, critically, also resolving the complexities around the ownership (or mandate) of the closure or transition from the very beginning.

Operating (left) and abandoned (right) mines in Australia. (Source: Vivoda et al., 2019)

Crypto goes eco

Tue, 16 Aug 2022 05:59:45 GMT

Bitcoin’s well-founded problems with environmental inefficiency are leading to new innovations with the digital currency.

During one of the worst financial crises since the Great Depression, a person named Satoshi Nakamoto published a manifesto called “Bitcoin – A Peer to Peer Electronic Cash System”.

Around two months later, on 3 January 2009, Nakamoto “mined” the first-ever Bitcoin block – with a value of 50 Bitcoins. Bitcoin mining is the computing process that enables the circulation of bitcoins, and validates and monitors bitcoin transactions .

As the first cryptocurrency, Bitcoin stands above others in the pantheon of digital currencies because of its finite number and stronger emphasis on decentralisation compared with other crypto assets.

However, while it is destined to help humanity by reducing the risk of fraud, empowering entrepreneurs,increasing the transparency of transactions, and offering a stable choice to unstable currencies . Bitcoin has high energy consumption due its proof of work (PoW) consensus mechanism , which is a system that aims to verify transaction legitimacy and safeguard the security of the underlying blockchain .

People may not be aware that, globally, Bitcoin currently consumes around 110 terawatt-hours per year – which is roughly the annual energy draw of a country such as Malaysia, Sweden, or Argentina, with populations of 32, ten, and 50 million respectively.

Remarkably, Bitcoin’s carbon emissions totalling around 37 megatons are equivalent to those of New Zealand’s annual output.

Furthermore, Bitcoin’s low efficiency and scalability is well-known. For example, the average transaction confirmation time is greater than ten minutes, while 4.6 transactions per second take place on Bitcoin’s network compared to leading credit card Visa’s 2000 transactions per second.

The public is now starting to accept cryptocurrency as a virtual asset .This is especially the case in Australia, as the government has announced it will start considering it as a legitimate asset and banks have started to allow payment of homeloans and deposits in Bitcoin since 2021. With crypto becoming more mainstream, it is therefore important to find better solutions for environmentally sustainable cryptocurrency .

Opting for green cryptocurrencies will not only have a lesser impact on the environment through significantly reduced energy consumption, but will also address issues arising from Bitcoin’s method of operation. It can be part of the solution tackling the issues of scalability and performance faced by users. These issues still create an affordability barrier.

A greener crypto opts for a cash system that actually facilitates affordable daily transactions. It would also help provide realistic benefit/utility to the coin holder – all of which will encourage more people to use crypto, but in a sustainable and effective way.

We caught up with Kevin He from Cloudtech to talk about the innovative partnership with RMIT and supply some exciting insights.

1MG: What will the Cloudtech-RMIT Green Cryptocurrency Joint Research Laboratory achieve?

“We are a leading industry company based in Dubai, UAE, and we came back to our head office in Melbourne because we know there is something that needed to be done about the sustainability issue of cryptocurrency.”

“RMIT is the second best university in the world in working on cryptocurrency research, according to CoinDesk . Through this partnership, we hope to research more about innovative consensus mechanisms, energy minimisation/performance, and scalability, as well as storage network security and privacy enhancement.”

“We also aim to provide tech support for coin holders, in terms of green Bitcoin (GBTC) trouble-shooting and monitoring the network operation. Ultimately we wish to discover a new consensus mechanism that would enable us to establish a new coin that can replace Bitcoin.”

1MG: Why did Cloudtech explore this partnership with RMIT?

“RMIT is a leading research institution in terms of cryptocurrency and blockchain research both locally and internationally. It has great technology and knowledge that would broaden our research prospects.”

“Professor Zahir Tari is the academic expert and director of the CloudTech-RMIT Green Cryptocurrency Joint Research Laboratory (GreenCryptoLab) . He has years of research experience in cybersecurity and blockchain.”

“We believe that green bitcoin will have more possibilities under his leadership.”

“We are a Melbourne based company, and we felt that coming back from operating overseas, the best place to work would be our hometown. With many of our workers graduating from RMIT, there is familiarity with the team and the environment and we look forward to working with RMIT more.”

1MG: What does the future hold for blockchain and cryptocurrencies?

“We are now seeing the proliferation of bitcoin into the mainstream, as there is an upward tick in demand for cryptocurrencies. So in regards to the blockchain, we will start to see more traditional businesses; such as art, finance, retail, banking, logistics, and agriculture get involved. Blockchain will also be used for facilitating government services such as social identity services, voting, and fiscal policies.”

“For crypto, it is starting to become a more legitimised asset. It will no longer be seen as a speculative asset as it will be used in more applications/utilities. Another thing is that digital cash is on the rise; cryptocurrencies will help facilitate daily transactions for the users. So all in all, the future of crypto and blockchain is bright.”

AIIA USA Government and Business Trade Delegation 2-10 May 2022

Tue, 28 Jun 2022 08:32:08 GMT

National Deputy Chair of the AIIA Mark Nicholls shares some highlights, relating to AI, Cybersecurity and Community and Sustainability best practice, of the AIIA's 2022 USA Government and Business Trade delegation tour he attended over nine days in early May 2022.

With so few opportunities to travel overseas, it was an immense pleasure to travel and combine it with being hosted by some of the leading technology companies in the world, and a range of inspiring and knowledgeable industry colleagues, from within government and industry.

This was the May 2022 United States Trade Delegation for the Australian Information Industry Association (AIIA) – Australia’s peak body representing the information and communications technology industry. It was the AIIA’s first trade delegation since November 2019. In the world of digital technology, there has been an enormous amount of change in those two and a half years, most of which were pandemic affected. The digital technology sector has played a massive role over this time. So, what has changed, and what did we learn?

Artificial Intelligence

In 2019, it was the shiny new toy in the playground, and we saw two ways in which this toy was being played. Some of our hosts were accelerating adoption as quickly as they could, talking a “big game”, and addressing ethics concerns with lots of reassuring words. The other group was more like the supervisors in the school yard, advising caution, the need for considered debate, and not getting too far ahead of public expectations.

In 2022, there was more alignment and more maturity. Client choice in adoption of AI into product suites, ethics, and the need for social license was front of mind. There was a recognition that there are risks albeit the discussion was more nuanced than usual, that the public should be more engaged and consulted, that regulation may be necessary while realizing it may also be too early for that, as there remains more to understand and consider e.g., Intel, IBM, AWS, ServiceNow.

There was strong and unified leadership presented present.

Cybersecurity

In 2019, there were minimal references to cybersecurity. In 2022, it featured in the majority of presentations to varying degrees, with some presentations being dedicated solely to cyber. We learned about companies’ own cybersecurity practices and various cyber threats and how they are managing them, nation state actor cyber activity, and Ukraine’s defence of its own assets from Russian attack - including some examples of coordinated cyber-military attacks.

The presentations were again all highly informative and interesting as well as another opportunity to see the reality of the risks in this area.

Supporting Customer Transformation

In 2019, some hosts presented on how they align to customer’s needs and supported their transformation objectives but there was generally a very strong product and service development focus, demonstrating their features and capabilities. This made for interesting viewing but also portrayed a very internal focus from many of our hosts.

In 2022, more of our hosts focused on how they are understanding and aligning to their customer’s needs and aiming to support their customers as they digitize and transform e.g., SAP, CISCO, IBM, Infosys, Adobe, Apple. This included their products and services but went beyond that with more empathy shown for the challenging journey their customers face with transformation and how they would support this.

This seemed genuine and is a good thing in my view. Perhaps, it is a recognition of how difficult the last few years have been for everyone and the heightened need for continuing the transformation journey.

Customer Experience

In 2019, there was some but limited focus on customer experience. As outlined above, there was a lot of talk about features and capabilities and the investment that was being made in these areas, including AI.

In 2022, consistent with the greater focus on supporting customers, there were also more references to customer experience. This was reflected in presentations on our hosts purpose and objectives, such as CISCO, AWS and Salesforce, and in presentations on products and services e.g., SAP, ServiceNow, Infosys, Adobe.

This could be that they targeted their presentation in-line with the Australian Government representative’s interests in this area or it could be a core part of their story. Either way, it was good to see a stronger focus on customer experience.

Enabling data use cases

In 2019, there was a lot of discussion on data, data management, and the data required to feed AI. The discussion on effective use and untapped value was a consistent theme throughout.

In 2022, data was a given. There was acceptance that we all have it, we are all managing it, and there is much that can be done with it. So, there was less discussion on data, but those presentation/discussions that did occur were focused on particular problem areas. Specific data management challenges, highlighted by the Info-Tech, Intel, and IBM hosts, and new technology to support improved data management across domains (e.g., Snowflake) were topical.

Supporting Work from Home

In 2019, this was not a thing. There was the emergence of Teams, the rise of Zoom, and the response from Webex. Microsoft and CISCO profiled their capabilities in this area as they embarked in competition for the space, although nobody knew what was around the corner.

In 2022, we have all been through the work from home phenomena. All host organisations had also been dealing with the same challenges. Some are adopting a largely remote workforce, and some are working towards a hybrid. None are planning on a return to full on-site work. Several hosts did profile how they are catering for this remote/hybrid working arrangements in their products and services and how they can support their clients in this area e.g., SAP and CISCO.

Interestingly, some hosts noted that they had offered work from home pre-pandemic, and they had now lost their staffing competitive advantage as everyone was allowing it.

Clearly, work from home is here to stay, and nobody has all the answers. Even the leading tech firms are grappling with it.

Community and Sustainability

In 2019, there was lots of talk of community responsibility. This was focused largely around accommodating staff interests for servicing or not servicing companies or projects that staff did or did not support.

In 2022, there was no talk about these types of issues. There was very solid performance and commitments in relation to sustainability and carbon footprint and clear evidence of our hosts demonstrating strong achievements in this area e.g., Salesforce and Infosys.

For further information on this sustainability topic from the delegation, and more, please also see AIIA General Manager, Policy, Simon Bush article here.

https://www.innovationaus.com/pockets-of-excellence-australia-is-a-leader-in-digital-govt/

List of Delegates

National and Multinational companies:

Adobe, Amazon Web Services, CDC Data Centres, CISCO, Deloitte, IBM, Infosys, Info-Tech, Intel, Kyndryl, KPMG, Lab3, Microsoft, ServiceNow, Snowflake, SAP.
Small Medium Australian companies:
Information Professionals Group
Reason Group
SYPAQ Systems
Zepto

Government representatives from:

Digital Transformation Agency, Department of the Prime Minister & Cabinet, Attorney-General’s Department, Department of Defense, Department of Veterans Affairs, Department of Agriculture, Water and the Environment, Services Australia, Australian Taxation Office, Service NSW, eHealth NSW & Chief Information Officer NSW Health.

Mark Nicholls is a partner and CEO of Information Professionals Group as well as National Deputy Chair of the AIIA. Contact: mark.nicholls@informpros.com

Taking the plunge

Tue, 28 Jun 2022 08:20:08 GMT

Soil monitors probe global water scarcity problem

In the context of climates changing, and the general global trend towards water scarcity and aquifers running dry, soil water management has become more important than ever before.

This is where Sentek Technologies, an Australian-born company with a presence in more than 80 countries, is working hard to meet these challenges of the future.

With headquarters in Adelaide, they are doing this by designing, developing, manufacturing, and globally distributing world-class technologies for measuring and managing soil moisture, salinity, and temperature – by measuring the ‘drinking speed’ or crop water-use.

Farmers use Sentek’s unique technologies and tools – such as TriSCAN, a fertiliser/salinity, temperature, and soil water monitoring system, which takes readings on a near-continuous basis, to monitor groundwater movement, generate exceptional research data, and gain vital insights into crop water usage to make better irrigation decisions.

Sentek was co-founded in 1991 by Peter Buss after he developed a commercial irrigation scheduling service for irrigators (ICMS) for the South Australian Department of Agriculture in 1986.

This involved taking manual readings of water in soil and crops. Over time this developed into his own consultancy business.

Peter, who has a Bachelor’s degree of Engineering in International Agronomy and a Master of Science in Rural Science among other qualifications, talks of the challenges of working with data in the pre-internet age.

He used fax machines to transmit data from the probes he developed with an electronic engineer while working one-on-one with onion farmers in and around Adelaide – an example of the customer-driven approach that has led to Sentek’s continuous improvement and success.

Now he is focused on “Irrigation 4.0”, which leverages Industry 4.0 process optimisations such as the cloud, artificial intelligence, and “big data” in combination with tried-and-tested human management methods.

Other elements include remote sensing for crop measurement, weather forecasting. and irrigation system performance.

To what end? Why should farmers improve their water management?

The on-farm reasons are optimising input sources such as water, power (electricity or diesel) and fertiliser and maximising farm outputs such as yield, crop quality. and environmental sustainability. The overarching reason is to perform better irrigation management.

The statistics on agricultural water use draw into stark relief the need to find further efficiencies.

Earth’s Future, the journal of the American Geophysical Union, recently published an article saying “agricultural water scarcity is expected to increase in more than 80 per cent of the world's croplands by 2050.”

Given “agriculture irrigation accounts for 70 per cent of water use worldwide and over 40 per cent in many OECD countries,” according to the Organisation for Economic Co-operation and Development , and given it takes “about 1300 cubic metres of water to produce a ton of wheat and 16000 cubic metres of water to produce a ton of beef”, according to World Energy 46 , the time is right for growers and primary producers to put more emphasis on their irrigation management strategies.

Most people tend to over-irrigate, Peter says, and this presents problems beyond water use.

Peter is a strong advocate for taking a systemic approach to fixing systemic issues when it comes to irrigation, which he says is not being discussed.

For example, over-irrigation also flushes out fertiliser from the soil below the root zone, leading to the pollution of groundwater reserves and waterways.

Disciplined water management therefore not only increases crop yields and quality but also decreases expenses on a wide variety of fronts beyond water itself.

In a throwback to Sentek’s original story, the company demonstrated its innovative precision agriculture solutions for onion, corn, cotton and soybean growers and consultants in Texas.

Thanks to their easy-to-install Drill & Drop probes, Sentek enabled the agronomy team to track root development and ensure water was delivered to the right depth without wastage through excessive drainage.

Closer to home, Sentek worked with McLaren Vale’s popular Wirra Wirra winery to measure their soil water levels precisely, including Regulated Deficit Irrigation, to achieve maximum water use efficiency, and required grape quality. The outcome enabled wine improvements to Ultra Premium grades.

Impacts are increasingly global, with over 80 percent of sales now international. This expansion, the product range and the rate of product commercialisation is reflected in the many innovation, export sales and marketing awards Sentek has picked up.

Peter Buss has put his academic experience to good use, having been involved with almost 20 published journal articles related to irrigation and soil management. An example is the 2018 paper in Acta Horticulturae that showed the benefits of using the award-winning IrriMAX software to “Visualise the water and salt distribution within the soil in 2 dimensions” among potato plants.

Sentek’s IrriMAX Live software works with any internet-connected device, and integrates soil moisture, salinity, and temperature data. The information is viewed through a range of graphs, simple to read water gauges, and a map view showing the probe locations and their irrigation priority within farm management zones.

In an article presented at the 2016 Irrigation Australia International Conference and Exhibition, Sentek’s Drill & Drop probes are used to compare how water travelled through two separate sections of turf at Adelaide Zoo – one exposed to public footfall and one sheltered from it. The probes found , among other things, that “significant overwatering (of the sections of turf) were occurring,” leading Peter and the paper’s co-authors to estimate potential water savings of up to “10.5 Megalitres of water worth around $25,000 for the year” – or 30 to 50 per cent of Adelaide Zoo’s annual water use.

Peter is also involved with the Australian Water School, having presented webinars on how soil moisture sensors such as Sentek’s can provide greater insights into crop-water-soil dynamics.

In a world where water use has come under more and more scrutiny, Peter Buss is widely credited for pioneering the use of soil water dynamics to achieve improved economic and environmental outcomes for growers. An adoption that is world-wide and growing rapidly.

Tall poppy syndrome: antithesis of innovation

Tue, 28 Jun 2022 08:11:31 GMT

Australia has a proud history of innovation - from ancient Indigenous land management practices to the invention of Wi-Fi and the Cochlear Implant. This history also, perhaps unsurprisingly, extends to Australia’s finance and banking industry. In our lifetime, we have seen the dramatic digitalisation of our industry from paper to polymer to (digital) payments.

‘Innovation’ is often mistakenly confused with ‘technology’. At its core, innovation is about new ideas and their application, not the technological tool that facilitates it. Scholar William Pollard once said that learning and innovation go hand-in-hand. In this sense, it is critical businesses learn from their customers, are nimble, challenge accepted practices and effect mutually beneficial change for both their business and the community.

Before 2020, it was true to say customers’ needs and expectations were evolving at pace. However, this year we’ve seen this pace of change magnify as our collective worlds were flipped upside-down by the COVID-19 pandemic.

Exponential advances in technology - underpinned by Moore's Law – and increasing pressure to do things smarter, better, differently, are helping drive that innovation. Necessity is after all the mother of invention.

In the lead up to and further catalysed by the year 2020, we’ve rapidly digitised our way of living. Everything from our work and personal lives, through to how we get our food, how we deliver education and how we entertain or are entertained has changed.

Agility is the order of the day and it’s clear the organisations that adapt and transition best to meet these new demands will be the ones to succeed and ultimately feed into a stronger and more robust Australia.

The relatively recent emergence of fintechs are part of this exponential (r)evolution, shaking the system by working to solve previously unsolved or unthought of customer challenges in the value chain, while delivering more choice, competition and convenience.

A trend of fintech collaboration in the banking and finance industry is growing. Established players and new entrants are finding innovative ways to enhance the customer experience - from introducing new payment solutions and increasing the speed of fulfilment, to providing consumers with new ways to access financial markets. Fintech partnership presents an opportunity for banks to plug in specialised capability in more efficient and customer-centric ways than the traditional merger and acquisition activity or duplication strategies we have seen in the past.

Innovative partnerships are not without its hurdles though. Forty-two percent of fintechs say building relationships with banks is a challenge. However, with access to talent, demand and capital also noted as key challenges for fintechs, the opportunities presented by collaboration become clear. Delivered in the right way and with the right attitude, this collaborative approach could propel Australia’s finance innovation into a new dawn.

Innovation can also sometimes come face to face with a unique Australian accent. Traditionally, whilst we’ve been global leaders on so many occasions, we’ve not always been very good at celebrating our successes. We sometimes lack comfort with the ‘fast-fail’ culture other countries seem to embrace, and our self-deprecating nature can at times lead to tall poppy syndrome. Indeed, you could argue tall poppy syndrome is the antithesis of innovation.

We must find a way to liberate this cultural trait and find a happy medium - true to who we are as a nation – celebrating and encouraging success and fearlessly reaching for new heights in the quest for unveiling new exciting ways to solve tomorrow’s problems.

Technology: The Lifeblood of a Stronger SMB Community

Tue, 28 Jun 2022 07:59:37 GMT

For a long time now, Australia’s economy has enjoyed an enviable track record, thanks to the industries we are best known for: mining, agriculture, services and manufacturing. Amidst our economic progress, innovation and technology may appear to have taken a backseat. The coronavirus pandemic, however, has shown that this is hardly the case.

While many Australians have unquestionably faced hardship amidst the uncertainty and challenges wrought by the pandemic, we have also seen first-hand the resilience and adaptability of our country – particularly the small and medium businesses (SMBs) who form the backbone of Australia’s economy.

Much of this is thanks to latest advancements in technology in an environment that has forced the almost immediate digitization of many aspects of our everyday lives. Business and Government roadmaps and strategies calling for 2 to 3 year timelines to implement the modernization of the workplace have been completed, almost overnight. This inflexion point has accelerated collaboration like never before. Prior to COVID-19, SMBs would often be hesitant to adopt new technologies or working arrangements, fearing loss of control. Now we see we flexibility actually promoting productivity.

Today, we are seeing far more willingness and an almost ardent desire by SMBs to explore technology and the value it can bring. The discovery that working remotely from our homes is entirely possible, and the ease and joy offered by modern technologies, have given rise to the realization that a job is a thing you do, not necessarily a place you go to. In fact, research has shown that many workers find work-from-home enjoyable and effective when given the tools they need. Video conferencing software, for example, has facilitated easy face-to-face interaction amongst all employees, irrespective of locations or timezones.

To ensure SMBs continue to benefit both economically and socially from what is a potent enabler, this foundation, including how SMBs ought to view and work with technology, must be built on. SMBs are facing an ever-more competitive landscape from this digitization of the marketplace. Borders have largely been removed – hence opening up the potential for competition in a global landscape. At the same time, SMBs’ exposure and access to a massive international market today is unprecedented. SMBs will continue to face constant pressure to drive better productivity and manage costs, but now and perhaps even more importantly, they must innovate with new business models, challenge contemporary thinking and be ready to change direction in the blink of an eye.

To maintain a strong SMB community in the nation’s digital future, Australia must invest even further into this pillar of our society that accounts for 45.7% of the total Australian workforce. This means engaging with our SMBs by listening to and understanding their challenges, unlocking their ideas and helping them optimize their scarce time, resources and limited budgets. And SMBs themselves need to be working on, as well as in, their businesses at the same time.

The good news is that much of this work is already underway, as Australia embarks on a cohesive, long-term national strategy to strengthen its technology and innovation capabilities. While the government will play a critical role in effecting change, however, it is equally important that the world’s technology providers are exercising their expertise in designing and creating the right products and services that will help SMBs thrive.

Drought-Proofing a Sunburnt Country

Tue, 28 Jun 2022 07:39:54 GMT

Australian Poet and Fiction Writer Dorothea McKellar’s vision for Australia is still waiting to be realised. But where will all the water come from?

The mighty Ord River Dam, in The Kimberley north-east, where huge volumes of water are poured into the sea every day.

As we make our way through this third decade of the third millennium, Australians are confronted with the challenge of sustaining our world-class lifestyle in the face of unprecedented threats to our national security. Various geopolitical, public health, and socio-economic forces are now converging while most of the international scientific community describes climate change as out of our control.

Our resilient farmers survived a horrific record 6-year drought to be rewarded, serendipitously, with a glut of rain in 2020 and 2021. Consequently, our stewards of the land are currently enjoying unprecedented economic prosperity. To depend on the right climate at the right time, however, is a fragile strategy fraught with risk, as any Australian farmer will tell you. The only sustainability that counts in this country is water security.

Time to drought-proof Regional Australia

Despite personally advocating for it for a long time, the plan to drought-proof the inland of Australia is not new, in fact. John Bradfield CGM (1887-1943), the eminent Australian civil engineer who built the Sydney Harbour Bridge nearly a century ago, came up with a plan in the 1930s to turn rivers in Queensland and New South Wales backwards to feed the thirsty inland.

A few years later, towards the end of the World War II, and prior to becoming a journalist for the Truth and Daily Mirror publications in the 1950s, Leslie Henry Luscombe started promoting the same idea. His 177-page book, “Australia Replanned”, was published in 1945, though it was written in 1944 before the war had ended. His map, drawn by hydrologists at the time, showed how rainfall could be captured and stored for the “six lean years” to come.

Luscombe put forward the proposition of what a country of a mere seven or so million people able to put that huge an effort into the war should be capable of doing with the opportunities afforded by this vast island continent. He suggested our number one priority is water supply to the inland – such as dams and channels, similar to the Snowy River Scheme that was eventually constructed between 1949 and 1974.

: L.H. Luscombe’s map showing his dream, 82 years ago, of a vast inland sea. Wouldn’t it be great to build up our water storage and to refill the Great Australian Artesian Basin every year, instead of once every 6 years?

In my humble opinion, credit should go to Barnaby Joyce and Tony Abbott, who as then Deputy Prime Minister and Prime Minister of the country, later had a similar vision called the “Hundred Dams Project” in 2013. They realised that with much of our wealth being generated by farmers, regional Australia’s water security was a great opportunity to enlarge and grow the sector. The idea was to turn Bradfield and Luscombe’s dreams into reality albeit three-quarters of a century later. They argued that improved water supply to the agricultural sector could mean , Australia producing not just four times more food and fibre that we can consume ourselves but perhaps even 20 times that amount.

The idea of simply channelling water from Northern Australia, where it is abundant, to southern areas of the country that need it seems logical enough and technically feasible – at least in theory. This possible solution is, however, affected by a number of converging forces and therefore causing enormous complexity – social, technological, environmental, economic, and political. Hence, easier said than done.

Has anyone ever considered measuring the actual potential of a water transfer strategy, beginning with the question of “how much surplus water is there in cubic feet in Australia’s North?” and “what logistics are involved in bringing it south, where to, and to what benefit? “Interior rejuvenation” through the mass hydration of regional Australia, an “anti-desertification move”, ought be on the national agenda. Other parts of the world, including the Middle-East and Africa, are now engaging in this practice, especially if there are good water reserves in one part of said country.

The proposed Hells Gate Dam on the Burdekin River in northern Queensland, a transformational project for the region, could be a great start. Investing in the channels to get the water spread in a wide enough area to turn more land into quality high value cropping, however, should not be overlooked. Certainly, a project of this nature, which has attracted an historic AUD5.4 billion funding package from the Federal Government, has great potential to improve the “drought proofing” of regional Australia as largely serviced by the Murray Darling river system.

Nationally recognised water specialists like Simon Cowland-Cooper, a recent Order of Australia award recipient for his services to the irrigation industry, have ideas that are worth considering. Simon advocates that the Mount Foxton Dam proposal is another possible way of offering greater water security to both the eastern and western regions of the Great Dividing Range without the use of tunnels, pipelines or pumping units. This is achieved by substituting the proposed Hells Gate Dam with a far more appropriate structure 30 kilometres downstream to the Gorge situated Mt Foxton. At this location, a dam will be far higher than the Hells Gate Dam having an RL [1] 380 which will be able to provide two discharge gravity outlets to service both the East (RL 300) and West (RL 350) riverbed sides of the Range.

For the world’s driest inhabited continent, Australia’s next 5 to 10 year crippling drought is surely not a matter of if but when. While there are drip-feed improvements in attitudes happening and plenty of people with good opinions worth listening to on this nationally important commodity, what’s really needed is a tsunami of orchestrated action before it’s too late.

[1] Relative Level Above Sea Level.

Australia, from Innovation Consumer to Innovation Exporter

Tue, 28 Jun 2022 07:31:02 GMT

Our ICT growth is key to our innovation leadership in the next 10 years.

Much of Australia’s economic performance this century has been underpinned by agricultural and mining commodities. These globally recognised traditional industries, driven by remarkable innovation advancements and extraordinary export success, have provided the nation the foundations for incredible growth. Yet despite a rich history of innovation feats and accolades in these sectors and others (i.e. the black box flight recorder, the electronic pacemaker, and Google Maps) Australia is rarely perceived as a nation of innovators.

In many ways, Australia’s innovation experience since the start of this century has been limited to an individual level – enterprising Aussies ravenous for solutions and finding their way. Indeed, world-class talent, capital, and infrastructure have all played a role, but contemplate “systemic innovation”, and countries such as Japan, the United States, South Korea, Israel, and Germany come to mind. The Global Innovation Index (World Intellectual Property Organization, 2021) lists all five, innovation being foundational to their national identity. South Korea, for example, spends 4.5 per cent (USD95.4 billion) of its Gross Domestic Product on R&D, with a historically “top-down” innovation system that promotes close collaboration between government, industry, and the academic community. This approach has helped the country transform into a global trailblazer when it comes to ICT exports, intelligent factories and farms, AI-powered IoT consumer products, and the data economy, and all in a span of 25 years.

In Australia, the COVID-19 pandemic has accelerated digital transformation beyond our imaginations. More and more businesses are now leveraging advanced digital technologies like AI and hyper-automation to increase flexibility, agility, and business resilience. These changing dynamics in combination with Australia's strong economic foundations - flourishing digital ecosystems, deployable capital, and outstanding infrastructure– place us in an excellent position to join the ranks of the world’s innovation leaders in the near future. Reflecting on Australia’s investor confidence, Venture Capital (VC) invested USD2.5 billion into start-ups between July 2020 and July 2021. Our “home-grown unicorns” such as Canva, Atlassian, and AfterPay are brilliant testaments to how Aussie innovation can be exported successfully. The fintech business models of this trio can offer much learning to our burgeoning agritech and mining technology sectors. Israel’s leverage of technology to dominate global agritech exports in smart irrigation and crop yield technologies was powered by big data analytics.

Australia will need to “double down” on policy-supported R&D spending across sectors such as defence, aerospace, healthcare, and telecommunications to stay ahead of the innovation race, catalysing robust but underfunded academic-led research. Simplifying the influx and allocation of VC will intensify intellectual property creation and scientific research output whilst incentivising commercialisation, and this may eventually shift government R&D investment to the profit-driven private sector. In addition, policy interventions proposed by the newly established Technology Council of Australia, based on a measurable framework that supports technological advancement, will align R&D and business communities. These interventions working in unison will help accelerate the pace of innovation in Australia, placing us on the front foot in addressing several nationally important challenges ahead.

A 10-year goal to achieve globally recognised ICT innovation and leadership will provide a much-needed roadmap for many Australian industries, and strengthen our resolve to be a world-class innovation exporter for the long-haul.

Innovation Insights from Former Australian Chief Scientist 1999-2005: Professor Robin Batterham AO

Thu, 02 Jun 2022 07:04:56 GMT

1MG interviewed Professor Robin Batterham AO, former Australian Chief Scientist and also a former Rio Tinto Chief Technologist, to explore his views on how Australia can lift its innovation performance, promise and potential this decade and the next.

1MG: How would you score Australia’s productivity currently?

RB: It’s no secret that productivity in Australia is going backwards in many ways. No one seems to be too bothered by this, which is a concern. That this is not a daily topic of conversation is perhaps because it is well recognised, but not something that can be changed easily. It requires greater desire to change, with an increased entrepreneurial activity. Achieving these two things needs effort, encouragement and incentives at all levels, e.g., in primary and secondary education, at undergraduate and graduate levels, let alone in industry. There are many initiatives here ( perhaps too many), so the question is, how do we get more focus?

1MG: When it comes to innovation, can we afford to be apathetic or even lazy? Can we afford to not take it seriously?

RB: Australia is seen as the “lucky country” and we consistently are a high performer on the United Nations’ Human Development Index. We also do well in terms of many Environmental, Social, and Governance (ESG) indicators. The question is how to enliven the interest and then the activity in doing more, especially when it comes to matters of ESG. Can we build on the experience and lessons learned during the recent COVID-19 pandemic to speed up innovation? We have just witnessed a massive acceleration of technology in the vaccine program. What universally relevant principles of this success can we bring to bear in how we treat carbon emissions, in how we change our supply lines, and in how we are more inclusive of the wider society?

1MG: What does a “more innovative Australia” mean to you?

RB: Much of Australia is highly innovative (e.g., retail and banking) and many Australians are well-paid because of this. Mining, biotech, and agriculture are also highly innovative. It’s not a general problem. The real question is how do we do more of the “invent the new here”? Do we understand why some sectors do so well and others not? I don’t have the answer but it probably comes down to people and their capabilities. We have to focus our education on setting up people who are not just more entrepreneurial but who are solution oriented. Finding solutions and ways to do things better needs certain capabilities, especially the ability to think about the basics of any process or situation. What are the drivers, what are the ways of changing these drivers or of doing things differently? I find the fall off in secondary school of interest in “specialist maths” a sign that we could be doing better.

1MG: Australia’s exports still mainly concentrate on agricultural and mining products rather than more sophisticated products like computer software. What are some strategies to cultivate the latter?

RB: One approach to cultivate a wider spectrum is to recognise that in the future, as Prof Ramesh Mashelkar has recently highlighted in the Monash University Sir Louis Matheson Lecture Series on Science, Technology and Innovation: “The post pandemic Next Normal has 3Ds that will shape humanity’s future: digitalisation, decarbonisation, and democratisation”. I agree strongly with Prof Mashelkar and note that an obvious approach is that now we expect that roughly 1/3 of the population goes to university. They should experience the elements of digitalisation (e.g., computing and code writing) and the elements of decarbonisation (e.g., energy storage, micro-grids, etc.), no matter what they are studying. A more general approach to education - even at university level - is a key answer to living with the three D’s.

1MG: How would you rate Australia’s startup culture?

RB: Startups are a key component of the Australia’s innovation identity. We are fortunate that CSIRO is doing a lot of the heavy lifting. All of our universities have their incubators, their accelerators, and their active approach to commercialisation, particularly via startups and spin offs. This is great and to be encouraged. However, more is needed to give the startup community what it needs. Looking at the income universities receive from royalties or their equity positions in startups and spin offs, with the occasional exception, the percentage of income from these sources is less than 5 per cent. And without more income, we will see even less R&D. So what is the alternative? The answer is clear: concentrate on research with high impact for which there is someone who values this impact enough to pay big dollars. That someone might be from philanthropy, from governments, from well capitalised companies, or various combinations, but it won’t be from “angel” investors. This will to want to match impact with high level funding is a mindset change for many researchers who, rightly or wrongly, and irrespective of the stated policies of most universities, are driven by the need for high impact publications.

1MG: How does a nation actually encourage the population to innovate?

