MULTI-CLIENT COLLABORATIVE R&D CONTRIBUTING TO NATIONAL PROSPERITY: A TALE OF TWO INDUSTRIES

Abstract

The business landscape has undergone some significant changes over the last several years. Accompanying these changes has been an alignment of corporate R&D with business goals. This has resulted in significant downsizing of corporate research laboratories and the devolving responsibility for R&D matters to operating sites or business units. The downside of this is that the operations are now more than ever focussing on productivity, industrial relations and other essential short-term profitability-motivated issues. Consequently, the changing environment is creating cultures that value and reward short-term results. This short-termism has important implications to industry and the research community.

One of the more successful and cost-effective mechanisms by which Australia can enhance its R&D base and consequent prosperity is through collaborative R&D. The Australian Minerals Industries Research Association (AMIRA), together with its oil and gas Division APIRA, has demonstrated over the years how effective this can be. AMIRA's raison d'etre is to assist the resource industries improve their technology position through collaborative R&D. It achieves this by working closely with researchers and industry to identify areas of common interest, develop research proposals, and seek financial support for these proposals from industry. Once a project commences, the Association administers the financial and reporting aspects, as well as monitoring progress, organising progress review meetings and assisting in technology transfer. AMIRA/APIRA has the track record, the systems and expertise to facilitate and manage collaborative R&D focussing on industry needs.

The evolution of the Australian collaborative R&D environment in the oil and gas and minerals sectors has been significantly different. The oil and gas industry, particularly in exploration, does not have a history of strong collaborative R&D in Australia. The reasons for this are varied and can be found in the different corporate cultures between mineral and oil and gas companies.