The emergence of consortia models to accelerate innovation

The emergence of consortia models to accelerate innovation

Innovation and technology adoption is a balance between the development of high value and high risk opportunities and project risk across a range of strategic focus areas in upstream copper production.

The summary of catalyst pathways (Table 10) recognises that certain routes are dependent on the participation of group of stakeholders that come together from different parts of the ecosystem. Three identified catalyst pathways in particular share this common thread:

  • Thematic Collaboration
  • Collaborative Research and Industry Programs
  • Industry Consortia

The complexities that relate to technology adoption across the theme of material movement are significant and will likely require a model that intersects a range of stakeholder groups.

A structured ‘collaborate to innovate’ framework with a consortium of collaborators can be a be highly effective model to identify, accelerate and implement innovative solutions, with risk shared across groups.

Broad multiparty consortia can work together to tackle ambitious and innovative solutions through the engagement of targeted stakeholders that are geographically dispersed or from alternate industries. Driving diversity in stakeholders across the innovation ecosystem can yield benefits and results that are beyond the reach or resource capacity of a single entity.

Consortia are more than just a collaboration among stakeholders on technical projects or programs. Effective consortia combine the strengths of the contributing parties and leverage individual motivations to optimise an innovation program that ultimately creates value for all parties. A consortium will demonstrate that risks are minimised when decision making power is shared and leveraged.

A consortium will often bring together groups that hold strategic relationships or that hold a shared vision or mission. Members should include an optimum range of stakeholder types across industry, government, research, mining services (METS) and society / communities.

While consortia can be promising in terms of innovation outcomes and shared benefit, they can be complex to initiate, formally establish and manage due to geographic boundaries, legal, institutional and individualistic traits that various types of member organisations may bring.

Consortia are therefore context specific and often operate within a structured governance and delivery model to ensure expectations and outcomes are aligned. There are many establishment factors to consider for developing an effective consortium framework including agreement on vision and purpose, legal and governance considerations, mutual obligations, resource requirements, risk measures and other success metrics.

A selection of established consortia that relates to upstream copper production is presented in Appendix 1.

In light of practical considerations and time horizons, this Roadmap presents a series of technologies alongside catalyst pathway models to assist producers and innovators to determine “which model and pathway could be best suited to my innovation objective?” The Roadmap aims to share knowledge and assist the reader to navigate choices under a range of emission impact themes that could relate to timing of adoption and/or model of execution when balancing operational and financial barriers.

Figure 24 - Addressing the material movement challenge considering actors across the innovation ecosystem