Innovatia

nologies, supply-chain capability, research and innovation, accelerating digitalisation and the uptake of Industry 4.0 and associated new busi- ness models. We need to balance short-term and critical initiatives with longer-term strate- gic needs linked to a compelling, engaging vi- sion for our future that builds on our strengths, abundant raw materials and energy sources, and delivers growth both locally and globally. And we will need to test this through the lens of industry sovereign capability and needs, per- haps in collaboration with New Zealand. “What is important now is that we don’t waste the opportunity for learning, reevaluation and innovation that a crisis like COVID-19 presents.” While much focus is rightly on the medical, pharmaceutical and health sector, we also need to reflect on opportunities for value creation, in- vestment, jobs and wealth creation in bio, energy and fuels, minerals, food and agribusiness, con- struction, defence and space, as well is in digital technology. We have world-beating capability and exemplars in all of these areas, and others. We need manufacturing and industry to be attractive to investors, businesses, research- ers, government, current and future employ- ees (think schoolchildren and the parents who influence their choices) and to the communi- ty. And we need this attraction to be both lo- cal and offshore to ensure our future relevance and economic prosperity. How do we, as a nation, bring all these ingre- dients and ideas together? A proven approach

involves the creation of a national network of technology, innovation and collaboration hubs, at scale, with both multinationals and SMEs work- ing in safe spaces with researchers. The Manu- facturing USA Institutes and the UK’s High Value Manufacturing Catapult Centres are both great examples. Both spearheaded long-term nation- al industrial and manufacturing strategies, and incentivised significant research and investment well beyond the initial government support. This is a breakthrough opportunity for Austral- ia, and it is the type of “good different” thinking and planning we will need to avoid wasting this crisis. The good news is that we have a blueprint for how this can work in Australia. And we can build on existing resources. We just need to be bold and commit to this hub business model and investment. It is time to build sufficiency of capa- bility and scale and to create both the future of work and the jobs of the future. This is the break- through opportunity that Australia must seize. David Chuter is the CEO and Managing Director of the Innovative Manufacturing Cooperative Re- search Centre (IMCRC), whose mission is to help transform Australian manufacturing through collaborative investment, research impact and innovation.

Leaders Speak - Manufacturing The idea that Australian manufacturing suffers inevitable decline is entirely misplaced and mis- guided. With the application of new technology and business models, it can be argued that there has never been more opportunity. One of our roles is to stretch the thinking of our partners. We want to find companies flexible enough to adapt to new technology and push their business models. When people ask me when Manufacturing 5.0 will arrive, I say never, because things are moving exponentially from here on out. Think, we have around 7-8 billion people in the world, and within a few short years we are forecast to have more than 200 billion connected devices and “Culturally, Australia has the unfortunate attitude that we cannot do manufacturing here. Peo- ple even ask me when I will be moving my company’s manufacturing off shore. With this mindset, Australia will struggle to produce, for example, more healthcare giants like Cochlear, ResMed and CSL. And our relatively small size is no excuse when you consider how advanced the manufactur- ing industries of Scandinavian countries are. By better integrating Australia’s STEM output with global market forces, aspiring manufacturing companies will be in a stronger position to identify and fulfil unmet needs.” Paul Brennan - CEO, Polynovo machines. What are the ramifications and opportunities of that fact?” David Chuter - CEO, Managing Director, Innovative Manufacturing CRC “Disruptions to global supply chains have exposed Australia’s reliance on international packaging and machinery components, and in doing so, have focused attention back to domestic production and reinforced the need to innovate and adapt in a post-COVID environment. As a nation, we will need to balance the future risk of import reliance and domestic production, and market forces will influence that ratio.” Mark Dingley - Chairman, APPMA

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INNOVATIA

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