CAPABILITY CONNECTED
Only Platit PVD plant in the Southern Hemisphere increasing tool life and durability, reducing wear, friction and heat damage. ISO 9001 certified; PPTools designs and manufactures precision tooling, cutters, and bespoke solutions for metal and composite machining. Quality ISO 9001 Quality ISO 9001 Ready for action. Stronger. Smarter. Australian Made. Defence-grade coating solutions, proudly Australian. Stay missionready with advanced coatings that deliver strength and longevity. When precision and performance are non-negotiable, Australia’s Defence Force needs to rely on local partners who deliver every time.
www.rjstechgroup.com.au/defence One Group. One Standard. Defence Ready. In addition to PPTools, NanoTech and Rogers Industries, The RJS Tech Group includes Whitelaw Engineering Machinery, MetalTech, Wood Tech, and PPE Tech (TGA-listed, ISOcertified P2 masks). Advanced die casting and plastic injection moulding offering In-house prototyping to production with shorter lead times and complete supply chain control. From advanced prototyping to full production. Keeping critical Defence supply chains local, responsive and ready. Manufactured right here in Australia.
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Saab Make ideas real TRUE SPECTRUM DOMINANCE. The strategic imperative of harvesting data and communications on the high seas. Read the Expert Paper. 1
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RSM has a dedicated and experienced defence team that understands your business requirements Business Advisory Helping defence businesses make informed decisions and protect personal assets through smart financial insight and structure: Profitability and balance sheet health Cash flow sustainability and budgeting Data, financial / management reporting and strategy Tax, asset protection and corporate structuring Corporate Finance and Financial Modelling Leveraging our defence experience to advise on private and public corporate transactions: M&A (buy / sell side) Transaction advisory Business valuation Financial modelling Cyber Security and Risk Protecting what matters most. We support defence businesses with: Support for Defence Industry Security Program (DISP) accreditation ESG compliance and climate assurance Contract management R&D Tax and Government Incentives Maximise your innovation potential with our comprehensive services of: Access to funding through government grants R&D tax and financial advice Early-Stage Innovation Company (ESIC) advice Best Accounting & Consulting Services Firm (>$200m) 7 years in a row For more information, please contact: defence@rsm.com.au Scan the QR code for more information 11
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This section contains expanded branding profiles for particular companies. The section is divided into a number of defence relevant sectionals commencing on page 49. COMPANY PROFILE PAGES The Company Information section lists companies who supply defence-related goods and services. Listed in alphabetical order, each company listing details contact information and may include; capabilities, defence, experience and corporate information. The Company Information section starts on page 303 A brand, product or service can be sourced using the detailed brands and products and services index, which has full contact details and is cross-referenced to the supplying companies in the company information section. The Products & Services section starts on page 109 The Brands Index section starts on page 293 BRANDS, PRODUCTS & SERVICES COMPANY INFORMATION SECTION COVER ADVERTISERS INDRA AUSTRALIA ..................................................................................BACK COVER RJS TECH GROUP ....................................................................... INSIDE FRONT COVER SECURE HARD DRIVE DESTRUCTION ............................................... INSIDE BACK COVER DIVIDER ADVERTISERS INDRA AUSTRALIA ............................................................... CONTENTS-HOW TO USE DEFENCE WEST ..........................................INDUSTRIES, ASSOCIATIONS & GOVERNMENT WELD AUSTRALIA .....................................INDUSTRIES, ASSOCIATIONS & GOVERNMENT LUMIFY PEOPLE ..................................................................................PROFILE PAGES SGS AUSTRALIA .................................................................... PRODUCTS & SERVICES QLD RESEARCH LABS ........................................................... COMPANY INFORMATION PREMIUM PLACEMENTS BELKIN ................................................................................................................. 0 ROHDE & SCHWARZ (AUSTRALIA) .............................................................................. 1 ABLE INDUSTRIES ENGINEERING ............................................................................ 2 ROLLS-ROYCE AUSTRALIA SERVICES ...................................................................... 3 SRA SOLUTIONS .................................................................................................... 4 DNV GL AUSTRALIA ................................................................................................ 5 PYROTEK ...........................................................................................................................6-7 ARIS ZINC GROUP ..............................................................................................8-9 BLACKWOODS ...................................................................................................... 10 RSM AUSTRALIA ................................................................................................. 11 JCS-WB TECHNOLOGIES ...................................................................................... 12 EMPIRE PROTECTION ........................................................................................... 14 NEDERMAN ........................................................................................................ 15 SOVEREIGN CAPABILITY EDITORIALS ................................................................... 16-24 MINISTERIAL FOREWORDS................................................................................. 26-29 GOVERNMENT DEPARTMENTS DEPARTMENT OF DEFENCE ..................................................................................... 31 OFFICE OF DEFENCE INDUSTRY SUPPORT ............................................................... 32 DEFENCE SCIENCE AND TECHNOLOGY GROUP ........................................................... 