Manufacturers Monthly March 26

Is your financial model future-ready?

In 2026, Australian manufacturers are being forced to look hard at whether their financial models are fit for the future – or quietly holding them back.

For many Australian manufacturers, financial models are not something consciously designed – they are inherited. Built incrementally over years, and often by multiple hands, these models can gradually evolve from a simple forecasting tool into something more unwieldy. What begins as a spreadsheet designed to answer one question can grow into a catchall solution expected to do everything, from operational forecasting to capital planning.

According to Tim Linke, Partner at RSM Australia, lack of clarity around intention is one of the clearest signs a model is no longer fit for purpose. Complexity creeps in unnoticed, logic layers stack on top of one another, and responsibility becomes diffused. The result is a model that few people fully understand, yet many rely upon for critical decisions.

“The biggest thing that comes to mind is where the model is trying to do everything for everyone,” Linke said. “Rather than having a clear, defined purpose, it’s evolved or mutated into a multi-purpose, catch-all tool which is incredibly complex.

“What we often see is a series of model owners, lots of authors along the lifecycle, and limited understanding of how it all comes together. That’s where performance issues creep in, but more importantly, so does risk.”

For small- and medium-sized manufacturers with limited resources, becoming future-ready does not require rebuilding everything at once.

When spreadsheets stop being your friend

Excel remains the backbone of financial modelling across manufacturing – and for good reason. Its flexibility allows teams to build, adjust and interrogate forecasts quickly, and to share outputs easily with stakeholders. Used correctly, it remains a powerful tool. However without the right guardrails in place, it can quickly become a liability.

Linke describes Excel as a double-edged sword. Its strength lies in its adaptability, but that same flexibility makes it easy for errors, inconsistencies and undocumented logic to creep in. The danger point comes when spreadsheets start trying to replace systems they were never designed to be.

Rather than serving as a forecasting overlay, models can gradually morph into pseudo-ERP systems, attempting to track complex supply chains, inventory movements and operational detail. At that point, risk multiplies, confidence erodes and the model’s original purpose is lost.

“Excel’s greatest benefit is its flexibility, you can do a lot with it,” Linke said. “But that also means it’s easy for risk to creep in, especially when the model’s purpose isn’t clearly defined.

“When a model starts trying to replace an ERP, particularly in a business with a big supply chain, that’s where problems arise. You want the ERP tracking what’s known, and then you extract from

that system to do your forecasting and analysis.” In a business environment increasingly shaped by global volatility, static forecasts are no longer sufficient according to Linke. Manufacturers need financial models that can explore a range of outcomes, from best-case to worst-case, and help decision-makers understand how sensitive the business is to change.

He said that scenario planning allows businesses to test assumptions against uncertainty, whether that uncertainty comes from supply chain disruption, geopolitical instability, regulatory shifts or sudden changes in demand. The value lies not in predicting

the future perfectly, but in being prepared for multiple versions of it.

Effective scenario modelling starts with reliable historical data, typically drawn from an ERP or core system of record. From there, forecasting tools can overlay assumptions and test how outcomes shift across different scenarios, providing management with confidence and clarity.

“You take information out of your system of truth and then overlay the crystal ball, the ‘what if’ scenarios. That’s where modelling really shines,” Linke said. “You can look at bookends – upside, downside, worst case, best case – and then think about what a more conservative base case looks like. It’s built on historical information, so there’s confidence in what you’re testing.”

Bridging the gap between finance and the factory floor

Linke believes one of the most common reasons financial models fail to influence decision-making is not technical – it’s cultural. When models are built in isolation by finance teams, without input from operations, they risk becoming disconnected from reality on the factory floor.

If operational teams do not recognise their own experience reflected in the numbers, confidence in the model quickly evaporates. At best, the output is ignored; at worst, it undermines trust between teams. For a model to succeed, it must reflect how the business works, not just how it appears on a spreadsheet.

Linke emphasised the importance of collaboration, ensuring key stakeholders across finance and operations are involved early and regularly in the modelling process. This alignment helps reconcile differing perspectives and produces outputs that are both technically sound and operationally credible.

“Models live and die by experience,” he said.

“Finance might have a view of how things work, but if that doesn’t align with operations – where the rubber hits the road – the model just isn’t accepted.

“We’re really focused on getting key stakeholders into the room, so everyone has a seat at the table. Finance brings the numbers, but operations bring insight into how the business ticks.”

Technology, automation and the human factor

As manufacturers invest in automation, AI and advanced analytics, financial modelling must evolve alongside them. These technologies offer opportunities to improve efficiency, reduce manual processes and generate richer insights –but they are not a substitute for human judgment.

Linke sees modelling as a critical bridge between operational change and financial outcomes, helping businesses understand not just what technology costs, but what value it creates. The goal is not to replace people, but to free them from repetitive tasks so they can focus on higher-value, more human-centred work.

While tools continue to evolve, Excel remains central for many use cases, supported by more advanced platforms where appropriate. The key is selecting the right tool for the task, balancing functionality, cost and user experience rather than pursuing technology for its own sake.

“The question isn’t how to replace people,” Linke said. “We look at what technology can do better, automate that piece, and then let people focus on more complex, more human-centric tasks that actually add value.”

A practical self-check for future readiness

For small- and medium-sized manufacturers with limited resources, becoming future-ready does not require rebuilding everything at once. Instead,

Linke advocates an iterative approach, focusing first on areas of greatest risk or volatility.

By doubling down on the most critical 20 per cent of the business and modelling those areas with greater granularity, manufacturers can build confidence incrementally. Broader assumptions can remain higher-level, reducing complexity while still improving decision-making.

Ultimately, a future-ready model is one that decision-makers trust – because they understand how it works, what assumptions underpin it, and how it responds to change.

“The real self-check is whether the business is comfortable with the end-to-end logic,” Linke says. “Do people understand how the model works, or is it something that’s just evolved over time?

“The whole purpose of a model is to enable critical decisions. If the wind starts to turn, you want scenarios already thought through so you can pivot, rather than being caught behind the eight ball and playing catch-up.”

Building models that support better decisions

At its best, financial modelling is not about complexity – it is about clarity. Clear purpose, aligned stakeholders, disciplined assumptions and the ability to adapt are what separate future-ready models from legacy tools that constrain growth.

RSM Australia approaches financial modelling as part of a broader, end-to-end advisory offering, supporting manufacturers through accounting, audit, funding, grants and capital structuring, while helping modernise historical approaches in line with a rapidly changing landscape.

For manufacturers navigating uncertainty, the message is clear: a well-designed financial model is no longer optional. It is a critical capability for resilience, confidence and long-term sustainability.

DECISION MAKER COLUMN

How Australian manufacturers can withstand competitive pressures pushed by AUKUS

Christopher Rule, general manager – Defence, Security, and Resilience at GME, examines how Australian manufacturers can turn AUKUS into a lasting competitive advantage.

For more than two years, AUKUS has dominated the strategic and industrial conversation across Australia’s defence ecosystem. Despite political turnover, multiple reviews, and evolving interpretations of its scope, the agreement continues to be reaffirmed at the highest levels of government. In 2025, the leaders of Australia, the United States, and the United Kingdom reaffirmed AUKUS through recent leader-level commitments, the establishment of agencies, and the advancement of Australia’s nuclear-powered submarine program.

These developments confirm that AUKUS is not a passing initiative, but a generational enterprise that will define defence and manufacturing policy for decades. For industry, the message is clear: the alliance is durable, bipartisan, and material

to each partner’s future capability. For Australian manufacturers in particular, this durability underpins confidence that the opportunity arising from AUKUS will persist well beyond political cycles.

AUKUS opens doors previously sealed to Australian suppliers. By linking local innovators into the largest and most technically advanced defence markets in the world, the initiative provides an opportunity to demonstrate Australian manufacturing excellence on a global stage. Integration into allied supply chains will expose local firms to new quality benchmarks and export opportunities with unmatched scale and longevity.

Recent expansions of AUKUS-aligned facilities, such as the naval infrastructure in Western

Australia, reinforce the Australian Government’s intention to cultivate an interconnected defence industrial base. For those prepared to meet the challenge, the next decade offers the chance to redefine Australia’s manufacturing capability from one of tactical support to strategic necessity.

Competitive pressures: Is AUKUS a big enough carrot?

While AUKUS is filled with promise, it also exposes the structural limitations that have long challenged Australian manufacturing competitiveness.

Even before AUKUS, Australian manufacturers operated under cost pressures well above global benchmarks. Factors like high labour costs, energy pricing, logistics complexities, and a

relatively small domestic market have constrained the ability of firms to manufacture competitively against offshore rivals. Within AUKUS programs, those constraints intensify. The projects are typically low-rate, highly specialised, and bound by rigorous defence and security regulations. Each of these increases compliance and certification costs, particularly for companies entering the defence sector from adjacent sectors, which are unfamiliar with the defence sector’s procedural tempo and documentation requirements.

These realities compound a broader truth: AUKUS participation will demand meaningful upfront investment long before major revenues flow. Tooling, certification, cybersecurity systems, personnel clearances, and supply-chain validations consume significant resources before a single contract milestone is met. The manufacturers most likely to succeed will be those with the balance sheet resilience and strategic patience to endure the financial troughs preceding the eventual peaks.

Standards challenge: Navigating divergent requirements

The pace of industrial alignment between Australia, the US, and the UK will determine how

easily manufacturers can participate in shared supply chains. While the alliance promotes collaboration, it simultaneously exposes differences in standards that are anything but trivial. Security protocols, cybersecurity compliance regimes, personnel vetting systems, and export control frameworks all vary subtly (and sometimes starkly) across the three nations.

For a small- or medium-sized manufacturer, navigating these divergent frameworks simultaneously can become a project in itself.

Compliance with US International Traffic in Arms Regulations (ITAR) requirements for instance, differs markedly from the requirements of Australia’s Defence Trade Controls framework, both in scope and enforcement. Add to that the emerging UK-AUKUS export licensing regime, and the administrative load multiplies.

