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Australia develops a world-class aerospace industrial base
Release Time
2018/09/26
Three years ago, Australia began a plan to create a world-class aerospace industry. At the biennial Australian International Airshow, people can see Australia's ambition to develop its aerospace industry. At the same time, the domestic civil aviation sector is constantly changing, and the Australian military is also striving to become an important regional military force. Three years ago, the Joint Steering Committee (JSC), composed of representatives from the Australian aerospace industry and the government, faced a challenging task: to complete 16 proposals put forward in the Aerospace Industry Action Agenda, which aims to improve the competitiveness of Australia's aerospace industry. By the government
Three years ago, Australia embarked on a plan to create a world-class aerospace industry. Australia's ambition in developing its aerospace industry is evident at the biennial Australian International Airshow. Simultaneously, the domestic civil aviation sector is undergoing transformation, and the Australian military is striving to become a significant regional military power. Three years ago, the Joint Steering Committee (JSC), comprising representatives from the Australian aerospace industry and government, faced the formidable task of completing 16 proposals outlined in the Aerospace Industry Action Plan, designed to enhance the competitiveness of the Australian aerospace industry. The Action Plan, jointly championed by government and industry, presented a promising vision for Australian industry, developing and maintaining the global competitiveness of the Australian aerospace industry, increasing annual exports fivefold to reach US$2.7 billion by 2012. Quick, General Manager of GKN Aerospace Engineering Services and head of the JSC, stated that the Australian aerospace industry has exceeded expectations set three years prior. The JSC brought together representatives from manufacturers such as Aerosonde, Australian Aerospace, Hawker de Havilland, Production Parts, Qantas, government, military, and the Civil Aviation Safety Authority. All proposals were addressed during the Action Plan's implementation.
Strategic Value
Proposals from the Action Plan included identifying the strategic and economic value of a globally competitive aerospace sector; establishing a unified body representing the Australian aerospace industry; promoting aerospace employment and training; seeking new investment incentives; establishing new collaborative aerospace technology research centers; and achieving international recognition of Australian aircraft certification standards. Quick noted that collaboration between Australian industry and government is continuously strengthening. The Action Plan has elevated aerospace to a key government priority. The Australian government now clearly recognizes that the development of the aerospace industry requires a joint effort between government and industry. Without government support, commercial success in the aerospace industry would be impossible.
The government successfully employed the "Team Australia" approach in the F-35 Joint Strike Fighter program, unifying Australian aerospace capabilities, a method now being promoted in other global aerospace projects. Quick stated that innovative projects related to the Action Plan will further enable industry collaboration and are fostering broader industry partnerships. This is evidenced by the Australian industry's increasing use of the "Team Australia" concept to secure significant work packages from global aerospace prime contractors.
Carolan, General Manager of Projects and Business Development at Hawker de Havilland, highlighted the importance of government involvement in the JSF project. Previously, industry and government did not function as an effective whole. Quick believes that government support in the JSF project, and more recently in the acquisition of the Air 7000+ multi-role unmanned aerial vehicle and securing the Boeing 787 project for Hawker, has significantly boosted domestic industry. The 787 project will provide work packages for 115 Australian suppliers, with Hawker estimating the project's value to exceed AU$4 billion.
Australian subsidiaries of major global aerospace companies are also actively contributing to the growth of Australian industry. For example, Boeing Australia has expressed a commitment to helping develop the Australian aerospace industry. Employing 2400 people, Boeing Australia is Boeing's largest subsidiary outside the United States. Boeing Australia's current work includes the Wedgetail Airborne Early Warning and Control aircraft project, Australia's largest ever aircraft modification program.
Withers, newly appointed President of Boeing Australia, stated that the company is focused as a team on developing Australian suppliers and partners, aiming to benefit the aerospace industry and broader industrial sectors. Part of this effort has focused on nurturing small and medium-sized enterprises (SMEs), creating opportunities for them to join Boeing's global aircraft parts manufacturing resource network, enabling access to work opportunities with Boeing and other key international markets.
Meanwhile, Australian suppliers are also benefiting from other projects, such as the production of the Australian Army's Tiger helicopters by European Helicopters Australia in Queensland.
Unified Body
Quick considers a major achievement of the Action Plan to be the establishment of a unified body representing the Australian aerospace industry, in the form of the Australian Aerospace Industry Forum. The Action Plan report highlighted the fragmented nature of Australian industry, necessitating a unified organization to act as a single point of contact for global aerospace platform developers and independent market suppliers. All leading aerospace nations have strong industry associations.