32 ADVANCED STRATEGIC CAPABILITIES ACCELERATOR (ASCA) .................................. 33 NAVAL SHIPBUILDING & SUSTAINMENT GROUP .......................................................... 33 CAPABILITY ACQUISITION AND SUSTAINMENT GROUP ................................................. 34 DEFENCE DIGITAL GROUP ....................................................................................... 34 SECURITY AND ESTATE GROUP ................................................................................ 35 NEW ZEALAND MINISTRY OF DEFENCE ..................................................................... 36 NEW ZEALAND DEFENCE FORCE .............................................................................. 36 NZ DEFENCE INDUSTRY ASSOCIATION ...................................................................... 38 DEFENCE WEST ..................................................................................................... 39 DEFENCE JOBS QUEENSLAND ................................................................................. 39 DEFENCE SA ......................................................................................................... 39 VICTORIAN DEFENCE SECTOR.................................................................................. 40 INVESTMENT NSW ................................................................................................. 40 ACT DEFENCE ....................................................................................................... 40 NATIONAL MEASUREMENT INSTITUTE ...................................................................... 40 INDUSTRY GROUPS & ASSOCIATIONS AUSTRALIAN STRATEGIC POLICY INSTITUTE (ASPI) ..................................................... 41 AUSTRADE ........................................................................................................... 41 AUSTRALIAN INDUSTRY & DEFENCE NETWORK INC ............................................... 42-43 DMTC .................................................................................................................. 42 DEFENCE SCIENCE INSTITUTE ...........................................................................................42 DEFENCE TEAMING CENTRE .................................................................................... 42 AUSTRALIAN DEFENCE ALLIANCE ....................................................................... 44-45 AUSTRALIAN DEFENCE INFORMATION AND ELECTRONIC SYSTEMS ASSOCIATION ........... 44 WELD AUSTRALIA ................................................................................................ 46 SOUTH EAST MELBOURNE MANUFACTURERS ALLIANCE ................................... 46-47 AUSTRALIAN CHAMBER OF COMMERCE & INDUSTRY ................................................. 48 PROFILE PAGES ............................................................................49-108 AEROSPACE .......................................................................................................... 50 ELECTRONICS, CYBER, ICT & COMMUNICATIONS ........................................................ 55 GENERAL SUPPORT ............................................................................................... 67 LAND SYSTEMS .................................................................................................... 88 MARITIME ........................................................................................................... 93 SOLDIER SYSTEMS .............................................................................................. 102 13
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AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory THE NATION BUILD 16 STRENGTHENING AUSTRALIA’S NATIONAL SECURITY WITH A SOVEREIGN NUCLEAR-POWERED SUBMARINE CAPABILITY In 1989 I started working at ASC, Australia’s submarine company. At that time, ASC had just commenced building the nation’s fleet of six Collins Class submarines. While much has changed since then, one thing remains the same: Australia needs submarines to protect our vast maritime borders, and our way of life. For more than two decades, the Collins Class submarines have served with the Royal Australian Navy. And now the AUKUS security partnership between Australia, the US and the UK promotes a free and open Indo-Pacific that is secure and stable, as well as being transformative for the nation’s workforce growth, industrial resilience and capability, and technological advancement. In 2025, ASC will celebrate an incredible milestone – 40 years as Australia’s sovereign submarine builder and sustainer. Since ASC’s founding in 1985, our purpose has been clear: to deliver and maintain the submarine capabilities our Navy needs to operate at its best. Four decades on, that mission has never been stronger. From building a fleet of six Collins Class submarines, to our first-class sustainment operations today, ASC is responsible for one of the most complex and sophisticated naval platforms in service in the world. Our highly skilled and dedicated workforce across South Australia and Western Australia – engineers, tradespeople, project managers, and support staff – take pride in their roles. Every Collins Class submarine is a testament to the partnership between ASC, Defence, and the RAN. ASC’s work is highly technical, time-critical, and driven by an unwavering commitment to safety, reliability, and operational readiness. It is the product of decades of collaboration and mutual trust between ASC and Defence. ASC is not just a capability – it’s a national asset, built and refined over 40 years of service to the nation. As we look ahead, ASC is preparing for the next chapter in Australia’s naval capability – the transition to conventionally armed, nuclear-powered submarines under the AUKUS partnership. ASC is investing in infrastructure, technology, and workforce growth to ensure Australia has the capability to sustain these next-generation platforms. ASC’s early-careers programs are equipping the next wave of submarine specialists – from experienced tradespeople to new apprentices and engineering graduates – with the expertise needed for a sovereign nuclear-powered submarine sustainment capability. It is an investment in people, in technology, and in Australia’s long-term security. We are also working to build a resilient industrial base and open the door for Australian companies to be part of global defence supply chains. Initiatives like the Defence Industry Vendor Qualification (DIVQ) Program are already helping local businesses invest in the skills, equipment, and standards needed to compete in this space. In 2026, the Royal Australian Navy will celebrate its 125th anniversary. ASC is honoured to have played a role in that story for the past 40 years and to continue as a trusted partner in the decades to come. As I reflect on my years at ASC, I am humbled by all that we have achieved together. We’re investing in our people and our efforts to uplift Australian businesses into the AUKUS supply chain are taking shape. So now, as I turn my attention to the future, I am at ease in my confidence that ASC will continue to go from strength to strength as it delivers a sovereign multi-class capability for decades to come. Stuart Whiley AM Managing Director and Chief Executive Officer ASC Pty Ltd