This complexity breeds duplication, costs, and delays. Each jurisdiction’s compliance requirement demands dedicated systems, staff training, and independent audits. For firms already managing tight margins, the result is a disincentive to participate even as AUKUS purports to expand their access.

Encouragingly, the Australian government has introduced a couple of programs to tackle

this fragmentation head-on. Initiatives such as the AUKUS Submarine Industry Strategy help local companies upgrade security and obtain international accreditations. Furthermore, expanded use of programs, like Defence’s global supply chain and vendor-qualification schemes, is designed to help capable Australian firms shoulder the compliance burden and translate it into enduring access to allied supply chains.

Mitigation strategies:

Practical pathways forward

Despite these pressures, Australian manufacturers can position themselves to thrive under AUKUS if they approach compliance not as an obstacle but as a foundation for competitiveness. The most resilient firms will distinguish themselves by investing early in systems, partnerships, and specialisations that set them apart from transient market entrants. Strategies should include:

Investing upfront in compliance infrastructure

Cybersecurity, governance, and export control systems are expensive to retrofit. Early investment in digital security frameworks aligned

DECISION MAKER COLUMN

to US Government standards and requirements mandated on US companies, along with disciplined record-keeping and risk management processes, will reduce delays in engaging in revenuegenerating work with US companies. In short, a strong compliance posture also signals reliability to international primes evaluating potential suppliers and ensures you are ‘easy to work with’.

Form strategic partnerships

Few firms can shoulder the resource burden of AUKUS certification alone. Strategic collaboration can open modular manufacturing opportunities, enabling Australian firms to contribute components to larger integrated systems rather than compete head-to-head on complete platforms.

GME’s own collaboration with Owl Cyber Defense is an example of this model in action. Through this partnership, GME serves as Owl’s distributor and local support partner in Australia and the broader Asia-Pacific region, delivering accredited cross-domain solutions (CDS) and data diode technologies that protect some of the world’s most sensitive defence and critical infrastructure networks.

The relationship not only deepens GME’s cybersecurity portfolio but also advances AUKUS Pillar 2 technology objectives by aligning Australian sovereign manufacturing and support with best-of-breed U.S. security appliances.

Focus on niche specialisation

Competing on price is futile for Australian firms. Success will come from excelling where local

expertise intersects with allied need, from maritime communications and environmental hardening to component reliability and integrated electronic systems. The more targeted the capability, the greater the prospect of long-term inclusion in allied programs.

GME’s current trajectory illustrates how niche specialisation can work in practice for Australian defence manufacturers. Building on 65 years of RF and communications experience, GME Defence delivers advanced electronic design, prototyping, manufacturing, and test services to Defence and Defence industry customers from a secure, Defence-certified Zone 4 facility in Sydney.

This combination of sovereign engineering depth, secure manufacturing infrastructure,

LIFE SCIENCE MANUFACTURING

Why recipes and traceability are the central lever for profitability

According to APAC region lead at Yaveon, Glenn Walker, tight control of recipes and end-to-end traceability is emerging as a powerful way for Life Sciences manufacturers to ensure quality, compliance and profitability.

In the Life Sciences, production means more than manufacturing a product. Even minor deviations – whether in a recipe, raw material quality, or process parameters – can compromise safety. In serious cases, this results in blocked batches, delivery failures, complaints, or audit findings.

Companies in pharma, medical and chemical manufacturing wanting to strengthen their performance focus on two key areas: controlled recipe management and end-to-end traceability. These are not bureaucratic obligations – they form the foundation for reproducible quality, auditready decisions, and the ability to act quickly when it matters.

Recipes: “single source of truth” or systemic risk?

Recipes define not only a product’s composition and dosages, but also process steps, sequences, times, temperatures, mixing parameters, inspection points, and release logic. When this sensitive information is scattered across Excel files or folder structures, valuable knowledge becomes siloed, changes are hard to trace, and approvals remain informal. What is routine in day-to-day operations quickly turns into a stress test during an audit. Even more critical: the risk increases that outdated versions or non-approved raw materials are used in production.

Professional, digital recipe management turns this data into a controlled process. Recipes are managed centrally and act as a reliable “single source of truth”. This includes:

• Versioning and change documentation: What was changed, when, by whom, and why?

• Role-based approvals: Draft, review, and approval are separated and traceable. Enforceable 4-eyes principle.

• Plausibility and compliance checks: Use of approved materials only, correct quantities, and defined tolerances.

• Integration with quality: Specifications, characteristics, inspection plans, and releases are integral to the recipe logic.

• Audit trail by default: Documentation becomes an automatic part of the operational workflow. In practice, this means recipes are not merely

administered, but governed as a reliable basis for production, quality assurance, and audit readiness. Companies in the Life Sciences establish governance instead of gut feeling – and are consistently prepared for audits.

Characteristics and process

parameters: measurable quality requires defined

Attributes

In sensitive segments of pharma, medical and chemical, nuances such as pH value, density, or purity determine whether a product is fit for use. If these characteristics are not consistently monitored, even minor deviations can put entire batches at risk.

What seems like a small detail can turn into a costly incident: rework, blocked inventory, delivery delays, or – in the worst case – a recall.

What manufacturers need is a seamless loop: from specification to measurement to evaluation and documentation. Once this chain is in place, companies can demonstrate to customers, auditors, and authorities at any time that products meet defined standards and that deviations are assessed in a controlled manner. The decisive factor lies in system design: are characteristics managed as an integral part of the process – or as a quality appendix that only gets attention when something goes wrong?

Enabling

innovation without losing control

Recipes are living entities. New raw materials, regulatory requirements, or customer demands require constant adjustments. This dynamic is positive – as long as it remains controlled. A robust system with automatic version control and a complete history ensures that responsible teams retain visibility. They can see what distinguishes version A from version B and what impact this has on the process. This creates room for innovation, because decisions always remain transparent and traceable.

A setup includes:

• Automatic version control for recipes and characteristics.

• Protocols with timestamps and clear responsibility, including approval history –4-eyes principle.

• Comparability: What differentiates version A from version B – and how does this affect process and quality?

Transparency is the foundation for secure standards and fulfilled documentation requirements. This framework accelerates development: when controls are embedded systemically and are visible, innovation becomes possible. Decisions are traceable and repeatable – enabling agile, futureproof action.

Traceability becomes a performance lever when used end to end

Whether for patient safety or product liability, traceability is essential. Yet many Life Sciences companies face weaknesses: paper-based records, Excel instead of a central data backbone, breaks between production, quality assurance, and warehousing – and recalls that turn into logistical crises because narrowing down affected items takes too long. The question is always the same: how quickly does the system deliver answers?

A mature solution automatically links batch and serial numbers across the process and provides insights at the click of a button. It handles assignment, recording, tracking, and evaluation –including a complete end-to-end history.

A process is successful when it consistently addresses the following aspects:

• Automated number assignment (batch and

serial numbers) and consistent capture at all relevant points.

• End-to-end history: from raw material through all process steps and stock movements to delivery.

• Integrated audit trails with releases, quarantine and blocking, inspections, and decisions.

• Immediate traceability in recall scenarios: visibility of affected products, storage locations, recipients, and production lines.

• Validation-ready implementation for regulated environments.

The more precisely affected items can be identified, the lower the costs, downtime, and reputational risk, which means the faster the company returns to normal operations.

Compliance as an integral part of the process

In regulated industries, compliance must not be a separate step – it needs to be seamlessly embedded in daily operations: approval logic for materials, defined quality inspections, clear blocking and quarantine workflows, reliable labelling and documentation, and traceability that works at any time – not only on request. When recipe management, characteristics, change control, and traceability are integrated, the result is a system that combines safety and efficiency – and ensures compliance by design.

How industry experts put this logic into

practice

This is where Life Sciences specialists come in: companies like Yaveon support pharmaceutical, medical and chemical organisations in translating complex requirements into manageable, scalable workflows.

Recipes

Quality and compliance must not slow things down – they need to run reliably alongside day-today operations. The approach is pragmatic: it starts where risk and friction arise in practice, for example in versioning, audit trails, approvals, or traceability. The goal is to create stability here and then scale it step by step.

With industry solutions such as Yaveon 365 – in use by more than 850 companies worldwide – the experts bundle industry-specific ERP functionality for regulated workflows and embed it seamlessly into the Microsoft ecosystem. The objective is not “more system,” but fewer media disruptions, clearer responsibilities, consistent data, and decisions that can be justified both operationally and during audits. Artificial intelligence is playing an increasingly important role – but not as an end. In regulated environments, traceability is what counts. AIsupported functions can help identify anomalies quickly, provide information in the right context, or suggest the next sensible steps. The guiding

principle: support decisions, not replace them. The result is a setup that increases control while freeing up capacity – less time spent searching, fewer coordination loops, faster responses, and more room for innovation and progress.

Yaveon 365 is built on Microsoft Dynamics Business Central and implemented/ supported via a global network of Microsoft partners including here in Australia & New Zealand.

Choose a limited workshop package or a technical assessment and get a clear, practical view of fit, scope and next steps. Yaveon will show what to standardise first, what to validate, and where complexity can be reduced safely.

See Yaveon 365 on Microsoft Business Central supporting regulated workflows with industry-ready processes and AI-supported capabilities. Book your free assessment

Temporary steam solution ensures reliable operations for pharmaceutical facility

When new boilers were delayed, a compliant temporary steam solution from an Atlas Copco Rental kept a pharmaceutical facility running safely and reliably.

Apharmaceutical company sought to upgrade its technology and enhance energy efficiency at its plant. Due to difficulties in sourcing local support and spare parts for their ageing steam boilers, the decision was made to invest in two new steam boilers. However, after placing the order, the company learned that delivery would take several months. To maintain uninterrupted production, they needed a partner who could deliver a plug-and-play steam solution throughout this interim period.

Atlas Copco Rental was chosen for this critical task, as its steam boiler complied with the safety standards required in a pharmaceutical environment and in consideration of the nearby residential area.