RB: Firstly, R&D is not the same as innovation. Most R&D contributes to knowledge and may ultimately support innovation. Very rarely does R&D lead directly to innovation, i.e., a change in the marketplace. Encouraging innovation is actually about encouraging different products and processes in the marketplace. It doesn’t matter whether they are first in the world, in Australia, in a State or region, or even in a company, what matters is that it is a change for the company concerned. Innovation by companies needs to be rewarded by the government (e.g., through taxation rebates) as it is not just that the said company benefits through its bottom line. A successful innovation can (and generally does)create a public good as it teaches others that the improved product/service is doable, while encouraging competitors to do even better in the knowledge that certain directions can be successful. This is the same argument that we use to justify public support for R&D, visualising that the knowledge generated is useable by a much wider audience than just the researchers who generate the knowledge.

1MG: Are there any other ways we can make a real difference to the health of Australia’s innovation economy?

RB: One is attitudinal. At the R&D end we tend to overvalue intellectual property. Our research institutions are renowned for this. Sometimes I almost wish that some of the success stories should not have happened, as then we would be under no delusions that the linear model of R&D, commercialise, and then sit back and watch the royalties roll in, is rare indeed and not the main way of generating funding for R&D. Instead, try embarking on R&D that potentially has great impact in an area in which those already in the marketplace can utilise the development to deliver an innovation.

1MG: Where do you consider there to be particularly high-end innovation occurring across the economy, and what are some of your personal favourites?

RB: There are many examples in the mining and agriculture area, e.g., autonomous haul trucks and precision agriculture. Conversely, other parts are not focused enough. Could we make more of our defence spending, for instance? Over the years we have tried various alliances. Can we make something in the dual use innovations that benefits from our approval processes being so much more streamlined than some of the other countries we work with? There is a different way of doing it. Again, as stated above, tax breaks on innovation rather than on R&D. As ever it will be almost impossible to have such a tight definition of “eligible innovation” that the system doesn’t get rorted, but there is the possibility to limit the total government outlays and year on year, to improve the definition of what specific innovation qualifies. Alternatively, 3 or 4 target areas can be declared per year, and the total concessions can be limited to say $5 Billion per year, with a first in, best dressed approach.

1MG: Anything else? Any other specific ideas?

RB: It’s more than just “we need to get better at creating more innovative widgets”. We need to commercialise them – more “Cochlears” developed, for example, and more predictions of volcanic eruptions and El Niño weather events. There is absolutely no shortage of ideas. The challenge is to have more incentives in place that would enable those with the ideas to target first and foremost end-users willing to fund turning the ideas into an innovation. Turn the recipe on its head, why not? Doing R&D and contributing to the discipline through publication does not in and of itself lead to much in the way of innovation anymore.

We’re lacking the energy and focus to do what ought be done – namely opportunistically develop things for the world that don’t yet exist. We have CSIRO, but it’s not enough. We need to be braver which means tackling attitudes, tackling paradigms. There is no shortage of funding for research that will lead to high impacts and real innovation.

The Ultimate Agriculture Advantage: Interview with Australian Association for Uncrewed Systems President Dr Reece Clothier.

craig@burkill.com.au (Craig Burkill) — Thu, 02 Jun 2022 06:47:09 GMT

We recently interviewed the President of the Australian Association of Uncrewed Systems (AAUS) Dr Reece Clothier to learn about the latest developments in aerial drones and their promise and potential for Aussie farmers.

TAF: How would you describe the uncrewed systems market in Australia today?

RC: Agriculture, photography, aerial inspection, and infrastructure management are probably the largest commercial use cases for uncrewed systems, which includes aerial drones, in Australia today. A recent Deloitte study, commissioned by the Australian Government, estimated the agricultural market for aerial drones to grow to AUD1.1B by 2030, and those farming and agricultural applications would deliver further efficiency and cost savings of almost AUD3B. But it is not coming, it is already here. More and more pioneering Australian farmers consider drones as indispensable farming equipment. With so many near term applications and a relatively low risk operating environment – Australia’s farming and agriculture sector will be the one of the first industry sectors to truly capitalise off the adoption of aerial drones.

TAF: Tell us about the pay-off for aerial drones in Australian agriculture today?

RC: Most people think of aerial drones as small multi-rotor aircraft equipped with cameras or multi-spectral sensors. That is what is primarily in operation today, used largely for remote sensing and inspection in applications such as crop health management. We are starting to see the scope of applications expand quite rapidly. Aerial drones are now being deployed for precision spraying, targeting weeds and hard to access areas with spot spraying. They are also being used for planting and seed dispersal. Drones are also being used in farm maintenance for inspection of silos, fences, and large machinery. There’s a number of applications enabled by greater connectivity between devices. So you’re seeing drones that don’t just fly and collect data but also uploading that data into existing software packages and farming machinery such as spraying or fertilising delivery systems. It’s becoming increasingly less about the vehicle and the sensors and more about interconnectivity and how it feeds into the broader farming system.

TAF: What is the government doing to advance the potential of aerial drones in Australian agriculture?

RC: The Civil Aviation Safety Authority (CASA), the national aviation safety regulator, is continuing to work with industry to advance the safety regulations governing drones. While there is a lot of work to be done, Australia is widely seen as a world leader in this regard. Industry have been working with CASA to develop a strategic roadmap – essentially a plan for the advancement of safety regulations for this sector. Last year the Federal Government released its National Emerging Aviation Technologies policy, which took a much broader look at the key challenges that need to be addressed. This included aspects such as noise, privacy, security, spectrum, and community acceptance in addition to matters of safety. A key initiative under this policy is a funding program that aims to advance the uptake of drones – with the focus specifically on those applications that benefit rural and regional Australia. So the Government is starting to make some meaningful strides in support of the sector.

TAF: How can Australian agriculture get even more out of aerial drones today?

RC: Key to really opening up the full potential for drones in farming and agriculture is achieving beyond visual line of sight (BVLOS) operation. Without it, the farmer is limited to keeping the aircraft within Visual Lines of Sight (VLOS), which would limit the size of the area a drone could be effectively deployed. If you have huge pastoral land or massive grain farms, you can’t just keep driving and stopping to launch and recover your drone. AAUS has been working collaboratively with CASA to try and forge the knowledge and understanding of what it takes to get a BVLOS approval. As a result of this work, CASA has released standard scenarios for BVLOS operations, which help streamline the requirements and process. AAUS has been delivering free webinars to help operators understand what it takes to safely operate BVLOS and how to get the necessary approvals using these standard scenarios. We are now seeing more and more BVLOS approvals being issued for operations in rural areas, but we still have work to do to broaden the scope of these approvals.

The agriculture application industry for drones will be the first to benefit from more routine BVLOS operation. Farmers are doing it now however it just takes a huge amount of effort. To open up the agriculture application, we really need to get the process moving much more smoothly.

TAF: What risks are posed by the use of aerial drones in Australian agriculture?

RC: The main challenges are in ensuring drones can be safely operated alongside other aircraft or over people and property. In particular, we need to manage the risk of a collision with another aircraft operating at low altitudes, such as helicopters or crop dusters, or a drone impacting a person or house. The relatively low utilisation of airspace and vast areas of low (or no) population mean it’s much easier to close the safety case for drone use in rural and regional areas than it does for drones operating near a city centre. This makes many farming and agricultural applications much more of a near term opportunity.

TAF: How will Australian farmers cope with so much new data sourced by aerial drones?

RC: There is a real risk of “drowning in data” and the solution really lies in connectivity and automation. Farmers don’t have time to go through hours and hours of video data or multispectral data and make sense of it. What they really need is that one image or information product that supports the decisions that need to be made. This is where data analytics and automation come in. Artificial Intelligence (AI) could aid farmers in combining, interpreting and analysing the wealth of data collected by drones and other farm sensing systems. But before all that we need to make sure the data collected by drones can be readily imported into existing farming software and automation systems. This is achieved through standardisation of interfaces and data formats.

TAF: Can you tell us more about the role of AI in aerial drones.

RC: You can liken AI to an expert consultant, available 24/7, that embodies the accumulative expertise of huge datasets. AI can be used to “see” the complex patterns and trends that lie in the data. For example, that certain areas of a crop may have an infestation or need additional water. AI can also suggest courses of action, like the particular type of insecticide and its rate of application, or the amount of water required to those identified areas. The benefit of AI lies in presenting the information relevant to good decision-making. To close the automation loop, approved courses of action could then be simply uploaded to farming spraying or irrigation systems!

Automation and AI also helps overcome issues with connectivity in rural and regional areas. Drones, and many other farm sensing systems, can collect terabytes of data. The challenge is then – how to get all this data back to where you need it? If there is automation or AI at the point of data collection (i.e., on the drone itself), the system can instead process the data in the field and just send back the one important image or piece of information needed by the farmer. So, there is a very strong case for the use of AI in farming and agricultural applications. It’s becoming increasingly less about the aircraft and more and more about the product it collects and how it connects to existing decision-making processes and farming automation systems.

TAF: What does the future look for aerial drones in Australian agriculture?

RC: Farming and agriculture is already one of the largest use cases for drones and it will continue to grow. This growth will be enabled through greater awareness amongst farmers of the applications for drones, continuing advancements in the capability of the drone platforms and associated software systems, and the streamlining of regulatory processes. Processes that enable routine and safe BVLOS operations will enable a raft of new applications, particularly in broadacre farming. Within the next decade, you could readily see large drones undertaking broad area aerial application tasks, shuttling feedstock or equipment, picking up RFID tags of livestock, and even undertaking the mustering.

Much of the technology to do this already exists. However, we still need to advance the regulatory processes to make all these great use cases a reality. AAUS is doing a lot on this front, working with CASA to advance our joint understanding of the safety case and mitigations that need to be in place. We also have a working group exploring the requirements for aerial spraying. There’s a lot of work still to be done but one thing is certain, the potential benefit is huge.

Untapping Natural Resources for a Sustainable Future: The Oceans

Thu, 02 Jun 2022 06:32:45 GMT

The opportunities to grow Australia’s blue economy through offshore renewable energy and offshore aquaculture are vast.

There are many definitions of the blue economy but central to most is the concept of a sustainable ocean economy that provides food, energy, transport of people and goods, and empowers coastal communities. The World Bank describes it as “the sustainable use of ocean resources for economic growth, improved livelihoods and jobs, and ocean ecosystem health”.

Globally, the blue economy is made up of well-established industries such as marine and coastal tourism, oil and gas, fisheries and inshore aquaculture, shipping and ports, and defence. Additionally, emerging industries such as offshore renewable energy, offshore aquaculture, ecosystem services, and marine biotechnology. All of these activities extend from coastal to offshore areas, and across national and international borders.

The global annual economic value generated by the ocean assets of the blue economy is estimated between USD1.5 trillion and USD2.5 trillion annually [i] , with the asset value of the world’s oceans estimated at USD24 trillion.

The United Nations’ 2030 Agenda for Sustainable Development proposed 17 Sustainable Development Goals (SDGs) and 169 targets as an action plan for prosperity, with a focus on sustainable practices. Remarkably, the blue economy has components that link to most SDGs, the most critical being SDG 14, which aims to “conserve and sustainably use the oceans, seas, and marine resources for sustainable development”.

The High-Level Panel for a Sustainable Ocean Economy unites 16 countries (including Australia) to facilitate solutions and develop an agenda for transitioning to an ocean economy which is sustainable. Five building blocks have been agreed as transitions hereto — (i) decision-making based on science and data; (ii) goal-oriented ocean planning; (iii) mobilisation of investments based on innovation and de-risking finance; (iv) stopping land-based pollution; and (v) changing the ocean accounting to reflect the true value of the ocean.

Based on these principles, a recent report commissioned by the panel estimated that the oceans had the potential to sustainably generate six times more seafood (through aquaculture) and 40 times more renewable energy than currently.

Australia’s opportunities to grow its blue economy are vast. This country has the world’s third largest marine jurisdiction with an Exclusive Economic Zone (EEZ) of 10.2 million km ² . Much larger than its land area of 7.69 million km ² , this includes tropical, sub-tropical, temperate, and Antarctic environments capable of supporting diverse aquaculture whilst also being home to some of the world’s best ocean energy resources.

Australia’s blue economy is currently dominated by the offshore oil and gas industry contributing close to 50 per cent, and the tourism and shipping service sectors contributing close to 40 per cent to the blue economy output. By 2025, Australia’s blue economy Gross Value Added (GVA) is expected to reach AUD100 billion annually.

Conversely, offshore renewable energy and offshore aquaculture are two sectors of Australia’s blue economy with significant capacity to grow, consistent with commitments to the High Level Panel for a Sustainable Ocean Economy and the UN’s SDGs.

Australia’s EEZ has some of the world’s highest quality and abundance of marine related renewable energies. As an example, offshore wind quality in Australian waters is comparable to areas such as the North Sea where wind power is commonly used, and where this resource is undergirded by a well-established industry.

A recent analysis of offshore wind energy resource was undertaken in terms of total resource, potential generation capacity, and capacity factors. The theoretical resource for Australia’s EEZ was estimated to be 27,369 GW, and the “technically accessible resource” - constrained to areas less than 100 km from shore, in water depths less than 1000 m, within 100 km of sub-stations and transmission lines, and excluding environmentally restricted areas - was estimated to be 2,233 GW. This is far in excess of current and projected electricity demand across the Australian electricity markets.

In Australia, there are currently more than ten projects proposed with a combined capacity of over 25 GW, or 1 per cent of the technically accessible resource. The use of offshore renewable technologies in combination with other renewable exportable energy sources, such as green hydrogen, can support the decarbonisation of complete industry sectors in the near future as the engineering and regulatory challenges are addressed.

Australia has a global reputation for quality, safe, and sustainable seafood. Yet its fisheries are relatively small by world standards, with Australia importing 72 per cent of its seafood. Currently, Australian aquaculture has a gross value of AUD1.6 billion per year, accounting for 51 per cent of the total fisheries related Gross Value of Production (GVP). While most of Australia’s wild fish stocks classified as sustainable, there is limited capacity to sustainably increase wild capture seafood - any significant growth in sustainable seafood production will need to come from offshore aquaculture.

Realising the full potential for sustainable offshore seafood and energy production requires moving renewable energy systems and aquaculture into high quality yet remote and more exposed high-energy operating environments. This will require the development of new and more robust structures and production systems that require less maintenance with increased automation, systems able to withstand regular and extreme weather events while being safely and economically managed.

Enabling these offshore industries will require new planning, including new regulatory, monitoring, and environmental accounting systems. This will provide the community with confidence that the operations are environmentally sustainable and socially responsible, while providing the industry and capital markets with the confidence to make long term investments.

Solutions developed to grow the blue economy in Australia’s waters will have global application.

[i] OECD. 2016. The Ocean Economy in 2030. Report. Paris: OECD Publishing

Pockets of excellence, Australia is a leader in digital govt

Mon, 16 May 2022 06:20:12 GMT

AIIA-hosted Australian Trade Delegation visits leading tech companies in Silicon Valley to discuss Australian government’s role in leading digital transformation.

At the start of May, the AIIA hosted a 10-day Australian Trade Delegation made up of digital businesses and senior government representatives. The delegation visited leading tech company HQs in San Francisco and Silicon Valley, followed by exchanges with government officials in Washington DC.

The delegation represented federal and state tech leaders, Australian digital startups, medium businesses, and multinationals.

Compared to the 2019 AIIA delegation, it was fascinating to see the changes in positioning and advances in technology from the US technology giants, as well as the US’ tech policy approach.

What became clear from discussions is that Australia, in many ways, is a leader in digital government. Many large cloud and software companies commented that major developments in their product roadmaps have been driven by the needs of Australian Governments which have in turn been taken up by other clients building out their value proposition.

In other words, the Australian government market is not only a large consumer, but an influencer shaping global software developments.

US digital and data policy makers from US federal and state governments highlighted that Australia is also recognised as a leader in important areas such as data sharing across silos and it’s work on digital identity, just to name two.

Separately, the US officials raised concerns about not building bias into technology products and services (for example through AI adoption) and championed pursuing the stretch goal of proactive personalisation of digital service delivery to citizens over the traditional citizen request model.

Lastly, customer satisfaction and digital equity remain a key focus and measure of the US government.

In these ambitions and areas of focus, Australia is following the same path but at an early stage of the journey. We often heard from government and industry that driving improvements in citizen experience with government is central to a digital first approach.

We also met with recent US federal government chief information officer Suzette Kent, who told us that her focus as the CIO was to be the primary advocate for citizens and working with government agencies to drive this approach.

Broadly, there were some clear themes that emerged on the delegation.

First, Australian government is influencing global tech product development through its leadership and ambition and investment driven by the goal of being a leading digital government by 2025.

Second, the strong commitment of numerous tech companies to community, sustainability and carbon neutrality goals.

Much of the tech sector is pushing ahead of government goals on this front for three reasons: CEO leadership in major tech companies driving the agenda, business opportunity in the CSR sector, and employee expectations. This was not even on the agenda in 2019.

Third, cyber security, again not a priority in 2019, was a key focus for every US tech company and US government official we spoke to.

Indeed, tech companies briefed the delegation on how they are actively stopping intrusions, malware, phishing, and ransomware attacks from both nation state and criminal actors who are becoming more sophisticated and numerous.

Key cyber messages from tech companies included the inherent insecurity of legacy systems, the need for patching as soon as possible (thus the advantage of cloud computing,) and the essentialness of multi-factor authentication for enterprise users to reduce vulnerability, especially with hybrid workplaces and devices becoming the norm. Zero Trust cyber strategies were also being advocated by numerous companies as the new standard.

Fourth, the importance of data and how it can transform enterprise and citizen experience. Government is traditionally structured in silos and, appropriately, has strict obligations for strong cyber and privacy.

New commercial cloud-based platforms and capabilities are making data sharing in secure environments with anonymised data sets now possible which opens exciting possibilities for citizen-understanding and providing enhanced, tailored digital citizen experiences.

Fifth, the post-COVID, new normal of hybrid working is here to stay. In fact, many US tech companies stated that they will never go back to the traditional office-based environment five days per week.

One major company, with more than 130,000 employees, has made the decision to completely shut down its offices.

Many US companies are now looking to provide is collaborative office spaces for teams to come together and create the spaces to do this. Hybrid workplaces and workforces are here to stay with this now an employee expectation necessary to be recruit and retain talent.

The impact on the large campuses in Silicon Valley and in CBDs on office real estate will be dramatic.

The tech industry is innovating to create solutions to support these workforces with the metaverse providing early use cases including onboarding, mentoring, team meetings, and collaboration. It may be several years before the metaverse will be embedded more fully beyond the early adopters, but the technology will make the remote and hybrid work experience more productive and closer to the office environment.

Last, in 2019, we heard from just about every tech company about the AI they are putting into their software. In 2022, we are hearing about how to use AI and ML in an ethical way with industry very cognisant that it has a leading role to play in ensuring citizen and consumer confidence.

The AIIA believes government itself has a role to play in creating confidence in AI and being an exemplar in government adoption by having frameworks around ethical and appropriate use and governance frameworks.

In meeting with US government officials, we learned that they have adopted an approach whereby a central agency will provide guidance across government and support agencies in adopting AI. This is a model the Australian Government should support.

The delegation provided numerous benefits including government to government and government to industry engagement and the importance for Australian-based companies and officials to understand the latest global tech developments.

I am confident that Australia will continue to innovate and lead the digital government experience following from recent policy reforms, but it is also the case that government needs to continue to invest and improve the citizen digital experience and ensure no one gets left behind.

No small challenge, but one industry and government is up to face.

$5.2 million Federal Government Grant for Critical Minerals Accelerator in Queensland

Mon, 09 May 2022 06:09:21 GMT

$5.2 million grant to support mineral resources and materials company Lava Blue’s development of world-leading processes for refining critical minerals used in the lithium-ion battery supply chain.

Battery minerals company Lava Blue Ltd has labelled Queensland ‘the home of battery technology’ as it received a significant grant under the federal Government’s Critical Minerals Accelerator Initiative today.

The $5.2 million grant announced by Minister for Resources and Water, the Hon Keith Pitt, will support Lava Blue’s development of world-leading processes for refining critical minerals used in the lithium-ion battery supply chain.

Managing Director of the Canberra and Brisbane-based company, Mr Michael McCann, said the grant was a significant one which would contribute to a $12 million Queensland project over the next two and half years.

“This grant will allow Lava Blue processes to be applied to recovery of a number of valuable minerals from vanadium pentoxide processing waste, including high purity alumina and potentially magnesium and residual vanadium,” said Mr McCann. “The outcome will be to greatly improve the economics of vanadium recovery and provide new supplies of high-purity minerals into global battery supply chains.”

The grant-funded project will scale-up processes for recovery of high-purity minerals at the Lava Blue Centre for Predictive Research into Specialty Materials (PRiSM), at Redlands Research Park in the southeast of Brisbane.

Lava Blue has already invested nearly $10 million dollars in research and development into production of high purity alumina from unconventional sources and into the development of PRiSM.

HPA is a ‘battery metal’ used in the separator between battery anode and cathode, and Lava Blue is working with collaborators on commercialising its process to produce HPA.

“Battery minerals are not industrial metals,” said Michael McCann. “The high degrees of processing control required for materials to feed into battery manufacturing are at a totally different level to normal mineral processing. However, Australia is rapidly developing the capacity to produce battery materials and help drive the massive historical transition to a carbon-constrained, renewable energy future.

“Australia already produces more than half the world’s lithium. We could certainly have just as dominant a role in the production of other critical minerals including high purity alumina. We are pleased to say that the federal Government agrees.”

Sylvia Tulloch, Lava Blue Chairman, said, “In the next two decades battery minerals and energy metals are needed so that we can displace energy services currently supplied by around 5 billion tonnes of coal and 36 billion barrels of oil every year. We are proud to be part of the acceleration of Australia becoming a renewable energy superpower in this historical transition, and we are very pleased to acknowledge our research partner, the Queensland University of Technology, and thank them for their commitment and central role in this work.”

Lava Blue is working with listed critical minerals developer Queensland Pacific Metals Ltd, Brisbane based vanadium developer the Vecco Group, Clough Engineering, Stantec and world leading researchers at QUT in developing the battery minerals centre of excellence at PRiSM.

Sovereign nuclear fusion energy capabilities soon to become a reality for Australia

Mon, 09 May 2022 06:02:06 GMT

Australia’s first laser fusion energy company to develop the next-generation high-power lasers needed to create a multi-billion-dollar nuclear fusion energy industry and export this capability to the world.

The HB11 Energy project forms part of a $50 million Trailblazer grant awarded to the University of Adelaide and University of New South Wales under the “Defence Trailblazer for Concept to Sovereign Capability” bid. It comprises a $6 million grant and $16 million in contributions from partners.

HB11 Energy will assist with the proof-of-concept and development of new petawatt laser technology that is suited to generating hydrogen-boron fusion.

Hydrogen-boron reactions provide large-scale power for base-load grid electricity or hydrogen generation, using fuels that are safe and abundant. This fusion approach creates insignificant amounts of short-lived waste because it does not generate neutrons in the primary reaction.

The project supports a key element of HB11 Energy’s technology roadmap towards creating clean, safe, and reliable energy at better prices and in greater abundance than all existing renewable energy sources combined.

Creating this capability on home soil would also re-establish Australia as a leader in fusion technology, after Australian physicist Sir Mark Oliphant (who coincidentally studied physics at the University of Adelaide in 1919) first experimentally demonstrated nuclear fusion by splitting the atom in 1932.

The $22 million project is of critical importance not just to HB11 Energy, but all industries and companies working on technologies dependent on high-powered lasers: biomedical engineering, quantum computing, semiconductor manufacturing, and proton and related medical therapies.

Nuclear fusion energy, and all of the other industries set to benefit from this laser technology, could create tens of billions of dollars of economic value for Australia, according to HB11 Energy.

Dr Warren McKenzie, Founder & MD of HB11, said: “We could not be more pleased with the outcome of this grant, and to have supported the submission made by the University of Adelaide and UNSW.

“The nuclear fusion energy industry alone could create billions in economic value for Australia, as long as we continue to see significant investment from Australian investors and governments.

“If HB11 Energy’s research program is successful, it will place Australia at the heart of an industry deploying the only truly safe, scalable, and extremely low-cost future energy.

“On this journey, there is also a new multi-billion dollar industry to be built in both manufacturing these lasers and developing their applications in industries such as clean energy, health, manufacturing, quantum computing, and many others. This Trailblazer grant opens a fantastic opportunity for Australia to lead these new industries and capture new advanced manufacturing opportunities that will grow from them.”

Earlier this year, the Morrison Government released its ten-year $2.2 billion University Research Commercialisation Action Plan, which focuses Australia’s considerable research power on National Manufacturing Priorities. The Action plan included an initial $243 million for four Trailblazers.

An additional $119 million was invested for two more Trailblazers through the regional accelerator program announced on Budget night.

Protecting Data in Digital Agriculture Gets R&D Boost

Tue, 26 Apr 2022 06:44:01 GMT

Major agtech players in Australia, Bosch, UTS and Food Agility, have joined forces to protect data in digital agriculture to help feed an increasingly hungry planet.

Food Agility CRC is pleased to announce a new $1.5 million partnership with Bosch and the University of Technology Sydney (UTS), that will strengthen data privacy and security across Australia’s agriculture industry.

As major agricultural producers collect increasing volumes of data, they face pressure in appropriately controlling and sharing these datasets with service providers and other industry bodies. This collaborative project seeks to overcome the broad global challenges of data privacy and security in three key areas of the data value chain:

Sensing – Establishing a framework for the inception of data that protects personally-identifiable information and complies with global anti-trust laws.
Data Privacy in Machine Learning – Identifying federated learning systems that enable agtech data users to generate high-quality machine learning models using widespread sources of data in a decentralized manner.
Exchange in data marketplaces – Exploring mechanisms to create trusted digital cleanrooms for data marketplaces.

Food Agility’s Chief Executive Officer, Richard Norton, said; “We are observing a critical need in our sector for greater accessibility and confidence in agricultural data management. This project creates a win-win for producers and technologists in ensuring we can extract as much value from data as possible, whilst treating it with the respect for privacy and security it deserves.”

Project Leader, UTS’s Associate Professor, Justin Lipman, contributed; “The collection and sharing of valuable and sensitive agricultural data has the vast potential to improve Australia’s agricultural productivity, efficiency, yield and economic growth. However, unlocking this potential requires appropriate levels of privacy and security across the entirety of the data life cycle, which is what this project will deliver.”

Gavin Smith, President of Bosch Oceania, added, “This project is about trust. Without it, the benefits of smart agriculture will never be fully realised.”

The research activities for this project will generate new insights and technologies that are to be published broadly and adopted into the Bosch global portfolio of data solutions, including the open-source Carbyne Stack.

Reform the Answer to Giving Indigenous Australians a Voice

Mon, 04 Apr 2022 00:37:39 GMT

The Fred Hollows Foundation supports the Uluru Statement from the Heart and its call for a constitutionally enshrined First Nations Voice to Parliament.

After almost five years of delay, media reports suggest the Australian Government will release its final report on the Indigenous Voice codesign process before the end of the year. Reports claim the Government plans to push through a legislated Voice model before the next election.

This may appear to be action, but for most Aboriginal and Torres Strait Islander Peoples it’s a classic wedge. The model proposed goes against their direct wishes as set out in the Uluru Statement from the Heart. They respectfully asked for a constitutionally-enshrined First Nations Voice to Parliament and they are being told what is best for them is something else. A constitutional solution was called for to prevent exactly this kind of condescension.

The Uluru Statement from the Heart was delivered in 2017. It was based on an extraordinary and unprecedented consultation process undertaken by the Referendum Council, which included 13 Regional Dialogues and the first National Constitutional Convention convened by, with and for Aboriginal and Torres Strait Islander Peoples. It reflects the consensus reached on what meaningful constitutional change looks like for Aboriginal and Torres Strait Islander Peoples.

A constitutionally-enshrined Voice to Parliament is the only form of constitutional change that has wide and broad support from Aboriginal and Torres Strait Islander Peoples.

Any move by the Morrison Government to rush legislation through Parliament, when no one has seen the final recommendations of the report, goes directly against Aboriginal and Torres Strait Islander Peoples’ right to self-determination. It also goes against the Government-appointed Joint Select Committee on Constitutional Recognition relating to Aboriginal and Torres Strait Islander Peoples 2018, which recommended the Government “consider, in a deliberate and timely manner, legislative, executive and constitutional options to establish The Voice”.

There is nothing timely about this process and there is nothing deliberate about this process. Rushing legislation before Aboriginal and Torres Strait Islander Peoples have even seen it is not timely, its disrespectful. Dismissing the constitutional option out of hand in 2017, as former Prime Minister Malcolm Turnbull did, was not deliberative it was insulting. Then excluding constitutional enshrinement from the Terms of Reference of the current codesign process was yet another manipulation.

Photo credit: Michael Amendolia.

A constitutionally-enshrined First Nations Voice is critical, as this will ensure that it cannot be abolished by governments if priorities change or they don’t like its advice. Unfortunately, the Australian Government has a track record of defunding and dismantling legislated First Nations Voices. In 2004 Prime Minister John Howard abolished the Aboriginal and Torres Strait Islander Commission, which was set up to advise governments on Aboriginal and Torres Strait Islander Affairs. In 2013, Prime Minister Tony Abbott defunded the National Congress of Australia’s First Peoples, which was a national representative body.

With history as our guide, a constitutional Voice is the only option that will deliver the authority and certainty required for a durable First Nations Voice on laws and policies which affect Aboriginal and Torres Strait Islander Peoples.

All people have a right to be involved in decisions that affect them. A constitutionally-enshrined Voice to Parliament would finally ensure that Aboriginal and Torres Strait Islander Peoples are heard and can make decisions about their lives. Aboriginal and Torres Strait Islander Peoples know what is best for their communities. A constitutionally-enshrined Voice to Parliament would make our nation stronger, and it would create a more equal society for everyone. It is a fair and practical reform that will lead to better policies and outcomes for First Nations Peoples.

Aboriginal and Torres Strait Islander Peoples deserve far better than rushed legislation that goes against their express wishes. We need this Government to commit to calling a constitutional referendum in the next term of Parliament, if reelected. Labor has committed to implementing the calls of the Uluru Statement from the Heart in full if it is elected. But we also need a concrete commitment from them that, if elected, they will call a referendum in the next term of Parliament.

Polls consistently show that most Australians support a constitutionally-enshrined Voice to Parliament, and the right of Aboriginal and Torres Strait Islander Peoples to have a say over the matters that affect them. We need Australians to be loud about their support now. Talk to your friends and family about why you support the Statement. Write to your MP. Get your organisation to make a public statement of support.

Together we can make this happen.

Fast-tracking jobs and technologies for space

Mon, 04 Apr 2022 00:21:08 GMT

The Morrison Government is injecting more than $65 million to get Australian technologies into space sooner, make our nation a leading destination for launch and put an Australian astronaut back into space

Prime Minister Scott Morrison said the new $65 million funding was part of the Government’s ongoing mission to expand the sector, invest in cutting edge technologies and create new jobs.

“Australia is ready to launch and we are backing Australian companies and workers to look up and aim high,” the Prime Minister said.

“The journey to sending an Australian into space means serious investment in local jobs, local technologies and local businesses.

“Any astronaut and any spacecraft has a team of thousands behind them, not to mention invaluable technology and research and carefully manufactured parts.

“All of that means new technologies that make things simpler and safer, the job opportunities that come from a booming industry or the technology advancements that can be applied in our everyday lives.

“That’s why, since 2018, we have invested more than $800 million as part of our mission to triple the size of the sector to $12 billion and create up to 20,000 new jobs by 2030.”

The Government will co-invest more than $32 million into the development of up to three new or existing spaceports or launch sites across Australia.

The Australian Space Agency will also receive more than $32 million to procure and provide spaceflights and services for the Australian space sector.

This will help the sector gain an important ‘flight qualification’ – a common barrier to transitioning space technology from the laboratory to space.

The more than $32 million includes a $3.5 million national student space challenge that would see student payloads sent into orbit.

The Agency has also been tasked with international partners to put an Australian astronaut back into space.

South Australia Premier Steven Marshall said the investment was a major boost for South Australia’s space sector.

“This election is all about building a stronger future and opening new opportunities for South Australians – the space sector does both,” Premier Marshall said.

“South Australia is unequivocally the Space State – we have already created nearly 1600 space jobs in the State and today’s announcement is going to see that number take off.

“We are the home of the Space Discovery Centre, Mission Control, the Australian Space Agency, the Australian Space Park and more than 90 space-related companies are already based right here in SA.

“This sector is going gangbusters and it’s going to mean our young South Australians can have a rewarding career in the space sector right here without having to move interstate or overseas.”

Minister for Science and Technology Melissa Price said this latest investment would provide Australian industry with further opportunities to grow their capability and access global supply chains – and support more launches taking off on home soil.

“This is about so much more than just the excitement or inspiration of launch,” Minister Price said.

“By investing in the growth of the Australian space sector we’re investing in the future of all Australians.

“We’re doing that through investments via the Australian Space Agency and prioritising the space sector through our Modern Manufacturing Strategy and Australia’s Economic Accelerator.”