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory 17 SOVEREIGN CAPABILITY EDITORIALS ACCELERATING DEFENCE CAPABILITY We are collectively facing the most complex and challenging security environment since the Second World War. The international system that has underpinned Australia’s security and prosperity for almost 80 years is under intense pressure. The 2023 Defence Strategic Review acknowledged some uncomfortable truths and reaffirmed that Australia no longer enjoys the benefit of a ten-year window of strategic warning time for conflict. Since then, our strategic circumstances have continued to deteriorate. Developed in response to the Defence Strategic Review, the National Defence Strategy (NDS) 2024 sets the framework to guide significant and urgent changes required to transform Defence’s capability to ensure it is fit for purpose and equipped to meet the challenges associated with Australia’s most significant strategic risks. We are balancing the necessity of focusing on immediate requirements to augment the force in being, as well as accelerating capabilities to meet the needs of the integrated, focused force. The Vice Chief of the Defence Force (VCDF) Group within Defence plays an integral role in implementing the NDS and accompanying Integrated Investment Program (IIP). ASCA plays a key part in this task. ASCA’s mission is to accelerate the development and transition of asymmetric capabilities to the Australian Defence Force through innovation in order to meet Defence priority needs. Now part of the VCDF Group - as the joint Force Authority, ASCA is able to work closer to the One Defence Capability System, to ensure the capabilities we are seeking to bring to bear are operationally relevant and required, employable, affordable and sustainable. The transition to VCDF Group builds on ASCA’s progress to date and formalises the relationships between operational requirements and technological innovation, as well as capability integration, development, management and sustainment. Working collaboratively with the Services’ Capability Managers across the five domains, including their respective innovation arms, ASCA’s intent is to deliver capabilities that are ready, relevant and required. We all have a role to play in assisting with the re-shaping of Defence innovation and importantly delivering vital capabilities for Defence. Delivery is key. My message is clear - Good enough on time, is always better than perfect too late. ASCA has been enabled for faster decision-making; prioritising Defence’s capability needs, with agile models of engagement that respond to operational capability demands. ASCA will accelerate innovation through to capability through its three flagship programs – Missions, Innovation Incubation and Emerging and Disruptive Technologies (EDT). Missions are at the heart of a new approach to innovation that, in partnership with industry, focus on rapidly pulling through disruptive technologies into capabilities that will meet Defence’s most pressing needs as outlined in the NDS 2024 and associated IIP. Recent ASCA examples include Mission Black Thorn, Talon-Strike and Syracuse which are all focused on developing and delivering asymmetric capability that can be rapidly put into operational use. The Innovation Incubation program is addressing capability priorities by rapidly adapting, testing and acquiring technologies through short-term, lower cost projects. Each of these activities differ slightly; in terms of procurement process, evaluation and delivery. In order for Defence to have an innovation system that can respond with urgency, we must accept that the methodology of ‘how’ we achieve capability will likely be bespoke to each requirement. ASCA will continue to employ a suite of procurement methods and processes that fast-track the transition of asymmetric capabilities into operational use. One size fits all, will not work. Collaboration with Australian industry organisations is, and will continue to be, critical if we are to deliver credible and relevant capability to sailors, soldiers and aviators at pace. Industry must continue to exhibit the ability to collaborate and be comfortable with (at times) shorter response times to Defence requests and differing processes depending on the need. Working together, industry and Government can develop a sovereign defence industrial base that is able to meet the dynamic needs of our complex strategic environment whilst minimising any burden associated with working with Defence. ASCA’s remit is clear - accelerate the delivery of capability that addresses Defence priorities. To do so requires the methods, and the means to fast-track and subsequently scale those solutions that meet Defence’s operational needs with the resources available. ASCA has been enabled and looks forward to continuing its work with industry and academia supporting and equipping our sailors, soldiers and aviators with the capabilities necessary to respond to Australia’s national security priorities. MAJGEN Hugh Meggitt AM CSC Head Advanced Strategic Capabilities Accelerator (ASCA)
