ENGINEERING ENVELOPE - WARREN CENTRE - THE WARREN CENTRE
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pushing the
engineering
ENVELOPE
25 years of
warren centre
achievement
1983-2008
– Publisher – The Warren Centre for Advanced Engineering
Engineering Link Building J13
Sydney University NSW 2006 Australia
T 61 2 9351 3572
F 61 2 9351 2012
E warrenc@eng.usyd.edu.au
W www.warren.usyd.edu.au
– Editor – John Brooks
– Sub Editor – Dani Cooper
Bleedin’ Heart Media
– Editorial – John Brooks
Team Professor Michael Dureau
Robert Mitchell
Peter North AM
Cheonhee Sohn
– Producer – CL Creations Pty Ltd
PO Box 1136
Lane Cove NSW 1595
T 61 2 9955 3322
F 61 2 9924 0944
E carolen@clcreations.com.au
Director: Carolen Barripp
– Designer – Billy Boy Design
– Published – First edition April 2003
Second edition March 2008
– ISBN – 978 0 646 48630 7
– Disclaimer – The ideas and assertions put forward in this book are extracted from the project
reports and other sources. While a review and editing process has been performed on
the material, it is not the intention of The Warren Centre or its management or the
Centre's many sponsors, to present a formal Warren Centre, Sydney University or
sponsor view of any of the matters presented. While all care has been taken in
compiling the information presented in this book with regards to accuracy, no
responsibility will be accepted for errors or omissions.
– Copyright – © The Warren Centre, The University of Sydney, March 2008
This document is copyright. Apart from any fair dealing for the purpose of private
study, research, criticism or review, as permitted under the Copyright Act, no part may
be reproduced by any process without written permission.
Names, titles and post-nominals of individuals, and the names of companies and
government departments, are listed as they were at the time of their involvement
with Warren Centre activities.
03 contents 52 THE INNOVATION LECTURE SERIES
04 CHAIRMAN'S MESSAGE - Adjunct Professor Michael Dureau
56 BUILDING AWARENESS
56 Electric Vehicles
05 IN APPRECIATION - Peter North AM
56 Coal Bed Methane Extraction
56 Engineering Enterprise Growth
57 Syndicated Research & Development
57 Information Society Lectures
57 Australia's Great Engineers
57 Enterprise Innovation 2000
58 The Clusters Approach to Wealth Creation
58 Innovation: Beyond the Idea
59 Engineering Icons
06 THE WARREN CENTRE TODAY
06 Enduring Themes
60 AWARDS
07 Significant Outcomes
60 Volunteer Awards
10 A BRIEF HISTORY 62 Innovation Hero Awards
64 The Rolls-Royce Qantas Award for Engineering Excellence
16 LOOKING FORWARD
65 PROGRAMS
17 MAJOR PROJECTS, MAJOR IMPACT 65 Corporate Patrons Program
18 Marine Works for Bulk Loading 66 Governors Program
19 Local Area Networks
20 Computer-Aided Design
21 Management of Macro-Projects
22 Advanced Surface Mining Technology
23 Major Industrial Hazards
24 Winning by Design
25 Advanced Process Control
26 Preparing Australians for a Future with Technology
28 Economic Recycling and Conservation of Structures
30 Fire Safety and Engineering
32 Energy Management in the Process Industries 69 CAST OF THOUSANDS
34 Engineering the Future with High Performance Computing 71 Founding Committee
36 Underground Space 71 Centenary Committee
38 Industrial Energy Efficiency 71 First Board of Directors
40 Sustainable Transport in Sustainable Cities 71 Patron
42 Building Construction Technology Roadmap 71 Chairmen
44 Steel - Framing the Future 72 Current Directors
46 Low Energy High Rise 72 Past Directors
47 Professional Performance Innovation and Risk 72 Honorary Governors
73 Executive Directors/General Managers
48 CREATING LIVING NETWORKS 73 The Warren Centre Committee Members
48 Asia Pacific Smart Card Forum 76 Foundation Donors
48 Photonics in Australia 79 Donations to The Warren Centre Capital Fund
49 The Australian Microelectronics Network 80 Key Professionals and Sponsors
49 Medical Device Network 89 Creating Living Networks
50 Embedded Systems 91 Building Awareness
51 10,000 Friends of Greater Sydney®
92 Sponsors of Pushing the Engineering Envelope
contents 3
CHAIRMAN'S
MESSAGE Twenty-five years ago, in 1983, a dedicated group of visionaries launched Australia’s first
engineering-based strategic centre from within the University of Sydney.
Its aim was to address the challenges facing our country by harnessing the collective strengths of
industry, academia and government.
Christened, The Warren Centre for Advanced Engineering, it was dedicated to the memory of
Professor William Henry Warren, who gave the first engineering lecture in 1883 and went on to
lead the Faculty of Engineering for its first 42 years.
Among his outstanding achievements was the founding of the Institution of Engineers Australia
(Engineers Australia) where he was the first President.
The ambition of The Warren Centre, located within the Faculty of Engineering was to create an
industry-led collaboration with academia and government in the form of temporary think-tanks
that would analyse potential roadblocks and opportunities in Australia’s progress to prosperity and
sustainability.
This incredible intellectual force would be directed to developing innovative solutions based on
advanced engineering, systems thinking and emerging technologies.
Our tag line, Networking Innovation, encapsulates our activities since that time and is the key to our
success in the ambitious projects we have tackled since we invited Sir Alan Harris, the master planner
of the D-Day invasion of France in 1944 and our first visiting fellow, to give the opening address.