Head of the Australian Space Agency, Enrico Palermo, said the Fast-Tracking Access to Space package would help address gaps in the local sector.

“By supporting Australian businesses and researchers to get their products into space more quickly, we are helping them to demonstrate their capabilities to the world, which in turn will create new opportunities that see them grow,” Mr Palermo said.

“This co-investment in the development of spaceports makes Australia’s intentions clear – we want to become a launch nation of choice to attract further private sector investment.

“We are already a desirable launch location thanks to a range of factors, including our unique geographic perspective and political stability – this investment will cement that reputation.”

The Future State of the Indigenous Estate

Tue, 01 Mar 2022 01:50:37 GMT

The knowledge and expertise held by Indigenous Australians can drive innovation across the economy – if we can recognise and nourish it for the generations to come.

Eleven kilometres. You might drive, walk, run, ride or swim that far. For many Indigenous Australians, it’s the distance between their mission designated area and the nearest local town. It is a horizontal measure, a single line of sight and focus that determines how we see ourselves.

For me, it’s the survival zone of all things living on the planet. It’s the natural balance of our planet within what the astronomers call the Goldilocks zone, where life is possible. A vertical perspective within the sphere of life.

What does this mean for Australia’s Indigenous people, and for what we might call the Indigenous Estate? What may it mean in the future? As I see it, Australia’s Indigenous culture is a 360-degree sphere of life, joining the earth and all of its inhabitants.

The current state of the Indigenous Estate is precariously positioned. For the vast majority of Australians it is not an estate, nor is even in a sustainable Goldilocks zone that preserves and protects its future state.

Indigenous people see the entire landmass as the habitable zone where life has endured for 65,000 years, as distinct from the past couple of hundred years of mostly coastal living. We know the difference between our current state and future state. The future receives our current state and is handed to the next generation in perpetuity – in aeternum.

The Indigenous Estate in Australia comprises both tangible and intangible assets held by or for the benefit of Aboriginal and Torres Strait Islander people by various means. The tangible assets are relatively simple to identify and define. They are the land and waters and the resources located on or within them.

The intangible assets include cultural and intellectual property rights; such forms of expression as arts, dance, music, and language of, traditional culture, environmental and bioscience practices; and the individuals, groups, clans, totems and peoples that own and believe in their right to the Indigenous Estate.

These intangible assets include the inherent potential within Aboriginal and Torres Strait Islander communities to bring new perspectives, knowledge and innovation to the wider economy. The deep purpose of our very existence is interwoven into the vast treasures of information that we have mastered in our daily lives. If we ignore them, it will be an opportunity lost over the course of our most precious commodity: our collective life and everything within it – nostrum vita.

As technology advances it is taking us further away from the intuitive lessons of life and the knowledge gathered over 65,000 years. This separation is also moving us away from the landmass that has provided us with our physical and mental well-being in its rawest form. It also means that many of us have turned a blind eye to what has been happening. We need leaders who can reset the dial and build upon the endeavours needed.

The present state of many Indigenous matters is challenging. Many Indigenous communities are dysfunctional, beset with institutional inequality and disconnected from both the past and the future.

As Matt Wilson of Innoprac observes, “Indigenous disempowerment and poverty is big business. Many champions in government and private enterprise have dedicated blood sweat and tears to help our ‘mob’ with some great achievements, but generally, overall having limited success.

“Meanwhile many companies have their whole focus on making money off this chaos, with the Australian public generally conditioned through negative press and inferred guilt being discouraged from asking, questioning or digging too deep into how this whole industry is to be managed and how this chaos continues to roll. Seemingly unlimited resources and effort produce the odd highly publicised success story, but generally with little evidence of holistic change once the money tap is turned off, leaving us First Australians in no better condition than before the tap was turned on.”

We need a new paradigm to reset the Indigenous Estate so that its current and future state will utilise and optimise its tangible and non-tangible assets.

Generational management of the current state is required to maintain the various inputs that will ensure that the Indigenous Estate remains a habitable zone. That will result in the thinking, design, renovation and critical critiquing that should be feature of each current state. Broadening skillsets within the current state will underwrite the future state and will become a feature of the Indigenous Estate.

Our objective should be altruistic pursuits that enhance psychological well-being in Indigenous communities, and which add value to life at an individual, community, regional and national level.

We are, after-all, merely humans living on a planet we call Earth situated within a habitable Goldilocks zone where life only exists because of an astronomical phenomenon.

The future state is our horizon setting. We should never underestimate the importance of being indigenous to the land which we have inhabited for so long. Our past lessons in life and living are the fabric of our thinking in the current state, and are the lessons we apply to the future state.

Our indigeneity within the global habitable zone is mutually inclusive to all. There is no other Indigenous life form in our solar system. We are all, as human beings, globally Indigenous. We are defined by our culture, our land, our communities, our values and our beliefs, regardless of where we are on the globe.

As people existing and living for thousands of years prior to Captain Cook and Governor Phillip, Indigenous Australians seek no more than a fair go. We seek equity and the ability to sustain and grow our lives, all within the mutually recognised habitable zone we all call home.

That should be the future state of the Indigenous Estate we call Australia.

Eddie Fry is chair of the Indigenous Land and Sea Corporation and Indigenous Business Australia. Born in Darwin, his mother is a Northern Territory Dagoman woman. He has a wealth of experience in the resources sector, specialises in financial and human resource management, Indigenous and Native Title issues, and has extensive corporate governance expertise.

Large-Scale Economic Development is the Canvas for Innovation

Tue, 01 Mar 2022 01:40:53 GMT

How is the government planning for the future of Northern Australia? We interviewed Shaun Drabsch, CEO of the Northern Territory Department of Industry, Tourism and Trade, to illuminate the Territory’s vast economic potential.

In his role, Drabsch is responsible for innovation, and he is one of the Territory’s most senior civil servants. He is undertaking a PhD at Griffith University in infrastructure studies, a field in which he has considerable experience as a former director of PwC.

Most southerners have a limited understanding of the NT’s current activities and potential. What would you tell them?

SD: The Northern Territory has a vast amount of arable land and more water availability than is often recognised. We are working on new growing systems and harnessing rainfall for improved irrigation. If we were able to harness just 15,000 gigalitres of the 2 million gigalitres that is the NT’s annual rainfall, we could roughly double the amount of productive arable land in the whole country – an additional 1.5 million hectares.

The NT is known mainly for beef cattle. What else is important to its economy?

SD: To start, remember that soybeans, cotton, peanuts and chickpeas are all either tropical or semi-tropical crops. You also have to think about aquaculture, a further potential boom area, with companies like SeaFarms looking very prospective. They are involved in an innovative development worth $1.5 billion in prawn aquaculture. But the mining industry is the Territory’s largest industry and the single largest generator of export revenue, valued at $4.4 billion in 2019-20.

We’ve been reading about the first steps into the Space Industry .

SD: Yes, this is very exciting, with the construction outside of Nhulunbuy of the Arnhem Space Centre. We have attracted involvement from the European aerospace company ArianeGroup. This, as you know, is seen as a fast-growth industry of the future, expected to be worth $12 billion in Australia within a few years. But, more specifically to the NT, it will synergistically attract related growth industries.

What other physical attributes are significant fulcrums to growth?

SD: You would have to point to the only functional deep-water port between Port Hedland and Cairns. And, of course, the proximity to Asia is an advantage. An example that not many people realise is that we are a very viable competitive location to Singapore for data centres. Singapore has natural constraints in land and in energy. Like Singapore, we are stable and trusted, with other advantages in high-security data storage and transmission through undersea cables, to and for Asian clients.

You mentioned energy capability in connection with data and competition with Singapore.

SD: Yes, it is called Sun Cable. I believe that by building in the Territory the world’s largest solar farm, the world will see the Territory, as a place to invest but as an important source of low-emission energy. Sun Cable is on track for launch in 2026 and will be so large, at 12,000ha, it will be visible from space. And this will be an earner. This energy will be needed offshore – Singapore being one of the prime users – as well as, of course, locally.

And you have a fairly new innovation hub for incubation?

SD: Yes, and it is gaining momentum. It has the right partner foundation – AusIndustry, with Paspalis as the venture capital arm, and the NT Government and Charles Darwin University. It has an excellent inner-city location and all of the ingredients necessary to encourage and properly incubate new businesses.

What role is Charles Darwin University playing?

SD: Universities are essential in the makeup of any fully functioning innovation hub. They can generally muster research facilities to meet any requirement brought forth by a new company. They have the resources and talent. And there is another side to this – international connections, access to collaborators. This is particularly relevant in our case, as we have a focus on Asia, specifically Singapore and China. They are an invaluable partner.

On another subject, infrastructure – something you know a lot about. What are the big items underway or planned for the Territory ?

SD: Let me underline that infrastructure is not just about building structures. It is also about creating networks of connectivity that enable economic exchange. Infrastructure, properly thought out, brings efficiencies and adds directly to a region’s competitiveness, its economic wellbeing.

Two of the larger goals that will be achieved as a result of infrastructure are 50 per cent renewable energy by 2030 and immensely improved connectivity. This latter area includes high-speed connectivity via a Darwin hub to both Asia and the US. And, of course, a lot of individual projects are either being examined or are underway. Terrabit Territory and the Darwin Data Centre projects both have significant meaning to creating jobs and building efficiencies and competitiveness.

Of course, we hear a lot about tourism in the Territory. What’s happening with infrastructure in that space?

SD: A lot is going on. Some of this is the continued city beautification in Darwin and the State Square redevelopment. On a bigger scale there are plans for destination resorts that link our pastoral history and heritage, and glamping-style experiences that include an innovative "foodie" experience. There is more scope for guided walking trails and guided mountain bike riding. Developing an industry around servicing superyachts also has potential. Tourism will always be a mainstay here, for obvious reasons. There is no place on Earth like the Northern Territory.

I guess that’s how the new slogan arose: “Different in every sense”. And you have another Territory slogan, don’t you?

SD: Yes, one that is grammatically quirky but delivers the spirit of the place, now. It's “Boundless Possible”.

NSW Government & Cicada Innovations launch National Space Industry Hub in Tech Central

Wed, 16 Feb 2022 01:18:01 GMT

Australia’s pioneer deep tech incubator Cicada Innovations, supported by the NSW Government, officially launches the National Space Industry Hub (“the Hub”)

Alister Henkens & Sally-Ann Williams

Australia’s pioneer deep tech incubator Cicada Innovations, supported by the NSW Government, has officially launched the National Space Industry Hub (“the Hub”) at its headquarters in Tech Central this week, to help build a vibrant and globally competitive space industry in Australia.

The Hub will support world-class research, innovation, collaboration, and commercialisation in the sector, and act as a home and base camp for emerging space tech ventures.

It will be delivered by Cicada Innovations due to the incubator’s 20-year track record of developing deep tech ventures. It will offer tailored support, physical laboratory and workspace with state-of-the-art facilities, resources, mentoring, coaching, and commercialisation training programs for space entrepreneurs, emerging space ventures, and researchers across Australia.

Some of the Hub’s nationally-delivered programs will include:

A free and online course for researchers, engineers, and aspiring entrepreneurs looking for foundational knowledge on how to commercialise space technology;
A series of free and hybrid workshops for a cohort of researchers and entrepreneurs seeking to test and validate their space tech idea with peers and experts; and
A free bespoke 6-month coaching program for space entrepreneurs looking to accelerate their space venture.

The Hub will also closely collaborate with other space actors in NSW, including the NSW Space Research Network, SmartSat Cooperative Research Centre, Space Industry Association of Australia, University of Technology Sydney Tech Lab, University of New South Wales, ANU InSpace, and the University of Sydney.

These collaborations will give residents and participants unique access to invaluable research and networking opportunities vital to commercialisation.

Minister for Enterprise, Investment and Trade, Stuart Ayres, said: “Cicada Innovations has a long and proven track record of developing deep tech ventures that tackle some of the world’s most pressing problems. It made sense to choose Cicada Innovations as our delivery partner for such a critical program, with the space industry only increasing in national importance each year given how many businesses it impacts globally.

“The National Space Industry Hub will be an important hub for businesses both directly involved in the space sector, and the businesses downstream that the space sector relies upon. It will allow us to harness Australia’s well-established research infrastructure, world-class universities, and an abundance of local innovators who are busy researching, developing, and commercialising space technology.

“We look forward to the partnership with Cicada Innovations, and to the exciting ventures that will soon be housed in the new Hub.”

Sally-Ann Williams, CEO of Cicada Innovations, said: “Cicada Innovations is already the best place in Australia to build a deep tech business, and now it will be one of the best places to build a space tech company. Our track record in hardware, software, prototyping, and manufacturing also combines with our unique multi-sector approach that connects founders from across different deep tech verticals to discover entirely novel ways of solving big-picture problems.

“Our community is a melting pot for entrepreneurs, scientists, businesses, and industry. By connecting entrepreneurs, policymakers and researchers, we can help make Australia a leader in space innovation, while developing the advanced science that will create a more sustainable and prosperous future.”

The National Space Industry Hub was launched on 10 February 2022 at Cicada Innovations in the Australian Technology Park at Eveleigh.

Cicada Innovations is the home of deep tech in Australia. The Sydney-based incubator supports ventures seeking to create life-changing technology – applying cutting-edge science.

Protecting the Digital Child

Wed, 16 Feb 2022 01:06:32 GMT

My opening remarks during the “power and peril of the digital age” session at the Nov 2021 Royal Society of NSW (RSNSW) and Learned Academies Forum: How do we protect the future of the “digital child”?

I’m a technologist, and that means I have spent my career working to advance the use of various technologies throughout business and society. I’m a technology optimist, in that when I see a new technology, I am instinctively excited for the possibilities it can bring. But I’m also a technology realist in that I know that all technologies have consequences, and our hSistory in this regard is not always one we can be proud of!

Thousands of years of agrarian technology has left much of our soil infertile; hundreds of years (and more) of weapons and transport technology have enabled invasions which have left entire cultures displaced; two hundred years of industrial revolution has choked our atmosphere and some decades of an information and digital revolution has threatened our very self-identity and privacy. We can and must do better for the digital child that was born yesterday!

The very term “digital child” will likely be much like the identify of millennials, generation Y and all those that go before. Even before our digital child is an adult, the “quantum child” will likely already have been born and the worries we have today will seem to be from a kinder and gentler age given the dangers that they could be facing.

The quantum child will face a generation of artificial intelligence that will make today’s data-driven algorithms look like they were from pre-school. The quantum child may encounter chemicals and drugs designed with quantum computers in record time, with or without proper testing. The quantum child might even be embedded at birth with an operating system to support their learning and growth.

So, let’s do better than add a digital Band-Aid to today’s problems and learn from history to create a template for the future. We can design the governance of technology into the very processes that adopt it into our society going forward, starting with the digital society of today, keeping an eye to the quantum future of tomorrow and a determination to be stewards of a cleaner world.

We should use all the tools available to realise the best of our digital lives while minimising the downsides.

The first tool is yet more technology to manage the technology. Typically, humanity has invented its way out of many of the disasters of its own making from fertilisers to recover from over farming to catalytic converters to replace the lead in petrol that was poisoning the brains of last century’s children. We have the opportunity now to architect technology transparency, constraints, security, and sustainability into the solutions that are brought to market through better collaboration between inventors, technologists, and the community.

The second tool is the culture we build around the products we surround ourselves with. From our expectations of privacy to a demand for fairness we can all influence the society that our digital child grows up in.

And finally, the tool that we always need but should constantly use with caution, is regulation and legislation. We do have the right to ask our governments to put boundaries around the use and intrusion of technology even if they are more in the form of speed limits to allow our first two tools to catch-up.

So, let’s insist that rather than just quietly tracking our activities, we get control of our own data, protection of our privacy, transparency of algorithms and even an open curriculum for the training of artificial intelligence! We must also combine our digital revolution with a green technology transformation.

Let’s agree the community expectations, not only for those of us producing and implementing digital solutions but also our expectations of each other in how we all behave, engage, and transact in our digital society.

And let’s engage in a properly informed debate about the regulations and laws we need from cryptocurrencies to social media, in the full knowledge that every decision made now likely needs to be reviewed on a cycle that is much shorter than any government is used to.

If we do our jobs properly, as the stewards of society while our digital child grows-up, we can be confident that they will inherit a world that is better than ours. Fail and I truly fear for the quantum child!

Robert Hillard is Consulting Leader at Deloitte Asia Pacific, the world's largest and leading professional services firm, and Chair of The Australian Information Industry Association

Patient receives world’s first 3D printed eye

Thu, 10 Feb 2022 05:38:28 GMT

1MG’s editors summarise the month’s innovation news from around the globe.

UK Government sets out blueprint to transform UK

The UK Government has released its Levelling Up white paper, which set 12 new missions to drive real change to people’s lives by spreading opportunity and reversing geographical inequalities.

Levelling Up is described by the UK Government as a moral, social and economic programme for the whole of government.

The paper confirmed that the Glasgow city region will become one of three new ‘Innovation Accelerators’. These new centres for innovation, research and development will drive up prosperity and opportunity for local people – each backed by a share of £100 million of UK government funding.

This Innovation Accelerator, alongside others in Greater Manchester and the West Midlands, is inspired by the Stanford-Silicon Valley and MIT-Greater Boston models of combining excellent research with cutting-edge industry in a city-region.

Patient receives world’s first 3D printed eye

Moorfields Eye Hospital, based in the UK, has announced a patient was the first person in the world to be supplied solely with a fully digital 3D printed prosthetic eye.

A 3D printed eye is a true biomimic and a more realistic prosthetic, with a clearer definition and real depth to the pupil. Unlike traditional methods, it uses scans of the eye instead of an invasive mould of the eye socket, so difficult for children that they can need a general anesthetic.

Crucially, the production process is much faster. The whole process takes just two to three weeks.

“We are excited about the potential for this fully digital prosthetic eye,” said Professor Mandeep Sagoo, consultant ophthalmologist at Moorfields. “We hope the forthcoming clinical trial will provide us with robust evidence about the value of this new technology, showing what a difference it makes for patients. It clearly has the potential to reduce waiting lists.”

A pig’s heart has been transplanted into a human being for the first time

David Bennett Sr., a man with terminal heart disease, received the genetically modified heart during an eight-hour operation at the University of Maryland Medical Center in Maryland, USA. The operation was a last-ditch effort on behalf of Bennett, who had been deemed ineligible for a conventional heart transplant.

The donor pig was genetically altered to remove genes that cause human bodies to reject pig organs and insert genes to help control immune acceptance of the pig heart.

The process of transplanting animal organs into humans, has a long and often unsuccessful history, but new gene-editing technologies are making it more viable. The gene-edited pig used for the operation was supplied by Revivicor, one of several biotech companies working to develop pig organs to transplant into humans.

John Deere to start selling autonomous tractors later this year

Agricultural equipment maker John Deere has announced its latest piece of autonomous farming kit: a package of hardware and software that combines machine learning with the company’s GPS-powered auto-steer features to create a “fully autonomous tractor.”

The technology to support autonomous farming has been developing rapidly in recent years, but John Deere claims this is a significant step forward.

With this technology, farmers will not only be able to take their hands off the wheel of their tractor or leave the cab — they’ll be able to leave the field altogether, letting the equipment do the work without them while monitoring things remotely using their smartphone.

HP acquires Choose, world’s only producer of zero-plastic paper bottle

HP Inc. has acquired Choose Packaging, a packaging development company and inventor of the only commercially available zero-plastic paper bottle in the world.

Choose’s patented technology provides an alternative to plastic bottles and can hold a wide variety of liquid products. Its novel, paper-based bottles are made with naturally occurring and non-toxic materials and pave the way for a new standard for bottling solutions globally.

“This acquisition is a great example of how we continue to strengthen our capabilities in attractive verticals like sustainable packaging while also driving progress against HP’s broader sustainability goals,” said Savi Baveja, Chief Strategy & Incubation Officer, HP Inc.

Device Technologies: Bringing ANZ the best MedTech for 30 years

Thu, 10 Feb 2022 05:31:00 GMT

Partnership and innovation for continued success in the Australian healthcare industry and beyond.

Device Technologies has been a true pioneer in the Australian healthcare and medical technology industries.

Device has been at the forefront of bringing the most innovative technologies into ANZ, the flagship being da Vinci® Robotic Surgery. Its 30-year history of accolades include an instrumental role in the establishment of the RPA Surgical and Robotic Training Institute in Sydney, the only one of its kind in the southern hemisphere.

The company has re-defined the role of cutting-edge medical technology supply to include intensive product evaluation and recommendation to hospitals and specialists. Services and expertise extend to clinical education and training as well as managing regulatory requirements. Device has thus evolved to become a vital knowledge centre within the largest employing industry in Australia.

Founders’ vision to source the best worldwide

It all began in 1992 when four friends started operations out of a small garage in Seaforth, yet with a vision to distribute across ANZ the best medical devices from around the world. John McQuillan, Peter Ord, Kevin Ryan and Bill Walker had been working for large American companies in the 1980s and though they’d enjoyed a level of success, their shared goal was to provide medical specialists and hospitals access to first-class medical technologies from all parts of the globe.

This vision has carried on over three decades. Today, the Device Business Development team continues to partner with world-leading manufacturers, while developing new relationships with innovative MedTech suppliers globally.

Building long-lasting relationships with suppliers, hospitals and surgeons is cornerstone to the company’s operations, wherein the passion and tenure of staff organisation-wide remains key.

A 360-degree approach

This has developed into a symbiotic relationship with Device’s dynamic network of surgeons and healthcare executives, who are constantly interested in emerging and innovative technologies and procedures to ultimately enhance patient outcomes.

After a new product or solution has been identified, a rigorous assessment involving due diligence, health economics studies and registration with the Federal Government’s Therapeutic Goods Administration (TGA) is conducted. Promotion, clinical education and training, and end-user feedback are subsequently undertaken. This pathway harnesses the skills and experience of a team comprising healthcare professionals, in-house product specialists, clinical educators, engineers and regulatory affairs officers.

CEO Michael Trevaskis remarks, “Few Australians fully realise the sheer calibre of doctors and surgeons in this country. They are at the forefront of what is on the global medical technology landscape and it remains our privilege to work closely with them. We’re also proud of the complementary role we play advising on redesign of hospital infrastructure and procedures.”

Pioneering Robotic Surgery

The da Vinci robot is a state-of-the-art surgical robot, manufactured by California based company Intuitive. The partnership between Device and Intuitive since 2003 has been paramount to the integration of da Vinci platforms in ANZ, pioneering new capabilities in the operating room. This technology enables surgeons to perform minimally invasive surgery resulting in significantly improved patient outcomes. At present, 80 da Vinci Surgical Systems are in operation in ANZ.

This hasn’t been Device’s only national first. When total artificial hearts and TAVIs were at the forefront in valve replacement and heart surgery, Device played a pivotal role in their introduction to Australian cardiac surgeons and cardiologists. In addition, Device has played a critical role in enhancing infection control in healthcare, partnering closely with customers. In more recent times, Device Technologies has worked closely with governments to ensure access to world-leading ventilators, intensive care supplies, PPE, rapid antigen testing kits and cleaning chemistries in support of the fight against COVID-19.

Innovative Business Development

New business development opportunities are being identified, explored and materialised by Device on a continual basis. States Michael, “In the 17 smaller companies we’ve so far welcomed to the Device Group, we’ve gained some of the best innovators and the best innovations and integrated them into our business.

Through these acquisitions and partnerships, Device has diversified into areas such as Aged Care, Veterinary, and local manufacturing, including 3D printing. This capability, which will be vitally important to Australia in the coming years and decades, gives Device global credibility and differentiates us even further from multi-national subsidiaries.”

Employment opportunities and a culture of fun

Like most companies, talent management is an important part of the Device business philosophy. In fact, their graduate programs have an industry-leading rate of conversion from paid internships to permanent roles. For the last eight years, the Regulatory and Quality Assurance team has run an active graduate program. To date, 12 interns have completed the program, with six moving on to permanent employment.

From the start in 1992, the goal has been to employ professional people and provide an environment in which they can grow and thrive. Says Michael, “The beauty of Device is that people can have fun, while also making a meaningful contribution. When people can be successful, feel safe (both mentally and physically), have a voice, love the business and love MedTech, then you’ve created a culture of success.” The company’s recent expansion into Asia has seen these benefits mirrored for staff now working there.

Growth in Asia

Heeding a comparatively under-developed healthcare industry, expanding the business into Asia had been the natural next step for Device for some years. Asia staff numbers have grown to over 50 in two years to complement the 920 staff members in Australia and 55 in New Zealand. In two years, operations have been launched in Singapore, Thailand, Vietnam, Malaysia, and recently the Philippines, with a commitment to attracting, developing and investing in local talent and skills.

Beyond 30 years

With a rich history and continued momentum, Device Technologies is on course to engage in an exciting future envisioned. Beyond entrepreneurial accomplishment, Device displays how companies which interact effectively with the burgeoning technology sphere can produce collateral benefits – in this case medical, community health and social. When it comes to passion for the business and a love for MedTech, this team is certainly in no short supply.

Corporate Video

Website

The International Centre for Radio Astronomy Research (ICRAR)

Thu, 10 Feb 2022 05:07:07 GMT

Astronomers from The International Centre for Radio Astronomy Research, an international "centre of excellence" in astronomical science and technology based in Perth WA, have developed a new way of detecting active black holes.

Astronomers have a new way of detecting active black holes in the Universe and measuring how much matter they are sucking in. The technique can be applied to millions of galaxies, searching for bright, supermassive black holes at the centre of the galaxies.

Lead author Jessica Thorne, a PhD student at the University of Western Australia node of the International Centre for Radio Astronomy Research, said active black holes are typically found in the largest galaxies in the Universe.

“The black holes we’re looking for are between a million and a billion times more massive than our Sun,” she said. “As they suck in matter from around them, the matter gets super-heated because of friction and becomes very, very luminous. And when they’re active, these black holes can outshine the rest of the galaxy.”

Until now, identifying bright black holes has been challenging, with astronomers having to specifically look for them using complex methods unique to different types of telescopes. Instead, the new technique works on typical telescope observations that already exist for millions of galaxies.

“We can identify these active black holes and look at how much light they're emitting, but also measure the properties of the galaxy it is in at the same time,” Thorne said. “By doing both at once, we can have a better idea of exactly how the black hole is impacting its host galaxy.”

The researchers developed the new technique by using an algorithm called ProSpect to model emission from galaxies and black holes at different wavelengths of light. They then applied the method to almost half a million galaxies from Anglo-Australian Telescope’s DEVILS survey.

They also applied it to more than 200,000 galaxies from the GAMA survey, which brings together observations from six of the world’s best ground and space-based telescopes.

ICRAR-UWA astronomer Dr Sabine Bellstedt said scientists often fail to account for bright black holes in galaxies. “One of the reasons we’ve ignored them in the past is because it’s hard to find them all,” she said. “We don't really understand these bright black holes to incorporate them into our modelling with sufficient detail.”

Dr Bellstedt said the new technique is easier, more consistent and more thorough.

“It suddenly means we can look for active black holes in so many more places than we were able to before,” she said. “It’s going to help us search more galaxies, and look further back in time to the distant Universe.”

Supermassive black holes are thought to have a huge impact on how galaxies evolve.

“We think that an active black hole in a galaxy is able to decrease the amount of star formation really quickly and stop the galaxy from growing any further,” Thorne said. “It can effectively kill it.”

With observations from new telescopes such as the James Webb Space Telescope, the Vera C. Rubin Observatory in Chile, and the Square Kilometre Array in Australia and South Africa, astronomers may be able to apply the technique to millions of galaxies at once.

“It’s exciting to think about how many doors this has unlocked for the future,” Thorne said.

The International Centre for Radio Astronomy Research (ICRAR) is a joint venture between Curtin University and The University of Western Australia with support and funding from the State Government of Western Australia.

Government Commits Over $40 Million to Women in STEM

Thu, 10 Feb 2022 04:01:45 GMT

The Australian Academy of Technology and Engineering, an independent, non-government, NFP organisation founded in 1975, to elevate women’s leadership in STEM with $41.2 million investment by the Australian Government.

The Australian Academy of Technology and Engineering (ATSE) has today been named the sole implementing partner for the Australian Government’s 7-year $41.2 million “Boosting the Next Generation of Women in STEM” fund.

The transformational program, named Elevate, will award up to 500 undergraduate and postgraduate scholarships to women in science, technology, engineering and mathematics (STEM).

The program aims to address gender inequities in STEM through fostering more women-led industry-academia collaborations in applied research and business, growing skills of women in STEM and by propelling women into senior leadership.

ATSE and its partners will co-design a high-quality program spanning industry, academia and government to upskill women with STEM qualifications, research, and business expertise, so they can lead and shape a dynamic and impactful Australian STEM sector.

ATSE CEO Kylie Walker said the program will be a game-changer for creating a diverse, inclusive, and vibrant STEM ecosystem that can attract, retain and progress girls and women into STEM education and careers.

“The Australian Academy of Technology and Engineering is delighted to partner with the Australian Government in implementing this game-changing and STEM workforce culture-shaping program.

“Elevate is designed around three pillars – education and impact designed and led by women; skills building, supported by mentoring and networking; and leadership to increase the influence and profile of women in STEM.

“As well as supporting a strong, thriving cohort of future women leaders and role models to enter and excel in Australian STEM jobs, Elevate will nurture a collaborative and innovative economy-building culture between Australian universities and Australian industry.

“Our goal is to immerse these trailblazing scholars in an expansive network of influential and inclusive research and industry leaders who will inspire and cultivate their future careers. We are thrilled to support their journey,” said Walker.

The Elevate program will complement ATSE’s existing three high-profile STEM career pathway initiatives: IMNIS – Industry Mentoring Network in STEM - an award-winning industry engagement, mentoring and internships initiative which will be integrated with the Elevate program; STELR – a schools-based, hands-on STEM education program; and CS in Schools – a world-class digital technology education program linking classrooms with industry.

“The Academy is ideally positioned to implement this transformational program given its track record of nurturing a diverse and inclusive STEM sector and its strong connections between academia, industry and government,” said Walker.

“ATSE was a delivery partner for the Women in STEM Decadal Plan, is the inaugural co-chair of the Diversity and Inclusion (D&I) Committee of the International Council of the Academies of Engineering and Technological Sciences (CAETS), and co-established the Science in Australia Gender Equity (SAGE) initiative.

“We look forward to bringing our extensive experience in championing women’s empowerment and gender equality in STEM together with our robust suite of programs dedicated to shaping the future of Australian STEM careers”, said Walker.

Elevate will be administered and delivered by ATSE as the lead organisation working with a diverse consortium of partners from industry and academia including ATSE’s Industry Mentoring Network in STEM (IMNIS), Australian Technology Network of Universities (ATN),

Cooperative Research Australia, Cicada Innovations, FB Rice, DMTC Limited, Gemaker, Women in Leadership Development Program (WILD), Women in STEMM Australia (WiSA) and Science & Technology Australia.

The Australian Academy of Technology and Engineering is a Learned Academy of independent experts helping Australians understand and use technology to solve complex problems.

Digital services - a new level asked from regional providers

Wed, 02 Feb 2022 05:56:34 GMT

New community expectations have all organisations trying to keep up with digital transformation.

In my experience in the ICT industry, I have witnessed many significant changes surrounding mainstream adoption of technologies and have become familiar with the various factors that play a role in the speed of technology adoption, having been engaged in technology adoption for over 3 decades.

Around 9 years ago, I published a series of articles and delivered several presentations on the topic “The Pressure for Change”. In these talks, I set out to describe the tension created among three parties, namely digital innovators trying to gain traction for new products and services, the community’s ability to change and adopt these innovations and become customers, and government’s ability to either de-regulate or regulate to support the change that innovation brings.

My proposition was that government is generally the slower of these three, and so those innovations that rely on regulatory change will gain traction late. Next slowest was the community. People need a compelling argument to change their habits, and many innovations simply don’t stack up.

Those that did stack up initially, were those where the product or service could be digitalised readily, creating convenience and improved utility for customers. Thus, banking, entertainment (TV/movies/music), information and knowledge (newspapers, magazines, books and directories) were all “first movers”, as governments had a minimal role to play here and therefore weren’t slowing the process by “getting in the way” (or failing to “get out of the way”).

Other innovations were either digitalising aspects of existing physical services, or creating new physical services with the help of various digital solutions. This included ride-sharing services like Uber; food and grocery delivery services; and a number of other improvements when it came to researching and buying products and services, even if the final sale and delivery was done in a non-digital way. In fact, house, car, and many other types of purchases are now performed partly online and partly offline, with some providers having moved (or moving into) fully digital sales models.

Some of these generated more interest from Government than others, especially where they conflicted with existing regulation. Ride-sharing is the most notable example here. To their credit, Uber (and others) adopted a “crash or crash through” approach to that problem. It is unlikely they ever would have gained sufficient patience from their investors and achieved success if they waited for every government to go about due consideration and change. They created a problem and forced governments to address it. It worked, but was not without damage. A number of legacy license holders were big losers and various governments, even today, are still taking rearguard action.