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory THE NATION BUILD 18 SUSTAINING AUSTRALIA’S ASYMMETRIC ADVANTAGE: CHALLENGES FOR THE SOVEREIGN DEFENCE INDUSTRY TO 2030 Australia has always confronted a strategic paradox. As a vast continent with a relatively small population, its national defence has relied less on mass and more on ingenuity. The country’s security depends on developing and maintaining capabilities that give it an asymmetric edge over larger adversaries—systems and strategies that multiply force, disrupt opponents’ strengths, and ensure operational freedom in the Indo-Pacific. Yet as the 2030 horizon approaches, the ability of Australia’s sovereign Defence industry to sustain this advantage is far from assured. The challenges span from the factory floor to the front line, and from global supply chains to the national budget. Unless they are confronted directly, Australia risks seeing its hard-won technological edge eroded at the very moment its strategic environment is becoming more volatile. The Indo-Pacific is undergoing the most significant transformation in security dynamics since WW2. Asymmetric advantage has traditionally relied on maintaining areas of technological superiority, such as advanced submarines, surveillance systems, and precision weapons. But these technologies no longer remain the preserve of a few major powers. They are diffusing quickly, compressing the timeline in which Australia can enjoy a genuine edge. Against this backdrop, the sovereign Defence industry faces a stark reality: it remains small by global standards. While the sector has expanded in recent years, it cannot yet produce independently the full suite of platforms and weapons needed to guarantee national sovereignty. Australia still relies heavily on imports for critical systems, from microelectronics and propulsion technologies to advanced sensors. This dependency exposes vulnerabilities. A disruption to global supply chains—whether through geopolitical competition, natural disaster, or economic shock—could delay the maintenance or deployment of vital assets. Even where sovereign capacity does exist, it is constrained by scale. Developing and sustaining highly specialised capabilities demands a pipeline of skilled workers, from engineers to systems integrators. Without sustained investment in skills, industry risks bottlenecks in the very areas that underpin technological sovereignty. Another fundamental challenge lies in the speed of technological change. Emerging domains (Ai, autonomous systems, hypersonic weapons, quantum technologies) are evolving at a rate that outpaces traditional Defence acquisition cycles. Where procurement can take a decade or more, the technology itself may leapfrog several generations in that same span. For Australia, this creates a dangerous gap between prototype and production. Innovative concepts can be conceived in laboratories or demonstrated in trials, but without agile mechanisms to move them quickly into service, they risk being stranded as promising ideas rather than operational realities. Moreover, Australia’s access to cutting-edge technologies is sometimes constrained by export controls and international regulations. Collaborative projects with close allies such as the US and UK are essential, but they can also come with restrictions that slow integration or limit the transfer of critical intellectual property. All of these pressures collide with the reality of national budgets. Defence competes with pressing demands in health, education, infrastructure, and climate resilience. Large-scale acquisitions, such as the future subs or next-generation strike capabilities, consume significant portions of the budget. This creates tension between acquiring new systems and sustaining existing ones. The long-term costs of maintenance and upgrade can outstrip initial procurement, leaving less room to fund emerging capabilities that could prove decisive in maintaining asymmetry. Defence programs span decades, but governments change much more frequently. Shifts in policy, priorities, or funding commitments can disrupt industry planning and erode confidence in long-term projects. Even when systems are delivered, the challenge of integration remains. Asymmetric advantage increasingly relies not on a single platform but on the system-of-systems approach. Australia must also ensure interoperability with its allies. This is both a strength and a burden. Alignment with allies provides access to advanced technologies and strategic assurance, but it also demands that Australia adopt compatible standards, often adding complexity and cost to already challenging programs. There are also societal and ethical dimensions. The rise of autonomous systems, Ai-driven targeting, and offensive cyber capabilities raises questions about accountability, legality, and public trust. The sovereign Defence industry must operate within these constraints while ensuring that adversaries, who may not share the same ethical standards, do not gain the upper hand. Sustaining Australia’s asymmetric advantage is not impossible, but it demands a clear-eyed approach. Prioritisation is critical. Australia cannot compete across every domain, but it can focus investment on areas where it can achieve disproportionate impact: long-range strike, electronic warfare, undersea capabilities, and cyber resilience. At the same time, investing in people will determine whether Australia has the sovereign design and sustainment capability it needs. Strengthening supply chain resilience, diversifying sources, and localising critical subcomponents should also be a priority. Above all, coordination between government, industry, research institutions, and allies must become more seamless. Fragmentation and duplication are luxuries Australia cannot afford. The next five years will test whether our sovereign Defence industry can once again turn constraints into innovation and ensure that, in an increasingly contested region, the nation retains the ability to deter, defend, and prevail. Mike Johnson CEO AIDN
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory 19 SOVEREIGN CAPABILITY EDITORIALS THE STRATEGIC IMPERATIVE OF HARVESTING DATA AND COMMUNICATIONS ON THE HIGH SEAS The Indo-Pacific region is facing the most challenging strategic circumstances since the Second World War. Strategic competition between the United States and China is a primary feature, accompanied by an unprecedented regional military build-up. Challenges to regional stability are being further compounded by factors including technological advancement, particularly in the increasingly contested electro-magnetic domain. The strategic value of naval vessels lies in their persistence, and their ability to operate independently or in task groups, anywhere in the world. Advanced onboard and deployable sensors make them invaluable contributors to battlespace awareness, providing advanced detection, tracking, identification and classification capabilities across the air, surface and sub-surface domains. The high seas, once the exclusive domain of traditional naval power, have transformed into a vast, uncharted territory of digital signals. The