Research and the Creation of Wealth
This book celebrates 25 years of outstanding achievement through projects that have changed the
history of Australia and helped prepare us for the future. It is also a tribute to those individuals
Adjunct Professor Michael Dureau
living and dead who built The Warren Centre and made it happen. In the past year we have
Chairman and Executive Director farewelled Malcolm King AM, and have honoured Warren Centre pioneers Sandy Longworth,
Hugh Ralston AM and Peter North AM.
In the first edition of this book Peter North captured succinctly The Warren Centre approach when
he wrote:
“The book also pays tribute to the unique way in which the Centre undertakes its work, and the
way in which every initiative undertaken is so dependent upon the commitment of individuals to
the aims of the initiative and to the achievement of worthwhile outcomes.
“Each initiative involves the commitment and dedication of many highly skilled individuals from
companies and the professions, almost all of whom volunteer their time and expertise. These
initiatives also involve the commitment and dedication of many other volunteers who give their
time freely and intensively to create and sustain an environment in which the assembled expertise
can benefit from the Centre’s unique culture, to help ensure they work productively and effectively
towards pushing the envelope of the chosen topic.”
As the new chairman of this prestigious and dynamic organisation, I acknowledge and thank Peter
North AM and my board colleagues for the mentoring and support they have given me, and their
commitment to the ongoing success of the Centre.
I would also like to acknowledge the incredible support of our corporate sponsors who
understand the leadership given by The Warren Centre as an independent and objective centre of
excellence.
To quote from one of my project directors in ABB/ALSTOM, “The way ahead is challenging but the
road behind is strewn with solutions”.
Adjunct Professor Michael Dureau
4 The warren centre ~ 25 Years of pushing the engineering envelope
IN APPRECIATION
PETER NORTH AM
When The Warren Centre for Advanced Engineering was conceived in 1979 Peter North AM FTSE
was one of those visionary captains of industry who saw an opportunity to apply engineering
systems thinking and innovation to national challenges hindering ongoing wealth creation and
sustainability.
He led the successful fundraising committee, which provided a $2 million foundation for the
Centre’s operations, and has been incredibly generous with his time and energy as a Board
Director and Chairman since 1996. Peter’s influence on the Centre’s activities and programs has
been profound.
Peter is a driving force for the Professional Performance Innovation and Risk Project, the transition
of The Warren Centre to a company limited by guarantee and the proposal to establish The
Warren Centre Chair of Engineering Innovation.
Although he retired from the Board in December 2007 his wisdom and leadership will still be
available as an Honorary Life Governor and a hero of The Warren Centre.
Peter North AM
Honorary Life Governor
Chairman 1996-2007
Director 1982-2007
Chairman Fundraising Committee 1981-1985
Centenary Committee from 1979
chairman's message 5
THE WARREN CENTRE
TODAY
Guiding the choice of projects undertaken by The Warren Centre over the past 25 years have been ten enduring
themes. They still serve today as the criteria by which each new project is selected and they ensure that the contribution
by The Warren Centre remains far-sighted, relevant and professional.
Enduring Themes
1 7
Unique Footprint: The Centre sets out to ensure that Operational Leadership: In major undertakings, it is
whatever it proposes to undertake will make a unique important to set in place from the outset strong operational
footprint. This means in essence that the Centre specifically leadership, both for the undertaking as a whole and for its
avoids operating in areas where the needed outcome is likely to principal component parts. Such leadership helps to ensure that the
be accomplished equally well by others. project aims and themes are maintained with integrity and helps to
deal effectively with the inevitable fragmentation in the roles,
2
Engineering Perspective: An integral part of the geographies and interests of individual contributors characteristic of
'unique footprint' theme is that the Centre should seek to a typical project team.
ensure that its initiatives and activities make a contribution
8
from the engineering perspective. Ambitious Aims: In working within a typical Warren
Centre project, the 'leading edge' specialists usually bring
3
National Significance: Each selected initiative or unique individual perspectives which, when considered
activity must deal with an issue of national significance and together, invariably lead to important advances in their shared
thus be likely to make a worthwhile contribution to knowledge. It is therefore important to ensure that the project
technology and wealth creation. scope and aims are able to respond effectively to the opportunities
and potential technology advances thus presented.
4
Independence and Objectivity: The Centre has
9
developed a strong reputation for independence and Finite Limits: It is important to set a relatively fixed
objectivity. This is an important asset that enfranchises the timeframe for each project to ensure its aims and scope remain
Centre to work in many situations which might otherwise focused on the core issues. Having met its main objectives, the
become too difficult because of the conflicting commercial and/ degree and significance of a project's 'unfinished business' will then
or professional interests of those most closely associated with the determine whether it should be further pursued, and by whom.
issues. Hence, an essential criterion in selecting an initiative or
10
activity is that this reputation is preserved and enhanced. Open Intellectual Property: In major projects, all
participants must be prepared to table without fee or
5
Self-Interest: Experience has shown that the most royalty their intellectual property, on the basis that apart
practical way to ensure the viability of an initiative or from the Centre's exclusive initial publication rights, the intellectual
activity is to ensure that it is effectively supported and property generated within a project is freely available to all participants.
funded by those with a special interest in the issue and in the
outcome of the Centre's work. This provides an important
measure of the commercial significance of the issue and the
initiative. At the same time, the approach must ensure that
notwithstanding this self-interest of the participants, the initiative
or activity does not compromise - and preferably enhances - the
Centre's reputation for independence and objectivity.
6
Champions: Every initiative or activity must have a
Champion who is strongly committed to the issue and is
prepared to play the necessary leadership role until the
initiative or activity is well-established and fully operational. A
central feature of the Champion's role is to be the principal
advocate of the issues involved and of the importance of
exploring them. It is however equally important that the
Champion be responsive to the concerns and perspectives that
emerge once the 'leading edge' participants become involved.