Prioritising safety in operations

Within the production facility, steam plays a vital role by keeping manufacturing processes operational and controlling humidity levels in storage, which is crucial for safeguarding finished products. The highest priority for the company was safety, not only for its workforce but also for the neighbouring community.

To ensure all safety risks were addressed, a Hazard and Operability (HAZOP) analysis was conducted. The rental steam boiler successfully met the safety standards and also fulfilled requirements for low noise levels, which was an important consideration for the site.

Managing temperature and humidity risks

The project required careful planning to address the risk of a sudden drop in humidity, which could result in having to discard entire batches of product and incurring financial losses. Proactive measures were also put in place to manage potential temperature decreases. The facility’s existing boiler was used to heat water to 90°C the night before the switch to the rental boiler. At the same time, the rental boiler was brought to full operation 18 hours before disconnecting the existing unit. These coordinated steps ensured that the water in the boiler tank was maintained at 60°C, helping to offset temperature losses and protect product quality.

Twenty-four hours support and training

Along with the steam boiler, Atlas Copco Rental provided Boiler Operations Standard training for its own operators. This training ensured that operators were equipped to safely run the boiler and deliver round-the-clock support for the customer during the maintenance period.

Exceeding expectations through quality and collaboration

Atlas Copco Rental met the customer’s most important requirement: safety. According to the product manager involved in the project, “Our

plug-and-play steam boiler meets the highest safety standards required in the pharmaceutical industry. The client was so satisfied with the outcome that they plan to use this project as an internal reference for their other facilities worldwide.”

The engineering team at the facility also commended the rental partner for understanding

their needs, working collaboratively, and maintaining a high level of service quality throughout the project.

If you are ready to strengthen your operations with safe, reliable steam solutions, contact Atlas Copco at 133 420 or Rental.australia@ atlascopco.com

In modern manufacturing environments, live production dashboards help engineers analyse real-time data on the shop

Inside the data-driven factory

As manufacturers grapple with tighter margins and rising complexity, Minitab argues that unifying data, analytics and simulation is becoming central to engineering operations.

Walk onto the floor of a recently built factory and the change is immediately visible compared to its predecessors. Machines hum in steady coordination, operators move with purpose, and decisions are guided less by instinct than by real-time data. This is not a vision of distant Industry 4.0 hype, but a practical model for how engineering operations are being modernised today.

According to Minitab, an analytics firm best known for its roots in statistical process control, manufacturers are increasingly shifting away from reactive reporting towards systems that support continuous, informed action on the shop floor. The goal is not simply more data, but better control.

In a data-driven plant, sensors feed performance information directly into live dashboards. Measurements are recorded automatically, results update instantly, and insights are shared across the operation before the next part even begins. Paper forms, rekeyed

entries and lagging spreadsheets disappear. Scrap, once treated as an unavoidable cost of doing business, becomes something else entirely – a signal.

Minitab’s view is that every defect and rework cycle points to a process that can be understood, improved and controlled. When quality data is visible in real time, waste becomes measurable, traceable and, crucially, preventable.

Breaking down data silos

For many manufacturers, however, this level of control remains elusive. One of the biggest obstacles is fragmentation. Production systems track throughput, quality systems log defects, and maintenance software records downtime – often in isolation. The result is reports that conflict with one another or arrive too late to influence decisions on the floor.

Minitab argues that modernising engineering operations starts with unifying this disconnected

data. Its Prolink platform is designed to automate data collection directly from machines, instruments and inspection systems, capturing measurements instantly and sharing them across operations.

By removing manual data entry, delayed reporting and disconnected spreadsheets, Prolink creates what Minitab describes as a single, accurate source of truth. With connected data, managers can trace performance back to a specific part, operator or supplier. Engineers can confirm process capability as production is running, rather than days later. Executives can monitor key performance indicators across multiple sites without waiting for reconciliation. Minitab believes the impact is not just better reporting, but also less time is spent gathering and cleaning data, and more time focused on improving performance. Assumptions give way to evidence, grounding decisions in what is actually happening on the shop floor.

Turning insight into action

Data alone, however, does not improve a process. Its value lies in what teams do with it. Minitab’s analytics tools are aimed at helping manufacturers move from measurement to confident action.

Instead of relying on trial and error, engineers can use statistical analysis to identify what is driving variation in quality, efficiency and reliability. Trends can be surfaced earlier, the impact of changes quantified, and corrective actions prioritised based on evidence rather than experience alone.

Crucially, Minitab positions this as analysis that happens alongside production, not after the fact. Engineers can move from insight to adjustment without switching tools, while operators make informed changes while lines are still running.

Change management remains one of the most difficult challenges in manufacturing. Every improvement introduces cost, effort and risk. To address this, Minitab complements analytics with simulation through its Simul8 software, allowing teams to model production lines, supply chains and service processes digitally.

Staffing plans, schedules and maintenance strategies can be tested virtually before they are

applied on the floor. According to Minitab, this combination of analytics and simulation helps teams anticipate outcomes rather than react to problems, enabling them to select changes with greater confidence and fewer unintended consequences.

Learning at scale

As data becomes connected and decisions become more consistent, organisations gain the ability to learn across the business. Minitab’s Solution Center brings together statistical expertise, AI-driven insight and predictive analytics in a single environment.

The platform is designed to surface meaningful patterns, explain the drivers of performance and highlight emerging risks before they become costly issues. Manufacturers can identify which process settings consistently produce the lowest defect rates, predict failures using early warning signals, and prioritise improvement projects based on measurable impact rather than intuition.

Importantly, Minitab emphasises accessibility. These capabilities are no longer confined to organisations with large data science teams. Manufacturing professionals can build on

Modern manufacturing is about putting practical systems in place that support better execution.

existing systems, start with current data and expand analytical capability over time without disrupting production.

A practical shift

Modern manufacturing, Minitab argues, is not about chasing the latest digital trend, but about putting practical systems in place that support better execution. The shift begins with accurate, automated data capture. When data is reliable, teams spend less time reconciling numbers and more time addressing issues as they emerge.

Over time, the benefits compound. Scrap is reduced, throughput improves, and variation becomes easier to control. Each improvement builds on the last because organisations learn from every change instead of repeating mistakes.

For manufacturers under pressure to do more with less, this approach offers a clear path forward. By unifying data, applying analytics, and testing changes before they happen, engineering operations can move from reactive firefighting to confident control.

As Minitab frames it, this is not a distant future state. It is a practical way to reduce waste, improve margins and run better operations today.

SENSOR SOLUTIONS

Intelligent sensing for a safer, smarter factory

SICK combines intelligent safety and digital sensor solutions to help manufacturers boost productivity, protect workers, and drive smarter, more sustainable operations.

Founded in 1946, SICK has grown from a garage-based start-up into an established sensor manufacturer, with annual revenues of $2.1 billion and 11,800 employees worldwide. The company’s origins trace back to Dr Erwin Sick, who identified early on that the combination of light, optics and intelligent electronics could solve industrial problems others had overlooked. In 1952, that insight led to the development of the accident prevention light curtain – a breakthrough that allowed machines to detect people and stop before serious injury occurred.

What began as a one-man operation has evolved into a business that supplies intelligent sensors that keep industrial automation running safely and efficiently. SICK has built its reputation not on product features alone, but on solving practical challenges in demanding environments. Customers such as OCME in Italy have used SICK safety scanners for 20 years with zero accidents, while HIK Robots integrates SICK sensors into systems supplied to DHL and Volkswagen, relying on their performance in harsh conditions without constant recalibration or supervision.

As a founding member of the International Data Spaces Association, SICK has also placed data security at the centre of its strategy, recognising that embedded sensors are now integral to production lines.

“After nearly 80 years, we know good sensors aren’t the ones with the most features,” said George Peretiatko, safety solutions manager at SICK. “They are the ones that work when conditions are harsh, and someone’s job depends on them not failing.”

That philosophy is underpinned by a long-held corporate belief articulated by its founder.

“We believe that technology is for the benefit of people,” added Yiming Mai, solution business manager, digital transformation. “Doctor Erwin Sick himself said that, and we’ve been following this value for almost 80 years now.”

Safety solutions for robotics, palletisation and AGV/AMR

As robotics adoption accelerates across manufacturing and logistics, the balance between productivity and operator safety has become complex. Collaborative robots, high-speed palletisers and mobile platforms are increasingly

sharing space with human workers. According to Peretiatko, traditional safety systems are often too blunt as an instrument for these environments.

“The challenge with collaborative robots and robotic automation in general is maintaining productivity while keeping people safe,” he said. “Traditional safety systems treat any human presence as a threat – the robot stops, production holds, someone resets the system, and you repeat the cycle.”

SICK’s approach is to make safety intelligent and contextual. Rather than defaulting to complete stops, its systems combine safety laser scanners, safety camera systems and safe speed monitoring to assess proximity, intent and risk in real time. Configurable protective fields can be switched depending on operational mode – one set of parameters for automatic production and another for manual intervention or teaching.

“The focus is on safety solutions that match the actual risk based on the machine safety life cycle,” Peretiatko said. “The innovation is making safety intelligent enough to enable collaboration, not just preventing collision.”

In palletisation and automated material handling, the risks are magnified by heavy loads, high throughput and shared workspaces. SICK addresses these environments with intelligent sensors, adaptive safety zones and real-time monitoring that respond

According to Peretiatko, traditional safety systems are often too blunt as an instrument for these environments.

instantly to people or obstacles. Crucially, safety data is transformed into actionable insights, ensuring protection without unnecessarily constraining performance in fast-moving facilities.

Mobile automation presents a further layer of complexity. Autonomous guided vehicles (AGVs) and autonomous mobile robots (AMRs) must operate reliably amid unpredictable conditions.

SICK designs its sensors specifically for these industrial environments, rather than adapting consumer technologies.

“Mobile robots only work if they handle real industrial conditions – dust, vibration, various light conditions,” Peretiatko said. “Our sensors are built for those environments from the start. They don’t need constant recalibration when lighting changes or dust accumulates.”