electromagnetic spectrum is increasingly congested and contested, as rapidly modernising regional navies deploy increasingly sophisticated electromagnetic warfare capabilities. The acquisition of longer range, higher speed, more sophisticated weapons makes long range detection and rapid assessment essential. Integrated, joint (i.e. multi-service) and combined (i.e. multi-national) forces, with advanced information systems and complex command and control structures, are increasingly reliant on high-speed, redundant, resilient communications pathways. Signals Intelligence (SIGINT) and Electromagnetic Warfare (EW) play a critical role in this capability, and the integration of Artificial Intelligence (AI) and Machine Learning (ML) into SIGINT/EW systems is revolutionising signal processing and analysis, significantly enhancing operational effectiveness. The combination of advanced SIGINT/EW capabilities with best-in-class communications systems offers numerous benefits, including enhanced situational awareness, reduced reaction times, and resilient communication. This integrated approach enables naval forces to: 1. Understand the electromagnetic environment through deployment of high sensitivity and intuitive SIGINT capabilities, ensuring that threat libraries keep pace with evolving adversary capabilities. 2. Detect, localise and identify potential threats in real-time at greater ranges: advanced electromagnetic warfare (electromagnetic support) capabilities detect and analyse a wide range of signals, identifying adversary emitters, and providing actionable indications and warnings. 3. Make informed decisions: accurate and timely information in tactically relevant timeframes maximises response options. 4. Communicate seamlessly: integrated communications systems that support voice and data transmission through advanced waveforms, cryptography, and redundant communications vectors, provide forces with the best chance of fighting through contested electromagnetic space and maintaining collective information superiority. One of the most immediate and critical benefits of SIGINT/EW ship operations is the enhancement of situational awareness. Vessels provide real-time intelligence on maritime activities, which is essential for informed decision-making across all levels of command. The speed of information sharing is critical, as it directly impacts the effectiveness of decision-making and can be the difference between success and failure. Secure communications ensure the speed of relevance, providing fast and reliable transmission of sensitive information while maintaining security and integrity. Integrated communication systems (ICS) seamlessly integrate into naval platforms and wider networks. National security is another paramount concern where naval vessels play a pivotal role. Through the detection and analysis of signals associated with potentially hostile naval activities, and the ability to share this information, naval vessels play a critical role in counter-terrorism, counter-piracy, and the broader spectrum of maritime security operations. This enhances the effectiveness of naval forces in addressing threats to maritime security. Beyond the realm of pure security, naval vessels also support maritime law enforcement efforts. By tracking and intercepting signals related to smuggling, trafficking, and illegal fishing, these vessels can significantly enhance the effectiveness of law enforcement agencies operating in the maritime environment. This, in turn, contributes to the protection of national economic interests and the preservation of global maritime stability. By providing actionable intelligence, these vessels support agencies in safeguarding national economic interests. Rohde & Schwarz, with its expertise in naval sensor and communications solutions, and as a trusted system integrator, offers a range of systems tailored to the naval domain, providing true spectrum dominance and enhancing maritime situational awareness and tactical decision-making. The company‘s solutions feature market-leading sensitivity and precision, allowing threats to be detected and assessed at greater range, providing warfighters with critical additional warning time. They enhance real-time threat detection, enable robust decision-making, and maintain maritime domain superiority, better than anyone else. I encourage you to read our expert paper which delves into the realm of naval vessels, exploring their role in harvesting and communicating data on the high seas, the technological and legal landscapes shaping their operations, and the imperative for nations to integrate these capabilities into their national security frameworks. Through a comprehensive analysis, this paper aims to provide readers with a nuanced understanding of the complexities and opportunities presented in the modern maritime environment. Gareth Evans Managing Director Rohde & Schwarz Australia
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory THE NATION BUILD 20 CAPABILITY BEFORE CONTRACT Australia’s ambition to build Sovereign Industrial Defence Capability is easier said than done. The messages within the Defence Strategic Review and the Defence Industry Development Strategy are clear; Australia must have the capacity to independently equip, supply, and sustain our forces. Our National Defence procurement group operates under strict procurement regulations founded on fairness in approach to market, cognition with respect to risk and capability and of course value for money. To succeed in Defence procurements, companies must demonstrate the experience and capability to get the job done. Understandably, in Defence, where procurements are routinely in the millions and tens of millions of dollars and performance is critical to the safety of the war fighter, reputation, trust, and a relevant record is paramount. But that is the challenge for companies’ new to Defence. How do small, sovereign Australian businesses prove their credentials without the opportunity to do the work? As the Founder and Managing Director of Advanced Design Technology (ADT), I have lived this paradox. Earning each and every opportunity took time, effort, commitment, money, and resilience. Our company was not backed with venture capital or a wealthy investor. We were self-funded. Our approach was therefore to build our capability from the ground up, partnering with customers who believed in our skills and were willing to share the risk. This editorial is a reflection on ADT’s journey so far, and a call to rethink how Australia