6 The warren centre ~ 25 Years of pushing the engineering envelope
Project 1 Marine Works for Bulk Loading
At a time of fierce competition, this project brought together for the first time
experts in a variety of disciplines associated with the handling, transportation and
The Warren Centre's major projects have been
export of bulk materials. It brought to the fore innovative ways of berthing and
the principal source of beneficial impact on the
mooring ships safely, even under extraordinary loading situations, and emphasised the
community. rapid repair and replacement of berths and moorings.
As a direct consequence of the project, Leighton Holdings became aware of and
purchased IPCO Marine, which proved to be very profitable for Leighton.
Significant Outcomes Project 2 Local Area Networks
The Warren Centre has always been concerned This project enhanced the profile of data networking, prompting significant
with OUTCOMES - changes to the world outside the change and investment within those companies and organisations that offered
Centre as a consequence of its activities. themselves as case studies.
The greatest agent for change in The Warren Centre's Importantly, the project also stimulated the development and subsequent
repertoire is the project process itself. All the individuals commercialisation by AWA of a new Australian networking product, AWANET. It
who become involved in a project return to their normal also stimulated the invention and subsequent international recognition of a new
activities with new relationships, ideas and techniques networking standard, DQDB, which was exploited commercially in Perth through a
at their disposal, which they use to the direct benefit of new company QPSX, which was eventually acquired by Telecom.
their organisations and/or themselves.
Typically, Warren Centre activities produce at least two Project 3 Computer-Aided Design
physical outputs:
This project was a principal catalyst for the sea change in Australia's manufacturing
Project documentation in book, report or CD format industries thanks to the implementation of CAD/CAM systems and concentration on
Conferences, seminars or similar gatherings to Australian-designed products. The results were higher quality manufacture, shorter
spread the word amongst interested parties who lead times for new products, lower costs, decrease in inventories and ultimately
were not directly involved in the project
impressive growth in exports of manufactured products.
Both of these, when combined with public comment,
As a consequence of the project, a number of CAD bureaus were established and
have helped to create change in the world outside
SMEs invested in CAD and CNC (computer numerical control) equipment.
the Centre.
All of the Centre's activities have produced new Project 4 Management of Macro-Projects
relationships and networks combining industry,
Among many outcomes, this project greatly assisted international recognition
government and academia, and have influenced those
of Australia as a centre for major project sponsorship and senior debt funding,
sectors. They have collated leading-edge information
especially in the area of infrastructure development. The Macro-Engineering
from many sources into a useful body of work.
Council Ltd was born out of the study. Today the construction industry is more
Examples of these are the several industry associations, sophisticated, works to finer margins and generally produces a superior product
forums or networks that the Centre has helped to create than it did 25 years ago.
and the permanent changes that have been made to
In 1986 The Warren Centre presented a paper to the American Society for
standards or codes.
Macro-Engineering, and then played a major role in the formation of the
As the Centre does not spend its scarce resources International Association of Macro-Engineering Societies, with Project Chairman
continually following up on all the individuals and Neville Chidgey representing The Warren Centre as a Founding Director.
organisations that have been (or may have been)
exposed to its projects, it is expected that the many Project 5 Advanced Surface Mining Technology
positive outcomes from the Centre's projects listed in The fundamental culture shift in the management and workforce of major
the following pages represent only a fraction of the companies to which this project contributed resulted in significant productivity
complete picture. They are just the tip of the iceberg. improvements to original mining systems. As an example, 25 years on, dragline
efficiencies have grown by twenty five percent.
In addition, thanks to impressive improvements in shovel/truck operations, both
operational (actual working hours) and technical (truck capacity), fleet productivity
has increased by a factor of four.
the warren centre today 7
THE WARREN CENTRE TODAY
Project 6 Major Industrial Hazards Project 10 Economic Recycling and
Amongst other pressures, this project was a major step in Conservation of Structures
increasing awareness of the need for a distinct approach to major This project produced many improvements to conservation and
industrial hazards, and industry has adopted many new safety
redevelopment practices. Some examples of their use in Sydney
practices as a result of it.
include:
Among them, major hazards are now recognised as a distinct sub-
Commonwealth Bank building in Martin Place
section within occupational health and safety (OHS). In addition,
formal government recognition of the need for regulatory hazard 350 George Street as the Australian headquarters of
controls led industry to meet these requirements. Société Générale
To help maintain the momentum of this project, an industry- Pyrmont Bridge as part of the Darling Harbour redevelopment
sponsored Chair in Risk Engineering was established at the Customs House building as an exhibition space that conserved its
University of Sydney. external structure and appearance
Finger Wharf at Woolloomooloo Bay as a new
Project 7 Winning by Design residential complex
This project advised governments and industry to encourage
Australian design resources and maximise design as an Australian Publications associated with all Warren
export. It has seen Australian manufacturing change from a
licensing mentality to designing and manufacturing products very Centre projects and other activities are
profitably for world markets.
available from the Centre and can be
Companies such as Vision Systems, Cochlear, ResMed and Pacifica,
and the whole automotive industry, are outstanding examples. made available to those interested.
Project 8 Advanced Process Control Project 11 Fire Safety and Engineering
Following its participation in this project as a case study, ICI turned As a direct consequence of this project, the Building Code of
the project results into its own formalised approach to justify the Australia's fire engineering requirements are now drafted in
implementation of advanced control systems. It showed that the use performance terms, including the acceptance of integrated fire
of advanced control was worth between five and fifteen percent of systems engineering.
operating costs, which confirmed The Warren Centre study results. By way of this code change, the project led to significant innovation in
structural engineering.
