Australian Strategic Materials (ASM) was pleased to participate in the opening panel discussion at Future of Mining (FoM) 2025: 2030 Net Zero – Ambitious goal or already out of reach?
ASM’s Vice President, Risk & Sustainability, Agata Carrabs, joined fellow panellists David Parker, Executive Director, Minerals Council of Australia, Tzila Katzel, Head of Sustainability, Sandfire Resources, and Professor Paulo de Souza, Executive Dean, School of Engineering, Edith Cowan University to discuss the topic.
Below is a summary of ASM’s perspective – what we shared, what we heard, and what it means as we move forward.
Where ASM stands on decarbonisation
At ASM, we’re building a vertically integrated rare earths and critical metals business that begins with our mining and processing operation in Dubbo, NSW and extends downstream through our metallisation capability. Our first metals plant is in production in South Korea.
We’re not retrofitting sustainability into our operations – we’re embedding it from the outset.
Our ESG approach has established a strong baseline for responsible practices and we’re continuing to build on that as our business scales.
Dubbo Project: We’ve set Scope 1 and Scope 2 emissions targets, with the ambition of being net zero for Scope 2 by 2030 through optimised use of renewable energy, and net zero for Scope 1 by 2050.
Korean Metals Plant (KMP): In operation since 2022 – we committed to being carbon net zero from day one. We have achieved that through emission reduction initiatives and recognised offset programs.
We see decarbonisation not just as a climate imperative but as a fundamental component of how we do business.
Turning intent into execution
What matters most now is turning decarbonisation intent into execution.
The mining sector is moving but progress is uneven. For emerging companies like ASM that are still developing projects, there is an opportunity to design for lower emissions from the start. However, that comes with real challenges, especially around capital access, project timelines, and the infrastructure required to deliver.
We’re also seeing an important shift in how companies are judged. It is not enough to simply produce the materials that enable decarbonisation – you have to operate in a way that reflects those values too. We don’t see ourselves as green by association; we’re building it into our operations from the outset.
Ambition vs reality
One of the central questions posed during the panel was about the real trade-offs that come with pushing further downstream in Australia, particularly when faced with grid constraints, high energy pricing, and global competitive pressures.
Our response is clear:
- Australia has a key role to play in the rare earths supply chain, especially in mining and processing to oxide.
- But to deliver on decarbonisation goals while remaining competitive, we need fit-for-purpose policy, faster project approvals, and access to clean, reliable industrial energy.
- You can’t decarbonise processing without solving the grid challenge.
Delays in project funding and development are becoming one of the biggest risks to achieving 2030 targets. As Agata noted, “We don’t have the luxury of 10-year timelines anymore. Projects like Dubbo – technically advanced and investment-ready – need to be prioritised.”
A call for integrated thinking
Another question put to ASM asked how we avoid hiding behind the ‘we enable others to go green’ narrative.
Yes, rare earths and critical metals are essential to EVs, wind turbines and the broader clean energy economy – but producing them must also reflect the same principles.
As Agata explained:
- The energy transition requires reshaping the upstream – not just scaling the downstream.
- That means ensuring materials are sourced responsibly, processed transparently, and available from multiple trusted jurisdictions.
- Technology will be vital, as will close collaboration with suppliers and partners who share our ambition and values.
The gaps we’re not closing fast enough
A key question was posed: What’s the shared blind spot the sector still isn’t addressing fast enough?
For ASM, the answer is alignment. There’s still a disconnect between:
- Policy ambition and project approval timelines;
- Capital appetite and risk tolerance; and
- National strategies and market-level tools for execution.
ASM also emphasised the importance of trusted cross-jurisdictional partnerships. No one country needs to own the entire supply chain but we must coordinate efforts to avoid repeating the centralised, high-risk model we’re trying to replace.
As Agata said: “Resilience won’t come from going it alone. It’ll come from playing to strengths across borders.”
Reputation, capital and the cost of falling behind
Failure to hit 2030 targets may not close doors but it will change the conversation.
Investors, customers, and communities increasingly see ESG performance – including emissions reduction – as core to credibility. For companies like ASM, this directly influences capital access, offtake partnerships, and our ability to participate in high-value markets.
“We don’t have to be perfect on day one but we do have to show real progress, transparent reporting, and a clear pathway forward.”