fosters industrial capability. I established ADT with a simple and compelling mission, being to Engineer the Vision, Execute the Mission. Underpinned by this, we set out to build electronic warfare capability for Defence with speed, precision and innovation, all the time navigating a testing landscape where credibility had to be earned—through delivery, not promises. We invested in infrastructure, built a multidisciplinary team, and embedded engineering governance through a Digital Engineering approach—integrating tools, data, and processes to support rapid iteration and traceability. Our approach was designed to deliberately align to Defence’s Digital Engineering Strategy, aiming to accelerate capability acquisition through industry collaboration. ________________________________________ But the Commonwealth Procurement Rules (CPRs) require competitive tendering and demonstrated capability before awarding contracts. Companies like ADT take the initiative, invest in capability, and deliver results—only to find that the (procurement) system often favours incumbents or waits for proof that can only come with support. As Pat Conroy, Minister for Defence Industry, noted: “We need the right capabilities for our strategic circumstances. The government is investing billions in long-range strike and munitions industries’’— but these investments gravitate towards established players. The playing field is tilted in their favour. For small, emerging, sovereign Australian companies like ADT, the path is harder and less certain. A recent analysis from Future Forge put it bluntly: “War requires industry… but Australia finds itself deeply embedded in a globalised system with key components produced in far-off lands.” To change this, we must rethink how capability is recognised and supported. COVID showed us what happens when supply chains get disrupted, and Israel has shown us what happens when supply chains get infiltrated. These are not theoretical risks—they are operational realities. ________________________________________ But for those of you who are reading this and nodding your head in shared frustration, there is hope. In February 2025, ADT was awarded a contract under the Advanced Strategic Capabilities Accelerator (ASCA) to develop electronic warfare technologies as part of the AUKUS trilateral innovation initiative. This marks a turning point—not just for us, but for how Defence engages with small, emerging Australian companies. The AUKUS Electronic Warfare Innovation Challenge, launched by ASCA in March 2024 for the Australian component, was designed to surface innovative solutions from across Australia, the UK, and the US. It was a competitive, capability-first model that prioritised innovation, speed, and relevance over traditional procurement pathways. For companies like ours, it was the first time the system truly recognised the value of what we had built—before waiting for it to be proven through legacy contracts. ASCA’s approach is different. It acknowledges that capability can be co-developed, not just acquired. It creates space for companies that are willing to take risks, invest early, and move fast. It also reflects a growing understanding within Defence that strategic advantage comes not just from platforms, but from an ability to adapt and innovate at speed. For ADT, this was not just a win—it was validation. It showed that our model of self-funded, customer-partnered development could deliver real value. And it demonstrated that when Defence opens the door to new ways of working, Australian industry is ready to walk through it. Adrian Thearle Managing Director Advanced Design Technology
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory 21 SOVEREIGN CAPABILITY EDITORIALS FORGED IN STEEL, BUILT FOR DEFENCE: ABLE INDUSTRIES ENGINEERING’S COMMITMENT TO AUSTRALIA’S SOVEREIGN CAPABILITY As Australia moves deeper into a new era of national preparedness, the defence landscape is evolving at pace. Sovereign capability is no longer a long-term ambition – it’s an urgent national imperative. And at Able Industries Engineering, we are proud to be part of the national effort to ensure that Australia’s defence sector is resilient, ready, and self-reliant For 50 years, our business has supported the nation’s critical infrastructure and capability development across Defence, Transport, Architecture, Alternate Energy and Public Infrastructure. We’ve proudly built everything from high-precision defence parts to large end-to-end projects in some of Australia’s most iconic structures – from Crown Casino and Federation Square to complex rollercoasters at Australia’s largest theme parks. Today, the mission is bigger. The need for sovereign capability, especially in fabrication and throughlife support, is essential to safeguarding not only security, but Australia’s prosperity and way of life. Backing the Nation Build The ‘nation build’ is about more than building assets – it’s about strengthening resilience. It means preparing for all scenarios, including conflict, disruption, or disaster. As a Defence Recognised Supplier and long-standing member of AIDN and AIG, Able Industries Engineering is committed to backing this vision. From small fabricated components to complex designed metal structures, our capacity to deliver spans industries, scales, and mission types. We don’t just manufacture – we manage the entire project lifecycle, from concept design and prototyping to production and long-term support. Turnkey, complete assembly of metal components complete with electrical, hydraulic, insulation, etc are part of our offering. Our clients don’t just receive parts – they receive certainty delivered in full, on time and on budget. With two fully equipped factories spanning over 5,000sqm and a team of highly skilled engineers, fabricators, and project managers, we offer flexibility, speed, and precision. Our facilities house advanced robotic welding, 3D Tube laser cutting, Hi-speed large capacity Turret Punch, armour plate, aluminium and stainless fabrication, and we are ISO 9001:2015 certified – ensuring consistent delivery to the highest standards. Our Sovereign Industry Capability in Action Able’s defence track record includes major national projects across Land and Sea. Whether supporting armoured vehicle builds, maritime fabrications, or through-life maintenance programs, we work hand-in-hand with primes and government alike to deliver outcomes on time and to Mil-spec. Our success lies in delivering on difficult, niche engineering projects – where others see