Another spin-off of the project was that its coordinator, Associate
Professor Geoff Barton, was asked to apply this approach to the control Arup (formerly Ove Arup), one of the key contributors of the project, is
upgrade of Esso's crude stabilisation plant at Longford, Victoria. This currently assisting several Asian countries to rewrite their fire safety
provided the justification for a successful $8 million upgrade that codes in performance terms. The company is an example of Australia's
marked the start of Esso's use of advanced control systems. world leading skills in the distinctly recognised field of fire engineering.
A 1993/94 business plan for fire code reform produced significant
The Process Control Society was established as a result of the
federal and state government support, matched by industry funding,
project and is currently an active professional body operating within
for the widespread reform of fire safety practice. This in turn led to the
the Institution of Engineers, Australia. formation of the Fire Code Reform Centre, which raised $7 million in
cash and in-kind assistance from government and industry supporters,
Project 9 Preparing Australians for a making possible essential research and sweeping reforms to Australian
fire engineering practice.
Future with Technology
This project had, and continues to have, a major impact on the role
of technology in Australian society. It led to the establishment of the Project 12 Energy Management in the
Australian Technology Park (ATP) at Eveleigh in Sydney in 1995. Process Industries
Technology is now a fundamental part of the New South Wales This project influenced both state and federal government approaches
school curriculum from kindergarten to Year 12 and there has been to energy management, including NSW state programs to encourage
a proliferation of technology-and-innovation-based elective subjects the adoption of small-scale cogeneration installations.
at secondary school level. These programs have since supported the development of new small-
Since the project the concept of centres of excellence expanded scale cogeneration plants through a period of relatively low electricity
Australia-wide, encompassing many disciplines other than prices. The Sustainable Energy Development Authority (SEDA)'s
engineering and was one of the catalysts for the formation of the Cogeneration Investment Programme is ongoing and well supported by
Cooperative Research Centres (CRCs) established by the Federal the electricity supply industry.
Government in 1990.
8 The warren centre ~ 25 Years of pushing the engineering envelope
Project 13 Engineering the Future with PROJECT 17 The Building Construction
High Performance Computing Technology Roadmap
As a result of this project: The project had three major areas of impact in addition to the
The Australian Partnership for Advanced Computing (APAC), was stimulation of technology suppliers in their forward market
established in 1999 planning:
The steel casting case study prompted BHP Research in Newcastle The methodology has been adopted in an international study
to acquire a Cray computer. Since then complex simulations and and has been advocated for use in Asia
better control, both facilitated by the high performance computer,
have extended blast furnace life by many years The Copper Development Centre has embarked on further
projects that have resulted in an initiative to install “smart wiring”
The New South Wales Government and eight leading universities into new homes and an ongoing study into the needs in housing
established in 2000 the Australian Centre for Advanced Computing for the ageing population
and Communications (ac3). It is a high performance computing
facility capable of supporting the NSW education and research The results of the project have confirmed concepts under
community and accessible to both public and private enterprises. It development by the International Copper Association, higher speed
is the NSW state partner in the APAC network communication over copper, energy efficiency and improved human
health
Project 14 Underground Space Project 18 Steel - Framing the Future
The City of Sydney has developed a strategic plan to use the
underground resources of the Sydney CBD; NSW rail authorities are While the Steel – Framing the Future project report has only just
developing forward plans to preserve the underground for future rail been released it is clear that some members of the steel-framed
extensions; Liverpool Council has preserved the bus/rail interchange construction value chain are already addressing some of the issues
area for eventual undergrounding of the rail line, and the cross-city identified and are pursuing courses of action consistent with the
tunnel is proceeding in the Sydney CBD. project’s recommendations. Notably, companies such as Alfasi, Epic
Steel, Sebastian Engineering and BlueScope Lysaght’s Design and
Generally, urban planners have incorporated project findings into their Construction Division have packaged procurement, steel
work and there is greater awareness of the opportunities offered by fabrication, detailing and erection into a single offer and point of
underground space in urban areas, as reflected in the numerous responsibility, streamlining a previously disjointed process and
conferences on this subject. In addition, the private sector has creating compelling, lower-risk solutions for the commercial
developed systems, initiated by The Warren Centre, 'to see through' construction market.
the underground.
A number of the fabricators mentioned above, and others, are
Project 15 Industrial Energy Efficiency known to be actively considering investing in technology and
equipment to improve the efficiency and effectiveness of their
The project case studies showed potential savings of $8 million per year. businesses.
The Energy Efficiency Best Practice Program of the Commonwealth The Australian Steel Institute is now undertaking several initiatives
Department of Industry, Tourism and Resources (DITR) program that align well with the project’s recommendations such as
undertook to monitor the progress of the case study outcomes and addressing steel’s sustainability credentials and resolving perceived
the Centre for the Analysis and Dissemination of Demonstrated fire-engineering hurdles.
Energy Technologies (CADDET), also a DITR program, has
undertaken to report on these outcomes. The Centre does not
expect the full impact to become apparent for some years.
Project 16 Sustainable Transport in
Sustainable Cities
creating Living Networks
Since this project was completed the Sustainable Cities agenda has
accelerated in Australia and New Zealand:
The New South Wales Government has adopted many The ongoing value derived from the Asia Pacific Smart Card
recommendations from STSC Forum, the Photonics Forum, the Australian Microelectronics
Network and the Medical Device Network in their respective
The Australian Government House of Representatives Standing industries is due in part to their creation by The Warren Centre.