How has the pandemic affected this dynamic? Firstly, community priorities have changed. The general public needed better ways of going about their lives due to enforced lockdowns or self-imposed restrictions on movement. Industry (and Government) service providers needed new ways of delivering services to customers, citizens, staff and students. And Government, in their regulatory role, wanted to facilitate many of these as it helped to minimise the impact of restrictions on physical movement by supporting as much economic and community activity as possible.

As a result, the interests of all parties aligned, and we gained massive acceleration in digital adoption across so many sectors.

Many of the technologies adopted have been around for many years, even decades, so it was not a question of whether these were new, but whether they were being newly adopted. These technologies created the enablers, the pre-existing capability that could be scaled. This included cloud technologies - allowing services and systems to be accessible anywhere and scaled immediately – as well as video conferencing, which was already gaining wider adoption with Zoom making the services provided by Cisco and others more accessible. Microsoft was already well advanced on its Teams solutions, although they did accelerate their development through the pandemic, as did many technology providers. Even QR codes, first used by millions through the pandemic, have been around for over 25 years - it was defined as an ISO (International Standards Organisation) standard 22 years ago.

As we move slowly (hopefully) out of the COVID-19 pandemic and into an endemic phase, what have we learned in digital innovation adoption and where are the opportunities today/tomorrow?

In many cases, community expectations for digital services are moving faster than some organisations can provide. Those organisations most challenged are smaller organisations, those that operate in regulated environments with restrictions on revenue growth, and this also tends to be regulated service providers in the non-metropolitan regions of Australia. This may include local government, utilities, healthcare, community, and aged care providers. Furthermore, skills are a big challenge generally, and in regional areas this is an even bigger issue.

What is the solution to all this unfulfilled digital transformation ambition?

One answer lies in the lesson of the pandemic. As stated above, “the interests of all parties aligned and we gained massive acceleration in digital adoption across so many sectors.”

If we align the interests of regional service providers, how can they better collaborate, and potentially create economies of scale to digitise more quickly? And with their customers geographically distributed more than most, they have an even more compelling argument to provide digitised services.

Sharing technology platforms, digital skills, and internal technology capabilities all offer accelerators for regional providers. Cloud technologies offer capabilities that support this. Commonwealth and state governments have been quietly adopting various forms of shared technology provision for some years now. This lowers the cost of digital service delivery, allowing scarce funds to be redirected into improving services. That investment in improvements also goes further with shared use of the same capability.

While traditional “shared services” delivered some unfulfilled promises over a decade ago, the new shared models supported by new technologies are now generating many benefits for the clusters, consortiums, and alliances that adopt them.

Our building body of case studies are increasingly reflective of the quiet promise that is delivering results across Australia.

Mark Nicholls is a partner and CEO of Information Professionals Group (IPG), as well as National Deputy Chair of the Australian Information Industry Association.

Cooperation key to Australia’s digital transformation

Wed, 02 Feb 2022 05:49:35 GMT

A pandemic has required Australian industry and governments to work in concert like never before, with better community outcomes.

While the coronavirus may not be as “novel” as it once was, the remarkable advancements in applied digital innovation during the pandemic is. Several technologies and processes, for example, QR codes, online shopping, at home video conferencing and eLearning, have become part and parcel in the daily lives of so many Australians.

Time travel back to 2019 and anyone invested in digital transformation, whether in the private or public sector, would have suggested that these examples were marginally useful additions to the lives of Australians, and perhaps some years away from becoming mainstream.

We have seen the government’s ability to pool and direct resources, industry’s ability to deliver at scale and quite often at pace, and lastly, we see the community’s ability to adapt and adopt, if there is a sufficient reason for them to do so.

When combined, these newly adopted technologies illustrate how governments, industry and the community can work together to innovate, adapt, adopt and ultimately make everyone's lives better by solving common challenges. It has been good to see what can happen when these three forces collaborate to the extent we have experienced.

New South Wales, Victoria and ACT governments vie for being the leading jurisdiction in the country when it comes to digitising everyday interactions between citizens and their government. This is according to the recent history of Telstra’s Digital Inclusion Index, Cisco’s Digital Readiness Index and Intermedium’s digital government report card. The Federal Government is also moving quickly and has set its plan to be one of the top three digital governments in the world by 2025. Meanwhile, industry is getting on with the job of continually improving and refining their digital capabilities for their clients, their staff and other stakeholders.

As we manoeuver out of this pandemic (albeit there may still be a way to go), the best legacy seems to be the continued collaboration for the greater public good. This working together in harmony is vital when considering the number of other significant challenges Australia is facing (not limited to climate change and growing external geo-political threats as two examples) that require the country’s best and brightest minds to work together.

For more than 20 years, Information Professionals Group has supported growing companies, councils, government, utilities and health and community organisations, to navigate the complexities and sensitivities associated with implementing change in challenging environments. The company’s leadership has always informed its work by asking “How does the customer benefit?”

While we hope it is a long time before the next crisis of pandemic proportions, we know that this spirit of collaboration can undoubtedly go a long way to tackling other complex challenges. It is in this vein that we should collaborate: understand the strengths and constraints of each other and, in concert, devise and implement solutions accordingly – for the betterment of the country and for the life of each citizen.

Supercharging Australia’s charity sector through an innovative platform

Wed, 02 Feb 2022 05:40:00 GMT

NFPs in line to benefit when Aussies switch to cheaper utility providers.

Among the many effects of the COVID-19 pandemic in Australia, raising funds and sourcing donations has become harder than ever. This has been noted by Dr Gary Johns, the head of the Australian Charities and Not-for-profits Commission (ACNC), in the federal regulator’s latest annual report .

On a positive note, Dr Johns writes that “while we are yet to see the full effect of the bushfires and the COVID-19 pandemic on the charity sector, I expect the resilience, innovation and determination that permeate so much of the sector will help it emerge in a relatively strong position.”

With many physical fundraising events cancelled or limited due to the pandemic, Australia’s social sector is crying out for new and innovative approaches to fundraising. This is a significant sector - most recent figures from 2019 total $166 billion , and while figures from 2020 are yet to be released, it is expected that the pandemic will have resulted in a marked decrease in donations.

Not-for-profits (NFPs) have always played a vital role supporting causes in Australia and it is clear schools, churches and community groups need help now more than ever. The pandemic has brought about new and unique challenges and this can mean a time for NFPs to draw from experience and creativity to arrive at new strategies and solutions.

To address this issue, crowdfunding innovator Muhammad Haider has created and bootstrapped a new platform that provides easier ways for Australians to donate to and raise funds for their favourite causes, and this without opening their wallets. After migrating to Australia from Pakistan in 2009, and launching his first business venture in 2012, Haider decided to pursue a more meaningful endeavour and sought to develop innovative crowdfunding technology that could change the future of donations and fundraising. The idea of ICause was born and today Haider is proud of formalising partnerships with established NFPs such as Vision Australia, Keeley’s Cause and Afghan Women on the Move.

ICause, an Australian-owned and -operated platform based in Melbourne, is supporting all sorts of fundraising programs which range from personal to charities, schools, communities and sports clubs, by connecting people and organisations to raise funds.

The platform offers Aussies a way to help raise money for their causes by switching their utility bills, apart from the usual donation methods such as Visa, MasterCard, Amex, Apple Pay, Google Pay and PayPal. The way it works is the commission received from switching utility providers such as gas or electricity is added up and then 30 per cent of that commission is donated to a nominated cause. Users can also ‘donate’ by switching other utility plans such as their broadband, insurance and mobile providers.

This is an Australian first and an inventive solution to crowdfunding that disrupts competitors such as GoFundMe and MyCause.

At a time when electricity bills are going through the roof, Haider is daring Aussies to get on board and support their favourite causes while saving money in the process. The concept is simple yet revolutionary, with winners on all sides.

It is as simple as uploading the utility bill one would like to save money on before a team does the work of finding a better deal. Before long, a saving as well as a donation has been realised, affording clients, peace of mind that they’re paying the best rates while knowing they’re doing their bit to keep Australia supported through its NFP sector.

In this way Haider has made it his mission to give everyone the chance to contribute to and support causes that are close to their hearts even if they lack the financial means to do so.

Muhammad Haider is the founder and CEO of ICause, an innovative platform that benefits NFPs.

Boral gets SBTi approval for 2030 Emissions Reduction Targets

Wed, 02 Feb 2022 05:24:28 GMT

Boral’s sector-leading climate targets validated by the Science Based Targets initiative

Boral today announced that its ambitious emissions reduction targets for 2030 have been approved by the Science Based Targets initiative (SBTi) as consistent with the levels required to meet the goals of the Paris Agreement.

Boral unveiled its emissions reduction targets and made a commitment to net-zero emissions by no later than 2050 ¹ in August this year, and subsequently joined the SBTi’s Business Ambition for 1.5°C and UNFCCC Race to Zero.

Boral’s Chief Finance & Strategy Officer, Tino La Spina, said:

“Boral was the first company in the global cement sector to set 2030 science-based targets aligned with a 1.5°C pathway for Scope 1 and 2 emissions. ²

“As Australia’s largest integrated construction materials company, we believe it is important that we accelerate the transition to a net zero future in the construction materials industry by reducing our carbon footprint and by offering product solutions to our customers to build more sustainable buildings and infrastructure.

“Receiving SBTi’s approval of our 2030 emissions reduction targets provides independent verification our ambitious targets are aligned with the goals of the Paris Agreement.”

Boral’s 2030 target to reduce its Scope 1 and 2 emissions by 46 per cent is consistent with the most ambitious goal of the Paris Agreement to limit global warming to 1.5°C. Its 2030 target to reduce its relevant Scope 3 emissions ³ per tonne of cementitious materials by 22 per cent meets the SBTi criteria for value chain goals.

The emissions reduction targets are underpinned by five key decarbonisation levers, with work underway on initiatives across each of these levers. These will see the Company:

transition to 100 per cent renewable electricity by 2025 and increase alternative fuels at its Berrima Cement kiln
grow the proportion of revenue from its leading lower carbon concrete product range and optimize the efficiency of its cement plant
reduce transport emissions in its own and contractor fleet
prioritise lower carbon intensity suppliers, and
explore and test emerging carbon capture use and storage technologies.

In addition to supporting the global transition to a low carbon economy, these decarbonisation efforts will enhance Boral’s competitive position and support its customers’ sustainability priorities.

Mr La Spina added:

“Boral is determined to become a leading innovator in sustainability through decarbonisation of cement and concrete and increasing our contribution to a more circular economy.

“We continue to support our customers in their transition to net zero, broadening our range of highperforming lower carbon concrete products to cater for all building and infrastructure applications, and offering Climate Active−certified net carbon neutral concrete.

“We’re excited about the journey ahead, as we focus on delivering future growth while contributing to a more sustainable future.”

While SBTi’s methodology permits the use of carbon offsets to achieve net-zero emissions post-2030, our decarbonisation pathway post-2030 is focused on achieving absolute emissions reductions for Scopes 1, 2 and 3. This pathway remains dependent on further development and commercial viability of new and emerging technologies.
Based on construction materials, including cement, companies taking action through SBTi.
Refers to 68% of Boral’s Scope 3 emissions included in its Scope 3 target.

New tech program to launch more female careers in space

Tue, 01 Feb 2022 01:28:05 GMT

A new skills program launched this week is designed to provide more women with the opportunity to gain the essential skills and credentials needed to forge a career in the space and defence industries.

Tech Start, an initiative of Modis in partnership with Microsoft’s Azure Space, will help women build industry connections and gain the necessary micro-credentials required to unlock employment opportunities in the state’s thriving space and defence industries.

A number of educational and industry partners – including the South Australian Space Industry Centre – have committed to supporting the program to achieve its vision of helping women access the exciting jobs available in these high-growth sectors.

Applications are now open for the first Tech Start program, which commences in March 2022 and supports candidates to acquire the skills to step into an entry level data analyst role.

Targeting women who are current students or who have recently graduated from university or TAFE courses, the free 10-week program is open to those interested in developing experience in data analytics regardless of their academic and work background.

Future Tech Start programs commencing in later 2022 will focus on cyber security and software development. These three roles have been identified as entry-level jobs across the space, defence and technology sector in South Australia.

Training will be delivered through a variety of formats including self-paced learning paths, study groups, instructor-led online and campus sessions. In addition to technology training, women will also hear first-hand from professionals across the space and defence industry, offering an exciting opportunity to develop professional connections.

Head of Modis Tech Academy, Anatoli Kovalev, said the Tech Start Program seeks to boost in-demand skills and is closely aligned with Lot Fourteen’s $60 million Digital Technologies Academy, which will offer digital technologies and cyber related education and training.

“With a widening skills gap and the increased difficulty to fill roles that require cutting-edge skills in fields such as software development, data analytics, cloud and cybersecurity, Modis Tech Academy was created to help today’s IT talent boost their skills and close the talent gap,” he said.

“Through our alliance with industry-leading training partners, we have unlocked greater access than ever to candidates with the advanced, in-demand skillsets of technology and will be at the forefront of closing the technology skills gap in Australia.”

Microsoft Australia, Azure Space Lead, Lynn McDonald, said the program further demonstrates the company’s commitment to supporting Australia, and South Australia, in becoming a leading player in the global space industry.

“Underpinning this ambition must be a focus on supporting local people to access the exciting employment opportunities in the space and technology industries. Tech Start allows us an opportunity to support South Australians’ access to employment opportunities, with a focus on developing and nurturing a more diverse pool of talent,” she said.

The University of South Australia, the University of Adelaide, and TAFE SA have pledged their support in helping promote the program to new graduates and their alumni networks, while international organisations, like Avanade and PwC Australia, will support the program with guest speakers and industry projects.

National organisations, like Stone and Chalk, will help women to access some of South Australia’s newest entrepreneurs and startups. Local space industry partners, like Inovor Technologies, Electro Optic Systems and Saber Astronautics, will inspire women with industry insights.

Australian data specialists like Modis Tech Consulting, Chamonix, Empired and Expose will support women graduates by providing roles within the IT industry.

Find out more about the program and how to get involved.

Our Innovation Future Potential: A “Bigger Australia” and a bolder outlook – 5 mins Q&A with Zoomo’s Mina Nada

Sat, 04 Dec 2021 04:09:48 GMT

As much as any other investment, innovation requires human capital - drawing and developing the talent and the skills.

1MG: A lot of our most ambitious entrepreneurs head overseas but you’ve decided to stay in Australia. What’s behind that?

MN: Personally I feel glad to be living in Australia – and all Australians should likewise feel fortunate. It’s a country with huge potential and so much to offer the aspiring innovation practitioner and entrepreneur.

For me personally, the calibre of our higher education system was critical in arming me with the tools I needed to launch into the world of startup companies. Then there is the lifestyle, which is second to none. This is more important than many realise, as lifestyle is key to a country’s innovation ecosystem.

1MG: Where would you say Australia is lacking?

MN: A key challenge at the moment is simply a shortage of talent and, while it’s not the only factor, our population of 25 million is in some ways limiting. We’re a pretty small country in the grand scheme of things and the pipeline of skilled people isn’t quite there today to sustain our growth aspirations.

In my opinion, a “bigger Australia”, is a good thing for our national prosperity ambitions and will only make us richer on multiple levels. I can see no reason why this issue cannot be on the national agenda, despite Australia being the driest inhabited continent on the planet. I myself am the descendent of immigrants from Egypt and have always admired countries like the UAE for the way they successfully manage things like water security. Several Middle Eastern countries are at the forefront of desalination technology, proving that challenges can be opportunities in disguise.

1MG: What about home-grown talent to reinforce increased immigration?

MN: This is obviously a key input. However, when it comes to the risk-reward dynamics associated with start-up companies Australians tend to be highly conservative – especially compared with other industrialised nations. We ought to get behind the reasons for this and start the journey to create tomorrow’s innovators and entrepreneurs today. We need to start planning for 10 to 20 years into the future.

Teachers and parents are ideally placed to counsel adolescents on the principles and realities of thinking big, trying something new and bold, as well as being comfortable with the emotions of uncertainty and failure. Even though thinking outside the box and resilience are qualities many Australians possess in generous measures, I wonder if our younger generation draw all they can from our pioneering on the world stage. Do students know and pride themselves therein that it was Australia which gave the world Wi-Fi and the black box flight recorder?

In the global tech circles I operate in, Australians are among the leading thinkers, movers and shakers. It is time the upcoming generation find their home-grown Australian heroes and forge their own path.

Australia is a young country yet we have world class cities which are modern, safe and green. Combine this with how fast we adopt the latest technology and you come to realise what an amazing place this is, and how we are leading in more ways than one.

Australia’s Greatest Innovation Opportunity: IT Sovereignty

Tue, 30 Nov 2021 00:45:51 GMT

Fostering innovation in our local technology sector can only lead to a safer,

stronger, more prosperous Australia.

The COVID-19 pandemic has woken up Australians to our vulnerability as an island state that is heavily dependent on global supply chains for everything from video-conferencing capabilities to vaccines and personal protective equipment. We are in an excellent position to drive innovation and commercialisation of our domestic capability and uplift local industry, but urgent action is required across government investment, policy, legislation, and tax reform.

We must better prepare ourselves for such macro events, be they future pandemics, geo-political warfare or the impact of climate change. Bolstering our local IT sector is critical not only for economic growth but also our national security. Cyber is the new frontier of warfare and Australia’s fleet is quite small compared to other countries. Imagine if foreign bad actors were to gain control of our power stations or aviation systems? It could make COVID-19 look quite trivial in comparison, and these are real and growing concerns.

A tremendous economic opportunity

The technology sector is equivalent to Australia’s third biggest sector, just behind mining and banking, contributing $167bn to our GDP (around 8%). Jobs in the sector have grown twice as fast as average employment over the last decade, making tech a critical pillar of our economy.

However, while Australia ranks well for technology ideation and adoption — for example, most Australian businesses now use cloud services such as Vault Cloud – we are seriously lagging behind when it comes to innovation and domestic production. A report by Accenture for the Tech Council of Australia into the economic contribution of Australia’s tech sector found that Australia ranked 36th out of 38 in the OECD for its ICT trade balance. We can certainly do much better.

Historically, there has been a tendency to look overseas, even when the Australian solution is actually better. We don’t seem to embrace our local technology, despite the fact that our procurement arm is enormous, and this has stifled innovation. Government investment in the industry seriously lags behind other nations at only 8%, compared to over 80% in the US. The industry would like to see 30% as a minimum benchmark.

Building Australia’s Silicon Valley

We have all the right ingredients to be a global powerhouse when it comes to IT innovation – an advantageous geopolitical position, a well-educated and relatively affluent population, political stability, and a skilled and creative workforce. There is absolutely no reason why Australia shouldn’t have its own Silicon Valley, with all of the economic growth that would entail. Furthermore, it would secure our ability to attract the best international talent into the future, rather than risk losing our best people to overseas opportunities.

A growing number of Australian companies have developed beyond the start-up phase to become internationally competitive while supporting economic growth and jobs at home. Among these success stories are well-known companies such as Atlassian and Afterpay and emerging firms such as Willow, Culture Amp and AgriDigital. Many more are waiting in the wings for their chance.

The answer lies not in blocking global innovation and technology – such as in the case of Huawei – but in lifting up the capability of Australia by proactively addressing challenges.

So, how do we do this? What’s required is leadership, capital, tax reform, legislative changes, policy making, and the proactive use of government buying power. We need to better balance the needs of our sovereign capability with leveraging the benefits of global innovation.

While all these represent major challenges, bolstering innovation in the Australian technology sector is pure opportunity. It can only create a safer, more prosperous Australia that has greater domestic capability, more jobs, and a booming economy. Success follows success.

MCi Spearheads a Circular Carbon Economy through Mineral Carbonation Technology

Tue, 30 Nov 2021 00:36:08 GMT

Australia-based global cleantech developer Mineral Carbonation International (MCi) uses industrial carbon waste to open up profitable pathways towards 2050

MCi is ready to lead Australia and the world in a new way within an emerging carbon product market. This entails Carbon Capture and Use (CCU), where the value in carbon rich industrial waste is recognised and used to produce materials required for producing products like bricks and plasterboard. This means a Circular Carbon Economy, where profit is key.

The win in Glasgow

It’s not difficult to understand why MCi won the COP26 Clean Energy Start-up Pitch Battle in Glasgow on November 3, 2021.

I managed to get a word in with CEO Marcus Dawe shortly after this prestigious victory –

DP –This is such an exciting win for Australia, what does this mean for MCi’s plans to go global, or will your focus remain on your Australian projects first?

MD - Definitely Australia first. We’re in an amazing position of demand - we’re being inundated with interest from around the world because our technology is an enabler for a whole new carbon industry. But we want Australia to have the first mover advantage.

DP – I heard you speak on ATSE’s recent Innovation Nation: Sustainability webinar and was excited to learn that you’re tackling big industrial wastes, including mine sludge and flue gas?

MD - Yes exactly. When I started 15 years ago I asked, What will the world need by 2020 (and after that by 2050), recognising it takes 20 years to develop a new technology.

This may prove to be a defining moment for Australian innovation. MCi is nevertheless a great Australian startup success story with vision being realised after years of funding and partnerships by universities, government and industry.

The technology and the products

MCi’s mineral carbonation technology mimics and accelerates the Earth’s natural weathering process, combining CO ₂ with low grade minerals to make inert carbonates (similar to common baking soda). These carbonates are the valuable materials which can be used in the manufacturing processes of green building products, and other products for industrial, commercial and consumer use.

Think bricks, plasterboard, cements and concretes. But it doesn’t stop there, with carpets, tyres and even laundry detergent in scope. Mineral Carbonation technology can produce an artificial limestone carbonate which can replace carbon rich limestone when manufacturing a range of building products. Our houses may become increasingly “green” in the near future, inside and out. Artificial limestone can be used when manufacturing glass, carpets, and laundry detergents. Similarly, artificial silicone can replace silicone when manufacturing tyres.

Are there more applications to be discovered where captured carbon waste can be put to good use? When one considers this, it’s clear that CEO Marcus Dawe and COO Sophia Hamblin Wang are onto something when they call their technology and business model “a high intensity enabler for a circular economy”.

Circular Carbon Economy

It’s about putting carbon to good use after safely removing, locking away and avoiding it. In fact, the road to their Glasgow victory was “paved with MCi’s low carbon cement”. Sophia Hamblin Wang boarded the plane to Glasgow carrying 50 low carbon bricks and a piece of plasterboard in her suitcase.

MCi has a vision to lock away a billion tons of CO ₂ into products by 2040. Their business model provides industries with a profitable pathway for CO ₂ removal in an emerging global carbon product market currently estimated at US$6 trillion.

New Federal Government grant, MCi Pilot Plant and Global Partnership

The year 2021 has proved to be a significant one for MCi, with technology that is first of its kind in Australia, and the world.

In May, MCi announced a partnership with Japanese giant ITOCHU Corporation, a move which will see the integration of MCi’s technology into ITOCHU’s Global Network. The signed Memorandum of Understanding (MoU) gives ITOCHU rights to identify and develop market applications for MCi’s technology with Japanese groups. ITOCHU has bases in 62 countries.

In June, MCi was awarded a $14.6 million grant by the Minister for Energy and Emissions Reduction Angus Taylor, from the inaugural Carbon Capture, Use and Storage (CCUS) Development Fund . The MCi project titled ‘Australian CCU Flagship: Demonstrating decarbonisation for heavy industry’ was one of the largest individual grants awarded. Proceeds from the grant have been directed towards the construction of a world-first mineral carbonation mobile demonstration plant in Newcastle, New South Wales. “The MCi Carbon Plant” is being built on Orica’s Kooragang Island site, which means direct access to approximately 250 thousand tonnes of captured CO _2.

This plant was ready to produce the samples of bricks and plasterboard to take to Glasgow and is set to produce materials used in manufacturing and construction, including concrete fire-retardant materials. It is expected that MCi Carbon Plants could scale up to several million tonnes of CO ₂ conversion and removal in any suitable industrial site. This scale will be determined once the final pilot studies and engineering designs are completed in 2021.

This pilot plant follows the mineral carbonation research pilot plant at the University of Newcastle (UoN) established in 2013, following six years of R&D undertaken by the UoN, GreenMag Group (founded by Dawe in 2007;MCi was founded in 2012) and industry partner Orica. At the time, Orica had already been capturing some of its CO ₂ emissions at its Kooragang Island manufacturing facility. They found MCi’s technology to provide safe and sustainable solutions and proceeded to provide technical expertise and commitment to support the technology’s development. This pilot plant saw MCi commence operation of its carbon conversion reactor in 2016.

The road ahead

If low carbon bricks paved the way toward international recognition in Glasgow, what’s next? MCi is entering a significant business development phase, where distinct business skills and massive scale-up will be key.

It’s likely to be a case of “opportunity dances with those already on the dance floor [1] ”; MCi is a mover and shaker to watch.

[1] H. Jackson Brown, Jr.

Groundbreaking new testing capability for military and civil aviation industries and beyond.

Tue, 09 Nov 2021 23:31:17 GMT

Australian imaging technology startup 1MILLIKELVIN is set to provide new insights into aircraft stress.

With all the interest in national defence recently, new home-grown technology could help support Australian aircraft. The LTS-640V is a digital imaging machine little bigger than a DSLR camera that provides real time imagery that helps quantify material stress and detect fatigue cracks that could prove dangerous if unchecked.

The only way to do this previously was to bond strain gauges in isolated spots on an aircraft, which raises a chicken-and-egg situation: you need to know where the critical areas are to know where to bond these gauges.

The LTS-640V is designed to be used during the certification stage before an aircraft is approved for commercial or military use. The capability it provides will allow for a potentially more streamlined certification process and should help eliminate some of the surprises that can occur during testing of a new aircraft structure.

The technology was developed in collaboration with scientists at the Australian Department of Defence where a prototype of this technology has helped support sustainment of the F/A-18 Classic Hornet, and more recently provided Lockheed Martin Aeronautics with valuable new information during structural certification testing of the F-35 Joint Strike Fighter.

The Australian invention is the first of its kind, providing real time fusion of stress and visible spectrum imaging - in effect merging the visible with the invisible.

What makes the system unique is the type of thermal imaging sensor at the heart of the LTS-640V. In order to “see stress”, the LTS-640V had to be capable of detecting minute temperature variations of around 1 millikelvin (hence the name), a level no thermal imaging sensor is capable of.

Rather than taking the obvious path of selecting the most sensitive, and therefore expensive and complex, sensor available, 1MILLIKELVIN did the opposite, selecting, as a starting point, the most compact, cost-effective and easy-to-operate sensor.

This approach came with a serious challenge though, as these sensors are much ‘noisier’. However, using a combination of advanced image processing and clever data capture and synchronization, the team at 1MILLIKELVIN were able to overcome this noise and other shortfalls, leading to a remarkably sensitive technology. Such an unconventional approach has driven down production costs and enabled 1MILLIKELVIN to invest more in the device’s intellectual property, resulting in a system which is far more cost-effective, robust, and better suited to a real-world fatigue testing environment.

“This inspection approach is based on the ‘thermoelastic effect’; put simply, when you squash something it heats up, when you stretch something it cools down,” said a spokesperson for Defence. “Think of magic spray which is often used to treat sports injuries – it’s the stretching or expansion of the gas as it leaves the aerosol can that provides the cooling effect.”

“Unlike magic spray however, the temperature changes we’re dealing with are tiny, thousandths of a degree, but we can still detect them, and quite easily using the advanced algorithms at the core of this technology.”

This capability has a significant role to play in helping aircraft designers and operators better understand how an airframe performs under load.

“The technology can improve our ability to quantify stresses, particularly in structurally critical areas where traditional technologies have very limited capability,” said a Defence spokesperson.

“We are also looking to help streamline and improve structural validation processes across the global defence and aeronautics industries. This technology has been used to support the Classic Hornet and has demonstrated in the F-35 full scale durability test program how it can improve the way designers validate modelling of complex airframe components.”

“We are proud our advanced technology is making a contribution to our Defence capability. And the applications of this extend well beyond aviation, with potential customers in the 3D printing and civil engineering industries both at home here in Australia and around the world.”

With $275,000 of grant funding, the design team at 1MILLIKELVIN has transformed this groundbreaking capability into a robust commercial product.

Total grants received so far include $75,000 from the Victorian government (Boost your business program), $150,000 from the Advanced Manufacturing Growth Centre and $50,000 from the Defence Science Institute , which is part of the Australian Defence Science and Universities Network (ADSUN) | DST.

Digital Equity for Regional Australia

Mon, 01 Nov 2021 01:40:19 GMT

Data centres enable regional towns to compete on the same playing field as metropolitan areas

Digital infrastructure in regional Australia has long been neglected, left without investment for many years. This neglect has resulted in untapped economic potential. What impact would local data centres have on growth, and how can regional centres catch up with the capital cities? The key lies in urgent attention to cost-effective connectivity and cloud access solutions for Australian farmers.

Regional towns have been forced to endure limited and costly network solutions for far too long. It goes without saying that it is difficult to run a business when connectivity is both insecure and unstable. And, not only are regional businesses being disadvantaged, but they are also paying more for the privilege. Something needs to change.

THE CHALLENGES FARMERS ARE FACING

The current reality is, every time someone in regional Australia attempts to access the internet, their request needs to go through a metropolitan area, such as Sydney or Melbourne. This pinging back and forth results in a high latency experience – the delay before a transfer of data begins following an instruction for its transfer. The result? Slow, unpredictable connection that could drop out at any moment. It’s not a stretch to suggest that a simple weather event can leave a small town without internet for several days.

If left as is, the situation is only going to get worse. There are no two ways around it, as extensive public cloud use is prohibitive. Plus, the widespread inception of 5G and growing applications for augmented reality and artificial intelligence means that the volume of data is mushrooming. How will regional towns cope?

FINDING A SOLUTION

The answer is simple. Business data and the cloud both need to live closer to where it is needed in order to streamline processing and reduce latency. This is where data centres come into play. A data centre is a highly connected secure facility that centralises all IT operations and equipment in order to store, process and disseminate data and applications. For many people and businesses, data centres house their most critical and proprietary assets and, therefore, are vital to the continuity of their daily operations. They also provide direct connectivity to the cloud.

There are reportedly more than 7 million data centres worldwide. You can thank data centres for any data storage, management, backup and recovery, as well as your email, high-volume e-commerce transactions, big data, machine learning, artificial intelligence and more.

Unfortunately, it’s no longer enough to have access to a data centre and sending data to and from big cities just won’t cut it anymore. It needs to be local. That’s why edge data centres are so important. An edge data centre is a small data centre located ‘at the edge,’ meaning closer to the people, processes and technologies that generate and use data.

Edge data centres are based in 23 regional Australian centres with large populations such as Tamworth, Wagga Wagga, Bendigo, Townsville and Coffs Harbour. They provide direct cloud access, low latency connection and a competitive marketplace that creates a technology hub for the local community.

THE BENEFITS FOR FARMERS

Edge data centres deliver improved telecommunications services for those living in and around regional centres including connectivity, resilience, reliability, and bandwidth. While many have been hesitant to adopt new digital technologies previously due to high latency and the connectivity costs, local data processing can remove this barrier with a fast, affordable solution.

Farmers who regularly employ internet sensors, drones or autonomous farming vehicles on their rural properties are noticing a major impact on their business. These technologies, however, involve collecting vast amounts of data that need to be processed. If the data centre is back in Sydney, these technologies cannot operate in real-time, and a time-lag is inevitable. A local edge data centre allows the data to be processed close by, in real-time, providing better data and analytics for managing and harvesting crops.

The impacts of adopting edge data centres can be felt throughout the farm business as a whole. For example, the overall cost of each harvest can be reduced by adopting sophisticated technologies that can detect specific bugs on a leaf, or sensors that measure moisture and tell the farmer exactly when to apply water. The more information the farmer has access to, the faster he / she can take action; the result is less crop wastage. This isn’t just good for farmers - it also means that the price goes down for consumers. Everyone wins.

THE BIGGER PICTURE

We know the demand for data is already skyrocketing in agriculture, and it’s not just due to the rise of advanced technology. Due to COVID-19, there has been an influx of people and businesses moving to the regions, putting an even greater burden on an already heaving infrastructure.

There are many other socio-economic benefits of edge data centres being widely adopted for regional and rural populations. It is well known that kids raised in rural communities leave the farm to gain a tertiary education and often don’t return due to the lack of work opportunities outside of agriculture, which results in a “brain drain”. Building regional data centres enable metro businesses to relocate their offices to regional areas. Local businesses are also operating more effectively, allowing them to compete on a global stage. All of this creates opportunities for new jobs, driving the local economy and enticing people to move to the area.

KEY PLAYERS

The uptake of edge data centres has been swift, with many businesses and organisations coming together to make it possible. Leading Edge Data Centres own and operate the centres, while Schneider Electric is responsible for the design and build, monitoring and maintenance. Cisco Systems powers the network, in partnership with the NBN POI (Point of Interconnect) which is what allows the data to stay local. This means that every house and business on that POI can take advantage of the faster speeds.

Most of the large telecommunications companies are on board too, allowing users to choose their carrier. The ecosystem within each data centre has been created with the user in mind. There are Managed Service Providers and IT services that can help customers connect and run their business network efficiently.

It’s this collaboration that will make work and life easier for Australian farmers. The time for regional businesses and communities to have access to a stable, reliable and cost-effective network has arrived. It won’t be long until regional towns are on an even playing field with metropolitan cities, achieving digital equity across the whole country.

