Driving innovation at scale: Collaboration and capability in hard-to-abate industries
Following the opening panel of AusIMM’s 2026 Thought Leadership Series in Perth, Neil Goodman from HILT CRC shared his reflections on the discussion, highlighting the scale of innovation across the mining value chain, and the unique challenges faced by heavy industry in the transition to a lower-carbon future.
The discussion centred on the theme of capability, technology and leadership, but as Neil explained, innovation in the resources sector is far from uniform.
A spectrum of innovation
One of the standout observations from the panel was the contrast between rapid advancements in digital technologies and the slower, more complex pace of change in heavy industry.“There’s a wide range of innovation happening,” Goodman noted, from fast-moving developments in artificial intelligence and software to the physical transformation required in industrial processes such as alumina, steel and cement production.
While digital solutions can be deployed quickly and relatively inexpensively, decarbonising heavy industry presents a very different challenge. It requires large-scale infrastructure changes, significant capital investment and long development timelines. In some cases, emissions are inherent to the process itself - for example, the release of carbon dioxide during cement production - making decarbonisation particularly complex.
This contrast reinforces the need for tailored innovation pathways. As Neil highlighted, transforming heavy industry is not simply a matter of adopting new software. It demands fundamental changes to how industrial systems operate and evolve over time.
Collaboration as a catalyst for progress
A key theme emerging from both the panel and Neil’s reflections is the growing importance of collaboration across the sector. Historically, many of the industry’s largest players have operated in competition, closely guarding intellectual property and technological advances. However, the scale and urgency of decarbonisation are reshaping this dynamic.
“The problem is so big that all of the big players are having to collaborate,” he explained, citing initiatives such as NeoSmelt and collaborative projects within the HILT CRC network that bring together organisations including Rio Tinto, BHP, BlueScope, Alcoa and international partners.
This shift signals a fundamental change in mindset. Decarbonisation is emerging as a shared challenge - one that requires collective effort rather than isolated innovation.That said, collaboration has not come without challenges. Early resistance around sharing knowledge and IP has gradually given way to a more open approach as the complexity, cost and urgency of the problem become clearer.
The result is a new model of industry engagement where competitors are increasingly working side-by-side to develop scalable solutions.
Bridging capability gaps through research partnerships
Capability development is another critical component in driving innovation. According to Neil, many organisations already possess strong internal expertise, but gaps remain, particularly in emerging or highly specialised areas.
This is where collaboration with research institutions plays a vital role. Within HILT CRC, industry partners work closely with universities to identify challenges and direct research efforts towards practical solutions.
These partnerships enable organisations to explore novel ideas at an early stage, before progressing them through increasingly larger-scale demonstrations. As Neil described, innovation in heavy industry progresses through a staged process - from bench-scale experiments to pilot plants and eventually full-scale deployment.
This incremental approach helps de-risk investment, allowing technologies to be tested and refined before being implemented at scale.
Overcoming the ‘valley of death’
Despite strong collaboration and growing capability, one of the biggest barriers to progress remains the transition from research to real-world application.
Often referred to as the “valley of death”, this stage sits between early-stage research and full-scale industrial deployment. It is characterised by high costs, technical uncertainty and limited funding availability.
As Neil explained, universities are not equipped to fund large demonstration projects, while industry organisations must balance innovation with the need to maintain stable, profitable operations. This creates a critical gap, one that requires coordinated support from government, industry and research institutions.
Importantly, success in this space also requires a shift in mindset around risk. Innovation at this scale inevitably involves trial and error, with most ideas failing before viable solutions emerge. Recognising and accepting this reality is essential to achieving meaningful progress.
Looking ahead
While the journey towards decarbonisation is complex and long-term, Goodman remains optimistic about the progress being made.HILT CRC has already delivered early research outcomes and is now focused on advancing multiple technology platforms to demonstration stage over the coming years.
With strong industry involvement guiding research priorities, the work is highly targeted and aligned with real-world needs, positioning the sector to move from concept to implementation.The next phase will be critical. As pilot projects are developed and tested, the industry will gain greater clarity on which technologies can deliver scalable impact.
From rapid digital innovation to the complexity of industrial transformation, the first Thought Leadership Series panel highlighted a central truth: solving the sector’s biggest challenges will require collaboration, capability and a willingness to innovate at every level.
Watch the panel discussion - Capability, technology and leadership - from 4 June via our YouTube channel.Subscribe for a reminder and Series updates.
👉 Learn more about the Capability, Technology and Leadership panel.
👉 Learn more about Neil Goodman