Committee on Environment and Heritage published a report that
reflected the general tenor and many strategies of the STSC report As a direct result of the photonics activity, Ross Halgren founded
Redfern Broadband Networks (RBN). RBN has raised US$39 million
The Victorian Government’s initial report on “Melbourne 2030” from two separate funding rounds from a range of venture
reflected key strategies in the Centre's project including a vision, a capitalists including Macquarie Bank. It has developed product and
at the date of publication had sales of US$5 million per quarter.
centres policy, mixed land use and expanded attractive public transport
the warren centre today 9
A BRIEF HISTORY
Professor William Henry Warren
Professor Warren delivered the first lectures in Engineering at the University of Sydney on 27 March 1883. Earlier that month he had been
appointed the inaugural Lecturer in Engineering in the University's School of Natural Philosophy and the following year was appointed the first
Professor of Engineering. He remained head of the University's Department of Engineering for 42 years and in 1919 became the first President of
the Institution of Engineers, Australia.
The Warren Centre for Advanced Engineering was opened in 1983 to mark the centenary of Warren's first engineering lecture, a landmark in
engineering education in Australia. It was established to foster excellence and innovation in all fields of Australian engineering.
Origins
The concept of The Warren Centre was first discussed at a luncheon
on 20 September 1979, convened by the then Vice-Chancellor
Establish Professor Sir Bruce Williams, to which Associate Professor Phil Jones
(then Dean of Engineering) and Professor Bob Bilger invited several
a centre of
eminent engineers from industry and the Faculty to discuss how to
mark the centenary of Warren's first Engineering lecture.
This group, later referred to as the 'Founding Committee' (members of
excellence and all committees and boards etc are listed from pages 65 to 80)
concluded that, rather than setting up a 'monument to the past', the
ensure a close
centenary should be celebrated by establishing a forward-looking
institute. They discussed several models that might be used, both local
and overseas, deciding that, whatever the model, there was a 'need to
liaIson with concentrate on excellence' and that 'the involvement and close liaison
with industry was important'.
industry Over the next several months, the Founding Committee enlisted
candidates to join a broader Centenary Committee which would
develop the concept of the proposed institute, launch a fund-raising
appeal and plan the 1983 celebration.
10 The warren centre ~ 25 Years of pushing the engineering envelopeCentenary Committee
The Engineering Centenary Committee first met on 11 June 1980, The Centenary Committee decided that there would be a small
under Chairman Dr Keith Brown, a former Deputy General permanent staff under a faculty Professor as part-time Executive
Manager of CSR. There were twenty Founding Members of the Director. The Faculty agreed to locate the Centre within the Faculty
committee, including six Professors of the Faculty and engineers buildings and to fund the Executive Director position.
from a wide range of industry backgrounds. Under the draft constitution proposed by the Centenary
After several months of meetings, a clear concept of a unique Committee, the relationship between the Centre and the University
was to be quite unusual: it would be an independent institute
institution emerged, with the central objective of...
affiliated with the Faculty, with its relationship with the University and
the Faculty set out to ensure it would remain independent and
fostering excellence and innovation committed solely to 'fostering excellence and innovation in
advanced engineering'.
in advanced engineering
To ensure that these aims would be achieved and persist, the
in all fields of Australian engineering. constitution provided for the Board to comprise a majority of
industry representatives and to be empowered to undertake 'the
The concept was later described by Peter North, Appeal entire control, management and conduct of the business and affairs
Chairman, at the launch of the fundraising appeal: of the Centre'. Moreover, the constitution explicitly stated that its
provisions could only be changed by a proposal from the Board,
The Centre's role will be to bring together for short thus ensuring that any changes would be agreed by the Board's
periods, under distinguished Visiting Fellows, selected industry majority. The draft constitution was approved by the
groups of experienced, practising engineers from University Senate without change.
industry, experts from Australia and overseas, and
research and teaching engineers. Each Project Group thus In the early 1990s, the financial pressures on the University and
formed will be committed, by a decision of the Centre's the Engineering Faculty intensified and the constitution was
governing body, to focus on particular aspects in selected modified so that the Centre would reimburse the Faculty for the
fields, important to the development of engineering skills services of the Executive Director. In most other respects, the
in Australia. principal provisions of the original constitution and its related
arrangements remain in place.
The duration of each Project Group's work will vary,
but generally, it will be in the range of two to six In developing the funding strategy, the Centenary Committee
months. The approach taken by each Project Group decided to raise sufficient capital to provide investment income to
will also vary, but essentially, the aims of each Group cover the Centre's operating costs, but stipulated that each project
will be to: should raise the funds needed for its own purposes to be achieved.
This was seen as an important test of the value of each project, in
Consolidate existing know-how from industry, terms of its relevance to the interests of the targeted segment of
research and training in their particular field, both industry or the profession.
from within Australia and from overseas
The Committee estimated that, in the dollar values of the early
Discuss and study advanced engineering 1980s, the Centre's investment income would need to be of the
techniques in that field order of $200 ,000 per annum, so an appeal was launched to raise
$2 million in capital funds for investment.
Develop an improved understanding of the
approaches that need to be taken to particular
problems in engineering and technology in that field
Disseminate the outcome of their deliberations
and work, through seminars and demonstrations,
open to engineers and technicians from all parts of
Australian engineering and industry.