Integration has historically been a barrier, particularly where multiple safety signals, protective fields and diagnostics require extensive cabling. SICK has moved towards network-based safety communication over standard Ethernet protocols, replacing dozens of separate cables with a single connection. For machine builders and system integrators, this can reduce commissioning time.

“No proprietary interfaces, no compatibility nightmares,” Peretiatko explained. “The robot integrates with existing factory systems and can be deployed quickly.”

In one warehouse deployment, AGVs were experiencing near misses with pedestrian traffic during peak hours. The site responded by throttling vehicle speeds across the entire facility – a safe but inefficient solution. After introducing SICK safety scanners with configurable detection zones, vehicles could adapt their speed based on location and proximity to people, operating at full speed in open areas and slowing automatically near workstations.

According to Peretiatko, incidents dropped, while throughput increased by 10–15 per cent because vehicles were no longer artificially limited across the whole site.

Looking ahead, SICK sees industrial mobility evolving towards connected fleets capable of thinking and acting in real time. Edge processing, adaptive monitoring and instant fleet communication are central to this vision.

“SICK is shaping the future of industrial mobility by enabling connected fleets of autonomous robots that think and act in real time,” said Peretiatko. “Safety data becomes operational insight, helping businesses improve both efficiency and workplace safety.”

Digital solutions – industrial data analytics, sustainability and condition monitoring

While safety remains foundational, SICK’s sensor footprint across global industry has opened new opportunities in digital transformation. With thousands of devices already embedded in production lines, the company is focused on turning data into actionable intelligence.

“We’ve been providing traditional sensors for many decades, so we’ve literally got sensors all over the place,” said Mai. “The question now is how we help customers transform that raw sensor data into actionable insights and improve operational efficiency.”

Many of SICK’s latest products incorporate onboard processing, enabling programs to run directly within devices such as LiDAR sensors. This reduces computational load on PLCs and supports faster decision-making at the edge. In machine vision,

SICK’s Nova app supports automated inspection, quality control and tracking, with embedded intelligence that streamlines deployment.

“We can actually run programmes inside the sensor to reduce the computation cost for our customers and enable faster decision making,” Mai explained. “With our vision systems and Nova app, we enable inspection automation, quality control and tracking.”

Connectivity forms the next layer. SICK supports industry-standard protocols including OPC UA and MQTT, simplifying integration into modern Industrial Internet of Things (IIoT) architectures. Data can then be aggregated and analysed using SICK Analytics, the company’s software platform designed to visualise trends and support predictive maintenance.

“We help them connect the data from the sensor to their platforms, store the data, manage it and display it,” said Mai. “SICK Analytics aggregates the sensor data, helps them visualise trends and supports predictive maintenance so they can make decisions based on the data they receive.”

The outcome is reduced downtime, improved product quality and better allocation of labour. AIenabled inspection cameras enhance quality control, while data-driven maintenance strategies allow interventions to be planned rather than reactive.

Sustainability is intertwined with these capabilities. As energy costs rise and manufacturers pursue decarbonisation targets, detailed operational data becomes essential.

“One of the hot topics in the industry at the moment is cost and wastage,” Mai noted. “Companies are trying to make money, but at the same time we’re trying to make the world better.”

By providing granular data on production performance, conveyor systems and resource usage, SICK enables manufacturers to identify inefficiencies and reduce waste. Better visibility of equipment performance supports both cost control and sustainability objectives.

In one recent Australian project, SICK supported a player in the storage sector with an RFID-enabled warehouse stocktake system. Previously, six staff were required over weekends to manually count inventory.

“The system has helped them greatly,” Mai said. “Tasks that once required extensive manual effort are now completed more quickly and consistently. This frees staff from manual tasks so they can focus on value-adding activities that contribute more to their personal development and to the business.”

Looking to the future, both executives acknowledge the growing prominence of AI, adaptive technologies and cybersecurity. Peretiatko views AI through the lens of safety and resilience, emphasising the importance of secure, scalable systems in logistics automation. Mai, meanwhile, sees data readiness as the immediate priority for many Australian manufacturers.

“People keep talking about AI all the time,” Mai said. “But especially in Australia, people should be looking into data right now for data-driven decision making ready in the machine level. That’s what SICK is providing – connecting the data, storing the data, managing the data and helping them understand it, so they are prepared for AI in the future when it’s needed.”

From light curtains in the 1950s to edge-enabled analytics platforms today, SICK’s trajectory reflects a consistent theme: technology deployed with purpose. Whether safeguarding collaborative robots or transforming sensor data into strategic insight, the company’s guiding principle remains unchanged – technology, ultimately, is there for the benefit of people.

Tackling hazardous manual handling in workplaces

WorkSafe Victoria is providing expanded support to help employers tackle hazardous manual handling through a free online handling workshop.

Off the back of a successful pilot last year, WorkSafe’s Manual handling basics program is back again, helping small-tomedium-sized employers tackle one of the most persistent safety challenges facing workplaces. The program brings practical education, expert insight and free support together under one message – manual handling injuries are preventable, and Victorian businesses don’t have to deal with the issue alone.

WorkSafe chief health and safety officer Sam Jenkin said it was imperative that employers took advantage of available resources to help reduce the risk.

“While these injuries are unfortunately all too common, they are preventable with the right

systems, equipment and work layouts in place,” Jenkin said. “Our free online educational workshops give employers the tools they need to make the necessary changes and protect their workers from harm.”

Offering practical support

WorkSafe’s practical Manual handling basics program recognises the realities of running a small or medium business – limited time, competing priorities and often limited access to specialist safety resources.

Delivered online and free of charge, the workshop provides education to participants with simple tools and information to help prevent musculoskeletal disorders (MSDs) such as sprains and strains, back

injuries, soft tissue damage, hernias and chronic pain caused by hazardous manual handling. These injuries are not only painful and potentially long term for workers, they are also costly for businesses through lost productivity, absenteeism and staff turnover.

Participants hear directly from an independent expert in ergonomics and safety, who provides advice and feedback on managing hazardous manual handling risks in real workplace settings. The focus is on what employers can do – immediately and sustainably – to make work safer.

The workshop covers core areas including:

• understanding occupational health and safety (OHS) responsibilities

• learning how to identify hazardous manual handling

• conducting risk assessments; and;

• applying a simple risk management approach.

It also helps employers recognise the early warning signs of injury and points them to free tools, guidance and ongoing support available through WorkSafe.

Beyond compliance, the benefits are tangible. Businesses that attend the workshop are better equipped to identify and control risks, improve productivity, reduce absenteeism and demonstrate a genuine commitment to worker safety. In a tight labour market, that commitment can also help attract and retain skilled workers.

Why hazardous manual handling still matters

Hazardous manual handling remains the leading cause of workplace injury in Victoria. That persistence reflects how broad the issue is. It is not limited to lifting heavy objects; it includes any work that involves lifting, lowering, pushing, pulling, carrying, moving, holding or restraining something or someone. Manual handling becomes hazardous when it involves repeated, sustained or high force, awkward postures, repetitive movements, exposure to vibration, or loads that are unstable, unbalanced or difficult to grasp. Environmental conditions like heat, cold and poor lighting can also make matters worse. It can occur in manufacturing facilities, warehouses and construction sites, but also in offices, healthcare, agriculture, and hospitality.

Everyday tasks such as steering a heavily loaded trolley, using vibrating tools like jackhammers, working at a cramped desk for long periods, handling animals, or repeatedly lifting stock from floor level can all present serious risks if not properly managed.

The injuries caused by hazardous manual handling – which are overwhelmingly MSDs – can be debilitating. They often develop gradually, making

them easy to overlook until damage has already occurred. Work-related stress, high job demands and low levels of support can also influence how injuries develop.

“Hazardous manual handling injuries often develop gradually, making risks easy to overlook until it’s too late,” Jenkin said. “Even if certain tasks don’t appear to be strenuous at the moment, that doesn’t mean they are free from risk. Even labelling products or sealing bottle tops can lead to serious MSDs if appropriate controls aren’t in place.”

Finding, fixing and reviewing risks

WorkSafe guidance is clear: employers have a legal duty to identify hazardous manual handling, assess the risks and control them so far as is reasonably practicable. The Compliance code: Hazardous manual handling provides a practical framework for doing just that.

The first step is consultation. Involving employees –and health and safety representatives (HSRs) where they exist – helps ensure hazards are identified early and controls are realistic and effective. Workers are often best placed to understand where and how manual handling risks occur in the workplace.

Once hazards are identified, risks must be assessed. While a formal risk assessment is not always required if controls are already well understood, employers must consider key factors such as postures, movements, forces, duration and frequency of tasks, and environmental conditions. Control measures must follow the hierarchy set out in the Occupational Health and Safety Regulations 2017. Wherever possible, risks should be eliminated entirely. Where elimination is not reasonably practicable, risks must be reduced by changing the workplace layout, systems of work, tools, equipment

or by introducing mechanical aids.

Jenkin reminded employers that risk controls are not a ‘set-and-forget’ exercise.

“Employers are required to review and, if necessary, revise controls when work changes, new information becomes available, injuries are reported, incidents occur, or when requested by an HSR,” he said.

The Manual handling basics workshop brings these employer obligations into focus, highlighting not only what the law requires, but how to meet those requirements in a practical, efficient way.

A clear call to action for employers

WorkSafe’s Manual handling basics program sends a strong signal: preventing these injuries remains a priority, and support is readily available. For employers in particular, the Manual handling basics workshop offers a rare opportunity to access expert advice, practical tools and clear guidance at no cost.

Registrations are now open and places are limited, so eligible businesses are encouraged to sign up early and secure a spot.

“Hazardous manual handling injuries are not inevitable,” Jenkin said. “Even in physically demanding industries, they can be avoided.

“Investing a small amount of time now can deliver worthwhile long-term benefits – safer workplaces, healthier workers and more resilient, productive businesses.”