complexity, we see opportunity. Our vertical integration model means we’re across every phase of delivery – which increases speed, quality, and cost-efficiency. We also reduce risk by maintaining control over materials, processes, and documentation in-house. Projects like Crown Casino and Federation Square may showcase our precision and scale, but our ability to switch seamlessly between large defence contracts and smaller, specialised fabrications is what truly sets us apart. We were there when Movie World needed the Lethal Weapon rollercoaster built, and again for Dreamworld’s Cyclone – but our proudest moments come from contributing to Australia’s defence capability, working on some of the most recognised military equipment to date, including Bushmaster, Hawkei, Supacat HMT, Boxer, G-Wagen, Unimog, FFG, AWD, LHD, ANZAC, Minehunter and Collins Class. Leading with Legacy, Delivering with Agility Able Industries Engineering began in 1975 with four people and a commitment to metalwork excellence. Since then, we’ve grown into a trusted national manufacturer and a key player in Australia’s defence industrial base. What hasn’t changed is our focus – we invest in R&D, innovation, and people, and we stand by our clients from first meeting to final milestone. Today, under second-generation leadership, we continue to innovate – not for the sake of progress, but to deliver value where it matters most. We remain agile, responsive, and committed to continuous improvement, because that’s what our clients – and the country – need and expect right now. Facing the Future, Supporting the Mission The challenges in Australian manufacturing are well known – global competition, supply chain disruption, and skills shortages. But the opportunities are greater. Programs like the Sovereign Industrial Capability Priority and increased investment in defence manufacturing worldwide provide a platform for companies like ours to play a frontline role in the national mission. However, readiness doesn’t happen by chance. It takes experience, systems, and partnerships. It takes businesses like Able, who have been delivering for decades and have the tools, people, experience and mindset to meet today’s requirements and tomorrow’s unknowns. To defence primes, government agencies, and project partners – if it’s metal, it can be made by Able. Let’s talk about how we can help you build stronger outcomes, ensure ongoing support, and meet the sovereign capability challenge head-on. Stephen Martyn Managing Director Able Industries Engineering
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory THE NATION BUILD 22 STRENGTH IN UNITY – WHY AUSTRALIA’S DEFENCE INDUSTRY MUST COLLABORATE BETTER Australia’s national security and economic resilience are increasingly tied to the strength of its defence industry. With the evolving demands of the AUKUS agreement and growing global instability, now more than ever, there is a pressing need for stronger collaboration between Australian defence industry associations, the federal government, and their international counterparts— particularly those in the AUKUS partnership. The biggest winners from such collaboration? Australia’s small to medium-sized enterprises (SMEs), which are the backbone of innovation and advanced manufacturing in this country. Despite the ambition to develop a world-class sovereign defence capability, many SMEs still struggle to access reliable information, understand complex procurement pathways, or find opportunities to join defence supply chains. Fragmentation among industry associations and a lack of coordinated guidance only deepens this disconnect. More cohesive collaboration would not only streamline communication but would also offer consistent support to SMEs, ensuring they understand how to position themselves to win defence work and scale up to meet future demands. By working more closely with the federal government and with each other, Australian defence industry associations can better translate national priorities into actionable strategies for industry. They can pool resources, share best practices, and provide clearer messaging on capability needs and funding programs. This united front would also enhance Australia’s credibility within the AUKUS framework, enabling our SMEs to tap into trilateral supply chains and new markets in the United States and United Kingdom. Moreover, closer cooperation with AUKUS-aligned associations could unlock opportunities for joint ventures, technology transfers, and cross-border training and skills development. Such collaboration is essential for SMEs to stay competitive in a globalised defence landscape that increasingly values integrated, interoperable, and scalable solutions. The opportunity cost of inaction is high. Without greater coordination, Australia risks missing out on the full economic and strategic potential of its defence industry—particularly for SMEs that are most in need of guidance and access. Conversely, a more collaborative approach can empower these businesses to innovate, grow, and become key contributors to national defence and regional security. It’s time for industry leaders and government alike to break down silos, foster genuine partnerships, and build a more connected and capable defence ecosystem—starting with support for those who need it most. The future of our national security and industrial base depends on it. The purpose of an industry association is to represent and serve the collective interests of companies and organizations within a specific industry. The Australian Defence Alliance (ADA) is a Not-for-Profit organisation, focused on enabling members do better business in Defence. We focus on advocacy, support, networking, information and training. When ADA speaks for our members, our voice is heard. With our unique access, we provide industry insights direct to the Primes, Defence and government officials and their Ministers in Melbourne and Canberra (often one-on-one) sharing their insights with our members. We run regular, focussed industry briefings on specific projects and topics and publish regular e-News updates. The market demand is massive, and therefore so is the need for Australian companies to understand the opportunities, and what it takes to exploit them. ADA enables SMEs by providing regular industry updates including Federal and State grant and loan information which helps SMEs achieve that. And our advocacy on behalf of the SMEs is effective. We will continue to advocate for our members for a sovereign defence industrial base, more targeted