A brief history 11A BRIEF HISTORY
Funding Appeal
technology and techniques, and the researchers
At the time, raising some $2 million was an ambitious target, so it was
encouraged to engage in projects with a stronger
decided to enlist experienced professional fundraising consultants. They
commercial emphasis.
developed a campaign strategy and management plan and organised
lists of University of Sydney engineering alumni as potential personal And finally, over time, some of the Project Groups
donors, including many who had moved interstate and overseas. One can be expected to set groundwork that will lead
donor was a graduate of the class of 1911. to Australian engineering technology and
techniques moving one step ahead of the rest of
The fundraising team was organised into three campaign groups: leading
the world.
mineral industry figure Sir John Proud led the Major Gifts campaign, Bryan
Padman of Monier led the Commerce and Industry campaign, and former
The initial response exceeded expectations and by the end of
CSR executive Malcolm King led the Graduates campaign. Leighton
1982, instalment pledges had been made by 90 companies and
Holdings director Peter North took on the Appeal Chairman role, assisted
350 individuals, to a total amount of $1.9 million to be received
by Deputy Chairmen Neville Chidgey (Commonwealth Bank) and Professor
over the next five years. During 1985 the fundraising program
Emeritus John Roderick.
eventually achieved its target of $2 million.
The supporting teams each targeted particular
donor groups. Patron of the Appeal was NSW
Governor and University of Sydney The Founding Board
Engineering graduate Sir James Rowland KBE
The inaugural Board of Directors held its first meeting on 7 April
DFC AGC KStJ (pictured), who took an active
1982, at which Dr Brown was elected Chairman. From then until May
interest in the project and later became
Chancellor of the University and Patron of The 1983, the Board and the Centenary Committee operated in parallel.
Warren Centre. The Board set up an Investments Committee to handle investment
A ten-minute video was professionally of the Centre's capital funds and a Projects Committee that would
produced for use at the many fundraising dinners planned during the examine the various proposals for projects brought forward by
campaign, and members of the fundraising team personally hosted industry and faculty representatives, and to decide those that
each target donor. The Major Gifts team went into top gear before the should go to Board approval, along with the names of the
full campaign was officially launched, and Sir John Proud, Centenary proposed Visiting Fellows.
chairman Keith Brown and CIG CEO Jim Davidson targeted donors
from their business networks, so that by the launch date, sixteen The Projects Committee also developed techniques for
companies had already pledged a total of $850,000. establishing and operating each project. In setting up each
project, a small Project Planning Committee would be formed to
University Chancellor Sir Hermann Black formally launched the Appeal
develop the project scope and operating approach. Then, once
on 7 April 1981 at a luncheon of industry representatives and
the project was formally approved by the Board, the Project
graduates in the Holme and Sutherland Rooms of the University Union,
the site of Warren's first engineering lecture in 1883. At the launch, Planning Committee would become the Project Steering
Appeal Chairman Peter North outlined the benefits to be gained: Committee comprising company representatives, professionals
and academics with a special interest in the project outcomes.
All these and related aspects of the general approach to a project
First, we believe The Warren Centre will play an important
were developed and agreed, the first project selected and
role in helping experienced practising engineers in all fields to
approved, and the Steering Committee and Visiting Fellow
gain access to, and keep abreast of, the latest technology
appointed, before the Opening Day in May 1983.
and techniques from overseas and within Australia, and to
benefit from the special skills of the Visiting Fellows and
acknowledged experts who will be part of each Project
Group.
Second, these experienced practising engineers will
be able to tap into more readily the research work and
knowledge at universities and from such organisations as
the CSIRO, the Defence Research Laboratories, and
research bodies overseas.
Third, the quality and direction of research and teaching
will be improved by the input of the experts and
practising engineers in each Project Group; thus
undergraduate and postgraduate engineers will be better
trained and more able to keep abreast of changing
12 The warren centre ~ 25 Years of pushing the engineering envelopeThe First Project
The very first project was aimed quite specifically at the Centre
making an important contribution to the development of Australia's
exporting industries - an examination
of the new technologies that could
be used to improve the design and
accelerate the construction of marine
works for bulk loading mineral and
other exports. Not only was this an
important issue for Australia, but the
technologies could also be employed
by Australian engineering and
First Board meeting, 7 April 1982
construction companies to export
their services to developing
countries, particularly on the east
coast of Africa. Governance
Moreover, the Visiting Fellow for the project was to be Professor Sir Since 2005, the Centre has worked with the University on how best
Alan Harris (pictured), the well-respected British engineer. During to respond to the new University Governance regime which
responds to changes in legislation and contemporary governance
the D-Day invasion in 1944 he led the teams handling the rapid-
practice. An integral part of this work has been to ensure the
installation marine works for the landing on the coast of France
Centre can continue to meet the Objects set in place by the
and the subsequent movement of people and materials back and
Founders and Founding Donors more than 25 years ago and
forth across the English Channel. preserves the Centre’s concept and operating approach that have
been a feature of its success since opening in May 1983.
Opening Day - 17 May 1983 The outcome has been the proposed creation of The Warren Centre
The Warren Centre for Advanced Engineering was officially opened for Advanced Engineering Limited, a not-for-profit company limited
by guarantee which will be a controlled entity of the University and
on 17 May 1983 by the NSW Governor, His Excellency Air Marshal
in which the University is the sole Member. The Constitution of this
Sir James Rowland KBE DFC AGC KStJ. Brigadier Ted Swinbourne,
company provides for a board of 14 directors of which 12 are
the Centre's first Executive Officer, wrote in his Board protocol brief:
“directors with engineering or other relevant training engaged in
The opening ceremony will be followed by morning tea and by the first industry or the engineering profession”. The University proposes to
public lecture of The Warren Centre to be delivered by Professor Sir Alan enter into a Deed Poll, which ensures that funds donated to the
Harris, our first Visiting Fellow. His subject will be 'Research and the University for The Warren Centre – including the original founding
Creation of Wealth'. donations as well as all donations since – are held by the University
in trust in a manner that ensures that the funds are and continue to
The unveiling [of a commemorative plaque] will be shown on a large be dedicated to the purposes of the Centre and the benefit of the
screen above and behind the official party on the stage by a TV linkage investment of the funds accrues to and is readily accessible by
and projector. The Governor will press a button on the lectern and this the Centre.
will release an Australian flag which will be covering the plaque. This new structure is planned to come into effect from 2008 at
The Warren Centre will be open for inspection during the which time the assets (other than the trust fund assets) and
afternoon. Fine weather has been ordered for the day and is activities of The Warren Centre will transfer to The Warren Centre
confidently expected. for Advanced Engineering Limited.