The Future Forces Shaping Australian Agriculture

Mon, 30 Aug 2021 01:15:20 GMT

While no one can predict the future, it is important to explore what Australian food and fibre production and consumption might look like in a future shaped by growing trends and potential disruptions that are starting to take hold today.

Making forecasts about the future is not about predicting what is more likely to happen, it is about providing insights and stimulating conversations that expand the scope of our strategic thinking. When it comes to Australian agriculture, we look at the forces that may shape its functional health and related dynamics in order to consider the opportunities and risks that exist with the system and all along the value chain.

The past decade has seen seismic shifts in how we produce, consume, and use food and fibre. For example, drones went from expensive playthings to commodity equipment, and crop genome sequencing went from high-cost research to an affordable service. E-commerce and social media marketing allow consumers to buy food online and have it delivered to their front door, often directly from the producer.

The next 10 years will stretch our preconceived notions about the future and as the speed of change is increasing, so too does uncertainty and the diversity of opportunities. That is why it’s important to examine the plausible – yet sometimes provocative – possibilities that lie ahead. AgriFutures Australia, Agthentic Advisory and the Institute for the Future did exactly that in the 2021 report, Future Forces: A ten-year horizon for Australian agriculture , which offers a new perspective on the emerging agricultural and food landscape.

Future forces

In the report, Agthentic Advisory and the Institute for the Future identified five social, environmental, economic and technological forces that are set to grow over the coming decade. While these forces are much bigger than the global food and fibre system, they nonetheless have already begun to shape Australian agriculture.

These forces are high-level and reach across categories. The report explored these underlying directions of change in order to better understand the operating environment of the future.

· Viral disinformation in the food system – Food issues become increasingly susceptible to disinformation campaigns that use deepfakes, conversational artificial intelligence and accessible botnets that can manipulate online discussions.

· Interconnected digital infrastructure – An interconnected system of digital capabilities unleashes new opportunities in agricultural supply chains.

· New geographies of climate change – Movement of people, climate regions, and crops define an era of uncertainty.

· Rewiring the grid – Distributed energy production is made possible by advancements in renewable and alternative technologies.

· Domesticating the cell – New products, experiences, and concerns will arise from the ability to design biology.

Forecasts

The report found emerging trends and innovations that, in combination with the above forces, give rise to seven forecasts for Australian agriculture. These forecasts include signals of change and are windows into how the future might look very different from today.

1. The war for the consumer relationship

Many new stakeholders, including actors who have never before been in the agricultural system, will seek to influence and capture consumer interest as digitisation of every step of the food system increases. For example, physical retailers will race to add in-store sensors and consumer behaviour models, digital platform players will leverage their head start in data analytics to disrupt traditional sales channels, and even processors and producers will build relationships with and seek out direct channels to consumers.

2. Regional redesign

Driven by new energy systems and automation technologies, there will be a fundamental re-design of individual production systems and regions as everything from genetics to irrigation to layout of farm operations will be optimised for automation.

3. Outside solutions to climate problems

New technologies such as advanced sensing, machine learning, and synthetic biology will help mitigate climate change volatility.

4. Divorcing flavour, nutrition, and form

Synthetic biology technologies will allow for the design of food products untied from natural production systems, and commercial competition will drive development of new foods through cellular agriculture, molecular engineering, and 3D printing. For example, Australian start-up Vow is changing the concept of meat by building a library of cell lines and genetic traits to help redesign cultured meats.

5. Supporting full-spectrum producers

Producers of the future will rely on a wide mix of income streams through broadly defined resource conversion: not only converting grass to meat or fibre, but also converting sunlight to solar power, soil to carbon sequestration services, or data collection to useful models.

6. The searchable food web

Measurement and tracking tools, in combination with molecular tags and the internet of things (IoT), will allow for individual food products to be tracked and traced, increasing the importance of managing trust in food systems.

7. Biology goes digital

Genetic therapies and gene editing tools such as CRISPR (a set of DNA sequences that allow for relatively easy gene editing) will become democratised through commercially available products, and biological manipulation will be possible for new organisations and producers.

Preparing for, not predicting, the future

As the next few years unfold, the future forces and forecasts described above won’t stand still. Part of what the report revealed is that forecasts will also evolve and change. Some will follow a predictable trajectory; others will bend on a different path. And, of course, unexpected and unpredictable black-swan events will potentially change everything.

The report reminds us that the future is something over which we have agency and that the purpose of looking to the horizon is not to strictly predict, but to prepare for what is to come – whether that is expected or surprising. Monitoring the drivers and signals of change makes it possible for Australian agriculture to both maintain and update its model of the future, as well as direct preparations in the present.

While we don’t know exactly what shape the future will take, thanks to the Future Forces: A ten-year horizon for Australian agriculture report, what we do know is that:

· Future developments will involve new combinations of known and unknown principles and practices, across domains and supply chains, and give rise to new competitive forces.

· Tomorrow’s agricultural producers may be categorically different than today’s as new technologies and systems shape their roles.

· The future will require new methods of support, education and training in order to make sure people thrive.

· There is no ‘one-size-fits-all’ approach as solutions to future challenges will need to be both local and global.

· The future will favour collaboration over competition in order to solve complex problems.

John Harvey is the Managing Director of AgriFutures Australia, an organisation committed to growing the long-term prosperity of Australian rural industries.

Electric vehicles: a market perspective

Thu, 26 Aug 2021 07:49:28 GMT

We interviewed Vikram Pawah, CEO of BMW Australia and New Zealand, to gain an insight into how car manufacturers see the Australian electric vehicle (EV) market today, and where it will go in the future.

HCF is a not for profit competing with other large, for profit private health funds. What differences, if any, come about due to your NFP status?

SJ: Having no shareholders enables us to have an undivided commitment to our members’ health. We believe, that the private health system is a very important, a really vital part of Australia’s health care system as a whole. Being a NFP inevitably has a positive Influence on our decision making. We take a member first mindset in all our decisions and we can take a long term view on investment, well beyond the next market reporting cycle. This sets us apart from our for profit competitors.

How does the Australian Health system stand internationally?

SJ: Extremely well. According to a number of metrics we would be number one globally.

Such as?

SJ: There are various ways to measure this. Specific studies and measures which analyse patient outcomes show Australia rates toward or at the top. Health care cost as a percentage of GDP is also competitive.

That pushes the question toward a look at the high costs in, say the U.S. which are widely commented upon, often in the negative.

SJ: It is very complex to easily compare one system with another. A better way to look at this is through the Australian example. We have the benefit of a mixed system, public and private, which is reasonably well balanced. The US is significantly private and the UK predominately public.

Can you be more specific, please?

SJ: Yes, both the predominantly private and predominately public systems of the US and the UK have well published issues, arguably much greater issues than Australia. Our balance of public and private really encourages the system as a whole to leverage the best of both worlds and the outcomes demonstrate this.

Take elective surgery as one case. Two thirds of elective surgery is performed in the private system. Elective surgery procedures are really important to improve quality of life. Ready access to elective procedures is a good measure of universal health.

And therefore, HCF is an enabler of access to desirable but not critically needed surgery?

SJ: Yes, but “elective” can be a bit of a misnomer. These procedures – joint replacements, cataracts - can really impact a person’s quality of life. How critical is being able to mobilise without pain or see clearly? Access to these procedures, as well as really great mental health facilities and preventative diagnostic procedures through the private system ultimately improves the health and access to health services for the whole nation by taking this demand pressure off the public systems.

What role, if any do you have in influencing government policy?

SJ: Maintaining the sustainability of the private health care system and it’s role in symbiosis with the public system is critical. A big part of this is ensuring costs are at their most efficient and health outcomes are at their best. Our health system is large and complex. The private system plays a critical role in taking pressure off the public system. Government policy is central to the way the whole system functions and hence working with Government to help support and inform the best outcomes is very important.

How active are you in research in things like patient care and outcomes?

SJ: We are particularly proud of a research partnership with the University of Sydney led by Professor Elshaug, on studying what is known as “low value care". This is defined as any intervention where clinical evidence suggests there is very little benefit to patients, or the risk of harm exceeds the benefit. This kind of research is valuable for both the private and public health sector and we’re very proud of the impact this research has had. In particular this research was an important input into the recent Medicare Benefits Schedule review.

This sounds like a form of ongoing research which must lead to improvements, or innovation. And we understand you have a more direct form of spurring innovation in the med tech field.

SJ: Yes we started HCF Catalyst, the first corporate backed health tech accelerator 5 years ago.

And how does this work?

SJ: We have an application process which is rigorous and it attracts some brilliant people. Successful participants take part in a 12 week program that really helps these entrepreneurs acquire the skills needed to build their ideas into real businesses that solve real problems in the health system.

So essentially you are doing first stage, pre-funding incubation?

SJ: Yes, that would be a reasonable summation –but it goes further as we can provide broader support. When the products eventually commercialize we are able to recommend or publicize them to our loyal customer base of 1.6 million, and we believe that is an important boost for many young companies that are looking to disrupt the health system to drive better outcomes.

In some cases at least that might be more beneficial than just giving cash.

SJ: Yes that’s right

Another activity of HCF which is of interest is your Research foundation.

SJ: This was founded in 2000, and it is devoted to health services research. Each year we attract hundreds of applicants and narrow these down to a handful of the highest quality to whom we issue $1-2M in funding in total. Topics vary from year to year but we’re really interested in research that is translatable and can be used practically in the health care setting. Treatment for back pain, for example has received a lot of attention recently and we have funded research in this area. We want to apply the learnings to broad settings and ensure the findings are disseminated to the health care professionals where it will make the most difference, regardless of public or private, member or non-member. We’re interested in working towards better health outcomes for all Australians.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Interview with HCF CEO Sheena Jack

Tue, 24 Aug 2021 05:42:14 GMT

Our world is beset by growing health needs, rising costs, and blessed by rapid advances in treatment. What role can a health insurance company play in this increasingly complex landscape? In a revealing interview with Ms. Sheena Jack, CEO of the largest NFP Private Health Insurer, HCF, our editors discovered a surprising amount of social and technical innovation.

HCF is a not for profit competing with other large, for profit private health funds. What differences, if any, come about due to your NFP status?

How does the Australian Health system stand internationally?

SJ: Extremely well. According to a number of metrics we would be number one globally.

Such as?

That pushes the question toward a look at the high costs in, say the U.S. which are widely commented upon, often in the negative.

Can you be more specific, please?

And therefore, HCF is an enabler of access to desirable but not critically needed surgery?

What role, if any do you have in influencing government policy?

How active are you in research in things like patient care and outcomes?

This sounds like a form of ongoing research which must lead to improvements, or innovation. And we understand you have a more direct form of spurring innovation in the med tech field.

SJ: Yes we started HCF Catalyst, the first corporate backed health tech accelerator 5 years ago.

And how does this work?

So essentially you are doing first stage, pre-funding incubation?

In some cases at least that might be more beneficial than just giving cash.

SJ: Yes that’s right

Another activity of HCF which is of interest is your Research foundation.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Lindsay Partridge on manufacturing innovation

Tue, 24 Aug 2021 05:29:27 GMT

We interviewed the Managing Director of Brickworks, Lindsay Partridge AM, to learn more about their innovation processes.nnovation is crucial to driving change. How well does Australia innovate? What are our strengths, and where are our weak points? How can we improve? What insights from our experience of innovation can Australia share with the world? Australia’s top minds explore the issues.

What drew you to study engineering and how did this aid your career overall?

LP: My Partridge ancestors have been engineers for hundreds of years. I found my chosen area of Ceramic Engineering fascinating because of its infinite possibilities. In short, I would never be bored.

And?

LP: An early motivation was that I liked to understand how things worked. This progressed to ideas of wanting to pursue the development of beautiful products that lasted forever, so I used to imagine how to both make a product and market it simultaneously.

That’s something we’ve observed about Brickworks, this combination of fresh product ideas and effective marketing.

LP: You cannot do one without the other.

You have been in one place, growing, much longer than most CEOs, 35 years and 21 as Managing Director.

LP: I have worked in all areas of the industry and the company.

Do you think lack of management duration is a problem plaguing Australian manufacturing?

LP: Yes. Short-termism is a universal problem, not only confined to Australian manufacturing, but yes. This is an issue about accumulated knowledge of one’s business and therefore ability to deal with change. One problem in Australian manufacturing is probably related to companies having too many products, lack of knowledge about the core business resulting in an inability to be innovative and adapt. So short termism relates somewhat, or a lot, to all of these.

This word “adaptation” is useful, because Brickworks seems, if you read the history, to have been in a continual state of adaptation.

LP: We have always been future focused, which is not just words that sound good. Circumstances have demanded it. It’s hard to survive in Australia, you don’t really have a choice.

You’ve done a lot of acquisitions which seem to have worked out well, across an era when many do not.

LP: You have to know fundamentally who you are and what you want to do. We’ve had advice from time to time from investment bankers about a potential company to acquire, but in the end you need to remind yourself what the objective is. Who and what you actually are as a company. There are companies which look desirable, but after thinking you decide not to proceed acquiring a company that does not fit. In other cases we have been approached about companies which fit very well.

Do you have formal innovation policies?

LP: There are informal and some formal firm attitudes, guidelines. Everyone knows innovation is fundamental. The whole company was put together to create innovation.

How so?

LP: Determining correctly how you want to grow, what fits. Beyond that, it’s a functional policy to let each operating unit have enough independence to be creative but within sensible guidelines. It’s just sustained, focused management. Autonomy is an important ingredient.

Is that to say that all innovation is top down at Brickworks, from the board?

LP: No. It comes from all levels. At the factory level, the engineering level especially.

What has happened of note from the engineering level?

LP: In 2008 we consolidated the whole engineering staff of around 15 and became specialists. This team became responsible for the whole group of companies. Previously they had worked in an isolated way. We had many types of engineers. Putting them together in one space created a lot of positive synergy, they became a project team. Productive interaction increased. I had realised the true value of cross disciplinary collaboration, combined with an appropriate support team. This was in fact a big change. It unlocked a lot of potential which was being wasted.

What was the hard evidence of improvement?

LP: Continual increases in productivity, regular new generation machines being developed, tested. But the bottom line has always been about productivity increases. Our productivity has increased three-fold in 20 years.

Have you re-organised any other departments in recent times?

LP: Marketing got a similar overhaul. We were early into using digital and on-line communication with our customers, going back to late last century, but we did it our particular way.

Which is?

LP: We do not sell a great deal online: that approach is not necessary in our case but a strong customer support service is, and it has worked out very well.

Observing your factory operation one is impressed by the sheer speed of manufacture and the robotics—and relatively few people on the floor.

LP: We were, going back to the 70s and 80s early into use of hydraulics and this has progressed into constant upgrades in use of machines. We were early into robotics, and the continual vigilance of the engineering team drives this today, the search for efficiencies never ends.

You have now entered the US market. What percentage of revenue is derived from that market now?

LP: About 25%.

How long have you been active there?

LP: About two years.

That is a staggering result, in such a short time.

LP: Well as I said, if you can survive in Australia and know your business well, expansion like this will follow. We are in fact 3-5 times more productive than our American based operations, measured in production of bricks per man-hour.

And your design centres, which we might call retail show rooms?

LP: This started in 2011, and we are now in all capital cities.

And you exported this concept to the US?

LP: Yes, opening this year in Philadelphia, and soon in New York and Baltimore, but as I have said you cannot grow a business like this without both manufacturing excellence and the marketing to go with it, in equal measure – they are both areas for innovation.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Funding Indigenous entrepreneurship

Tue, 24 Aug 2021 05:18:59 GMT

Dean Foley is the founder of the world’s first Indigenous-start up accelerator, Barayamal, or "Black Swan" in the Gamilaraay language. Our editors discussed venture capital, sustainable entrepreneurship, and black cladding in a wide-ranging interview with Foley.

Prior to the colonisation of Australia, schoolchildren in Europe were only taught about white swans, while Australia’s First Nations people knew for millennia of the black swan.

The "discovery" of the black swan in Australia forced Europeans to reconsider and change their perceptions about what a swan actually means. For Foley, the black swan represents the First Nations entrepreneurs who haven’t been recognised in the business world because of current perceptions – and that Barayamal will show the world that First Nations entrepreneurs exist and can build successful businesses that create a better world for everyone.

What were your goals when you first founded Barayamal, and how have they changed over time?

Foley: I started Barayamal because I didn’t believe in the existing system that was primarily operating from a Western entrepreneurship perspective.

I wanted to learn how to run and grow businesses, but I was frustrated with government organisations that were supposed to "help" Indigenous people.

After starting from frustration and just wanting to do "cool" events and programs to support Indigenous Entrepreneurship, we’ve had to take things more seriously, measuring our impact to secure further philanthropic funding and develop a strategy that would allow us to compete against the status quo organisations that are still receiving millions of taxpayer dollars.

As soon as I founded Barayamal, one of those government organisations I was frustrated with supposedly bankrolled a non-Indigenous program to run their “Indigenous” program by providing them with $500,000. Our budget at the time was $0 and it hasn’t gotten that much bigger so we’ve had to be creative and leverage the community support to beat these well-funded government programs.

How big is the gap between venture capital (VC) funding between Indigenous and non-Indigenous businesses, and what impact does this have for startups?

Foley: Venture capital is purely focused on a return on investment and making money which is okay, however, they are starting to get pressure from their donors about ethical investing, so their media departments are trying to persuade people that they help everyone, which often isn’t true.

I’ve reached out to a lot of VC funds to find out how they help First Nations people, but most of them didn’t get back to me. Those that do come up with creative stories, but don’t measure that stuff, even though they ask founders about other demographic questions when they invest in them. Based on the information I did collect and my correspondence with VC firms, I believe that 0–0.1 per cent of all VC funding, worth tens of billions of dollars, actually goes to Indigenous entrepreneurs. This is despite Indigenous people making up five per cent of the world and three per cent of Australia’s population.

How has the conversation around Indigenous entrepreneurship changed in Australia over the past five years, and where do you think it needs to move towards?

Foley: It’s changed from “do Indigenous entrepreneurs actually exist?” to realising Indigenous entrepreneurship was operating a lot longer before colonisation. Now it is gaining momentum and support. Unfortunately, a few well intentioned policies have led to a massive increase in black cladding and businesses that operate from primarily a Western entrepreneurship perspective (focused on benefiting individuals/shareholders instead of the greater community), which is only making a few people rich instead of helping close the disparity gaps between Indigenous and non-Indigenous people. However, these problems are gaining more awareness and the "tick in the box" procurement policies are getting more pressure to change, so there are actually tangible results in the community.

You note that Barayamal is the world’s first Indigenous accelerator program, has your model been copied overseas since?

Foley: Yes – someone from New Zealand reached out a couple of months later in 2017 about doing a similar thing there and I know there’s an accelerator in Canada now, too. There were a lot of Indigenous accelerators that popped up in Australia, too, which was interesting to see.

How key is encouraging entrepreneurship in terms of self-determination for Australia’s Indigenous communities? And what are the broader social impacts of Indigenous businesses led by, and run for the benefit of, Indigenous communities?

Foley: I think "encouraging" entrepreneurship is missing the point that Indigenous entrepreneurship has been around for thousands of years so we don’t need to motivate the community to innovate. The key is to empower Indigenous communities with the right policies and support to see things flourish again. At this stage the government still controls things, and we need them to trust Indigenous communities with a proven track record of positive results with direct funding and support to solve their own challenges. Indigenous people only make up 5% of the world’s population but protect 80% of the world’s biodiversity. When thinking about ethical investing and sustainability VC funds should be investing a lot more in Indigenous innovation. The results from supporting genuine Indigenous entrepreneurship go without saying.

Assuming you had a dramatic increase in funding, how would you take Barayamal to the next level?

Foley: The possibilities are endless. We would increase our investments and support of grassroots Indigenous businesses that are operating from an Indigenous entrepreneurship perspective and are genuinely helping out their communities. They are missing out on support from government and corporate support because they don’t tick their boxes. In addition, we would use the extra funding to help scale our programs through technology to help more people and increase our positive impact in Australia and around the world through Indigenous entrepreneurship.

"Black cladding", while not strictly defined, is the process in which non-Indigenous businesses "partner" in an unfair, or inequitable way with Indigenous businesses to access corporate funds or government grants through the Indigenous Procurement Policy (IPP). The IPP sets a target of three per cent of all government contracts to go to Indigenous-owned businesses, and awarded $3.5bn of contracts between 2015 and 2020. In black-clad businesses, benefits to Indigenous communities are often limited, while decision making, supply and resourcing is kept firmly in the hands of the white partner, subverting the goal of the program.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Where to next for Australia?

Tue, 24 Aug 2021 05:10:16 GMT

Research into innovation reveals it takes multi-decade efforts to reap results. Economists and scientists need to better align now for the country to see optimal outcomes by 2050.

Relying on serendipity or the magic-of-the-market for our future material wellbeing is a triumph of hope over evidence. The world bumbled along, buffeted by chance and good fortune, for thousands of years. But since World War II, several developed nations have taken calculated steps towards securing a comparative advantage in one or more industries. It was not just a matter of doing things smarter. Often, they created new industries and unleashed latent needs. Consequently, products such as white goods and smart phones, and entities such as the Internet and digital entertainment, have become necessities and colossal sources of wealth creation.

The US is a case study in this curated development. After the war, on the advice of the Office of Scientific Research and Development, the Truman administration increased strategic and mission-orientated R&D by more than 10-fold. This spawned clusters of technological excellence – biomed, radar, communications, electronics, weapons – that by the 1970s had increased employment by over 60 per cent relative to the counterfactual. Since the 1970s, other developed countries have similarly geared up. Rapid economic development in Japan, Israel, South Korea and Germany is testament to a focused and bipartisan approach to science and technology.

Australia, too, has sought a piece of the action. After the war, the Country and National party leaders, Earle Page and John McEwen, garnered considerable community support for an agricultural research and development bureau. In the 1980s, these early rural R&D institutions were streamlined into R&D corporations by Labor’s Minister for Primary Industry, John Kerin. This model of mission-driven R&D, with in-built translation, has been crucial to the success of Australian agriculture. Our mining industry – another export success story – has had decades of organised support from the logistics, R&D, education and training sectors. Australia led the world in autonomous vehicles and now leads the world in digital mining.

The 1980s Hawke-Keating plan for industry restructuring – closing inefficient tariff-reliant industries and creating new value-added downstream industries – got us only so far. We hastened the death of the inefficient automotive and clothing industries, but failed to create the downstream, high value-added industries that we had anticipated. In the 1990s, we were rescued by the rise of China and its burgeoning demand for higher education services, iron ore and coal. But in the face of rising geopolitical tensions, the single-buyer model of export success is looking decidedly fragile.

So, where to from here? Do we continue to rely on agriculture, mining and education for the bulk of our export income? Or do we refresh our national business model and catalyse emerging areas of economic promise?

If the latter, then we need to get serious. It took decades of investment into R&D to build the sophisticated institutions and complex industry ecosystems that underlie Silicon Valley, the Nagoya industrial precinct and the German Mittelstand community. Success requires not only large-scale government funding into R&D and technological procurement, but supportive formal and informal institutions. Universities, industry groups, businesses and unions need to find a degree of consensus on a collective approach to the task, while governments, in turn, need to lend their weight via a package of complementary regulations and fiscal interventions.

As things stand, we are far from achieving a productive level of consensus in Australia. The national policy paralysis is attributable to the failure of economists and scientists to converse in a common language. The science community continues to advocate for funding by presenting case studies that policymakers can easily dismiss as unrepresentative. Cost-benefit analysis is the workhorse of good policy, not stories. Although no one in their right mind would approve a new pharmaceutical drug based on ad hoc evidence, science advocates seem to think this is an acceptable approach when pushing for funding. The reflexive response of economists in government agencies is to assume that all calls for business support are rent-seeking. This suspicion is understandable given the history of rent-seeking by business for tax, tariff and investment attraction grants. But it is economists’ rudimentary theoretical and empirical understanding of the role of science and institutions in economic development that is the nub of the problem. The economics of knowledge is barely taught in most universities. The gulf between the two parties remains.

In recent years, the effect of public funding for research and innovation has been subject to objective, data-based evaluation. Swinburne and the evaluation units of multiple Australian governments have found that industry interventions to promote business efficiency and access to new markets do work.

Presently, responding to the COVID-19 pandemic is clearly the top priority. However, we should also see this crisis as an opportunity to pause, take stock and refresh our economic plans. COVID should not consume all the oxygen in the policy room. What do we want 2050 to look like?

Professor Beth Webster is Director of the Centre for Transformative Innovation at Swinburne University of Technology, and Pro Vice-Chancellor for Research Impact and Policy. She has a PhD in economics from the University of Cambridge and an M.Ec and B.Ec (Hons) from Monash University. She is a fellow of the Academy of Social Sciences Australia.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

What is the state of our innovation nation?

Tue, 24 Aug 2021 05:03:46 GMT

Innovation is crucial to driving change. How well does Australia innovate? What are our strengths, and where are our weak points? How can we improve? What insights from our experience of innovation can Australia share with the world? Australia’s top minds explore the issues.

When we started working on this critical review of Australia as an innovation nation in early 2019, we had no clue that the most disruptive year in living memory was just around the corner. No one did.

When the pandemic hit we pivoted, like many Australian businesses. We now see this review as an examination of what Australia can achieve in this critical moment in its history. Will we see the same declines in productivity, wage growth and inflation? Or will our future embrace our strengths, correct our weaknesses, and bring the considered changes in policy and culture that are necessary to usher in an era of prosperity?

Will our future take us beyond our reliance on fossil fuel resources that are increasingly diminishing in value? Will it fulfil our citizens' potential to continue to achieve great things? Will Australia be an innovation leader or laggard?

This book contains essays and overviews by nearly 100 distinguished Australians: academics, politicians, entrepreneurs, researchers, and leaders of our scientific and economic communities. They share their perspectives on Australia’s challenges, and the boundless opportunities before us.

We believe it provides a fresh counterpoint to the more formal studies on innovation commissioned by various governments in the past two decades, three of which we review within.

This section is structured in nine chapters.

The first, "Culture change", examines Australia’s business culture broadly. It examines how well our businesses embrace risk. What emphasis is there on innovation at the enterprise level? How does Australia see itself?

Professor Mark Dodgson is an internationally renowned innovation scholar. “Too many boards of directors are sclerotic, compliance-orientated, risk-averse, and unaware of the nature and importance of innovation,” he writes. “Too many firms, large and small, lack the management skills to use innovation to survive and thrive in a highly competitive and increasingly challenging world.”

The second chapter, "Funding our future", looks at how we can best target funds to spur innovation, and creatively deploy finance to improve outcomes. Phil Ruthven, of IBISWorld, gives a broad economic examination of where opportunity lies. Labor’s Clare O’Neil calls for government to be a major buyer of Australian innovation, and to support home-grown goods and services as they can successfully scale up to target global markets. Dean Foley of Indigenous entrepreneurial group Barayamal examines the venture capital gap between Indigenous-owned businesses and others, and the loss of potential that causes.

Chapter two also includes a section on ethical investing, and how it is transforming the finance sector and the economy more broadly. These principles need to be taken up on a wider scale if we are to pick investments based on sustainable long-term benefits, to the benefit of both investors and the nation. This is social-financial innovation at its best, and Australia is a per capita global leader.

Chapter three, "Smarter cities", examines what we want Australia’s cities to look like. This applies both to our large metropolises and our important regional centres. What we build, and how we build it, has the potential to limit individuals and enterprises or to push them forward. Much of Australia’s future success will depend on the diffusion of innovation, and how well our cities nourish the potential of the people within them.

Caroline McMillen celebrates the success of Newcastle, which has bounced back following the decline of its steelmaking industry. Andrew Barr, Chief Minister of the ACT, writes on the achievements of the world’s most successful planned city, Canberra. Reggie Cabal, CEO of Orix, examines technology parks and their role in fostering innovation. Dr Chris Jones, of the Australian Electric Vehicle Association, makes a strong argument that Australia is behind the pack in terms of infrastructure needed for the inevitable shift away from fossil-fuel vehicles.

Chapter four, "Revitalising manufacturing", looks at Australia’s future as a manufacturing nation. Professors Roy Green and Veena Sahajwalla, and industry heavyweights David Chuter, Jeff Lang, and Brooke Donnelly, all note that we are yet to reach our potential. They believe that Australia can and should market itself more vigorously on the world stage as a centre for highly advanced manufacturing powered by renewable energy, with sustainable models for materials throughout the production process.

Chapter five, "A brighter spark in a changing climate", looks at Australia’s natural resources – water, agriculture, and energy – to examine how they will need to adapt in a world already affected by global warming. Frank Jotzo, an energy economist at the Australian National University, writes that “the future spells a declining trajectory for fossil fuels. Australia’s coal exports, and later its gas exports, are set to fall."

“Luckily for Australia," Jotzo continues "the continent is endowed not only with abundant fossil fuels but with a practically unlimited potential to produce cheap, renewable energy, if we make the right investments and policy changes today.”

Other writers in the chapter show how the benefits of tomorrow will only be won with investments and policy guidance today. The Millennium Drought gave Australia’s water industry experts practice in how we can apply innovation to deal with the changes to come.

Chapter six, "Knowledge is power", takes a look at how we can improve education, from preschool to high school, tertiary, and post-graduate levels. It is within classrooms, and beyond them, that we will build the workforce of the future. Education will equip all Australians with the confidence, skills, and science literacy necessary for an innovative nation to thrive.

Chapter seven, "Respect the science", features some of Australia’s leading scientific minds across astronomy, medical research, and applied science in the form of commercialisation. This includes Chief Scientist Dr Cathy Foley; CSIRO head Dr Larry Marshall, and the 2020 winner of the Prime Minister’s Innovation Prize, Professor Thomas Maschmeyer.

These leaders are at the coalface of how science impacts our lives. They should be celebrated, and listened to, as much as our sporting stars.

Chapter eight, Recalibrating for the Industries of the Future, looks at quantum technologies, our burgeoning space industry, artificial intelligence, and the broad impact of technology on established sectors. Australia is becoming a globally important player in quantum computing, already hosting some of the most advanced research in the world. In space, we can leverage our talent and our scientific and geographical advantages.

The final chapter, "Health, medtech, and biomedicine", celebrates Australia’s great successes in the field, such as the invention of ultrasound, the Cochlear ear implant and the electronic heart pacemaker. More critically this chapter examines how it has in recent years Australia has not captured the full value of its medical research.

The chapter features opinion pieces from research institutes and industry giants Pfizer, Janssen, Novartis and AstraZeneca. One of Australia’s recent Nobel Laureates, microbiologist Barry Marshall, offers a novel perspective on how to close the gap to true innovation.

Take your time with these pieces. They are gems of wisdom from the greatest minds in Australia. Consider the vantage point of each voice, and note that this is but a small slice of our nation’s vast wealth of expertise and knowledge, though one that we feel is representative.

As the following essay examines, there are many successes and clear shortcomings in Australia's innovation efforts. But our potential is limitless.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Labor’s vision for an innovative Australia

Tue, 24 Aug 2021 04:52:16 GMT

Science is the key to creating a better Australia. We must devote more funding to research and development, and plan for Australia to be a renewable-energy superpower in a carbon-constrained world.

After years in which science was pounded in the culture wars, a terrible battle has snapped us back to reality. The COVID-19 pandemic has renewed our respect for science and its experts, rather than the instant ones who spring up like mushrooms after a downpour.

With this has come an understanding that it is science that can take us from lockdown to unlocking our potential as a nation. Science will be at the core of our future economic growth, as well as our new industries and the jobs they will create.

I appreciate that thinking about the future can be difficult when the challenges of the present might seem insurmountable. Lives have been lost, state borders have been closed and freedoms we took for granted have been compromised for the greater good.

But if there is an upside to this awful period, it is that the pandemic has given us a chance to create a better Australia – and science is the key.

Australians have a proud record of invention, and yet, strangely, we do not properly celebrate our achievements. While we keep adding to its pages, scientific progress is not a story we are adept at telling. We need to raise the standard of the national conversation.

We cannot speak of science as though it were an act of faith. Climate change, for instance, is no more a matter of belief than is the coronavirus. Finding solutions will depend on heeding the evidence. We cannot let opinion or ideology trump truth.

Jolted awake by the pandemic, we all came together. The same values that are steering us through this crisis are those that will see us flourish when it is behind us.

Australia has been fortunate compared with many countries. Our relative success in containing the pandemic has been partly a result of geography, but it is also thanks to our high level of scientific and medical expertise – and the fact that it was listened to.

As we dare to picture a post-pandemic Australia, Labor is looking to the future with clear eyes, open minds and optimism. It is what Labor does.

When the world was in turmoil, John Curtin and Ben Chifley spoke not just of victory in war but of victory in peace. Curtin didn’t live to see the peace, but Chifley worked his guts out for that second triumph. Among his priorities were enlarging the CSIRO and establishing the Australian National University. As Chifley said: “Scientific research is a necessity for the maintenance of our standard of living and even for our survival.”

It is a truth that has been brought sharply into focus by the pandemic. For one thing, we should not be the only OECD nation with-out the equivalent of a Centers for Disease Control and Prevention. Sadly, this pandemic won’t be the last we face.