Quick noted that while some issues were resolved within the three-year Action Plan timeframe, others extended beyond it, requiring the Forum to continue this work. The Australian Aerospace Industry Forum was established by Ian Macfarlane, Minister for Industry, Tourism and Resources, in April of last year. Members include industry associations representing the Australian aerospace industry, major aerospace companies operating in Australia, and SMEs and research institutions related to the aerospace industry. Forum members held their first meeting in December last year, establishing four working groups focused on export and supply chain management and training; aerospace and defense industry-sponsored research; certification; and regulation. The Forum is partly modeled on the Canadian Aeronautics and Space Association, the sole representative of the Canadian aerospace industry, which has done significant effective work for Canadian industry and is highly valued by the Canadian government.
A major issue facing Australian aircraft manufacturers, particularly general aviation manufacturers, as highlighted in the Action Plan, was the lack of recognition of aircraft certification standards. This led to the establishment of the Aerospace Industry Regulation and Certification Advisory Panel (AIRCAP).
AIRCAP proposed that the Civil Aviation Safety Authority (CASA), in conjunction with government-appointed panel members, improve the efficiency and consistency of certification. A key role for AIRCAP was to help successfully establish new international certification agreements. AIRCAP and the certification working group have facilitated CASA in finalizing a Bilateral Safety Agreement (BASA) between the US and Australia, and a mutual recognition agreement for certification between the UK and Australia. An implementing arrangement of the BASA with the US was signed in 2005, and negotiations are underway with other major aerospace nations. AIRCAP hopes to obtain consulting support to obtain a series of reports on certification and global mutual recognition. Gippsland Aeronautics, a general aviation manufacturer, experienced funding and overseas market development difficulties due to the lack of recognition of Australian certification, urging a swift resolution. Wight, the company's chairman, stated that the government must accelerate the process of bilateral agreements to achieve global recognition of CASA certification.
The Action Plan raised several issues concerning CASA, including cost recovery and the efficiency and consistency of aircraft certification. CASA cost recovery assessment work is ongoing, with AIRCAP having made several proposals. CASA has improved its management functions for the manufacturing sector through the establishment of a dedicated office.
Aerospace Research
Other proposals in the Action Plan relate to strengthening aerospace research, development, and innovation. Cooperative Research Centres (CRCs) have become a platform for supporting R&D, with the successful Advanced Composite Structures CRC (CRC-ACS) leading Australian aerospace composite materials R&D. Since the prioritization of aerospace work, CRC-ACS has secured ongoing government funding, supplemented by increased funding from aerospace industry members.
The action plan suggested establishing a new aerospace technology CRC. However, this proposal was not implemented due to inter-company competition and lack of industry support. On the other hand, other R&D support measures were promoted. All parties agreed to focus on commercial technology R&D through an "Australian Team" approach, such as through advanced maintenance and aircraft life extension innovation projects, with multiple companies collaborating on market promotion of technological capabilities. At the Australian International Airshow, 30 Australian companies participating in the project will showcase their capabilities to foreign customers. The capabilities guide provided at the airshow will also help introduce Australia's capabilities in this field.
The Australian defense industry also hopes that the government's new defense and aerospace industrial policy will promote prosperity. The Australian government released the Defense Policy Review report last May and solicited opinions from the industry in December. The final defense industrial policy was released by Defense Minister Nelson on March 1 this year. The introduction of the new policy is essential because the situation has changed significantly since the Defense and Industry Strategic Policy Statement was released eight years ago, such as increased defense spending, increased competition, and reforms to the procurement process.
Nine Strategies
The report proposes nine strategies aimed at supporting the Australian defense industry in meeting the needs of the Australian military and helping it secure overseas business. These strategies include measures to implement equipment and sustain ADF capabilities; prioritizing Australian industrial capabilities; creating opportunities for Australian industry; supporting the development of defense industry capabilities; promoting the export of defense products; and promoting defense technology innovation. The policy identifies measures that can help the government implement these nine strategies, including launching new Australian industrial capability projects to secure industry opportunities. It also plans to promote defense technology innovation through joint R&D between the Defence Science and Technology Group, universities, and industry. To promote exports, the Department of Defence will establish a new defense export department. The government is ensuring strong support for R&D work undertaken by domestic companies, expanding the export of the defense industry. Additionally, skills shortages are being addressed by expanding the Australian Defence Industry Skills program.
Future Challenges
Hawker's Carolan points out that the government must continue to assist industry in research and innovation. Challenges facing Australian industry include meeting the stricter cost structures demanded by prime contractors. Tenix notes that the government can help industry maintain and improve capabilities by timely project releases. After three years of development, Australia will be able to establish a competitive aerospace industry team capable of providing high value-added export products. The current AU$3.5 billion in 2012 can be achieved.
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