In his Opening Address, Sir Alan Harris introduced the 'creation
of wealth' theme (which later became a central feature of the
Centre's approach): The Warren Centre
I respond with conviction and enthusiasm to the purposes of Chair of Engineering
the brilliantly conceived Warren Centre, purposes which have Innovation
received elsewhere so much lip-service and so little effective
To mark The Warren Centre’s 25th birthday and its transition to this
implementation. So great is the confusion between engineering
new corporate structure, the Centre proposed the establishment of
and science, so much research is out of touch with engineering
The Warren Centre Chair of Engineering Innovation within the
reality, so few useful results reach the engineers who need them
Faculty of Engineering. This initiative has been agreed and the
within a reasonable time and so little wealth is thereby created,
fundraising campaign to establish this Chair will be a key part of
that so brave a venture (as The Warren Centre) focusing on the
The Warren Centre’s 25th Anniversary celebrations.
very central issue, that of giving practical outcome to engineering
research, is admirable.
A brief history 13A BRIEF HISTORY
Landmarks Executive Directors’ Influence
Along the Way Over the years, the selection of projects has been inevitably opportunistic, identifying issues
that were both significant at the time and capable of attracting the necessary professional
There have been many notable landmarks and financial support. Nevertheless, the influence of each executive director during its first
as The Warren Centre has developed two decades has indelibly stamped the range of topics and issues that the Centre has
and grown. Most importantly, it has pursued.
maintained its philosophy of 'pushing the
engineering envelope' and 'working at
the leading edge' and shifted its emphasis
in response to evolving technologies and 1982
changing issues.
Professor Bob Bilger was deeply involved from the very
Of course, each major project has been beginning of the Centenary discussions and meetings, was appointed
by itself a significant landmark, the first Executive Director in April 1982. Although his professional
reflecting the issues of the time and the interests at that time were in the rapidly developing field of computer-
remarkable insights achieved. Such aided design and manufacturing (CAD/CAM), he understood that the
outcomes have always been assured by Centre's very first project should have a wide commercial appeal for
the Centre's unique approach to existing and potential supporters, and help create a reputation for
developing and launching each project: achieving outcomes of international significance. So he worked closely with two of the
Faculty's civil engineers, Professor Emeritus John Roderick and Professor Denison Campbell-
Isolating a technological issue of
Allen, helping guide their development of the Marine Works project proposal.
contemporary importance to
Australia Professor Bilger encouraged Professor Trevor Cole to join the Centre's project committee.
This started a long relationship between Professor Cole and the Centre and led to the
Identifying the industrial, professional
second project, Local Area Networks. Professor Bilger then, in his own professional field,
and academic expertise in the field,
initiated the CAD/CAM project, which created very significant improvements for Australia's
both in Australia and overseas
ailing manufacturing industry.
Focusing the project scope narrowly
1985
on core aspects of the issue of
critical self-interest to the
participants
Professor Trevor Cole succeeded Professor Bilger as Executive
Designing and guiding project tasks
Director in February 1985, starting the first of two terms, and immediately
that lead to the sharing of existing
focused on new areas of interest.
expert knowledge in that field and
the development of new Like Sir Alan Harris, Professor Cole's passionate interest was wealth
knowledge and insights creation through technology, and he gained approval for the Winning By
Design project, the Centre's first attempt at taking a broader view of
engineering by exploring issues such as 'gaining a competitive
advantage', 'adding value' and 'making money' out of technology - a significant evolution
of the Centre's thinking and the first of many projects and activities with this theme.
Most importantly, it has maintained its philosophy of
‘pushing the engineering envelope’ and
‘working at the leading edge’
14 The warren centre ~ 25 Years of pushing the engineering envelope1986 The strategic review confirmed the fundamental objectives set at
the Centre's founding and led to the adoption of the Fields of
In July 1986, Engineering Dean, Associate Endeavour organisation structure aimed at ensuring that the Centre
Professor John Glastonbury took over continues to operate effectively in the most relevant fields yet
from Professor Cole as Executive Director. The scope constantly refreshes its prime areas of interest and activity.
of project topics broadened even further during his Another landmark was the establishment in 1997 of The Warren
seven years at the helm, reaching into such diverse Centre Governors for Advanced Engineering program, which
areas as process control, the role of technology in responded to two concerns: that the Centre needed to forge closer
education, recycling of buildings, and high- links with emerging technology-driven companies with their
performance computing. Also included was one of the Centre's most differing commercial and technical perspectives compared to those
famous projects, Fire Safety and Engineering, which led to in industry generally; and that additional operating funding was
revolutionary changes in building design and management in Australia needed to cover the increasing costs of the Centre's growth and
from 1989 onwards and which, more than a decade later, following broadened range of activities. By creating a unique network among
the World Trade Center disaster in New York, continues to influence technology leaders and convening regular activities in relevant
this field in Australia and overseas. fields, the Centre has successfully addressed both concerns.