Returning to our pre-pandemic complacency is not an option. Consider the ignoring of fire experts who predicted the eastern-state infernos of 2019–20 before the first wisp of smoke. There was neither listening nor respect. But there was hellfire.

Meanwhile, droughts worsen and temperature records are broken. But we don’t have to surrender. Guided by science, we can fight climate change and create jobs at the same time. We can have a future as a renewable-energy superpower, with all the associated environmental and economic benefits.

There are so many opportunities – but as Labor understands instinctively, you can get the policy settings right only when you respect and heed the science. And when the science is clear, politicians should act.

Action on climate change that provides investment certainty will create jobs and lower energy costs while reducing emissions. And it will help build the economic diversity and strength we so urgently need. The pandemic has highlighted just how lacking in resilience our economy is.

The cautionary tale of Australia’s car industry is emblematic. This Government withdrew co-investment funding and dared manufacturers to leave – an invitation they accepted. This act of self-sabotage knocked us down the technological totem pole and further narrowed an economic base that has become overly reliant on services and the export of raw materials.

One result is we are making ourselves vulnerable to a decline in living standards. And when the next crisis severs global supply lines, we will be exposed. This is our chance to start turning things around.

We must strengthen our capacity to create. We must become serious about high-tech manufacturing. But our research and development investment has fallen below two per cent of GDP – below countries such as South Korea, Israel, Sweden, Denmark and Singapore. Unless we invest in R&D we will be restricted to reading the story of our proud manufacturing history, when we should be writing the next chapter.

As a nation, we need to be thinking about what share of our national income should be set aside for R&D. Just as the Reserve Bank provides a degree of certainty to the financial markets on the future path of interest rates, government needs to provide guidance on projected R&D spending. That way, the Australian community can invest in science with confidence.

We could do much better at commercialising research, thereby building up industries at home and selling their product to the world. Our failure in this area reduces potential revenue from intellectual property, undermining investment, entrepreneurship and technological growth.

Labor has backed calls from the tech sector for the R&D tax-incentive refunds to be paid early. As part of our desire to partner with the private sector, a future Labor Government would encourage the superannuation industry to invest in infrastructure, technology and R&D in a way that is consistent with members’ interests. Such a measure would benefit all of us well into the future.

Take artificial intelligence. In 2018 alone, AI contributed an estimated $US2 billion to the global economy. Within a decade that figure is forecast to reach nearly $US16 billion. At the last federal election, Labor championed the establishment of a National Centre of AI Excellence, which would help chart the likely national investment required in this area by bringing together those with a stake in AI’s application in our economy. Such a centre needs to be established now.

We have the talent and brainpower in this country to be world leaders in scientific endeavour, but haven’t always shown the capacity to retain our most brilliant minds.

Scientific progress starts early. The number of Australian school students studying science has been dwindling for decades. There simply aren’t enough jobs waiting for them. And only 16 per cent of Australians working in STEM are women.

We also need to be thinking about how to integrate our scientific research into national projects and objectives. We need to ask ourselves exactly what we want science to deliver. We want a nation adapted to a carbon-constrained world. We want our cities and regions to remain habitable and productive. And we want our sights set on previously unthought of possibilities. These are goals, whatever our differences, that we can agree upon.

Let us make the most of recent wake-up calls. The bushfires showed what happens when we walk away from science into the darkness of denial; a virus has illuminated the path back.

The moment is ours to seize.

The Hon Anthony Albanese MP has been the Leader of the Opposition and Leader of the Labor Party since 2019. He has been Member of Parliament for Grayndler since 1996.

Firms must embrace innovation first

Tue, 24 Aug 2021 04:40:06 GMT

Australia needs to change its business culture. Science and research provide new opportunities and governments can facilitate greater activity, but innovation performance in Australia and elsewhere depends on actions in business.

Most innovation in every nation happens in firms. Australian businesses have a mixed record in innovation – the application of new ideas to advantage. We have some outstanding successes, for example, in parts of the mining, food and health industries, in some service sectors and amongst technology start-ups. However, we simply do not have enough of them to rebalance the economy in the face of the challenges that lie ahead for Australia. Too many boards of directors are sclerotic, compliance-orientated, risk-averse and unaware of the nature and importance of innovation. Too many firms, large and small, lack the management skills to use innovation to survive and thrive in a highly competitive and increasingly challenging world.

Amid the re-assessments taking place as a result of COVID-19, there is a priceless opportunity for Australian businesses to rethink how innovation is managed and, more fundamentally, reassess its nature and purpose. The global pandemic has shaken economies to their core and disturbed the social status quo. Factoring in ongoing political turmoil and the climate crisis, conditions are prime for a fundamental reset of innovation in business.

What do we know?

The findings of research into innovation during the past 70 years have been unambiguous. Innovative businesses live longer, grow more and generate larger profits. Innovation is risky and failures are inevitable, but failure to innovate is the greater risk.

changes, a proportion directed towards more substantial initiatives, and a small element designed to explore future options. Even the most innovative firms do not innovate by themselves: collaboration is crucial – with suppliers, customers, other firms and research institutions. Successful firms have effective processes in place to manage innovation, including in R&D and new product and service development, linking them with business objectives. Innovation strategies are core elements in the master plans of successful firms.

The best-run innovative firms have supportive governance structures, typically involving board-level responsibility for innovation, regular reporting on performance and clear and consistent articulation by leaders on the importance of investment in innovation. Such firms percolate the understanding that innovation is everyone’s responsibility, encourage employees to get excited about new ideas, and circumvent obstacles to change, often found in the permafrost of middle-management.

What is new?

Firms are having to navigate the turbulence created by the pandemic, threats to global trade and institutions, political and social polarisation, and disruptive technological change. They are adjusting to progressive movements such as Me Too and Black Lives Matter, and to a majority-Millennial workforce with evolved expectations of the working life. In this fluid environment, firms have the opportunity to rethink the very nature of business.

Pre-COVID-19, moves were afoot to rethink the purpose of business amid growing evidence that addressing societal issues and stakeholders’ priorities helps produce long-term value. A new approach to innovation has to be part of this reformation. Groups such as the US Business Roundtable of leading CEOs have questioned the singular pursuit of shareholder value, as opposed to creating value for stakeholders including employees, customers, suppliers and the broader community. The World Economic Forum’s "Great Reset" is marshalling support for a fundamental reset of the foundations of the economic and social system for a more equitable, sustainable and resilient future. The Great Reset provides a framework for the rethinking and reshaping of business purpose and behaviour. Australian businesses need to lead and manage innovation in this new context.

What is to be done?

Australian firms have to rethink and reset their innovation strategies, processes and practices in the light of new circumstances. This would involve deliberation on what has worked in the past and what might work better in an uncertain future. It requires the search for new opportunities and the astute application of new approaches, including novel governance arrangements, different organisational structures and the introduction of more appropriate metrics of performance.

Universities have a role to play in creating new options for the future, though business schools would need to undergo deep-seated change if they’re to contribute significantly. Viewed by vice-chancellors primarily as ATMs full of student fees, and with many staff wedded to producing meaningless academic articles, these schools need to prioritise collaborative research with firms, helping to deliver insights into the new environment. Training imperatives need to shift towards fostering skills in innovation and entrepreneurship. Firms, in turn, need to commit to supporting and working with externally-orientated and business-savvy academics.

Most fundamentally, and in line with thought leaders such as the World Economic Forum, businesses need to be more open and engaging with their stakeholders. Rather than being hailed as a positive, innovation is often associated with job losses, insecurity and increased workloads. The language of innovation – change, flexibility, agility, adaptability – needs to be applied beyond the confines of business efficiency to articulate the very purpose of business. Firms need to emphasise innovation’s value in improving quality of life and creating meaningful work, as well as reducing social inequality and cultivating environmental sustainability.

We need more and better information on the working conditions of those making, delivering and warehousing goods, and on the environmental cost of their manufacture and transportation. There needs to be an explosion in the crowdsourcing and crowdfunding of innovations and in the testing and prototyping of new ideas in hackathons, accelerators and incubators.

Greater diversity in design teams is required. What else? We need new educational and training programs, from those that encourage more females and minorities into careers in technology and innovation, to those that stimulate solutions across social and environmental causes. A greater diversity of voices has to be heard, not only on what innovations are needed but on how they are to be created.

Innovation thrives in workplaces that embrace inclusion, playfulness, happiness and fulfilment.

There is no future in doing business in the same old ways. There is a different future awaiting, potentially a better one for all. By finetuning their innovation strategies, businesses can help make this one possible future a reality.

Mark Dodgson AO is professor of Innovation Studies at the University of Queensland Business School, and visiting professor at Imperial College London. He has written or edited 18 books on innovation, and over 100 articles and book chapters, and has researched and taught innovation in more than 60 countries.

The science of geography

Tue, 24 Aug 2021 04:29:00 GMT

When faced with complex challenges, entrepreneurial leaders rely on the science of geography and spatial analytics technology to reveal the path forward.

As early epidemiologists grappled with the pandemics of the 19th century, English physician John Snow used a series of maps to identify a pattern of cases around a public water pump in the Soho district of London and deduce that epidemic cholera was being transmitted through contaminated water.

This visionary research not only led to Snow being recognised as a founding father of epidemiology, it also stands as one of the first documented public health applications of a Geographic Information System (GIS), highlighting the key role that mapping information can play in enhancing decision-making.

More than a century after Snow’s research, Jack and Laura Dangermond founded the Environmental Systems Research Institute (Esri), a mapping technology company that in 1982 released the world’s leading GIS software – known as the ArcGIS platform.

In Australia, the GIS technology sector is now worth in excess of $2.1bn, with almost 10,000 organisations relying on Esri’s GIS technology to underpin their operations and drive innovation.

Most Australians have used Esri maps whether they know it or not. The technology is behind the viral Johns Hopkins University

COVID-19 Map – which receives more than one billion hits a day – and guided authorities’ response to the 2019–2020 Australian bushfires.

Brett Bundock, Managing Director for the Boustead Geospatial Group – which includes Esri Australia and Esri South Asia – noted recent crises had cast a spotlight on the ability of the technology to deliver actionable insight into any situation.

“The Johns Hopkins University COVID-19 map provided a clear visual picture of the pandemic as it unfolded, empowering a global audience to visualise critical updates in near real-time,” Mr Bundock said.

“The ability to use the science of geography to provide insight into any aspect of a situation is what has made GIS technology a crucial component of any contemporary decision-making toolkit – whether it’s a government authority, utility, mining company or major retailer.”

The relatively simple problems solved by John Snow in London stand in stark contrast to the scale and complexity of the challenges currently facing the world – just as Snow’s analytics appear rudimentary compared to the cutting-edge insights provided by GIS technology today.

What has remained consistent is the fundamental role the science of geography holds in delivering context and meaning to situations, communities, businesses – and the world in which we live.

How to create and keep the next Cochlear

Tue, 24 Aug 2021 04:16:15 GMT

Australia’s holy trinity of medical success stories – ResMed, CSL and Cochlear – turned research into revolutionary products. How can we build the next long-term success, and keep it onshore?

Australia has a well-earned reputation for punching above its weight when it comes to medical and health research. The frequently cited examples – cervical cancer vaccine, spray-on skin, the electronic pacemaker and, of course, the bionic ear or cochlear implant – are known to most Australians and the global scientific community.

COVID-19 has again seen Australian medical researchers come to the fore, with the University of Queensland partnering with CSL and Coalition for Epidemic Preparedness Innovations on a COVID-19 vaccine candidate based on pioneering ‘molecular-clamp’ technology.

In 2019, the Global Innovation Index (GII) ranked Australia in the top 10 for human capital and research1. Quite rightly, over recent years, the Australian government has sought to capitalise on this competitive advantage by investing billions in medical and health research, primarily through the Medical Research Future Fund, university research funding programs and the R&D Tax Incentive for companies in the clinical trial and commercialisation process. Over the past 20 years, it is likely public support has exceeded $200 billion2.

The impact of COVID-19 on university research budgets must be reckoned with. To those who think about the long-term future it is clear that investing in medical and health research must be a priority for all modern, developed nations. It is also obvious that it is best for long-term viability if these investments lead to quality, well-paid local jobs and a self-sustaining capability, meaning less reliance on the public purse.

Self-sustaining means Australian companies are able to base themselves in Australia while exporting to the world – think of export-oriented success stories like CSL, ResMed and Cochlear. It also means making sure our existing medical-innovation success stories stay in Australia.

That requires a globally competitive business environment built on the right policy settings to hold our own against the many other countries who know the value of these companies, actively compete for their investment and offer incentives to attract them. We also need the right policy settings to build new success stories that stay located in Australia.

We all should understand the value of medical and health research that leads to medical innovation and improved health outcomes for Australians – and people around the world. It is arguable this virtuous cycle always holds value in and of itself. However, the value to Australia could be increased by many magnitudes if we were better at commercialising this research and building large, successful medical innovation companies that stay in Australia and deliver long- term economic benefits to Australians.

While Australia is ranked in the top 10 on the GII for human capital and research, it is ranked a lowly 31st for innovation outputs, meaning we rank well behind other high-wage, high-tax economies like Canada, France and Norway. Most worryingly, Australia is ranked 88th for knowledge diffusion – that means measures including IP receipts and high-tech net exports as a percentage of total trade.

There are fewer than 120 medical-innovation companies listed on the ASX. Only three – the holy trinity of CSL, ResMed and Cochlear – are Australian-founded and significant in size. During the past 20 years, there has been no new CSL or Cochlear, while ResMed has progressively moved offshore to benefit from a more attractive business environment, more supportive policy settings and better investment opportunities.

Many promising Australian medical innovations and startups have been bought out and/or relocated overseas, including the buyouts of Sirtex by a Chinese consortium and Elastagen by global biopharmaceutical company Allergen (which itself was recently acquired by AbbVie). When these companies leave Australia, well before full value is achieved, our economy loses well-paid jobs, IP, tax revenue and advanced manufacturing, and this undermines development of the local ecosystem to support future growth.

It is critical for Australia to invest in R&D and we should be doing more, not less, of it. But in medical innovation most of our investment is underwriting the realisation of long-term benefits by foreign companies and other countries.

Why aren’t we benefitting more from what we put in? It is hard, expensive and takes decades to nurture and build strong, sustainable medical innovation companies that ultimately need regulatory approvals that can take, in some cases, more than 20 years to secure. To change this, Australia needs two significant groups of stakeholders to act differently – equity owners/private capital and policy makers/government.

Looking at equity/capital, two questions come to mind. Can we convince capital to be more patient and understand the risks better? And can we convince them to be more patriotic?

On patience, few investment funds are thinking 15-years plus, particularly in Australia. And High Net Worth investors are offered little by way of upfront tax incentives and are asked to invest highly taxed dollars into these relatively long-timeframe, yet still risky, activities.

On patriotism, if I look at Cochlear’s investor base, the majority of its long-term investors come from overseas pension funds. This was not the case 10 years ago. We need to ask ourselves why Australian super funds are not investing in Australian companies. It must relate to their view of long-term value relative to the views of other major global investors. We need to consider what kind of mechanisms or incentives can be put in place to encourage both patriotism and patience. Which brings me to the second stakeholder, policy makers or government.

Government can help us bridge the gap between broader public interest and capital, providing incentives to stop Australia missing out when companies and IP are sold overseas and/or effectively move offshore. If the companies and the IP stay in Australia, the main advantage of export revenues and high-quality, well-paid, tax-paying jobs stay here.

Government can play an important role in encouraging capital to invest in Australian Medical Innovation by incentivising business investment in R&D. The R&D Tax Incentive (RDTI) has been subject to multiple reviews in the past 10 years and the trend was toward reducing support for business. Thankfully, as part of the 2020-21 Budget, the Australian Government righted the ship, increasing the cap on RDTI eligible expenditure from $110M to $150M and substantially increasing the benefit for companies with a high R&D ‘intensity’ (the proportion of overall expenditure spent on R&D).

But perhaps more importantly, government incentives and support along the medical innovation value chain tapers off almost completely at the point of greatest potential social and economic benefit – when products progress closer to commercialisation and manufacture.

Australia is in a global competition for medical innovation companies with long-term potential, but many other countries offer a more advantageous environment, including better access to skilled labour, a more competitive corporate tax rate and a more generous suite of R&D and commercialisation incentives.

For example, 15 of the 28 European Union member states currently offer an IP tax incentive (otherwise known as a patent box), which provides a reduced effective tax rate on income from eligible IP. These incentives are available only for IP generated by local R&D, which helps capture the benefit of government support for R&D when it is at its most valuable stage – when it is has been commercialised and is generating tax revenue and creating jobs.

There are many reasons the medical-innovation sector can be a key driver of Australia’s post-COVID-19 economy and beyond, including our outstanding medical and health research capability.

If we stop short of making the policy changes we need to enable Australia to compete with other countries, then we have no excuse for failing to achieve our potential. If we are bold and committed, we will not be waiting another 20 years for the next homegrown – and home-based - medical-innovation success story.

Rick Holliday-Smith is chairman of the ASX, and Cochlear.

Backing Australia’s VC-funded space companies

Tue, 24 Aug 2021 04:03:08 GMT

For Australia to become a player of note in the new space revolution, key bodies need to inject funds where they’re needed most: the local space companies that are close to commercialisation.

A venture capital (VC) investor I once met described a startup as the functional unit of innovation, and remarked that the best among them would go on to (re)define the future of their industries.

Governments are more prosaic. They recognise that startups that survive will become small and medium-sized enterprises (SMEs) – the lifeblood of any economy. But they will often leave their fates to market forces and the VC community.

As we reexamine innovation in Australia, it is important to know that today’s new space revolution has the potential to change the way we live on Earth as well as in space, and that it is being led by innovative, VC-backed space companies.

Globally, over US$20bn has been invested into new space companies in the last decade, $6bn in 2019 alone. Some of the biggest names in space – SpaceX (the world’s most successful rocket company), Planet Labs (the largest commercial operator of satellites by number), and many of the world’s most promising small satellite and small launch vehicle providers – are VC-backed companies. Australia, too, is attracting its share of global investment, with at least three space companies now securing two rounds of VC funding. (Statistically, less than three per cent of startups make it to this round.)

In the last four years, Australia’s VC-backed space companies have secured new global customers, booked revenues in-country, grown sovereign space capabilities where none existed before, and created hundreds of new jobs for the future.

These companies are becoming the champions of Australia’s space industry, both domestically and abroad. They are providing long-term jobs for our STEM graduates; educating and training "the next 500" space engineers, who will go on to train the "next 5,000"; building sovereign capabilities and supply chains that will provide revenues and jobs for hundreds more companies; bridging the gap between innovation/R&D and commercialisation; and enabling Australia’s space industry to produce components locally, for export globally.

Private sector has led the way

Despite VCs playing a critical role in finding and financing startups with significant commercial potential, the growth of any new industry needs to sit within a well-defined and effective government strategy.

To date, very little funding has been available to the industry, and in particular to Australian space companies. Most of our Space Agency funds over the last two years have gone into setting up operations, maintaining/upgrading existing space infrastructure, funding university or research-led projects, and inspiring STEM across the country.

While much of that has been understandable, these are not the type of investments that will achieve the government’s target of $12 billion in space revenues and 20,000 additional space jobs by 2030.

It appears now that the Space Agency is pursuing a strategy for broader participation in their Moon-Mars Supply Chain Capability Improvement program. We do not believe that this dilutive approach will be effective in growing companies that will become the champions of our industry.

Tipping point

Rather than getting more Australians involved in space and giving out short-term monies for ad-hoc projects, a better way to grow the space supply chain would be to enable Australia’s maturing space companies to compete for more significant government and agency contracts – for example, to build a space-capable communications satellite and launch it from an Australian launch vehicle.

In doing so, the agency would be injecting funds where they are needed most, further down the innovation funnel, and helping to raise the technology readiness levels of Australian space companies that are close to commercialisation.

For VC-backed companies, every $1 million received from a government grant or contract can be further leveraged into $5 million in VC capital, creating five times more jobs and impact on the supply chain. Remember, these are the companies that aim to be disruptive, and have been "pre-qualified" by VCs with a track record of success.

We believe that with the right support from our government and Space Agency to grow the champions of our industry, Australia need not ‘settle’ for being a small player in someone else’s supply chain. We can build our own.

Adam Gilmour is the CEO and Founder of Gilmour Space Technologies, a venture-funded rocket company based in Queensland that is developing a new breed of hybrid launch vehicles for small satellite/payload customers.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Australia's Titan of Titanium

Tue, 24 Aug 2021 03:47:33 GMT

ASX-listed Titomic is building a manufacturing industry from scratch and incorporating 3D printing with Australia’s natural advantages.

People often confuse innovation with invention, the lightbulb moment of clarity where all the pieces of the puzzle suddenly come together.

In reality, innovation is process driven, focused, and works towards a specific purpose.

Titomic is a great example, the company was born out of a goal to create an industry from a natural resource. Australia has vast reserves of titanium in its soil, a metal with properties that make it perfect for the growing aerospace, defence, shipbuilding, automotive, and mining sectors.

Titanium resists corrosion, can withstand the high temperatures of atmospheric entry and re-entry, and is an incredibly hard material, making it suited for the defence sector. While it is the 4th most common element in the Earth’s crust, Australia has 24 million tonnes of it, which is 50 per cent of the world’s supply.

This is why in 2007, the Government went out and asked: How could Australia build an industry around a natural resource?

With funding from the Federal Government, Titomic worked with CSIRO and came up with a new way of using titanium powder in manufacturing, in a cold-spray process that came to be known as Titomic Kinetic Fusion. The metal additive manufacturing (colloquially known as 3D-printing) process uses "cold fusion" to blend materials, by making particles collide at supersonic speeds, with the resulting energy allowing them to fuse.

The patented process renders the use of heat superfluous, allowing the company to blend materials that would normally have different melting temperatures.

Alongside titanium, Titomic can digitally manufacture metal parts and complex surface coatings of super alloys and dissimilar metals such as nickel, copper, scandium and alloys such as stainless steel, inconel, and tungsten carbide.

With this ability, Titomic can manufacture parts that it says are unobtainable via other manufacturing methods, enabling it to exploit the mechanical benefits of multiple high-performance alloys simultaneously.

Jeff Lang is the managing director of Titomic, and a fierce advocate for Australia’s sovereign capabilities, particularly in the manufacturing sector. Having seen Australia fail to capitalise on its resource boom in iron ore, he is trying to lead the way to ensure the country maximises the potential of its titanium resources.

“It is important to understand that Australia is in a good position to maximise our economic opportunities.

“We are resource rich, and will become important for a global supply chain. Australia does not yet understand the opportunity that comes with a global market. Australia is good at representing ourselves as pioneers, and we have an exploring attitude that makes us want to solve problems. We do not shy away from global problems. Australians are good at nutting it out and solving problems.”

The young company already has a contract with Boeing to produce protoype parts for the company, allowing the aerospace giant to significantly reduce its lead times, and cut down from the 80% waste that comes with traditional manufacturing methods.

As Lang explains, “At Titomic, we see ourselves as a solution provider. Companies come to us with technical problems and no idea how to solve it. We solve that with symbiosis.

“Many traditional industries want to move towards digital manufacturing, but are unsure as to how they can do so, while being concerned about the disruption involved.

“We offer digital manufacturing solutions which de-risk that move for them.”

Using the past to predict the future

Titomic is not averse to thinking in the big picture, and planning several years ahead. Its grand vision is a fully-integrated digital platform that collects and collates all the information from the full manufacturing process, from mining, to transport, to production, and beyond.

With a goal as large as Titomic’s, an interconnected hub of manufacturing around the globe, with centralised cloud-information optimising the performance of each silo, you need a purpose-built digital platform.

The company approaches this is an orderly fashion, with teams working in concentrated bursts of activity over three-month periods, building pieces of the platform individually, scaling it up and integrating it.

The end goal is to use the past to predict the future, where you start by collecting copious amounts of data.

You draw information while mining the titanium, from the weather patterns in the region, the chemistry of the batch, through to the production of the parts for a submarine or aircraft from the powder.

“There would be an existing data mould, covering the whole history of the material,” explains Lang.

From here, you can trace the products’ performance in the environment, and then use AI technology to crunch the mass of data, making connections between seemingly disparate pieces of information possible.

Once there are parallels drawn, Titomic can start to predict the performance of materials based on the information the company holds about their origin.

“With smart technologies collecting the huge amounts of data available in the system we can do a lot more. It is about more sustainable manufacturing, lessening the waste of resources, with more efficient production,” says Lang.

Super-bureaus training talent, growing business

By building a digital platform for its technology, the Titomic manufacturing process is not limited by geography or location. With the commission of a 3D printer, the company can repeat its Australia operations elsewhere, by following the formula.

As Titomic expands worldwide, it plans on creating 10–15 global manufacturing bureaus, able to produce repeatable parts year-in-year out, working with OEM manufacturers with a determined rate of return on the investment. One such example may be for an aerospace company producing a tooling system.

Then, there are its "super-bureaus", hosting 50–100 staff, including PHD students in training.

Priced at $30m–$50m to set up, the company can then use the super bureaus as R&D hubs, producing new digital blueprints for parts, which can then be produced at any bureau around the world.

The super bureaus also become training centres, where users can get certification on using the equipment.

Titomic currently has a staff of 50, with a clear goal of 500 globally by 2024. The plan is to achieve a billion dollar market cap, moving towards a billion dollars in revenue.

As Lang explains, “Everyone that works for the company is passionate about what we are trying to achieve and working towards it.

“We have deliverables as a public company, but at the same time we are exploring what keeps the staff happy, what makes them want to come to work and give their best to the company.”

Science-fiction applications

While Titomic has already broken ground in its applications, creating the world’s largest titanium UAV (Unmanned Aerial Drone), with a diameter over 1.8m, it is also looking to the future.

It is now looking into printers that would be able to print structures on the moon, and Mars, paving the way for the next generation of space exploration, with Lang pushing for Australia to be a major player.

“One of the highest capabilities that humans can achieve is our ability to travel into space. Australia is in a viable position to be the leader. We could be the Switzerland of the space sector – a neutral country from which others can launch rockets and satellites,” says Lang.

“We are the least threat to any sovereign state around the world, and have a good relationship with both China and the US.

“Australia is at an interesting point in its history, like a teenager defining itself and learning to live independently of its traditional parents, the US and UK.

“It is a maturity thing – we need to envisage what we want to represent, what we want to push out into the world.”

Fighting tall-poppy syndrome

The former professional athlete believes that Australia suffers from isolation at times, failing to properly realise its importance on the world stage.

“We see ourselves so far from the rest of the world, we have siloed thinking. Combined with that is Australia’s tall-poppy syndrome, the cultural predisposition to want to heckle and tear down people who are successful, which has not worked well for the country.

“How do we instead propagate the good things about being Australian? The pioneering spirit, the unique capability in how we approach problems?

“We try to tap into that at Titomic. With our digital manufacturing platforms, there is no aspect of location. It is not constrained by borders or physical boundaries; it connects the world together.”

This is where Australia needs to move its mindset in manufacturing: seeing itself as an important player on the world stage, offering an approach, attitude, and skill set that is desired by some of the biggest companies on the planet. It is about having the confidence to take risks, define big, long-term goals, and have the audacity to give it a crack.

Titomic has given a roadmap as to how it can be achieved, with a team of experts, including those with experience at NASA, and major corporations, bringing a diverse skillset together.

As Lang puts it, “When you are out there providing viable solutions to government and industries no-one will push back. No-one asks questions when things are working, you just have to stand up and do it.”

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Brick by Brick

Tue, 24 Aug 2021 03:32:46 GMT

Brickworks is using waste materials from other sectors along with energy-efficient logistics chains to achieve the seemingly impossible: carbon-neutral bricks.

Sometimes, old is new. Bricks have been used since 7000BC to build homes, but the heat-intensive process typically requires large amounts of energy to be burned, adding to carbon budgets.

At its Longford facility near Launceston, Tasmania, Austral Bricks, majority owned by Brickworks, is producing Australia’s first carbon-neutral bricks to be certified under the government’s National Carbon Offset Standard.

How did it achieve this goal? The biggest step forward came by replacing the gas in its Longford brick kilns with biomass (sawdust), a by-product of the local Tasmanian timber industry. By using sawdust instead of gas, the process releases 271 tonnes of carbon dioxide a year, compared to 10,700 tonnes that the gas-led firing process would.

To put the figures into perspective, 271 tonnes is roughly the same amount of carbon dioxide that 34 households would produce annually.

Cathy Inglis, Brickworks’ General Manager of Technical and Innovation, says, “In addition to burning sawdust in its brickmaking kilns, the Longford facility has introduced a host of new measures to reduce energy in manufacturing, transport, packaging and waste to ensure the plant is more efficient.”

However, this still leaves the remaining 271 tonnes of carbon dioxide that the process is responsible for. Brickworks buys carbon offsets to make up this difference, ensuring the bricks are carbon neutral.

Carbon offsets involve a trade: essentially, the company is paying a third party to reduce carbon through projects that preserve forests and for clean energy projects.

“There is a small cost involved in buying carbon credits,” Inglis says, “but the business is able to absorb this so there is no additional cost to customers.”

Sustainability as a goal

There are numerous benefits to businesses thinking sustainably about how they manufacture: marketplace positioning, cost reduction, resource saving, and as a broader avenue for innovation.

The changes at Brickworks’ Longford plant are part of a wider commitment that Brickworks has to making its Australian operations cleaner, greener and more efficient, with 50,000 tonnes year in carbon dioxide emissions in the firing line.

For its other gas-fired kilns, the company is sourcing landfill gas from energy providers that would otherwise have been burnt off and wasted, while new fuels built from commercial, industrial, demolition and green wastes are being trialled as replacements.

It is even rethinking the chemical compositions of its bricks, introducing biosolids from alternative sources into the brick mixture to create lighter bricks that save energy in the manufacturing process, and in transportation.

Ric West, Commercial Analyst for Austral Bricks Victoria, says, “Fortunately, there is no extra cost in carbon-neutral bricks and they are delivered carbon neutral to site anywhere in the world,” he says. “So it’s a win-win for the homeowner and the environment.”

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

How Share Trading Innovations Can Spur Personal and National benefits

Tue, 24 Aug 2021 03:09:27 GMT

Arnie Selvarajah, CEO of Bell Direct examines the evolution of share trading and the advent of internet trading platforms. His depiction of the future embraces both individual and national needs -human and automated intelligence combine to level the growing wealth divide.

Within the financial and investing world, share trading is one of the areas which has seen the biggest transformation this century – both at a domestic and global level.

Not so long ago to trade on the share market, investors needed a full-service stockbroker to enact the purchase or sale on their behalf. And the transaction was usually agreed over a phone call.

Fast forward to the early 2000s and that’s when the first online brokers, or online share trading platforms, started to emerge. The premise was simple: democratise access to the share market for everyone, facilitated by technology. It was the great enabler and completely changed market dynamics.

It was the perfect solution initially for day traders who wanted direct access to the market. It was later taken up by more everyday investors, many of whom liked the combination of access to the market for some trades while using a full-service stockbroker for larger trades. Suddenly, there were a lot more people trading.

From simple platforms to ‘bells and whistles’

The Global Financial Crisis (GFC) in 2007/08 was a pivotal period for the industry. Many investors saw their investment portfolios plummet along with the market and were burnt by the experience, shaking their confidence and ultimately leading many to stop actively trading.

In the decade following the GFC, trading platforms became more complex with more ‘bells and whistles’ added to coax investors off the sidelines and rebuild their confidence in DIY trading. It became an arms race to emulate the full-service broking offer through technology, with extensive trading tools and research incorporated into the online platforms.

As mobile apps started to take hold around 2018, this approach began to fade, and simplicity gradually swung back into favour. Now it’s slick trading platforms with all the ‘smarts’ sitting behind the sleek and simpler client interface.

2020 was another pivotal point for the industry. The sharp decline in markets prompted by the outbreak of COVID-19, followed by the strong subsequent rebound and introduction of record-low interest rates, prompted many dormant and beginner investors to rapidly emerge from the sidelines.

The share markets also drew the attention of gamblers. With sports betting options few and far between during the initial COVID outbreak, the markets offered a new way to exercise gambling desires – and with significant upside as markets outpaced expectations.

As investors scrambled to maximise on volatility in global markets, Google searches for ‘how to buy stocks’ reached two records highs in 2020, the first in March and second in April. Markets were booming and trading platforms witnessed the highest amount of trading activity in years. On Friday the 13th of March 2020 (coincidence perhaps), the ASX traded a record volume of transactions. So much so that it took all weekend for the local bourse to complete the processing of those transactions.

An inflection point – traders versus investors

In 2020, the Australian Securities and Investments Commission (ASIC) took notice of such intense levels of trading activity and was forced to respond – and it is not surprising why. In a market full of new and re-engaged investors, the setting was ideal for new trading platforms to emerge.

The timing, combined with targeted marketing and gamified platforms, have hit the sweet spot for those seeking a return on their hard-earned cash and a distraction during a period of significant uncertainty.

Under a guise of ‘innovation’, new investors have been blindly lured into creating accounts with start-up trading platforms via offers that are, quite frankly, too good to be true – with low or no fee ($0) brokerage and risky quick-win products, like Contracts for Differences (CFDs) and cryptocurrencies, at the forefront.