and detailed sovereign industrial capabilities and reforms to defence procurement to support the development of Australian defence industry. We advocate for defence industry policy to increasingly emphasise sovereignty. ADA works with the Defence Export Office and Defence’s Capability Acquisition and Sustainment Group (CASG) to help its members identify and pursue international opportunities. Cash and time-poor SMEs haven’t got the resources to do all this: to travel domestically and internationally, gather project intelligence, identify potential customers and industry partners and then understand whom to pitch to. ADA helps bridge that gap as well as advising on things like exports and security clearances, accreditations and regulations and even on preparing tenders. We can do all this because we’ve accumulated the in-depth defence market knowledge. So, from sharing the latest information on projects, events and policies to helping members build the right network of contacts within the eco-system, everything we do is focussed on supporting members to gain better access to opportunities. Want to start doing business in the Defence industry or with Defence? The Australian Defence Alliance (ADA) will guide you through where and how to start doing better business in Defence! Sean Farrell CEO Australian Defence Alliance
AUSTRALIAN+NEW ZEALAND DEFENCE DIRECTORY 2026 www.defence.directory 23 SOVEREIGN CAPABILITY EDITORIALS OCIUS: POWERING AUSTRALIA’S SOVEREIGN DEFENCE CAPABILITIES THROUGH INNOVATION In an era where national security is increasingly defined by technological superiority and strategic autonomy, Australia is investing heavily in sovereign defence capabilities. At the forefront of this transformation is Ocius Technology, a Sydney-based company that is redefining maritime surveillance and defence through its innovative Bluebottle™ Uncrewed Surface Vessels (USVs). A Strategic Asset for Sovereign Capability Ocius has emerged as a key player in Australia’s defence ecosystem by developing persistent, autonomous maritime platforms that enhance the nation’s ability to monitor and protect its vast maritime borders. The company’s flagship product, the Bluebottle™, is a solar, wind, and wave-powered USV capable of long-endurance missions with minimal human intervention. These vessels are designed to operate silently and persistently, making them ideal for anti-submarine warfare, border surveillance, and environmental monitoring. By designing, manufacturing, and deploying these vessels domestically, Ocius is contributing directly to the sovereign industrial base—a critical objective of the Australian Government’s Defence Strategic Review. The company’s work ensures that Australia retains control over key defence technologies and reduces reliance on foreign suppliers. Supporting National Defence Objectives The Australian Defence Force (ADF) has recognized the strategic value of Ocius’ technology. The Royal Australian Navy has extended its contract with Ocius for the continued deployment of Bluebottles™ in Operation Resolute, a mission focused on protecting Australia’s maritime borders. This extension underscores the Navy’s confidence in the platform’s reliability and strategic value. These vessels provide persistent surveillance capabilities that are both cost-effective and scalable, allowing the Navy to monitor vast ocean areas without the need for manned patrols. Recently clocking up over 85,000 nautical miles at sea, with the average time at sea before recall currently 45 days and the longest time at sea so far being 107 days, providing a persistent maritime presence. Moreover, Ocius’ technology aligns with the goals of AUKUS Pillar II, which emphasises the development of advanced capabilities such as autonomous systems and artificial intelligence. In April 2025, a U.S. Congressman highlighted the Bluebottle™ as a symbol of trilateral cooperation under AUKUS, showcasing its potential as a platform for integrated allied operations. Providing an immediate and rapid increase in Anti-Submarine Warfare (ASW) surveillance capacity. This creates a force multiplier for the aircraft, ships and submarines traditionally used for the mission, and it creates a path to success for AUKUS Pillar II. Building Local Skills and Supply Chains Beyond its technological contributions, Ocius is playing a vital role in developing local skills and supply chains. The company collaborates with Australian universities, research institutions, and small-to-medium enterprises (SMEs) to advance its technology and manufacturing processes. The original premises located at the UNSW Randwick campus, allowing the team to work closely with researchers, make use of facilities and equipment, and engage students and PhDs. This ecosystem approach not only fosters innovation but also ensures that critical knowledge and capabilities remain within Australia. Ocius’ participation in programs like the Defence Industry Internship Program (DIIP) further strengthens this commitment. By hosting engineering and technology students, the company is helping to cultivate the next generation of defence industry professionals. Enabling Agile and Scalable Defence Solutions One of the standout features of the Bluebottle™ USV is its modular design, which allows it to be rapidly configured for different missions. Whether it’s deploying sonar arrays for submarine detection or acting as a communications relay, the vessel’s adaptability makes it a force multiplier for the ADF. Its low-observability profile, combined with intelligent path-planning and autonomous manoeuvring systems, enables it to operate in contested environments with minimal risk. These capabilities are essential for modern defence strategies that prioritize distributed, networked, and resilient systems. A Model for Sovereign Innovation Ocius exemplifies how Australian companies can lead in developing sovereign defence capabilities that are both innovative and operationally relevant. By investing in homegrown technologies like the Bluebottle™, Australia is not only enhancing its defence readiness but also building a sustainable industrial base that supports jobs, innovation, and national resilience. As the global security landscape evolves, the importance of sovereign capability will only grow. Ocius’ success demonstrates that with the right vision, investment, and collaboration, Australia can be a leader in the defence technologies of the future. Robert Dane CEO and Executive Director Ocius Technology Ltd
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