For more information about the Manual handling basics workshop, visit: https:// www.worksafe.vic.gov.au/ manual-handling-basics.

Competing while staying cost-competitive in diagnostics manufacturing

The Australian Medtech Manufacturing Alliance highlights how three local manufacturers are winning through automation, design-for-manufacture and system integration.

Australian manufacturers are challenging the idea that high-wage economies cannot compete in medical technology production. Three local companies show how automation, manufacturing-led design and contract design and manufacturing organisation (CDMO) production are helping Australia compete globally in the manufacture of medical diagnostics.

Australian manufacturing often carries a simple label: high cost. Across advanced manufacturing sectors, that assumption is increasingly being challenged by companies that are staying globally competitive by designing cost, quality and scale into products and production systems from the start. While the examples in this article come from medical technology, the manufacturing lessons apply broadly, from precision components to heavy equipment and industrial systems. Cost competitiveness is being shaped less by labour cost or location, and more by how effectively manufacturers combine automation, design-formanufacture and integrated production systems to deliver reliable output at scale.

In the manufacture of medical diagnostics, this

shift is especially visible. These products include the tests used to detect infection, guide treatment decisions and monitor disease across hospitals, pathology labs and point-of-care settings. They must be produced to extremely tight quality and traceability standards, often at very high volumes, making them a clear example of how modern manufacturing disciplines translate directly into global cost competitiveness.

Across the sector, three shifts are driving change. Automation is reducing labour sensitivity. Designfor-manufacture is removing cost and variability before products reach scale. Integrated development and production are cutting ramp-up time and protecting yield.

The commercial model is shifting as well. In global medtech, more companies are moving toward outsourced manufacturing through CDMOs. These operate similarly to multi-customer contract manufacturing or shared production platforms used in other advanced manufacturing sectors. CDMOs can spread capital equipment, cleanroom infrastructure and quality systems across multiple customers, lifting utilisation and lowering effective

production cost. This model is well established in European manufacturing clusters such as Ireland, where strong outsourced manufacturing ecosystems support globally competitive diagnostics and device production.

SCHOTT MINIFAB, ZiP Diagnostics and Planet Innovation provide three local examples of how this is working in practice. Each operates in a higher-wage environment. Each is competing internationally. And each is doing it by engineering cost competitiveness into product design, manufacturing systems and commercial models from the start.

SCHOTT MINIFAB: Combining technical depth with practical manufacturing

SCHOTT MINIFAB is a Melbourne-based CDMO dedicated to helping diagnostic and life science companies turn their innovations into realworld products.

Their mission: to accelerate access to new diagnostics and therapeutics so patients get the care they need, and so life science companies can

deliver on the promise of their discoveries faster, and with confidence.

Around the world, SCHOTT MINIFAB is known for its technical capabilities from polymer and glass microfluidics to microarray and precision manufacturing. While their customers seek them out for their depth of expertise, the real-world needs of product developers are often more commercial than conceptual. They have products they need to launch on a timeline, targets for cost of goods, and budgets that can’t be stretched.

SCHOTT MINIFAB’s role is vital, pairing technical depth with practical manufacturing solutions that can meet both performance requirements and commercial realities.

In other words, cost competitiveness is rooted in deep expertise that makes injection moulding successful, translated into pragmatic commercial solutions through a universal pilot line.

“We know from experience, design that looks good on paper isn’t enough; it has to be something we can mould consistently, repeatedly, and at the quality levels our customers and the wider diagnostics industry demand,” said Andrew Hind,

Site Manager, SCHOTT MINIFAB, Melbourne.

According to the company, two examples of how they get there are: precision injection molding capabilities and commercial solutions embedded in their universal pilot line. Rather than forcing every new product into bespoke pilot setups with high capital outlays and slow ramp-ups, their flexible, purpose-built pilot line consolidates the core capabilities required by the majority of diagnostic and life science products, with a design-for-manufacture approach. This allows product developers to avoid large upfront investments and to scale from early prototype batches in the tens or hundreds into commercial volumes in the tens or hundreds of thousands of units per year, all on the same qualified platform.

“If you want to move fast and maintain the highest product quality, a design-formanufacture (DFM) approach is a paved and proven pathway to the marketplace; our pilot line offers a flexible technology infrastructure to enable product developers to get to market, faster,” said Ed Wilkinson, VP & GM of SCHOTT MINIFAB.

ZiP Diagnostics: building efficiency from day one

ZiP Diagnostics is a Victorian medtech company with a mission to develop and manufacture lowcost point-of-care diagnostics across human, animal and environmental health applications. Its starting point is a lesson many developers learn too late.

“Developing prototypes without considering manufacturability is a common trap that can prove costly at scale. At ZiP Diagnostics, we took a different approach: embedding quality systems and manufacturing efficiency from our first prototype,” explained Dr Julia Cianci, Head of Strategy and Business Development at ZiP Diagnostics.

That choice required upfront investment, however avoided a far more expensive rebuild later: establishing ISO13485 certification and cleanroom infrastructure early meant never facing the expensive proposition of retrofitting quality into established processes.

“Establishing our quality management system right from the start has proven to be a smart investment,” said Cianci. “Every efficiency gain we’ve made has been built on that foundation, rather than fighting against legacy processes that weren’t designed for scale or commercial manufacture.”

ZiP Diagnostics’ competitive pricing stems from designing both products and manufacturing processes in parallel. They co-developed their assay production design with manufacturing processes, introducing efficiency at every stage. Cianci said that this approach is critical given their diverse product portfolio spanning human, animal and environmental health applications.

“We can switch efficiently between products and bulk manufacture common components, significantly reducing production time at scale,” she said.

ASSOCIATION UPDATE

ZiP Diagnostics also describes integration as a speed and scale advantage. Their mantra: operating product development and manufacturing together creates genuine competitive advantages. According to the company, there is no tech transfer delay when moving from prototype to production - development scientists work alongside the production team daily.

Equally important for ZiP Diagnostics is that local manufacturing also means faster iteration.

“We’re on the ground with local customers. Partners can trial early prototypes and we can adapt platform features like sample preparation and data management to suit different clinical and field settings,” said Cianci.

Summing up the value in practical terms, Dr Cianci said having product development and manufacturing integrated means the company can work with partners to develop customised products that meet their specific needs.

“We can rapidly prototype, test and validate within our own facility. That responsiveness is very difficult to replicate when development and production are separated by organisational boundaries, or oceans,” she said.

She also emphasises that strategic capability building is key. Bringing diverse technical expertise in-house and mixing people with decades of biotech experience with new graduates has built a strong team that delivers products for real-world conditions.

Planet Innovation: engineering unit economics through automation, integration and contract manufacturing

Planet Innovation is a Victorian healthtech innovation and manufacturing company, founded in 2009, providing end-to-end product development and contract manufacturing capability for diagnostics, life sciences and healthcare products.

For Planet Innovation Group CEO Stuart Elliott, competitiveness comes down to how unit economics are engineered.

“Where there’s a relatively low labour content, the cost of labour becomes less critical. We’ve got highly sophisticated, complex products where the components are much higher cost than the labour in putting them together,” he said.

Elliott also pointed to an accelerating global shift that supports this approach: “If you look at any manufacturing, increasingly it’s being automated.”

In his view, that trend is reshaping what “costcompetitive” looks like in regulated industries and strengthening the case for local manufacturing models that tightly integrate design, engineering and production.

The CEO also highlighted the scalability advantage of contract manufacturing. With a growing “trend to outsourcing” in medtech manufacturing, Elliott sees increasing opportunity for contract manufacturers “to then go and work for maybe 10 different companies.”

ZiP Diagnostics is an Australian diagnostics company with a mission to develop and manufacture lowcost point-of-care diagnostics.

The shared lesson

Across SCHOTT MINIFAB, ZiP Diagnostics and Planet Innovation, a different picture of cost competitiveness is emerging.

These companies are not competing because labour is cheaper. They are competing because manufacturing is designed into the product from the start. Automation reduces labour sensitivity. Design-for-manufacture removes cost before scale. Integrated development and production protect yield and shorten the path to volume. In CDMO

environments, shared infrastructure and specialist capability further improve utilisation and efficiency. This is especially relevant in the manufacture of medical diagnostics, where quality, traceability and regulatory performance are non-negotiable. What these companies show is that modern medtech manufacturing is no longer driven by labour rates alone. It is driven by how well products and factories are engineered to work together. That shift is already playing to Australia’s strengths.

endeavourawards.com.au

ENGINEERING FOCUS

Developing a biosensor for on-site PFAS detection

A new portable biosensor, designed for rapid scale-up in manufacturing, could transform PFAS monitoring by enabling swift on-site water testing.

Per- and polyfluoroalkyl substances, better known as PFAS, are a ubiquitous group of synthetic chemicals used in firefighting foams, food packaging, and stain-resistant fabrics. Their stability makes them highly persistent in the environment, posing ongoing risks to human health and ecosystems. Among these, perfluorooctanoic acid (PFOA) has attracted particular attention due to its widespread detection and well-documented health impacts, prompting tighter regulatory guidelines worldwide, including in Australia.

Traditional laboratory testing for PFAS is expensive, time-consuming, and confined to metropolitan facilities, creating barriers for frequent and geographically broad monitoring. This leaves regional and remote communities, often near historical contamination sites, at a disadvantage when assessing water safety. Dr Saimon Moraes Silva, director of La Trobe University’s Biomedical and Environmental Sensor Technology (BEST) Research

Centre, emphasised the importance of shifting analysis away from centralised labs.

“People that live in remote and rural areas don’t have access to centralised facilities that can run these analyses,” he said.

Recognising this gap, Moraes Silva and his team have focused on manufacturing a portable biosensor that allows on-site PFAS screening. The goal is to enable rapid, point-of-need assessments without the delays associated with sample transportation and lab processing. By providing an early indication of contamination, this technology can guide whether samples require more detailed laboratory testing.