For sophisticated frequent traders who understand the industry and the risks, there’s no issue with more complex financial instruments. But for the tens of thousands of inexperienced investors new to the market, education and awareness around the product dangers and platform loopholes is crucial-- but sadly missing.

What next for investors

It is clear there is an ever-widening market segmentation between traders and investors, and the various online trading platforms sit in two very different camps. And over halfway into 2021, we are at an inflection point as the market shakes out the storm of 2020.

Traders will continue to seek out low or $0 brokerage, which stems from the gambling mindset of a quick win at a low cost. They’ll tinker with CFDs, be more inclined to enter the world of cryptocurrency, and be more open to risk. Traders generally won’t be too concerned about the ownership structure of the platform or benefit of legal ownership of their investments via the individual Holder Identification Numbers (HINs) and not just beneficial or nominee ownership via some of the new entrant platforms, as they aren’t in it for the long term.

Investors, who have a greater focus on long-term wealth generation, tend to place more importance on the features and value of the platform – such as research, trading ideas and strategy builders – and the stability of the backing entity, rather than the cost. They’ll be drawn to the solid foundations of a considered portfolio, and shy away from highly risky products.

In the background, the ASX is running hard to change the game around infrastructure for stock exchanges globally. They have commenced a project to apply blockchain technology to the exchange, the first in the world, which will revolutionise the back-end operations of share trading and perhaps even do away with the current two-day settlement period. This will bring increased liquidity to the market and hopefully better pricing for the average investor.

At the client level, segmentation will continue to evolve – and online trading platforms will continue to hone their offering to suit their target market segment, forming an ‘innovation asymmetry’. There will be good innovation which benefits the consumer, and bad innovation which benefits the company. For investors, make sure you clearly know which side of innovation you are part of.

The innovation imperative

Stretching far beyond just a conversation around the future direction of online trading platforms, there is an urgent need for innovation across the entire wealth sector - and it is of national necessity.

Since the Royal Commission into the Financial Services sector, there has been a mass exodus of financial advisers from the industry. At the end of 2018, adviser numbers peaked at nearly 30,000. The most recent ASIC data shows numbers are now closer to 20,000. Ultimately, fewer advisers equal an increasing cost of advice, which is already out of reach for many Australians. Resulting ultimately in a widening of the wealth gap.

This problem was explored again in recent research by the Financial Services Council, which showed the burgeoning retirement savings gap in Australia. While increasing the Superannuation Guarantee from 9.5% to 12.5% by 2025 is a crucial step in closing this gap, many Australians will still likely face a savings gap during retirement in the future.

It is clear many retirees will need to be self-funded (to at least some degree), with access to investments outside of superannuation to fulfil their desired retirement lifestyle.

Against a backdrop of increased life expectancy, insufficient retirement savings and advice affordability, the need for innovation to meet this funding challenge is imperative. And this innovation is self-directed advice.

Backed by artificial intelligence and data, there is a need for tools where investors can self-diagnose and action investment ‘advice’ based on their age, income and personal preferences, cross referenced against the broader market. Think Amazon for trading – wisdom of the crowd matched with an element of personalisation to deliver the desired outcome, without the need for cumbersome requirement for entering personal information.

At the back end, the solution will offer well-crafted investment portfolios developed by professionals, aligned to the risk profile of the individual.

At the front end, investors will be ‘coached’ through financial decisions, not unlike the Nike Run Club app which guides people to achieve their running goal in a simple, engaging, accessible and palatable way. The approach makes tackling large goals, like completing a marathon or planning for retirement, feel achievable.

In every sector, innovation is important – but as we face an impending retirement funding crisis, innovation across the entire wealth sector, including online trading platforms, is vital.

Arnie Selvarajah has been Chief Executive Officer of Bell Direct since 2008. He has more than 30 years’ experience in the financial services and fast-moving consumer goods industries, where he has held senior positions in finance, sales, strategy and general management.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Financing innovation: An industry perspective

Tue, 24 Aug 2021 02:50:30 GMT

If Australia funds sustainable projects, it will have a sustainable future. New funding models are providing opportunity, to tie finance to long-term environmental benefits.

Over many months, we’ve all observed the resilience and adaptability of Australians to changing circumstances.

Many business owners have experienced a shock to their economic outlook and more face ongoing uncertainty as the pandemic drags on.

In response to this hit to confidence, the financial services sector adapted quickly to support Australians in the aftermath. At the same time, our customers are leading the way in how they are supporting their own employees, with an enduring focus on care and empathy.

We are also seeing a surge in innovation – often out of necessity – as existing business models pivot to new product lines and ways of working.

We may never get a better test of resilience than what we’ve all collectively faced since the first quarter of 2020.

And through this, some big questions have arisen. Here are two. Where are the further opportunities for innovation? and what do we want Australia to look like when we get to the other side?

Throughout the world we are witnessing governments spending at unprecedented levels. This is for multiple reasons: to shore up confidence, to keep businesses afloat, to limit the loss of livelihoods caused by shutdowns.

For businesses and institutions in strong economic positions at the beginning of the crisis, the opportunity will come again when they can invest and grow.

The public and private sectors will each play an important role in investing in our economy to drive recovery, create new jobs and supercharge innovation. The allocation and flow of capital to enable this is critically important.

There are plenty of opportunities for Australia to allocate capital in areas where we have a natural competitive advantage. For example, we benefit from some of the best wind and solar resources in the world. We have a proven ability to deliver large infrastructure. We’re a nation of resilient small-business entrepreneurs. And we’re also very adaptable. This crisis has proved that.

The choice of how to build on these strengths to create sustainable and innovative opportunities is ahead of us. It’s about making decisions for the long term to future-proof business models, but also to serve customers well and help communities prosper.

The allocation of today’s capital towards sustainable projects requires a long-term view. It is one that will benefit generations of Australians for years to come.

There is an important role for NAB here, and it begins with our own credentials. It includes an accelerated $70 billion commitment to environmental finance by 2025. Already, $17 billion has been arranged to support green infrastructure finance, capital markets and asset finance. A further $16 billion is supporting mortgage lending for energy-efficient 6-star residential housing.

The role deepens when we consider the position we hold as capital connectors. We maintain a strong balance sheet to foster business investment, to improve productivity and to enable innovation. This enables us to be the leading arranger of climate finance in Australia, with over A$10 billion directed at renewable power from wind, solar parks and hydro since 2003.

It also means we are uniquely placed to connect environmental, social and governance (ESG)-focused clients with the right investors, who can accelerate our clients’ progress towards achieving their goals. I’m talking about clients such as QIC Shopping Centre Fund (QSCF) – one of the largest shopping centre landlords in Australia – which issued a $300 million Climate Bond-certified green bond, the first to be issued by a retail property landlord.

This green bond was well received by investors across Asia and Australia, attracting investors with green and ESG investment mandates who were new to QSCF.

This is just one example. There are many others.

Backing sustainable initiatives with the right capital now will build a more resilient Australia post-pandemic. When we think about the right capital, it is important to consider a diverse range of investors who are willing to invest right across the equity and debt stack.

The diversity of investors is important: it ranges from retail right through to institutional investors, both global and domestic.

And to successfully commercialise the sustainability initiatives that are being contemplated, access to a full and diverse range of funding options, as well as investors, will be required. NAB has all the ingredients to keep fast-tracking work in this space.

Looking ahead, the role of banks in using capital for sustainability-driven financial innovation is exciting. For instance, sustainability-linked loans (SLLs) are offering some fresh opportunities to innovate. More broadly, SLLs are behaviour-based debt. They incentivise better environmental- and social- performance outcomes within the financing arrangement.

Behaviour-based debt is an opportunity to incentivise faster and enact greater social impact in sectors not easily transitioned to more sustainable business models. We are noting this shift is overtaking proceeds-based sustainable debt in terms of volumes raised.

It also reflects a wider shift in financial services and the public conversation about tackling climate change.

We’re proud to have already worked with AGL, Sydney Airport and other important clients to achieve these outcomes through SLLs.

Enabling longer-term growth and innovation when we get to the other side of this crisis is a function of thinking sustainably and using capital in a better way.

It is through capital – and great ideas – that Australia will reach its full potential. Ultimately, it will also make us less sensitive to shocks.

As a bank, we’re committed to doing our bit. We urge all Australian business owners – from the corner shop to the large institutions – to keep thinking bigger and to keep innovating.

David Gall is group executive, Corporate and Institutional Banking, at NAB.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Bench to Bedside

Tue, 24 Aug 2021 02:38:08 GMT

Translational research is key to improving the health of Australians. How can we improve it?

Translational research focuses on health and medical research which aims to translate laboratory-based research into the clinic to improve the detection, diagnosis and treatment of disease and improve health outcomes for the population. In each case, it almost invariably takes more than a decade and costs more than $1bn to take a novel scientific discovery through to a new diagnostic or treatment for patients. Despite this time and investment, many discoveries still fall by the wayside, even those that have reached pivotal phase III human clinical trials.

Over the past two decades, governments around the world have increasingly invested in programs to support translational research pathways and training opportunities that aim to decrease the time it takes for such discoveries to reach the clinic. In parallel, there has been rapid growth in the number of scientific journals focusing specifically on translational science, and likewise in conferences and courses for training scientists and clinicians in translational-research approaches. In Australia, the Commonwealth Government’s investment in the Medical Research Future Fund (MRFF) has demonstrated its focus on ensuring the investment in research not only generates new knowledge but that this knowledge ultimately leads to better health outcomes for Australians.

Stages of Translational Research

Translational research can be classified to describe where a specific project sits on the translational research continuum. Whilst this pathway can lead to health benefits for the broader population, ideally researchers, industry, clinicians (and their patients) and research funders are involved in all translational stages Broadly, there are two approaches to progression along the translational pathway. The first begins in the clinic, where a new diagnostic or therapy is applied to patients in a clinical setting, leading ultimately to evidence to support implementation to the patient population. The second approach is where a discovery leads to early-stage translation (T1), often in an academic research setting, followed by links with industry, which then takes on the role (usually in collaboration with researchers) to develop the next stage of the translational pathway (T2 and beyond). There are several key components to the translational research ecosystem, which include access to research collaborations and state-of-the-art research equipment; direct linkages to clinicians and their patients; and dedicated clinical-trial facilities.

In early October 2020, the Nobel Prize in Chemistry was awarded to the first all-female team, Professors Jennifer Doudna and Emanuelle Charpentier, for the discovery of gene editing using the platform of CRISPR/CAS9 technology. This scientific advance has revolutionised discovery research and could potentially translate into new therapies for many diseases.

CRISPR/CAS9 has provided researchers with novel and powerful tools to support improved understanding of genetics of diseases. It is supporting the development of precise cellular and animal models of human diseases. It is now feasible to generate in vivo animal models specific to diseases within weeks. Importantly, this technology also has tremendous therapeutic potential, particularly for developing gene therapies (where a patient-specific mutation is genetically corrected) for human diseases that are currently inadequately treated. Already there are clinical trials being undertaken using ex vivo gene therapy on patients with a number of blood disorders, including severe combined immunodeficiency, Fanconi anaemia and sickle cell disease.

The discovery of the CRISPR/CAS9 and its ultimate application in the clinic is a compelling example of the importance of bridging discovery science and translational research pathways: bench to bedside to bench.

During the COVID-19 pandemic, it became clear that the limited MedTech manufacturing industry in Australia contributed to critical supply-chain gaps and delays. In Australia, we excel in the academic sector (universities and medical research Institutes) for research discoveries and early-stage translation. However, there is a growing realisation of the need to develop the MedTech manufacturing capability nationally. Supporting the MedTech industry through emerging startup and SME companies to develop their translational pathways locally is now seen as critically important for the future of both translational research development and advanced manufacturing.

There are challenges to supporting the efficient progression of developing evidence along the translational pathway. These include the need to link translational-research developments back to their origin (discovery science) so we ensure there is an ongoing pathway of new diagnostics and potential treatments flowing through to basic discovery laboratories and preclinical studies. This also requires ongoing financial investment through traditional funding sources such as the National Health and Medical Research Council (NHMRC) and the Australian Research Council (ARC).

Another challenge is to support clinician scientists to ensure translational research pathways are clinically relevant. There is a need to maintain clinical connectedness between the discovery scientists to ensure that the key questions in the clinic today are being addressed in the basic science laboratories (bench to bedside and back to the bench). The important final challenge is to make clinical-trial platforms readily available to support translational research nationally.

Professor Scott Bell is CEO for the Translational Research Institute.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Utilising Tech To Address Consumer Appetites In Food Delivery Market

Tue, 24 Aug 2021 02:15:45 GMT

Digitalisation of food delivery was a huge step forward, but it was just the start of the industry’s journey.

In business today, it is too easy to be one of many with a slight point of difference. That is not the vision I had when I embarked on my journey to create a new food delivery service in the Australian market.

I wanted to break ground on a new model and a new identity, utilising technology in a way that hadn’t yet been done in this sector to address the consumer needs our research had identified.

The great technological revolution in recent years has seen the advancement of artificial intelligence (AI) and machine learning (ML) for the benefit of a whole range of industries, including hospitality.

The 2019 ”Future of food, How technology and global trends are transforming the food industry” report conducted by Deloitte APAC found “Increasingly time-poor consumers have more options than ever before, and we are witnessing a shift in the composition of food spending. A greater share of food budgets is going towards food that is prepared outside the home. Around two in five Asian consumers say that dining out is one of their five fastest growing expenses.”

When founding Foodifox in September 2019, my co-founder Tangent Wong and I had reason to be optimistic we were setting off on a successful venture -- we knew the online food ordering and delivery platforms industry was in the growth stage of its life cycle.

For over 6 months we studied the market and consumer trends. Our research substantiated our initial thoughts -- that there was an appetite for a new type of model in the industry.

Our research showed that consumers were largely time poor and cost conscious, yet they still expected assurance around variety, environmental impact and nutritional benefits of their orders.

Before Foodifox, I worked at a number of architecture and property development firms. This, combined with my master and bachelor’s degrees in architecture, has given me the transferable experience of understanding how the Melbourne CBD’s grid layout can be leveraged to optimise food deliveries.

The uniqueness of Foodifox is in the delivery model and combination of technology used to deliver the food. Orders are place on an APP, cooked in a centralised kitchen then delivered to 20+ different delivery points throughout the CBD and surrounding areas where it is placed in state-of-the-art thermal lockers that are accessed by customers using a QR code.

The model works because it reflects what people wanted in the industry and everyone buys into it, from the chefs and drivers to the consumers; all of whom have their own app feeding into our custom integrated Platform.

The optimised routes and plastic-free packaging address the environmental concerns, the quality and variety of food satisfies consumers and employing key staff promotes security and job satisfaction for the team.

The nature of the model not only appeases consumer interests but is also congruent with a covid-safe environment through its contactless and convenient transaction process.

As the pandemic rages around Australia, we are confident this model of food delivery will stand out and provide a new benchmark of innovation for the industry in Australia and overseas.

Blockchain to Boost Food Security and Provenance: A conversation with global technology company IBM

Sun, 23 May 2021 08:56:10 GMT

Blockchain has become a bit of a buzzword of late but it is a technology few understand. How can it actually help Australian farmers and agribusinesses? 1MG spoke with Shahid Saiyad recently, a blockchain expert working for IBM in New Zealand, to get to the bottom of the blockchain puzzle.

Blockchain, invented in 2008 to serve as the public ledger of bitcoin, is most simply explained as a shared, unchangeable list of records that automates the process of tracking transactions, interactions and assets in a business network.

While it was originally developed for cryptocurrencies, innovative companies and people are using blockchain for purposes as diverse as tracking music distribution, online electoral voting, selling their own healthcare data to insurers and faster financial transactions. It is even being used in developing nations to reduce corruption and encourage co-operatives in the food supply chain.

While Australian farmers may not suffer the pain of corruption and food contamination like their counterparts in developing nations, blockchain still offers a potentially important boost to our food industry.

“When Australian or New Zealand farmers are exporting specialty or premium products such as honey, beef or wool, they want to preserve the brand in foreign markets and make sure the supply chain has been well-managed,” says Shahid. “A blockchain platform gives an assurance to your consumers that you have provenance.

“I’m not saying provenance is impossible in today’s world, but with blockchain it becomes more transparent and easier to prove to a customer.”

------------------------------------------

“Blockchain represents an opportunity to improve each step in the process of generating agricultural produce and getting it to the customer. A key example is the wine industry, for which blockchain solutions can offer transparency, data-sharing and efficiencies. It can assist in inventory tracking, facilitate automated payments between supply chain members, and reduce counterfeiting through provenance transparency, among other potential benefits”. Ref: THE NATIONAL BLOCKCHAIN ROADMAP: Progressing towards a blockchain-empowered future (2020).

------------

This also extends to domestic markets where blockchain has an important role to play in a society that is becoming increasingly conscious and selective about the ethical sourcing of food products.

“Blockchain technology can build trust and consumer awareness in your product,” says Shahid. “Rather than just trusting the food chain to deliver them the right stuff, customers could scan the label on a punnet of strawberries to instantly discover where they were grown, when they were packaged and how they were transported.”

IBM was one of the first companies to come up with a global food integrity platform using blockchain – the IBM Food Trust. The Food Trust connects its participants via a permanent and shared record of details (food origin, processing data, shipping details, etc.) to provide transparency and accountability in each step of the supply chain.

While the genesis of the platform was to tackle issues with meat contamination in China, the opportunities to integrate the supply chain saw growers, processors, distributors, packing companies and food companies from around the world get involved.

And although the technology might sound complex, the barriers to entry for your average farmer are very low.

“We are not expecting farmers to invest in technology to be able use blockchain – a platform could be accessed via something as simple as a smartphone app,” says Shahid. “The key for farmers is that, with the right blockchain platform, they can turn their product into a premium product simply through proof of compliance and conditions.

------------------------------------------

“The Australian Government has provided $350,000 to Standards Australia to lead the development of international blockchain standards through the International Organization for Standardization (ISO).” Ref: Department of Industry, Science, Energy and Resources website.

------------

“It’s about maximising profitability, first and foremost. But if you have a problem with a food-borne illness or an issue with quality, then the faster you can detect that issue, the more you’re going to minimise loss. That’s what a blockchain platform in agriculture can offer.”

A blockchain platform for agriculture may sound like a futuristic ideal, but in this case the future is here now. IBM’s Food Trust platform has already seen over one million food data transactions and that number is growing by the second. It may not be long at all until this technology is the norm for the Australian food supply chain.

Shahid Saiyad is an Associate Partner at IBM New Zealand, specializing in digital strategy, interactive experience, blockchain, and artificial intelligence.

How To Make The Most Of University Research Collaborations

Sun, 23 May 2021 08:45:42 GMT

Ten steps corporate Research and Development Managers can take to ensure their university research and development collaborations avoid commercial failure.

Collaborating with a university on a research and development (R&D) project has a myriad of benefits for corporate R&D Managers. You gain access to world-class research infrastructure and facilities, deep domain expertise, and connections to established domestic and international research networks. It can be a perfect symbiotic relationship, with corporate organisations gaining distinct competitive advantages, and university research teams able to see their work transformed outside the lab into real-world impact.

But such collaborations have risks. The way corporate organisations and universities approach research projects can be very different. When projects transition smoothly from the university lab into corporate innovation systems, a great piece of research can be transformed into something with enormous commercial or social value. However, if this process is mismanaged, the same great research can become a costly waste of time.

We have identified ten steps corporate R&D Managers can take to ensure their university research project collaboration avoids commercial failure.

1. Attend the university research team meetings.

If you wait for a monthly or quarterly update, you miss opportunities. Attend research meetings as often as possible – you will be surprised at how important your insights are in relation to how the research outcomes will be used. It also provides an opportunity for the research team to ask you questions. Issues addressed early keep a project moving in the right direction.

2. Provide guidance and advice on commercial data.

It is generally not the role of the research team to collect commercially relevant data such as regulatory requirements, market insights and supply chain requirements. This is your role, and it is an important one. Providing this information to your research team will help them design better experiments.

3. Encourage a focus on ‘Look See’ data first.

The purpose of corporate research and development is to collect information to make better decisions. While research that can stand up to peer review may be important in the long run, most corporate research projects focus on the information needed right now to improve decision making. Sometimes waiting for long term replicated trials doesn’t meet the short-term information needs. Often, ‘look see’ or preliminary research findings are enough to enable the start of regulatory reviews or discussions around commercial pathways. Make sure the research team knows this.

4. Develop a joint project Gantt chart.

Parkinson’s Law states that work expands to fill the time allotted. Research projects are no exception. A Gantt chart makes it easier for the research team and industry partners to understand the planned outcomes and work together towards critical timelines.

5. Students are not always cheaper.

If your project has a tight timeframe, your focus is on gathering the information needed as quickly as possible. While involving research students often seems cheaper, it also means the project timeframe needs to fit with the student’s study schedule. Sometimes the balance of cost and time means this is not cheaper in the long run. If time is of the essence, make sure any students involved can work to your project timeline, not the other way around.

6. Ensure update documents feed into your innovation system reporting.

Where do the quarterly research reports from the university team go? Do they integrate with your internal innovation system stage gates to determine if the research project is going to deliver commercial outcomes or not? What information do you need them to contain to inform project management? Know this before you start.

7. Use your innovation system stage gates.

Presumably your organisation has an innovation management system, and it is important that your external R&D project is included like any internal project. Research outcomes should be captured in the system and commercially validated like any other product or service ideas.

8. Know how to stop.

It is easy to start research projects, but not so easy to stop them. Be sure to include stop/go points in the design phase. This is important to ensure that the risk around research projects can be managed, and that non-viable projects can be stopped at the right time.

9. Know your research team and make sure they know you.

Get to know the research team. Take them out to lunch, find out their backgrounds, their goals, and motivations. Share your own. The more you treat the research team as an extension of your regular team, the better aligned the research will be to your organisational strategy.

10. Get everyone on the same page.

Present the overarching corporate commercialisation strategy to the research team. Show them how their research and the potential research outcomes will add value. Like any other staff member, they will perform better if they know how their work will contribute to the greater objective.

With the right approach, collaborative R&D projects with universities can be extremely productive for all involved. These ten steps will go a long way towards enabling you to gain maximum return on your R&D investment and have the added benefit of making the whole experience far more enjoyable.

Mining Transformation for Enduring Value

Sun, 23 May 2021 08:35:56 GMT

Australia’s resource wealth

Australia’s resource wealth is well known. From the first 19 ^th century gold rushes in places such as Ballarat in the east and Kalgoorlie in the west to the iron ore driven ‘mining boom’ of the 2000s, our nation has prospered from this mineral wealth. This wealth has helped build our regions and cities, driven forward our society’s GDP and enabled investment in and development of other industries.

Extracting this wealth from our mineral resources is a partnership between government, mining companies and the community and requires a fine-tuned set of skills, technologies and business acumen to ensure a profitable and sustainable sector. While the focus in the past has been on optimising the exploration, construction and operational phases of a mine’s life, it’s now becoming clear that it is just as critical that we ensure mines can close, be relinquished and transition communities, infrastructure and land for next use if we are to have a sustained resource sector.

What is driving this transformation of the sector?

While social license has long been recognised as important, recent challenges experienced by the sector have demonstrated this is one of the most significant business risks mining companies face. Public confidence in the sector’s ability to minimise the net social and environmental impact and deliver enduring value is critical. Confidence in the sector’s ability to close, relinquish and transition mines and their communities is central to social license.

What’s more, this is driving decision making within the investment community and our ability to recruit the next generation into the sector. Transforming the sector to one that not only generates wealth during the operating life of a mine but one that leaves a positive legacy will be critical in attracting and building the workforce of the future. Australia has experienced a mining boom and it is inevitable that this will be followed by an increase in the numbers of mines going through closure over coming decades. Meeting this future demand creates significant opportunity for innovation and an expanded view of how we conceptualise the mine closure supply and value chains.

A new way of thinking

While mine rehabilitation is not a new topic, it is one that has been underpinned by a shared belief that after a mine finishes, it will be returned to a state that closely resembles what was there before. This belief has underpinned our policy development, mine planning and associated investment through the life of mine and is tightly connected to community’s social license for the sector. This approach fails to recognise that as mines develop, they build infrastructure, create communities and radically change the landscape. If we are to change from this ‘single path’, we will need a new way of thinking and ensure we have the skills, knowledge, technology, business settings and policy environment that will best enable a new vision of success in mine rehabilitation and closure.

Our CRC has been developed to support and inform this new way of thinking. We are developing new tools that can integrate re-purposing opportunities at an individual site and integrate planning at regional scales to deliver net benefits beyond the mine that consider both towns and the broader regions in transition. Recognising that this requires the mining industry to connect with sectors driving post mine development, from conservation to tourism, agriculture and energy and the critical role First Nations people play in land stewardship, we are working with stakeholders that can help define a new vision of success in mine closure and post mine transitions. Without a new shared understanding of success, we will continue to see opportunities missed and conflict that will undermine the sector. Australia is incredibly fortunate to have an environment in which diverse stakeholders can come together and explore solutions and a program such as the Australian Governments Cooperative Research Centre Program that can enable this.

Of course, a new definition of success has significant implications for how we plan, execute and regulate mines. The CRC is working with our partners to develop new ways that will ensure we incorporate short and long term, tangible and intangible risk and opportunity in decision making. This will deliver increased confidence in our ability to forecast and predict residual risk and how we make decisions from before a mine starts and throughout its life to ensure it’s positioned for a positive post mine transition. This brings important consideration of how we consider mine closure through a ‘whole of government’ lens and we are fortunate to be working with policy makers from across government portfolios and multiple national jurisdictions to inform new frameworks and standards that can enable these transitions.

The final piece of the puzzle is driving innovation in our technology to ensure we have capability to execute these visions. Our CRC will invest in innovation that directly addresses the key areas of risk and opportunity identified through new decision tools and recognition of post mine regional perspectives. This requires integration of water, landform and ecosystem design tools, delivery mechanisms that are cost effective, scaleable and fit for purpose and takes advantage of remote monitoring technologies that identify progress and inform future trajectories. With a mine closure ‘boom’ forecast over coming decades, the CRC platform will enable piloting and commercialisation of these technologies and will ensure Australia‘s Mining Equipment, Technology and Services (METS) supply chains are ready to meet domestic needs and positioned to capitalise on an emerging global market place.

Change in the sector driven through advancements in technology, greater transparency and rise in the importance of ESG and social license expectation needs to be met with a new way of thinking. This is an exciting challenge and opportunity for the sector and one that our 77 partners are coming together to solve.

Dr Guy Boggs is the CEO of the Cooperative Research Centre for Transformations in Mining Economies (CRC TiME). Guy is committed to enabling a new vision for mine closure and positive post mine transitions through effective stakeholder engagement, research planning and innovative solutions. He has extensive experience providing leadership in innovation, actively working at the interface of industry and research. Guy has led the delivery of large Australian Government funded programs driving knowledge development and industry practice change. An experienced research leader, he also has an extensive publication record authoring over 50 books, book chapters and journal articles. Guy has a BSc from James Cook University, BSc (hons) from the University of Western Australia and PhD from Charles Darwin University (awarded 2004).

Nano in size, mega in impact

Wed, 12 May 2021 08:26:12 GMT

Contrary to Michael Crichton’s 2002 novel Prey , in which a swarm of nanobots almost overpower a research facility in the Nevada desert, today’s nanomachines are on the good side – working to advance humanity in every facet of our lives.

In fact, nanomachines are not a sci-fi concept as Crichton’s novel would suggest. Our bodies are filled with nanomachines, with viruses and bacteria the most pertinent examples. Other examples include cells and ribosomes.

Here are some industries in which nanomachines are being applied with the latest technology.

Health

The end of the beginning of the global fight against the novel coronavirus pandemic became apparent when Pfizer and Moderna produced vaccines using innovative nanontechnology called messenger RNA (mRNA).

mRNA is effective because it delivers nanoparticles to the target cells that can fend off the virus, Robert Lea writes for Azo Nano, as opposed to the traditional method of vaccination.

The next pandemic could be fought with nanotechnology, University of Tokyo bioengineering professor Satoshi Uchida told a DW report.

"Macromolecular drugs and biological compounds that induce proteins and nucleic acids, provide better platforms to fight a coronavirus," he said.

Nano health technology has been bringing good health to people by controlling disease, preventing chronic disorders and reversing various mental and physical disorders, specifically by repairing tissues damaged by infection, wounds or abrasions, destroying cancer cells without killing healthy cells, and making incisions at the nano scale.

Looking ahead, nanomachines could enhance our bodies by adding muscle tissue, making our senses sharper, strengthening our bones.

This means scientists could be able to change our height, weight, the colour of our hair, eyes and skin – and even change our gender.

Food

Nanomachines are able to change the nutritious value, taste, texture and appearance of the food we eat.

Appliances

Nanomachines have been used in washing machines and refrigerators – nanoparticles continuously release colloidal silver to sterilise what’s inside these appliances and prevent the build-up of germs and bacteria.

Crime

Retailers in the USA and Europe are including nanosized radio frequency identification chips or bar codes on their products that can only be deactivated after authorised purchases, helping police catch thieves.

Sports

Assembler nanomachines have been used to manufacture more flexible, long-lasting, shock-resistant and stronger tennis racquets and baseball bats, Kenny Norman writes for HotCars.com, and other sports equipment.

Please contact me on LinkedIn here for more on this story.

Weighty plan to use shafts to mine energy

Wed, 05 May 2021 07:34:48 GMT

Cameron Magusic summarises the fortnight's innovation news from around the globe

A new rig being built in Edinburgh is testing the concept of using weights to store and release energy.

Scottish naval engineer and founder of Gravitricity, Peter Fraenkel, developed the idea as an alternative to storing energy in batteries, Ewout Kieckens writes for Innovation Origins.

The rig features a tower that is 15m high with two 25-tonne weights suspended from steel cables.

If the trial is successful, the concept will be used in mine shafts up to 1500m in depth and 5000-tonne weights.

Nominations are now open for the 2021 Robotics Business Review Robotics Innovation Awards.

The awards recognise ‘the most creative and influential innovations from around the world that have advanced the state of robotics’, according to Robotics Business Review .

Companies, research and development organisations and business development awards can apply for an award in the three categories of: business and management innovation; technology, services and research innovation; and, application and market innovation.

The deadline for applications is the 16 ^th of April 2021 and must feature an innovation “that was initiated, released or executed” between the 1 ^st of January and 1 ^st of April this year.

Applications are also open for the 2021 Heart Foundation’s Active Australia Innovation Challenge.

The challenge seeks “innovative community-based projects designed to get Australians moving,” according to the Heart Foundation .

20 winners will receive $10,000 each to develop their project ideas.

The deadline for challenge responses is 5pm on the 26 ^th of April.

Heart Foundation active living director Trevor Shilton said the challenge was important in the context of statistics showing “fewer than half of all adult Australians meet national physical activity guidelines, which means they are not active enough for good heart health.”

Melbourne’s La Trobe University is set to build biology and technology innovation hubs after a funding announcement from the Victorian government.

Researchers will use the hubs to develop anti-viral medication and portable farming methods, according to state minister for higher education Gayle Tierney .

Minister for training and skills, and for higher education Gayle Tierney said, “Projects like the Digital and Bio Innovation Hubs are all about giving Victorians the very best opportunities.”

Please contact me on LinkedIn here for any innovation news that’s caught your eye

Can Australia Become an Innovation Leader?

Mon, 03 May 2021 07:22:04 GMT

Despite hitting well above its weight in research innovation, Australia needs to step up in relation to commercialisation of its research outputs and bringing new products to market, and this requires reliability in the IP system, contends IPTA.

When it comes to matters of policy, some groups are particularly well-placed to judge the effects of change. For intellectual property, and innovation policy, that group is IPTA, the Institute of Patent and Trade Mark Attorneys of Australia.

IPTA is a voluntary organisation representing registered patent attorneys, registered trade mark attorneys and student members in the process of qualifying for registration as a patent and/or trade mark attorney in Australia. They include members in private practice as well as members working in-house for corporate or government entities. IPTA members also work with clients in Australia and New Zealand to assist them in developing strategies for protecting and enforcing their intellectual property rights in Australia, New Zealand and overseas.

IPTA understands that successful commercialisation is framed by a well organised innovation ecosystem, which includes: investment in R&D; access to research outputs and new technologies; access to capital; market insight; and a reliable IP system. Fundamental to this is a need for the Government to create an environment that nurtures innovation, particularly in the SME sector. This should lead to a positive shift in business innovation culture – something that will greatly benefit all Australians.

Australian innovation policy is currently the subject of significant changes brought about by the recent Intellectual Property Laws Amendment (Productivity Commission Response Part 2 and Other Measures) Act 2020.

As part of the changes, the Government has agreed to review the accessibility of the patent system for small and medium Australian businesses. Tangible beneficial results will require businesses to support and contribute to the review.

IPTA contends that the Government should consider implementing the following measures:

a patent system(s) that provides businesses with a degree of certainty in relation to protecting commercially significant inventions, including incremental innovations;
a rapid and affordable option for protecting innovation;
an education program enabling businesses to better understand the basics of the IP system and appreciate the value of obtaining the best strategic advice;
incentives for protection of valuable intellectual property, which ultimately facilitates commercialisation;
incentives for the supply of, and access to, capital for successful commercialisation; and
encouraging and supporting SMEs to engage with qualified IP advisors.