During Professor Glastonbury's term, The Warren Centre agreed to
take over funding of the executive director position, thus helping the
Faculty respond to increasing financial pressures brought about by the Federal 2003
Government's new university funding policies. The Centre also organised the Adjunct Professor Michael Dureau,
establishment of the Chancellor's Scholarships to encourage talented the retiring Managing Director of ALSTOM
students to pursue engineering, funded by some significant donors to the Power, took up his appointment as Executive
original Warren Centre fundraising appeal. During this time, the Centre Director in April 2003.
involved itself in initiatives championed by Professor Glastonbury and Professor Michael has focused on building the influence of
Cole, including the Australian Technology Park and the Australian Graduate the Centre through strategic alliances with
School of Engineering Innovation. Engineers Australia, The Academy of
Technological Sciences and Engineering, the Melbourne Business
1993 School and even the Californian Government in the US.
He has also concentrated on the promotion of Faculty research and
expertise to his wide industry network (the Corporate Patrons
Professor Trevor Cole returned as Executive Director in June Program is one such initiative)
1993, and continued to lead the Centre along new paths. He
developed and delivered Engineering Enterprise Growth, where the
Centre played a key role helping smaller companies - particularly in the
regional areas of NSW - adopt more effective approaches to
manufacturing and business strategy. He also led the establishment of
several industry networks that have become significant forces in the
technological development and commercial success of the photonics,
smartcard and microelectronics industries. Role of volunteers
In the mid-1990s, the role of the general manager broadened, as the A central feature of The Warren Centre's operating approach has
level of The Warren Centre activity increased and its breadth of always been the voluntary resources provided by alumni, engineers
interests expanded even further. As general manager, Angus Robinson and related professionals. The Board members act in an honorary
took a leading role in initiatives culminating in the Underground Space capacity, and the Centre today has several standing committees
project in 1995 and the Industrial Energy Efficiency project in 1998. He consisting almost entirely of volunteers, who advise on and become
also initiated the Centre's interest in the debates on managing fresh involved in operating functions such as events, communications
water supplies for industry and agriculture and explored the role of and finance, and strategic work in areas such as energy, sustainability
field robotics in agriculture, mining and stevedoring. Angus Robinson's and technology, ICT, manufacturing and innovation.
successor Robert Mitchell took a similar role from 1999 in the In addition, each project attracts many volunteers and pro-bono
Sustainable Transport in Sustainable Cities project and in 2002 services from the leading professionals needed to carry out its work,
initiatives to rekindle the project proposal in the field of fresh water and to help the management team raise the funds for other purchased
supplies. Professor Cole's second term as Executive Director saw in services and expenses, including Visiting Fellows. In the largest project
1995 the first Warren Centre Innovation Lecture, which has since to date - Sustainable Transport in Sustainable Cities - the project team,
become an annual public event attracting significant audiences. led by volunteers, worked over a three-year period and included more
Professor Cole also represented the Centre at the Commonwealth than 200 leading-edge professionals providing their services without
Government's National Innovation Summit in 2000, and during 2001, fee. This project also attracted three Visiting Fellows from overseas,
initiated a major strategic review of the Centre's aims and approach. including the chairman of the US President's Transport Research Board.
A brief history 15LOOKING
FORWARD
The aims and values set out below, which are integral to The Warren Centre's 2008 business plan and all its external
publications, are designed to ensure that The Warren Centre continues in its valuable role of pushing the
engineering envelope.
Core values Aims & Activities
The Warren Centre's activities are governed by seven core values: The Warren Centre for Advanced Engineering is the leading Australian
forum for advanced engineering issues, recognised for its inclusive,
The approach on all issues must always ensure the Centre leaves forward looking approach and the wide impact of its many
a unique footprint, focusing on the leading edge of significant achievements.
issues where others have yet to understand or respond to the
need for change The Centre is a self funding, independent, not for profit institute
operating within the Faculty of Engineering at the University of Sydney,
The Centre should always ensure that each initiative it controlled by a board appointed by the Senate and drawn mainly from
undertakes adds materially to the Centre's reputation and industry. It has three principal objectives:
standing, and is not simply capitalising on what it has achieved
in the past To stimulate the application and further development of new
engineering technology
The Centre can only prosper financially and technically through
the merit and relevance of its work To encourage the integration of innovation and engineering
technology into the development of Australia's public policy and
The Centre must aim at all times to sustain a self-funding wealth creation
financial performance, after provisions to conserve in real terms
the value of the capital funds invested To provide independent comment and advice to government and
industry on these and related issues.
The Centre's constituency is small, medium and large industry
enterprises, the professions, universities, engineering faculties
and technology researchers throughout Australia, and those
The Warren Centre
who support and foster this constituency; the strength of the Initiates and leads major projects that bring together people at the
relationships with the whole of this constituency is a clear leading edge in selected fields of engineering technology to
measure of the merit and relevance of the Centre's work develop new technical insights and knowledge in those
technologies and accelerate their application in Australian industry
As an entity within the University of Sydney, the Centre has a
unique role in providing effective links between industry, Holds industry forums in specific industry segments to explore
government and the Faculty of Engineering, and draws opportunities of common or joint interest that will accelerate the
important strength for itself from this role development and/or exploitation of technology
The Centre has a special relationship with the University's Organises events such as seminars, lectures and conferences that
Faculty of Engineering and IT, and it aims to foster and respond explore contemporary technology issues and disseminates the
to this special relationship through the scope and direction of results of the Centre's activities
its activities.
Generates informed and valued commentary on topical technology
and infrastructure issues
Produces electronic and printed material to promote discussion
and build awareness of contemporary, advanced engineering issues
Recognises people and projects that make a unique contribution to
encouraging excellence and innovation in all fields of advanced
engineering.
Since opening in 1983, the Centre has gained wide recognition for its
unique approach and its achievements in diverse fields of engineering
technology and industry development.
16 The warren centre ~ 25 Years of pushing the engineering envelopeYou can also read