How the biosensor works

The technology behind the biosensor draws on electrochemistry, the same principle used in glucose monitors for diabetes management. The device employs a test strip coated with proteins that bind specifically to PFAS molecules. When

PFOA in a water sample binds to the protein, it disturbs the protein layer, triggering a measurable change in the electrical current. This allows the device to provide a rapid yes-or-no indication of contamination.

Unlike conventional laboratory analysis, the biosensor requires no complex sample preparation, reducing the time from sampling to measurement. Moraes Silva said the practical advantage is clear.

“Currently, when samples are sent to a lab, there’s a lot of processing required before analysis. Our technology removes the processing steps – people can put a water droplet on the test strip and press run to get a measurement,” he said.

The technology is designed to be portable and field-deployable, enabling users to perform tests on-site, including in remote areas. This capability is crucial for environmental monitoring, particularly for remediation teams tasked with treating contaminated water. Collecting samples and waiting

ENDEAVOUR AWARDS

Celebrating the best in Australian manufacturing

Endeavour Awards return in 2026 to celebrate the manufacturers, leaders and innovations shaping Australia’s industrial future, with tickets now on sale for the gala event.

At a time when Australian manufacturing is being asked to do more than ever – lift productivity, build sovereign capability, and compete on a global stage – the Endeavour Awards stand as a powerful reminder of what the sector can achieve when innovation, leadership and collaboration come together.

Presented annually by Manufacturers’ Monthly, the Endeavour Awards have become one of the industry’s most respected celebrations, recognising the individuals and organisations driving progress across Australia’s manufacturing landscape.

With tickets now on sale, the awards return in 2026 for a gala dinner on 13 May at the Westin Brisbane, delivered alongside and in collaboration with Australian Manufacturing Week (AMW) 2026.

More than a black-tie event, the Endeavour Awards offer a rare opportunity for the sector to pause, reflect and celebrate success. Leaders, innovators and emerging talent from across the country gather under one roof to share stories, strengthen networks and acknowledge the

achievements shaping Australia’s industrial future.

As Geoff Crittenden, chief executive officer of Weld Australia, puts it, the awards play a vital role in showcasing the real strength of local manufacturing.

“The Endeavour Awards shine a spotlight on what Australian manufacturing does best – solving problems, lifting performance, and delivering worldclass outcomes,” Crittenden said. “They recognise the people and businesses who are investing in skills, engineering excellence and advanced capability, and that recognition matters.”

The 2026 awards feature a refreshed suite of categories designed to reflect the increasing breadth and sophistication of Australian manufacturing. While flagship honours such as Manufacturer of the Year and Leader of the Year remain central, additional categories highlight excellence across aerospace, transport, health technology, sustainability, advanced manufacturing and food and beverage manufacturing.

Together, the categories paint a picture of a sector evolving rapidly – embracing automation,

digital technologies and higher standards, while continuing to underpin Australia’s economy and national resilience.

According to Crittenden, celebrating these achievements publicly is essential to sustaining momentum.

“Innovation isn’t just about new technology,” he said. “It’s about improving quality, safety and productivity in real industrial environments. When we celebrate those improvements, we encourage others across the sector to lift their game as well.”

Now, with finalists soon to be confirmed and anticipation building ahead of the gala dinner, the focus has shifted to ticket sales – inviting manufacturers, engineers, executives and emerging leaders to be part of one of the industry’s most important nights of the year.

For attendees, the evening offers far more than awards alone. It is a chance to connect with peers, meet collaborators, and gain insight into the ideas and approaches shaping Australian manufacturing’s next chapter.

“The Endeavour Awards are a chance to step back, showcase your capability, and be recognised alongside the best in the country,” Crittenden said. “It’s also a great opportunity to see the innovation happening across Australia and to connect with industry leaders who are driving change.”

Sponsor spotlight: Weld Australia

As platinum sponsor of the event and also the prestigious Manufacturer of the Year award, Weld Australia plays a central role in supporting the Endeavour Awards’ mission to recognise excellence and capability across the manufacturing sector.

A not-for-profit, membership-based organisation, Weld Australia is the peak body for welding in Australia and the nation’s representative member of the International Institute of Welding (IIW). For decades, it has worked behind the scenes to lift capability, quality and safety across fabrication and manufacturing – ensuring Australian industry can compete, grow and thrive.

“Our purpose is simple,” Crittenden said. “We exist to lift capability, quality and safety across the entire sector, so Australian fabrication and manufacturing can compete, grow and thrive – both locally and globally.”

Weld Australia supports manufacturers through a combination of training, certification, technical guidance, advocacy and industry collaboration. Its events, forums and working groups bring together engineers, fabricators and decision-makers to share knowledge, tackle real-world challenges and strengthen industry standards.

“Through our events, forums and working groups,

you’ll find a community that shares knowledge generously and collaborates to solve real-world challenges,” Crittenden said. “And as the collective voice of the sector, we advocate with governments, standards bodies and major procurers to strengthen local content and build a resilient, sovereign manufacturing base.”

That mission aligns closely with the values celebrated by the Endeavour Awards, which place a strong emphasis on leadership, continuous improvement and innovation grounded in practical outcomes.

“The Endeavour Awards celebrate the same things Weld Australia exists to enable – excellence, capability and continuous improvement,” Crittenden said. “Raising standards, adopting leading-edge technology and investing in skills are the foundations of a strong manufacturing sector, and that alignment is why we’re proud to be involved.”

Crittenden believes the timing could not be more important. Across defence, infrastructure, energy and advanced manufacturing, expectations around quality, traceability and compliance are rising – and Australian manufacturers are responding.

“There are a few developments I find particularly exciting,” he said. “The rapid shift toward advanced manufacturing and automation, including robotics and digital welding technologies, is lifting productivity and consistency. There’s also a growing focus on quality systems, traceability and compliance, driven by tighter standards across major supply chains.”

Equally critical, he said, is the renewed focus on workforce development.

“The push to build a stronger pipeline of skilled workers through modern training and certification pathways is shaping a future where Australian manufacturers can compete globally on capability, not just cost.”

For award finalists and emerging innovators, Crittenden sees the Endeavour Awards as both recognition and encouragement.

“Innovation in manufacturing is never easy, but it’s essential,” he said. “Every improvement you make – in process, quality, technology or workforce skills – strengthens Australia’s ability to compete globally. Back your ideas, keep collaborating with industry, and focus on building capability that lasts.”

With tickets now on sale, the 2026 Endeavour Awards Gala is set to be a defining moment on the manufacturing calendar – a night to celebrate achievement, acknowledge leadership and reinforce the importance of a strong, capable manufacturing sector.

For those considering whether to attend, Crittenden’s message is clear.

“Too often Australian manufacturers underestimate the value of what they’ve achieved,” he said. “The Endeavour Awards are your chance to be part of something bigger – to celebrate success, learn from others, and help shape the future of Australian manufacturing.”

The Endeavour Awards Gala Dinner will be held on 13 May 2026 at the Westin Brisbane, alongside Australian Manufacturing Week. Tickets are now available through the official Endeavour Awards website.

COMMENT

PAUL COOPER, CHAIR,

Australia’s prosperity paradox

Despite record commodity wealth, Australia remains one of the least economically complex nations – exposing a structural weakness in how we create and capture value.

Australia is experiencing what can only be described as a prosperity paradox.

As gold and silver prices soar and copper’s strategic value accelerates - underscored in BHP’s latest financial results - Australia’s national income rises with every shipment leaving our shores. The strength of our resources sector underpins public revenue, supports jobs and reinforces Australia’s reputation as a reliable global supplier. On the surface, it is a picture of success. But, beneath that success lies a structural vulnerability.

We are sophisticated at extracting, processing and exporting raw commodities. Our mining operations, agricultural systems and logistics networks are among the most advanced in the world. The engineering capability and operational precision embedded in these sectors are world class.

Yet that sophistication largely stops at the wharf. We capture immense value in getting commodities out of the ground and onto ships, but we generate little additional value beyond that point. As a result, we export products that are less complex than they could be. This is a similar dilemma that confronts Australia’s manufacturing industry.

The recently recalibrated Economic Complexity

Index (ECI) from Harvard Kennedy School of Government brings this into sharp focus. Australia’s position has moved from 105th to 74th out of 145 countries. But that ‘improvement’ is driven largely by changes in methodology and data sets – not from a sudden transformation in our industrial structure or export complexity.

In fact, of the 38 nations that make up the Organisation for Economic Co-operation and Development OECD, Australia ranks second lowest of all of them in ECI measures, just ahead of Chile. By comparison, New Zealand ranks a full 25 positions higher than Australia in the index – at 49 – and Greece at 48. Both of these countries also put to rest any excuse that our remoteness is the cause of this ranking.

The confronting fact is that despite our relative wealth of natural resources and pool of capable manufacturers, our export basket remains narrow and dominated by raw commodities rather than value-added, complex products. That’s not to say that our commodities and agriculture sectors aren’t important nor complex. It is more to say that we aren’t leveraging their full potential onshore.

The ECI is not just another ranking. It reflects the

depth, diversification and sophistication of what countries produce and export and the recasting of data aims to better reflect that complex equation. In the latest results, Harvard called out the growing dominance of Asian economies, which are distinguished by advanced manufacturing and complex products that earn higher value on global markets. They do not simply extract resources; they manufacture complex goods from resources, retain intellectual property and capture value domestically. By contrast, Australia remains overly reliant on commodity and agricultural exports. Our iron ore, coal, lithium, wheat and beef – and increasingly gold and silver – are the backbone of national income. There is nothing wrong with that – they are worldclass. But exporting predominantly raw or semiprocessed inputs means we allow other nations to add the value that comes from turning those inputs into advanced products and technologies.

In short, we mine the ore; others make the machines. We grow the grain; others transform them into household brands.

That is Australia’s prosperity paradox: a wealthy nation that relinquishes the highest value generating stages of manufacturing offshore.

This dynamic has real consequences. It limits growth prospects and investment in local manufacturing, it also drives skilled engineers, designers and innovators overseas where commercial opportunities exist. More importantly, it also leaves us vulnerable to global commodity price cycles rather than benefitting from diversified industrial strength.