Options such as these will ease the burden and costs on Australian businesses attempting to navigate the innovation ecosystem, thereby fostering a smarter and more innovative Australia.

These measures have value beyond the immediate short-term policy changes being considered. Only by trusting the voices of experts, such as IPTA, can Australia become an innovation leader.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Groundbreaking Science Underpins Healthy Soils

Mon, 03 May 2021 07:10:55 GMT

Science and innovation continues to play an important role in ensuring Australian farmers are internationally competitive, whilst managing their soil resource for long term sustainable productivity.

Soil is responsible for more than 95% of the food we eat and it underpins Australia's important agricultural sector. Soil provides us with a range of ecosystem services including water filtration and storage, carbon sequestration, nutrient recycling and a habitat for organisms, big and small. In many cultures, including Australia’s Aboriginal culture, soil also provides a rich cultural and social heritage.

However, whilst soil is a resource that provides us with many benefits – economic, environmental and social – it is often unrecognised. Australia’s soil resource is also facing many challenges including erosion, compaction, pollution, acidification, waterlogging, loss of soil biodiversity and salinity. These all negatively affect the soil’s ability to support plant life and grow productive crops and pastures.

Inherent soil constraints such as sodicity, low fertility, various toxicities, high density, hydrophobicity and low biological activity often present themselves and create challenges. This is particularly the case in Australia, where by world standards, our soil resource is comparatively poor in its productive potential.

Many aspects of soil management have been explored in various branches of soil science for years and are well known. The fundamental concepts of soil physics, soil chemistry and soil biology have been known for decades and underpin good soil management by farmers and by other land managers. Driven perhaps by necessity, Australia’s soil scientists have long been recognised internationally as leaders in the field, and have consistently published at a rate higher than the global average.

Nonetheless, Australia’s future soil-related challenges will require new breakthroughs and innovations in science, and this will require broad collaboration and the contribution of discipline expertise from well beyond the normal soil science disciplines.

The Cooperative Research Centre for High-Performance Soils (the Soil CRC) was established in 2017 with funding from the Australian Government and in-kind and cash contributions from its 40 participant organisations. It is the largest collaborative soil research effort in Australia’s history.

Over its 10 year funding period, and hopefully beyond, the Soil CRC is undertaking ambitious soil-related research to give farmers the tools and knowledge they need to improve their soil management and increase their productivity and profitability.

A distinctive feature of the Soil CRC is the way it brings together different scientific disciplines across research institutions from across Australia. Progress in soil research will come from the various sub-disciplines of soil science working together with analytical chemists, material scientists, molecular microbiologists, data analysts, electrical engineers, biogeochemists and information scientists. The interactions of these various disciplines ensure that the latest breakthroughs in other disciplines are soon adapted and applied.

The Soil CRC is distinctive in the way farmer groups work closely together with scientists in developing proposals, implementing research projects, interpreting results and developing conclusions to ensure that all research is end-user focussed, ensuring that the best science is put in the hands of farmers as soon as possible, and in a manner that is relevant to their needs.

As in all areas of endeavour, the ability to measure and monitor performance accurately, rapidly and cheaply is highly valued. Farmers and their advisors typically measure soil fertility by taking a soil sample, sending it to the laboratory and waiting one to two weeks for a result. Whilst this approach will still be the gold standard, Soil CRC research is looking to develop cheaper methods that can give a result in close to real-time and at a price that makes it economically viable.

For instance, researchers at the University of Newcastle and the University of Tasmania are collaborating to develop an affordable field-based tool kit for farmers to quickly determine soil chemical properties on their farms. They are developing a disposable and affordable ‘lab-on-a-chip’ device that can simultaneously determine multiple key soil chemical indicators in the field, using colourimetric methods in a 3D printed microfluidic device. By using this device, soil solutions can be measured directly in the field with a mobile phone, without the sample preparations required of other on-site analysis methods.

At the University of Southern Queensland, scientists are developing hand-held sensor technology that can be used in the field to enable a detailed measurement of soil nutrient status and supply. The sensor technology and algorithms being developed in this research will enable farmers to monitor the distribution of nutrients through the soil profile — enabling a step-change in soil management practices for both profitability and environmental sustainability.

Farmers often intuitively assess soil by smell. The fingerprint of gases emitted from soil may be able to reveal the composition and activity of the microbial community that relates to soil health. Currently, there are no field-based sensors to diagnose soil health using aromas. An ‘electronic nose’ offers a solution to this problem. The prototype eNose is being co-developed by scientists at the University of Tasmania and farmers to ensure that the technology is useful, usable and provides relevant information that is easily interpreted and understood by farmers themselves. Being able to do this will mean that farmers can make the right management decisions to improve crop performance and yield, especially in poor soils. The eNose prototype has been developed and is currently being tested with farmers, with more testing to come.

Other areas of research in the Soil CRC include the development of new products for soil fertility and function, using nanotechnology and organic chemistry to develop viable alternatives to conventional soil fertilisers and amendments, and the development of farming practices and systems that can reliably sequester soil carbon and build soil organic matter to help offset greenhouse gas emissions and improve soil health.

Science and innovation continue to play an important role in ensuring Australian farmers are internationally competitive, whilst managing their soil resource for long term sustainable productivity, and the Soil CRC is making a critical contribution to this outcome.

Dr. Michael Crawford is the CEO of the Soil Cooperative Research Centre

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Entrepreneurial Leadership and Innovation

Mon, 03 May 2021 07:00:15 GMT

Leadership is often defined as the ability to motivate a group of people or an organisation to achieve a worthwhile common goal. But what role does entrepreneurial leadership play in a world defined by uncertainty?

From our visits and reading, we have seen a sharp focus on innovation to achieve your growth goals. How did you identify which sectors to target?

Premier SM: We did a serious assessment, including consultation with business leaders, researchers, and influencers. To create jobs for the future it was clear that a sole reliance on South Australia’s traditional industries of agriculture, mining, construction was not enough for the 21st century. We needed to orient to future industries, we needed a trans-industry push on science and innovation growth.

What in your view is the role of government in achieving these objectives?

PSM: It is not only a question of giving grants. The government can achieve a number of small but important things to leverage creativity and entrepreneurship. We can help create the right environment, an emphasis on diversity and inclusion. Government can assist in improving relevance of education. A key function, which might be overlooked by some governments, is to become an active customer of appropriate new technologies and associated products.

We see that Adelaide has the largest IOT precinct in the southern hemisphere.

PSM: We have attracted MIT, which is outstanding, and are making strides in machine learning and autonomous systems. These are the keys to the phenomenon dubbed the 4th industrial revolution. If you look at, for example, the partnership between the locally founded Myriota and the global company Motherson you see the kind of synergy which a focused precinct can produce.

We believe that the South Australian ambition is to be a leader in the emerging space industry.

PSM: True. We have a long history of Defence related infrastructure and production. The Federal government wants to accelerate this industry, wisely. We have a Space Innovation Fund, an incubation program and allied venture capital facility and University collaboration where needed. We have small local companies working alongside international giants like Boeing and BAE systems. And the macro view is important – our national Space industry is expected to triple by 2030 to $12bn per annum. This means more, and meaningful jobs.

Why, given a very busy schedule did you choose the Ministerial portfolio of Defence?

PSM: There is a preference in that industry, with many very large companies to deal with senior leadership. It is an industry which is very much relationship based.

Speaking of Venture Capital, we see your team approved Artesian VC – how were they chosen?

PSM: Their experience and orientation. They are focused on start-ups, understand them, look deeply into both technologies like Myriota, and other medical service businesses of promise such as Kid Sense Child Development.

You are doing something which we admire: the business of active talent attraction. In fact we have been writing about it and quietly lobbying for more of it for decades. You have SISA, which stands for …

PSM: Supporting Innovation in South Australia. Its run by our immigration program, and is doing well. The national pilot program selectively encourages entrepreneurs to live here and build their business in our State. We’re wanting to attract ambitious seed-stage entrepreneurs.

And apart from granting entrance to the State?

PSM: This is what makes it a real program, the fact that there is support, under the office of the Chief Entrepreneur, some mentoring, assistance with networking, help in getting to know the environment we have, and are building.

We’ve said repeatedly that Australia should market more aggressively in this area, because it has so much to offer.

PSM: And Adelaide, my city, of course – one of the 10 most liveable cities on Earth, access to all the essentials for business building, an encouraging atmosphere. One thing we have learned from this Covid period is that people can successfully work remotely. I would extend that to say, given the right environment, you can build a potential international business — build scale – anywhere, and certainly that is true of Adelaide today.

You have another program – or is it an organisation?

PSM: It’s both and with specific strategic aims. Future Industries Exchange for Entrepreneurs. Its run by Jim Whaley, our Chief Entrepreneur, a fairly new position. A lot of its growth has been spontaneous, it is not solely a government initiative, the community interaction and involvement has been a vital force. It is centred on building a world class innovation precinct, called Lot 14 and such undertakings do exert their own magnetism. It has created more interaction between start-ups, entrepreneurs and our larger companies.

And your Chief Scientist is involved in FIXE as well?

PSM: Very much so. Caroline McMillen, who has a distinguished academic and practical background in health and medical research.

You have a Bio Med precinct as well, we have read about.

PSM: We are building on the strengths, in part, of the new Royal Adelaide Hospital, a beautifully designed structure, in the heart of Adelaide - one of the finest in Australia, by all criteria. Its also a teaching hospital. We are encouraging partners and collaborations in the wider area of bio med and advanced medical research, and related technical development.

It occurs that per capita, Adelaide probably has more technology parks, hubs and research concentrations than most cities. We’re thinking also of Tonsley Innovation District, Technology Hub Lot Fourteen, and the Bio-Med precinct.

PSM: And the Defence Technology facility, too, at Salisbury.

Last, we wonder how you manage also to carry the Arts portfolio, and why?

PSM: I am interested in Art generally, it enlivens and pleases the public, of course. But I have also long been fascinated by the engagement of major business with the arts. In fact some of the new digital art we see, may lead to some exciting new uses of technology which might be utilised by industry, a sort of side benefit.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Interview with Premier of south Australia, Stephen Marshall

Mon, 03 May 2021 06:45:57 GMT

South Australia over the past two years, concurrent to the Marshall government, has displayed a burst of activity to spur innovation across numerous sectors. Importantly, the state has a target goal of three per cent growth annually, and a method for achieving it across nine sectors: international education, defence, space, hi-tech, health and medical industries, food, wine and agribusiness, tourism, energy and mining and creative industries. Our editors conducted an original interview with Premier Steven Marshall for this publication on June 9, 2020.

From our visits and reading, we have seen a sharp focus on innovation to achieve your growth goals. How did you identify which sectors to target?

What in your view is the role of government in achieving these objectives?

We see that Adelaide has the largest IOT precinct in the southern hemisphere.

We believe that the South Australian ambition is to be a leader in the emerging space industry.

Why, given a very busy schedule did you choose the Ministerial portfolio of Defence?

PSM: There is a preference in that industry, with many very large companies to deal with senior leadership. It is an industry which is very much relationship based.

Speaking of Venture Capital, we see your team approved Artesian VC – how were they chosen?

And apart from granting entrance to the State?

We’ve said repeatedly that Australia should market more aggressively in this area, because it has so much to offer.

You have another program – or is it an organisation?

And your Chief Scientist is involved in FIXE as well?

PSM: Very much so. Caroline McMillen, who has a distinguished academic and practical background in health and medical research.

You have a Bio Med precinct as well, we have read about.

PSM: And the Defence Technology facility, too, at Salisbury.

Last, we wonder how you manage also to carry the Arts portfolio, and why?

Myriota is based in Adelaide’s Lot Fourteen startup precinct. The space and technology company operates nanosatellites, weighing between 1-10kg, which enable the direct transmission of data from IoT devices, and was the first company to do so in 2013. It was the first Australian company to sign with the Australian Space Agency (also based in South Australia) as a strategic partner.

By enabling the collection, and transfer of vast amounts of data gathered in real-time by sensors, even in remote areas, the company’s nanosatellites allow for longer battery life in the IoT devices, while guaranteeing a connection. This brings the price point of real-time monitoring down, while increasing its reliability.

Importantly, the technology is scalable, with the nanosatellites able to handle vast volumes of data.

The company has partnered with Motherson South Australia, a subsidiary of India-based Samverdhana Motherson Group, to manufacture the module which transmit data from the source to the satellites. In a nod to South Australia’s automotive manufacturing past, Motherson is a specialist in rear-view camera technology for motor vehicles.

By design, South Australia’s focus on building an IoT and space industry has led to a collaboration between a global giant, local Adelaide company, leaning on the state’s automotive experience and manufacturing assets.

Tonsley Innovation Park is a good microcosm of what South Australia does well: Government working in close consultation with private industry to maximise economic and social benefit. It revitalises a former car manufacturing hub, creating new opportunities of the future.

Built in 2017 with innovation and collaboration as its specific goals by design, the mixed-use precinct also features a train station, while supporting social interaction, activities, and events. Beyond its physical features, the ‘triple helix’ partnership underpinning the model also includes a focus on economic assets, including anchor businesses alongside research and training institutions, and networking assets.

Already, it is home to TAFE SA, along with Flinders University, Siemens, the Innovative Manufacturing CRC, and the Australian Hydrogen Centre. It also features business accelerators, and world leaders in medical technology such as Micro X and Zeiss.

By leveraging Adelaide’s low-risk business environment, and liveability, it allows for the attraction of world-class talent, which helps enrich the local business environment and innovation ecosystem. It is close to prime beaches, southern vineyard districts, and boasts a clean, green environment. Just 12km away from the Adelaide International Airport, it makes trade missions and global outreach much simpler.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Values-Led Leadership

Mon, 03 May 2021 06:29:11 GMT

Dr Marguerite Evans-Galea AM, IMNIS Executive Director, Australian Academy of Technology and Engineering Cofounder and CEO, Women in STEMM Australia, is a leading advocate for a connected, more inclusive STEM ecosystem to drive Australia’s prosperity.

My STEM career has spanned continents, disciplines and a range of different types of research. I enjoyed almost 20 years in fundamental and pre-clinical research in Australia and the USA. In the last decade, I worked at the Murdoch Children’s Research Institute developing cell and gene therapies for Friedreich ataxia, a devastating neurodegenerative disease.

As a strongly committed advocate for STEM research, inclusion and career development, I knew I could influence positive change within the STEM sector and have greater impact outside of research. I am now the IMNIS Executive Director at the Australian Academy of Technology and Engineering. IMNIS is the flagship industry engagement initiative of the Academy that connects PhD students and early-career researchers with influential industry leaders. It fills a much-needed gap in the sector and I know it is making a difference.

I am also cofounder and CEO of Women in STEMM Australia, a non-profit organisation that has created a diverse, inclusive network of STEMM (extra M for medicine) professionals at all levels of academia, industry, education, business and government, and includes all women in STEMM regardless of their discipline and profession.

Why science?

I loved nature as a child, especially animals, and had an innate, insatiable curiosity. I constantly asked “Why?” My curiosity and thirst for knowledge only grew stronger at high school. I was the only student in my senior year to take all three sciences and a high level maths – and I remember every one of my science and math teachers. They loved it and shared their enthusiasm!

At the start of Grade 11, I read James Watson’s book about the solving the structure of DNA – it was called The Double Helix. That was when I first fell in love with DNA, and with molecular biology more broadly. I have never lost this child-like curiosity nor my love of learning – science is the perfect place to satisfy both – whether in research or not.

Mentors, impact, and growth

Three mentors have made an enormous impact on my life and my career.

The first was my Mum. As a single parent, there was no getting away from me. Every time I asked her “Why?” (e.g. about an animal, a plant, or the weather) she would say “Go find out for yourself. Look for the evidence and you tell me.” So Mum started me in research way back then! She also encouraged me to "take everyone as you meet them", and whenever I faced a challenge she would say “Put yourself in their shoes”. This inclusive, empathetic ethos stayed with me and has only grown stronger throughout my life.

The second was a friend of my family. He was a Professor of Economics at the University of Queensland in Brisbane. Growing up in Mackay, this was the first time I’d ever met anyone from a university, let alone a professor. From a young age, he nurtured my intellect and painted a picture of a future I had never imagined, and I desperately wanted more. This is why I always knew I would go to university from a young age.

The third is the mentor I’ve searched for my entire career. A past Director of the Murdoch Children’s Research Institute and Professor at the University of Melbourne. He’s now retired, but seems busier than ever. He’s helped me to professionally develop in completely new directions – policy, media and advocacy. He’s empowered me to leave my comfort zone and he regularly challenges my thinking. Love it!

All of these experiences I pour back into my own mentoring of others. I pay-it-forward with gusto and actively take an inclusive approach. As a values-led advocate leader, it’s important for me to mentor others, and in many cases, also sponsor them. I now actively mentor women in STEMM from culturally and linguistically diverse backgrounds. It’s been a wonderful journey of cultural exchange and development, and they have embraced every opportunity with gusto!

It’s an exciting time to be a woman in STEM and see our future leaders coming through.

Thanks to the multiple initiatives that have been introduced across the STEM sector in the last five years alone, the next generation of women in STEMM will be exposed to more role models in a wide range of careers. Students in our schools, especially girls, now have a higher chance of seeing successful women scientists as part of "the norm".

This will also be a future workforce that has a climate crisis looming on the horizon. They will live and behave differently, and work with purpose; they will leave their roles if they cannot meaningfully contribute or feel like they don’t belong.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Australian Pedigree, Asian Reach

Mon, 03 May 2021 06:21:03 GMT

Intellectual property firm Spruson & Ferguson is one of Australia’s oldest companies, with a rich history following its founding in 1887 by Wilfred Spruson. Today, it is an IP powerhouse in the Asia-Pacific, with its hub model allowing the company to file patents and trade marks across the region.

Being one of the oldest IP firms on the planet brings recognisable benefits: pedigree that comes from longevity and trust that comes from delivering consistently over time. When your business is over 120 years old, with clients that have stayed on for 100 years, it is more than a company, it is closer to an institution.

Boasting over 400 employees, and 120 IP professionals with expertise in their industries, Spruson & Ferguson services over 25 countries across nine offices, and filed one of Australia’s most famous patents: CSIRO’s WLAN breakthrough for WiFi.

Thinking ahead

Being at the forefront of Australian ingenuity, and coming into contact with novel technologies and processes every day, makes a company think internally about how it can improve its service model and delivery.

For Spruson & Ferguson, this has meant innovating its business model, taking into account the rise and future growth of Asia.

When Singapore adopted its Patent Act three decades ago, Spruson & Ferguson made the decision to open up its first overseas office and has since built a network of colleagues and offices based in China, Indonesia, Malaysia, Thailand and Singapore.

This allows the company to offer a unique service model through which customers can file patents and trade marks in multiple countries, dealing with only one office, one representative, and as little as one email. For clients based in IP powerhouses like the US and Germany, having a single Australian representative operating in an Asia-friendly time-zone, achieves significant savings.

This leverages the shared business culture between the US and Australia, with many of Spruson & Ferguson’s American clients seeking comfort in the familiarity and level of customer service that the Australian firm brings.

Benefits for companies large and small

For large multinationals, the ability to file patents and trade marks in multiple jurisdictions through one Australian office offers a clear benefit. But what about smaller start-ups, which are on the edge of disrupting entire industries?

When clients’ cash flow and funding is an issue, Spruson & Ferguson is able to negotiate with its Asian partners for special fee arrangements. Given that they work under the same banner, it is far simpler than the process of negotiating a discount with a competing company.

This allows companies to build from one base and expand. Leading food processing and packaging solutions provider tna has been with Spruson & Ferguson for close to 40 years, since its founding. From a single patented invention written on a coaster in 1985, it is now a certified-multinational, with manufacturing centres across Australia, Asia, the USA and Europe.

Holding hundreds of patents, enforced around the globe, it employs over 500 people, across 30 offices, and has installed 14,000 systems worldwide.

It all started from a single patent registered with Spruson & Ferguson.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Automating Australia

Mon, 03 May 2021 06:03:26 GMT

Diverseco is providing, installing, and programming collaborative robots in Australian businesses, leveraging its experience across multiple sectors to drive transformative change.

In 1992, two entrepreneurs working out of a home office started selling automated weighing equipment under the name AccuWeigh. Within two years, Brenton Cunningham and Greg Brogan bought their first warehouse space in South Australia, before expanding into WA.

Six acquisitions and 27 years later, the duo have created the merged entity of Diverseco. The company has now pivoted to collaborative robots, colloquially called ‘cobots’ using expertise in sensor technology, and time-based measurement and control. It has installed freight systems which require collecting measurements, billing and barcode data across freight lines, recording accurately at three parcels a second.

“There is a deep skill set developed in passing data through at exactly the right moment,” explains Tim Francis, executive general manager, Automation, Diverseco.

Collaborative robots are different to industrial robots, which have a longer history in manufacturing and logistics. While industrial robots weight hundreds of kilograms, with the potential safety hazards of powerful machinery, needing to be walled off from humans, cobots (collaborative robots) can weigh under 30kg, and are able to operate alongside people on the factory floor.

From ‘dark art’ to open networks

When the technology was newer, different manufacturers made no effort to create open systems. This created a challenge for integrators like Diverseco, who would have to piece the puzzle together between different companies, with each almost speaking a different language. For cobots, the manufacturers of the robotic arms are different to the companies that manufacture the grippers, which are then different to the companies that make small, moving autonomous robots which move produce around a factory floor.

Now, the company can integrate robotic arms, with customised grippers, on top of autonomous mobile robots. In practice, a cobot on wheels can move down an aisle, pick goods up, return to a human operator, and hand them off.

On the programming side, they are now simple enough to use that a person with the computer skill needed to work a video recorder on a phone would be able to set them up for new tasks within a business, claims Francis.

“They come with a simplistic, almost ‘block’ format of programming. You do not need to be a programmer, and you can easily apply them to different tasks when needed,” he explains.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Beyond the Laboratory

Mon, 03 May 2021 05:38:21 GMT

The Diamantina Institute has a track record of success in commercialised medical technology, operating as one part of the Translational Research Institute (TRI) to bring breakthroughs from the research stage to the marketplace.

The University of Queensland’s Diamantina Institute is working on cutting-edge treatments across genomics, immune diseases, cancer immunotherapy, drug delivery, and skin cancer prevention.

Its underlying mission as part of the TRI is simple: apply basic science and turn it into clinical outcomes. It works with other research groups in the TRI by providing expertise, technologies, and a different way of approaching problems. That collaboration keeps the research on task and relating to outcomes that are clinically important.

One of Australia’s biggest medical successes, the Gardasil HPV vaccine, was developed in the Diamantina Institute in 2006, and rolled out nationally in 2007, providing protection against 70 per cent of cervical cancers. Within five years, there was a 77 per cent decrease in the type of HPV infections the vaccine protected against.

More recently, a decade of work from Diamantina’s Associate Professor Fiona Simpson led to the discovery that a common anti-nausea drug, when delivered with existing cancer treatments, significantly helps the immune system target cancer cells and kill them. As an added bonus, the combination treatment helps the immune system to retain a memory of how to target the cancer cells, leading to longer-lasting benefits.

The next step for the novel treatment is to move to clinical trials at Brisbane’s Princess Alexandra Hospital with patients suffering from head and neck cancer, triple-negative breast cancer, and adenoid cystic carcinoma.

One of the inventors of the Gardasil vaccine, Professor Ian Frazer, is now undertaking work to understand the relationship between bacteria and skin cancer. The bacteria on sun damaged skin produces toxins that damage the immune response and increase the risk of the genetic mistakes in cancer. Now, his team is looking to prevent that transition, from sun damaged skin to skin cancer, and are on the verge of clinical trials.

To undertake cutting-edge research, donations to the Institute are a necessity.

Medical research is expensive, and every group within the TRI, including the Diamantina Institute, relies on competitively-awarded grants, alongside philanthropic donations from organisations and individuals. The technology relied upon usually has costs in the millions, with many pieces becoming out-of-date within two to three years. But every dollar can make a difference to finding a cure for some of our most debilitating diseases.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

The Power of Play

Mon, 03 May 2021 03:11:24 GMT

Ten minutes of play per day can grow problem solving skills, stimulate learning, and impact the development of cognitive processes for kids. Our education system should reflect that.

According to World Economic Forum, 65% of the children going into primary school today will ultimately end up in completely new job types that do not presently exist. Though this conundrum in many ways can seem exciting, it does pose a need for us as educators, parents and policy makers, to look at ways to better prepare them for that future. The cliché of ‘change is here to stay’ is truer than ever and the world is changing faster than ever.

This is driven not only by climate, politics, and other hot topics but just as much by innovation and technology that is changing the way we work and live. Artificial Intelligence technology is coming to a point where it can predict what I will buy before I know it myself, based on data that I am not even aware companies have and processing power that supersedes my brain many times.

I don’t consider myself old and yet when I was a toddler we only had two black and white channels, browsing and shopping was done in physical stores and my wish list for Christmas was created by using a pen to circle cool toys in paper catalogues. The change till today is huge but it is nothing compared to the change my kids will see while growing up.

I have deep respect for teachers and the school system and I do believe a lot of time and resource is invested into teaching and developing teaching methods, however the mindset and approach is still to a large extent, based on the past or maybe present at best. We have many of the same subjects taught in almost the same way, perhaps with just a slight digital interaction.

Our children will be in competition with computers and artificial intelligence software so they need to focus on skills that will give them a competitive advantage that a computer will not overtake - skills like creative problem solving and critical thinking. They need not only to be able to imagine and know how to solve known problems – they need to be able to solve unknown complex problems and put their imagination into reality. Alvin Toffler says it well in his 1970 bestseller Future Shock: “the illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn”. The normal formalised education is still essential, but it becomes only a ticket to play and instead intellectual flexibility will be what drives value.

So, the most important skills for children to take on the future is to build their resilience and to build their ability to problem solve and act with agility in a changing environment. What new lessons or approaches are doing that in the school today? How are we building confidence in creativity and in going to new problems in an exploring and interested way? Unfortunately, research shows that the confidence in creativity skills is declining amongst children.

The very interesting insight here is that play can be a very strong enabler to drive this learning. Play teaches children to approach problems in different ways, to solve for the unexpected, to explore and it drives a healthy mind when it is meaningful and relevant play experiences. Many insights even suggest an intrinsic link amongst criminals stems from long-term impact of play deprivation in early childhood.

Quality play experiences can stimulate networks in the brain related to learning and therefore affect the development of cognitive processes from an early stage. Just 10 minutes a day of playing has a lasting impact!

A review of the neuroscience and biological literature on learning from The LEGO Foundation indicate that play experiences with five characteristics of learning (Joy, Meaningful, Active Engagement, Iterative, Socially Interactive) facilitate the development of interconnected brain processes in growing children’s capacity to learn. Quality play experiences activate neural networks involved in brain processes such as cognitive flexibility, memory and others, and that prepares a child’s brain for further development. This makes Learning Through Play a very important element of both family engagement and educations focus on the school.

The task on teaching our children these future-proof skillsets is not only up to teachers and educational systems. It is just as much up to the parents and even a wider societal responsibility. In most countries, and definitely Australia, parents see the value of play, but often rely on social activities and other similar situations (or the kids themselves) to drive the play activities.

We have one of the highest toy spends per child in the world but do parents actually take the time to play with the kids, challenge and drive their learning through play?

One positive thing out of COVID is that families seem to have spent more valuable time together playing and I hope that the experience from that will be longer lasting than the development time of a vaccine. I am sure that if parents knew the impact on their kids’ future of just spending a few minutes everyday to drive quality play experiences with their kids, they would not hesitate one bit in making it their highest priority.

We have an exciting future ahead of us with plenty of opportunities. An increased focus on new ways of learning from both parents and educational systems is the way to enable our children to seize these opportunities. We need to think differently about how we drive learning, and quality play experiences are a very simple thing that can drive significant impact.

Claus Kristensen is vice president and general manager, Australia & New Zealand at LEGO Group.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Respect the Humanities

Mon, 03 May 2021 02:57:13 GMT

The arts and humanities are essential to innovation, as we need a nation capable of seeing beyond the obvious and thinking creatively.

Adopting and scaling truly circular economies – where materials are kept in use for as long as possible to create greater sustainability – will really only occur through such an alignment.

With COVID-19 disrupting global supply chains and sparking questions about sovereign manufacturing capabilities, now is the time to adopt new technologies and practices that can help us to better manage our materials as resources, to reduce waste, and to create new supply chains and jobs.

This alignment of recycling and manufacturing is a key focus of my Sustainable Materials Research and Technology (SMaRT) Centre at the University of New South Wales in Sydney. We recently published two papers that explain the science and technology behind this concept.

The SMaRT Centre created the phrase "mircorecycling science" to describe its novel approach to researching innovative technologies and approaches related to reforming various waste streams into value-added materials and products. This process, which is achieved through decentralised manufacturing, is seen as a way to help regional and rural communities.

In the area of waste management, an ever-increasing population, technological advances, variable consumption trends and inefficiency in use of materials are forcing us to a near-crisis point.

Australia’s governments have agreed to ban the export of glass, plastic, paper and rubber tyres from January 2021. We therefore need to start treating these waste items as the ‘renewable resources’ that they are, feeding them back into manufacturing and diverting them from landfill, stockpiling and incinerators.

A key challenge is that, at scale, existing, centralised recycling and waste treatment methods often simply turn things like PET bottles back into PET bottles. What we need is a recycling and manufacturing system that can innovate by reforming waste so that it can have more diverse and value-added end uses.

Traditionally, recyclers have not seen themselves as manufacturers, and manufacturers have not seen themselves as recyclers – but we need them to.

If we accept that we need plastic, for instance, and that we want to keep it out of landfill and incinerators – which destroy the material forever – then we need a system that treats plastic as a renewable material.

One emerging development is the SMaRT Centre’s Microfactorie® technologies, which are modular-based and can reform waste into value-added materials for reuse and remanufacture.

This decentralised model, which brings together recycling and manufacturing capabilities, is designed to transform problematic waste materials – such as glass, textiles and plastics – into new, value-added materials and products. Examples include green ceramics for use in the built environment, and filament for use by manufacturers as a feedstock and by other users who do 3D printing.

Many of these innovations have occurred as a result of funding from the Australian Research Council (ARC), which also enabled the formation of the ARC Green Manufacturing Hub, hosted by the SMaRT Centre. In 2020 a new ARC Microrecycling Hub hosted by UNSW will research battery and consumer wastes, and seek to progress the science and technology of microrecycling and bring about more innovations. I have had the privilege of being appointed Director for both of these ARC Hubs.

Through our ongoing collaborations with manufacturing and waste recycling industries, we have developed these manufacturing and recycling solutions to address some urgent waste and recycling problems while at the same time boosting manufacturing capabilities, job creation and environmental benefits.

We now have an incredible opportunity to solve for numerous existential problems at once: collectively, we can address waste and recycling issues, and reduce our carbon footprint, while also enhancing our manufacturing capability. This has the potential to create new supply chains and enhance our sovereign capability.

COVID-19 has unearthed the weaknesses in our existing plan for meeting certain sovereign challenges. There is the potential, though, to start a "green materials" movement whereby we use waste as a renewable resource in manufacturing as a way to supercharge our economies. As we move into a likely period of recession, this could help to lay the foundations for the next recovery or growth period.

The SMaRT Centre is exploring options for moving from producing the aforementioned green ceramics at a lab scale to producing them at an industrial scale. This effort, which includes plans for commercialisation, has the potential to set new benchmarks in innovation, efficiency and sustainability for the built environment sector.

The SMaRT Centre, using foundational, selective thermal transformation techniques developed as part of our microrecycling science, has also created an innovation that we call material microsurgery.

This new technique extracts from electronic waste valuable core elements that can be used in a novel way: as a hybrid layer to improve the performance of the surface of steel. This modification enhances regular steel by giving it a high-performing "super-surface".

We used the term "material microsurgery"for this technique because we were inspired by the processes that medical surgeons use in microsurgery, where they apply targeted and selective solutions to problems.

We need our existing waste and recycling systems to adopt new processes and technology and to align themselves with manufacturing. That is, this is to be more of a lateral than a vertical integration or alignment.

In the face of our current waste, recycling and manufacturing challenges, doing onshore and more sophisticated processing of recycling as part of manufacturing can "change the game" for Australia, and for all countries around the world.

The goal is to eliminate the word "waste" from our vernacular – because waste will become the renewable resource that we know it is.

Australian Research Council (ARC) Laureate Professor Veena Sahajwalla is an internationally recognised materials scientist, engineer and inventor. She is the founding Director of the Centre for Sustainable Materials Research and Technology (SMaRT) at the University of New South Wales, Sydney, and the head of the ARC Research Hub for Microrecycling of Battery and Consumer Wastes.

This article is taken from the recently published digital book

Australia's Nobel Laureates Vol III State of our Innovation Nation: 2021 and Beyond

click here

Realigning Recycling with Manufacturing

Mon, 03 May 2021 02:18:30 GMT

We need to achieve an alignment of recycling and manufacturing and to start seeing waste as a valuable resource for many of the materials that we use as a society.