If Australia genuinely wants to lift its economic complexity and grow prosperity, we must move from commodity dependence to value-added production. This means more than rhetoric – it requires strategic, sustained action to build industries that design, make and export sophisticated products.

AMGC has demonstrated that when solid Australian ideas are backed by industry leadership and targeted investment, they generate resilient jobs, export opportunities, and more prosperity. From concept to commercial success, AMGC has been central to turning Australian innovation into globally competitive businesses.

Nowhere is this more important than for small-tomedium manufacturers. Large companies can and should innovate, but the future of a complex economy lies in growing our thousands of highly capable SMEs into globally competitive manufacturers.

These firms already operate at world-class

standards in niches such as precision fabrication, engineering services, digital integration and specialised components. But too often they are confined to local supply chains or serve a single industry. With the right support, they can diversify into adjacent, high-growth sectors such as renewable energy, defence technologies, advanced materials and electrified transport infrastructure.

A compelling example is the Wind Energy Manufacturing Co-Investment Program in Western Australia. This initiative between the Western Australian Government and AMGC is leveraging existing industrial capability – much of it currently serving the resources and energy sector – to pivot into renewable energy supply chains.

Crucially, this model does not require firms to abandon their current customers or capabilities. Instead, it helps them grow their businesses by applying proven skills and technologies to serve future-facing markets. This preserves existing revenues and expertise while opening doors to new export opportunities.

This “diversify from strength” approach should be a template for national industrial strategy. It shows how deepening complexity does not have to undermine existing economic foundations; rather, it enhances them.

Australia’s commodities and agriculture will remain essential to our prosperity, but they are also powerful springboards for increasing Australia’s economic complexity. This uplift will only be realised if we intentionally add value to these commodities through manufacturing and build industries capable of competing globally. Otherwise, we will continue to cede opportunity to others.

The ECI ranking - even after recalibration –makes one thing clear: wealth alone does not guarantee complexity. Complexity is built through capability, scale and the ability to export what we create.

There are more than 47,000 manufacturers in Australia. Ninety per cent employ 20 people or fewer. That is not a weakness. It is untapped national capacity.

Over the past decade, AMGC’s model has proven that when good ideas are backed by informed

guidance and targeted, disciplined funding, manufacturers commercialise faster, scale smarter and create high value jobs. From critical minerals and defence to health, space and clean energy, Australian innovation can be built here and sold to the world.

This is about strengthening the missing middle, translating policy into practical outcomes and securing long-term economic resilience. The next decade must be about capturing that potential –before the world does it for us.

MEGATRANS 2026

MegaTrans partnership network grows

MegaTrans 2026 continues to attract industry backing, with peak bodies and major operators joining its expanding partner line-up and Operator Hub.

MegaTrans 2026 is continuing to gather industry support, with an increasing number of peak bodies, safety organisations and major freight operators signing on ahead of the Melbourne event this September.

The International Cargo Handling Coordination Association (ICHCA) Australia has been confirmed as an official Industry Partner, adding to a growing list that includes the Victorian Transport Association, the Chartered Institute of Logistics and Transport, CLOCS-A and ASCLA. Collectively, the partners represent the diverse freight, transport and logistics sectors MegaTrans aims

to connect, spanning road, rail, ports, intermodal and warehousing.

ICHCA Australia brings a specialised focus on cargo handling, safety and operational performance across ports, terminals and transport interfaces, where regulatory, technological and risk considerations are increasingly intersecting.

“Over the past fi ve years, technology has transformed cargo handling, with innovations in automation, real time tracking and analytics,” said ICHCA Australia chair, Scott McKay. “At the same time, the profile of freight is changing as we decarbonise with electric vehicles, lithium ion

batteries and the growth in more dangerous and hazardous cargo, including critical minerals.

“The increased awareness of the risks of explosions and fires on vessels and in terminals, combined with more stringent safety regulations, means greater collaboration between stakeholders is essential.

“MegaTrans provides a forum where these innovations, risks and regulations can be discussed as the industry works through their impact on trade.”

In parallel with the expanding partner group, MegaTrans is also strengthening its Operator Hub,

which is designed to embed real-world operational insight into the exhibition and conference program.

Operators confirmed for the hub include UPS, Amazon, DP World, Maersk, Wettenhalls, Cold Xpress, SGS Logistics, Hi-Trans Express and Centurion, representing parcel delivery, linehaul, refrigerated logistics, contract logistics and freight forwarding.

Prime Creative Media, organisers of MegaTrans, said the mix of industry bodies, safety organisations and operators is helping to shape a more comprehensive industry event.

“Each of these organisations brings a different

lens to how freight moves and how risk, safety and performance are managed across the network,” says Siobhan Rocks, general manager of events at Prime Creative Media.

“ICHCA Australia’s expertise in cargo handling safety and operational standards adds another important layer to the conversation, particularly as cargo profiles, vessel types and regulatory expectations continue to evolve.”

MegaTrans brings together suppliers, technology providers, fleet operators, infrastructure owners, logistics providers and government stakeholders to examine the systems, services and investments

influencing the future of freight and logistics in Australia and the region.

The 2026 event will feature a large-scale exhibition alongside a conference program focused on innovation, safety and sustainability across transport, logistics and supply chain operations.

MegaTrans will take place at the Melbourne Convention and Exhibition Centre from 16 to 17 September 2026.

For more information or to get involved, visit: https://megatrans.com.au/get-involved/

PRODUCT SHOWCASE

PSENmgate: Compact and versatile system for safety gate monitoring

PSENmgate is the latest addition to Pilz’s safety gate portfolio, building on the proven reliability of PSENsgate.

By integrating the trusted PSENmlock safety locking device with the versatile PITgatebox pushbutton unit, it delivers a compact and user-friendly system for monitoring and controlling safety gates.

Just like its predecessor, PSENmgate combines safe guard locking with integrated control elements – now packaged in a more adaptable and streamlined design. This reduces installation complexity, enhances operator convenience, and ensures protection for personnel working around hazardous machinery.

Enhanced flexibility

The strength of PSENmgate lies in its flexibility. Users can equip the system with various control elements such as pushbuttons, key switches, illuminated pushbuttons, section stop, emergency stop, and escape release. Suitable handles and complementary accessories further expand its application possibilities, making it an all-round solution for different types of safety gates.

Enhanced variants for greater flexibility are also available to support a broader range of industrial setups, such as the Long Housing Version. This extended variant integrates an emergency stop and

four pushbuttons – ideal for installations where operators need several functions directly at the gate without relying on separate control panels. It improves ergonomics and efficiency, especially in work environments where quick, direct action is needed. Installation flexibility has also been improved with the option of upward or downward cable outlets. Previously available only with downward cable entry, PSENmgate can now be selected with cables routed from the top as well. This enables cleaner wiring, easier integration into existing infrastructure, and better accommodation of space-restricted layouts – whether cables are

guided from overhead or through floor ducts. With these enhancements, PSENmgate continues to evolve in response to the demands of modern production environments. Its modular concept, combined with advanced functionality and installation flexibility, makes it well suited for industries such as packaging, presses, intralogistics, food and beverage, transport, automotive, and machine tools.

Application example: Robot Cell

The safety gate system PSENmgate can be used wherever safe guard locking with integrated control elements is required. Its flexibility makes it suitable not only for accessible safety gates, but also for covers and flaps that need reliable protection.

A typical example is its use on a robot cell. Here, PSENmgate ensures safe guard locking of the accessible safety gate, preventing entry into the hazardous area until the robot has safely stopped. In larger applications, multiple safety gates can be connected quickly and easily in series, allowing operators to maintain high safety levels while keeping wiring efforts minimal. This makes PSENmgate valuable in systems where several access points need coordinated protection without complex installation work.

For more information, visit https://www.pilz. com/en-AU/products/sensor-technology/ safety-switches-with-guard-locking/ psenmgate-safety-gate-system, email sales@ pilz.com.au or phone 1300 723 334.

WELD COMMENT

Why now is the time to build sovereign capability

Capitalising on defence emerging as a critical driver of sovereign capability, resilience and industrial renewal, the National Manufacturing Summit is set to turn strategy into action in 2026.

In 2026, Australia stands at a pivotal moment in its industrial evolution. After decades in which the local manufacturing footprint narrowed in the face of global pressures, we are witnessing a strategic recalibration – one where manufacturing is no longer simply a cost centre, but a cornerstone of national resilience, competitiveness and sovereign capability.

Manufacturing underpins our economy, our security and our ability to respond to global uncertainty. Nowhere is this clearer than in the defence sector, which is poised for unprecedented activity and opportunity.

It’s against this backdrop that Weld Australia is proud to convene the National Manufacturing Summit in Adelaide this July. The Summit is a forum designed to catalyse constructive dialogue, strengthen industry-government partnerships, and chart a course for Australian manufacturers ready to meet the demands of a rapidly changing global landscape.

A sector at a crossroads

It’s no longer enough to say Australian manufacturing faces headwinds. The sector is under strain. It is being eroded by a flood of lowcost, non-compliant imports that do not meet Australian Standards. These products undercut local manufacturers on price, not quality, creating an uneven playing field that threatens jobs, investment, and sovereign capability.

Multiple industry reports paint a stark picture. According to the Ai Group, the manufacturing industry entered recession around the middle of 2024, and contracted 2.6 per cent over the last year. The downturn, driven by rising energy costs, skills shortages, global competition, low-cost imports and productivity challenges, has hit local producers hard.

Manufacturing’s share of the national economy has also shrunk dramatically. By early 2025, the industry’s contribution to GDP had fallen to just 5.1 per cent, a record low and among the smallest manufacturing footprints in advanced economies. This is down from more than 8 per cent two decades ago and roughly 15 per cent in the 1970s. This contraction highlights not just cyclical softness but a structural erosion in industrial activity and competitiveness.

The sector’s struggle isn’t abstract. According to recent reports, more than 5,100 established manufacturing businesses closed in the year to June 2024, reflecting the cumulative pressures of cost increases, supply chain disruptions and an inability to compete at scale in energyintensive industries.

Productivity – a key driver of competitiveness – remains another weak spot. Manufacturing productivity has been declining, contributing to an uneven national performance and making it harder for firms to deliver sustainable growth and wage outcomes. One of the reasons for this declining productivity is that, too often, what’s being counted as “manufacturing activity” is actually remediation work. When offshore suppliers win contracts on price and the product arrives, failing to meet Australian Standards, local industry ends up absorbing the time and labour to make it compliant. That rework doesn’t improve output; it simply adds hours to the same job, dragging productivity down. If the job should take 1,000 manhours but ends up taking 5,000 because imported steelwork arrives non-compliant and has to be repaired locally, that’s not productivity –it’s rework.

Together, these indicators reveal a manufacturing sector that is not simply facing challenges but failing to maintain its historical contribution to the economy, even as it remains central to exports, R&D investment, capital formation and jobs.

In this broader context of contraction and competitive pressure, the importance of sectors like defence manufacturing becomes unmistakable. Despite the broader downturn, defence continues to be an area of relative growth and strategic priority, with Australia’s defence industry contributing significant value and supporting hundreds of thousands of jobs through extended supply chains.

According to the ABS, the Australian defence industry contributed $11.9 billion in gross value added in 2023–2024, growing by 12.4 per cent year-on-year, and directly employing nearly 70,000 people, with strong increases in both output and workforce participation. When extended through supply chains, the broader defence ecosystem now supports more than 100,000 jobs nationwide.

The strategic imperative for sovereign capability

Australia’s Defence Industry Development Strategy has shifted the nation’s approach to defence manufacturing. It places a clear emphasis on building a sovereign industrial base capable of delivering key capabilities when and how they are needed, supported by streamlined procurement, workforce development and industrial prioritisation.

These strategic frameworks are accompanied by major defence projects with real manufacturing implications. For example, Australia is investing in guided weapons production capacity, including a dedicated Australian Weapons Manufacturing Complex that aims to produce 4,000 missiles annually by 2029 – a move that will stretch beyond simple assembly to deepening local production capability and scaling a highly technical workforce.

Meanwhile, naval shipbuilding programs, armoured vehicle manufacturing and aerial systems expansions are driving demand for highly skilled fabrication, materials expertise, welding proficiency and inspection capability across a broad swathe of engineering disciplines.

What this means for Australian manufacturers is simple: the rules of engagement are changing. Defence is no longer a sector to which you outsource from overseas; it’s a sector that demands, and increasingly rewards, local participation, quality, compliance and technical excellence.

Turning policy into practice

The task ahead is not just strategy, but execution. Industry and government now share a sense of urgency about translating high-level ambitions into tangible contracts, supply chain participation, workforce readiness and quality systems that meet world-class standards.

This is why the National Manufacturing Summit matters. It will bring together policymakers, defence prime contractors, SMEs, researchers and capability advocates to discuss not merely what opportunities exist, but how Australian businesses can position themselves to win work, partner across sectors and scale for future demand.

We anticipate robust discussion on themes such as:

• Workforce development and training, especially in critical trades such as welding, inspection and advanced fabrication

• Supply chain integration, including how SMEs can work with primes and adjacent sectors to scale capability

• Technology adoption, from digital manufacturing and additive processes to automation and quality data systems

• Export potential, as Australian defence products and services find new markets in allied supply chains

The Summit’s high-level agenda is designed to connect policy with practice, and aspiration with capability. It will also provide a platform for sharing case studies and practical insights that industry can implement immediately.

Why welding and industrial skills matter

At Weld Australia, we see first-hand how investment in industrial skills translates into national capability. Welding and fabrication are foundational disciplines. They are intimately linked with quality assurance, compliance to standards, and the repeatability and reliability that defence systems require, whether building naval hulls, armoured vehicles or missile assemblies. A strong welding workforce is not a luxury; it is a strategic capability.

This is echoed in the growing demand for

certified welders and welding supervisors across defence supply chains. Employers increasingly value not just experience, but internationally recognised certifications that speak to consistency, safety and quality. Australia’s welding training and certification ecosystem is being modernised to support this demand, aligning with defence priorities and broader manufacturing workforce needs.

Turning opportunity into reality

Optimism about the future must be paired with pragmatism. The upcoming Summit will confront key barriers that manufacturers face, from skills shortages to access to capital and integration into defence supply chains. Solutions will require cross-sector collaboration, clear pathways for SMEs, and continued policy support that incentivises local production.

Australia’s Modern Manufacturing Strategy and associated road maps outline industry opportunities and government levers for growth across priority sectors, including defence. The Summit is a chance to advance those conversations and give industry confidence to invest-in people, technology and capability.

Attendees can expect engaging sessions that explore practical approaches to workforce development, supply chain scaling, quality system adoption and technology transfer. These are the building blocks that will allow Australian manufacturers not just to participate in defence projects, but to lead segments of the supply chain with confidence.

A call to action

For manufacturers reading this: the time to engage is now. The sovereign capability opportunity is real, and it is within reach for those who are prepared to invest in skills, systems and partnerships. Whether you are an SME ready to scale, a technical specialist seeking to upgrade competencies, or a strategic thinker looking to collaborate across sectors, the Summit will offer insight, connection and direction.

We are at the start of a decade that could define Australia’s industrial identity for generations. With national strategy aligned to defence spending, and with emerging projects touching everything from guided weapons to advanced vehicles and infrastructure, Australian manufacturers have reason for confidence.

But confidence must be backed by capability.

The National Manufacturing Summit is not simply another industry event, it is a forum for turning ambition into action, and for ensuring that Australian industry can answer the call of sovereign capability with skill, quality and innovation.

We hope you will join us in Adelaide this July to contribute to those conversations and help shape the future of Australian manufacturing.

Book now. https://weldaustralia.com.au/ national-manufacturing-summit-2026/

Weld Australia has announced it will convene the National Manufacturing Summit in Adelaide this July.

Bulk

continues to attract leading suppliers and solution providers from across Australia and beyond.

New gold sponsor joins Bulk Expo

Belt Wise has joined Bulk Expo as Gold Sponsor, strengthening the events expertise in conveyor safety and efficiency.

Bulk Expo has announced Belt Wise as an official Gold Sponsor, marking a strong partnership with one of Australia’s most respected conveyor belt optimisation specialists. Renowned for its expertise in safeguarding conveyor systems across mining, ports, quarrying and heavy industrial operations, Belt Wise delivers practical, proven solutions that enhance safety, minimise downtime and protect critical assets.

Their Gold Sponsorship reinforces Bulk Expo’s commitment to showcasing suppliers who play a pivotal role in keeping bulk materials moving safely and efficiently. As a Gold Sponsor, Belt Wise will have a strong presence across the exhibition floor, providing opportunities to engage directly with operators, engineers and decision makers seeking smarter ways to protect assets, improve uptime and enhance workplace safety.

Belt Wise managing director, Beau Weiss, said the company is excited to support Bulk Expo and connect with the broader industry.

“Bulk Expo is an important platform for bringing together the people, technology and ideas that drive improvement across bulk solids handling,” Weiss said. “At Belt Wise, we’re focused on optimising conveyor performance through engineering-led design, quality execution and innovation, and we look forward to contributing to industry conversations around safety, reliability and operational efficiency.”

General manager of events at Prime Creative Media Siobhan Rocks said Belt Wise’s reputation for handson engineering and practical problem-solving makes them a strong addition to the Bulk Expo line-up.

“Belt Wise operates at the centre of bulk materials handling, partnering with operators to keep conveyors running safely, reliably and efficiently in some of the toughest operating environments,” Rocks said. “They consistently push expectations around conveyor performance, response times and service delivery.

“Having Belt Wise join us as a Gold Sponsor brings genuine value for attendees seeking proven solutions backed by deep technical expertise.”

Off the back of the new sponsorship, Bulk 2026 continues to attract leading suppliers and solution providers from across Australia and beyond, reinforcing its position as a must-attend event for the bulk handling, mining, resources and industrial sectors. Scheduled for 16-17 September 2026 at the Melbourne Convention & Exhibition Centre, this biennial event will connect leading suppliers with

senior decision makers, engineers, operators, procurement professionals, and contractors from across the country.

The expo is set to tackle the big challenges facing the sector today: supporting food security and agricultural productivity, driving sustainable operations and emissions reduction, embracing automation and digitalisation, improving infrastructure and supply chain resilience, and fostering skills development and workforce safety.

Don’t miss Australia’s premier destination for bulk handling innovation, knowledge exchange, and industry leadership.

For more information about Bulk Expo, exhibiting or sponsorship opportunities, visit https:// bulkhandlingexpo.com.au/

Reliable Production Starts With Oil-Free Air

When product integrity is everything, your utilities must be spotless. Atlas Copco Rental provides ISO 8573‑1 Class 0 oil‑free air to eliminate the risk of oil contamination in sensitive chemical and pharmaceutical applications. From fermentation and filtration to packaging and pneumatic conveying, our engineered packages arrive with the right air treatment, controls, and accessories.

Why Oil-Free Air?

Class 0 certified compressors deliver 100% oil‑free air to protect clean environments and critical production steps, ensuring contamination‑free instrument air, fermentation,

aeration, packaging, cleaning, and pneumatic conveying. Our engineered setups are delivered turnkey with accessories and 24/7 support, minimizing downtime and safeguarding product integrity.

Our

Oil-Free Air Range

• PTS 800 — up to 800 cfm, 10–150 psi (0.5–10.3 bar); medium pressure, mobile diesel, Class 0 oil‑free.

• PTS 1600 — up to 1,600 cfm, 7–150 psi (0.5–10.3 bar); medium pressure, mobile diesel, Class 0 oil‑free.

• PTE 900VSD — up to 900 cfm, 150 psi (10 bar) medium pressure, mobile electric with VSD, Class 0 oil free.