The major trends that are reshaping the mining industry

The growing geopolitical relevance of minerals, the closer relationship between mining and the end consumer, and the more strategic use of artificial intelligence are among the main trends in the mining sector.

In an interview with BNamericas, Patrícia Muricy, lead partner for the energy, natural resources and industrials industry and for the mining and metals sector at Deloitte, commented on the main conclusions of the consultancy’s annual report on global mining trends, “Tracking the trends 2026”, available at this link.

BNamericas: Which trends caught your attention the most in the study “Tracking the trends 2026” compared with previous editions?

Muricy: When we talk about ten trends for a year, in a study that has already been carried out for 18 years, nothing changes completely from one year to the next. The trends keep readapting.

That said, I believe that what became much more evident this time was the geopolitical dimension in relation to the mineral sector.

We always talk about the importance of this aspect in the sector, but today the geopolitical turmoil makes it even clearer. We are not talking only about energy transition now, but about wars, the issue of armaments, technological supremacy – and all of this depends on minerals.

Without minerals, there are no aircraft carriers, sophisticated weaponry, or technological leadership. This has made interests, especially in critical minerals, much more explicit.

BNamericas: Besides the geopolitical issue, your annual study points to a closer relationship between mining and the end consumer. What is changing in this relationship?

Muricy: That became much clearer this year.

Mining is getting closer and closer to the end consumer. The question now is: what are the materials of the future? Which materials will we need 15 years from now?

Today, it takes an average of 15 years between the discovery of a deposit and the start of operations at a mine. So, how can we decide today where to invest without understanding what future demand will be?

What we have seen are companies structuring themselves to have more resilient portfolios, talking with customers – such as battery manufacturers – to understand exactly which products will be needed, in what volumes, and aligning their portfolios with these needs.

This represents an enormous change for mining. Previously, the model was to extract, load onto the ship, and export. Now, it is necessary to understand who the end customer is, how the product will be used and, in many cases, to move down this value chain, getting closer to refining.

BNamericas: How does this change impact the organization and strategy of mining companies?

Muricy: It has a profound impact. Companies are aligning themselves with specific industries, such as batteries, building portfolios focused on copper, lithium, and cobalt, for example. This brings greater security, long-term contracts, and predictable demand.

But this requires an organizational and cultural change. Working closer to the client is a completely different approach. The client’s voice needs to carry real weight within the organization, and this is not something the sector has historically been accustomed to.

It’s not enough to create a customer service area – this area needs to influence strategic decisions, and the rest of the company needs to listen.

BNamericas: Another trend highlighted in the study is the use of artificial intelligence. How do you assess this advance in the sector?

Muricy: The use of AI is already very widespread in the sector, especially in applications such as computer vision. Today there are established solutions for health and safety, combining historical data analysis, smart cameras, and real-time alerts.

But the main warning is that this needs to be done in a planned way. Many companies adopt isolated technologies without thinking about the long-term technology architecture.

We have seen cases where solutions were implemented in the cloud without necessity, generating high costs. Some companies had to redo AI models because the chosen architecture was not the most appropriate.

It is essential to define a clear strategy: where I want to go, which technology makes sense, which solutions need to run on-premise, which can go to the cloud, and how to ensure cybersecurity.

BNamericas: You mentioned cybersecurity. Why does this topic seem to be critical for mining today?

Muricy: Because the mining operation involves multiple systems, suppliers, and platforms.

An off-road truck can have four or five onboard systems, in addition to several cameras and sensors throughout the operation – each with its own database.

If this data is not harmonized, you may see occasional gains, but you cannot generate integrated intelligence or significant financial returns. In addition, disconnected systems greatly increase cyber vulnerability.

Security is often only considered after the solution has already been implemented, when the risk already exists.

BNamericas: When it comes to critical minerals, China is often cited as an example of long-term strategic vision. Do you agree, and how can this mindset be adopted in other regions?

Muricy: Yes, to a large extent. China had a long-term, strategic State vision, something that is more difficult in democratic, publicly traded economies, where there is strong pressure for quarterly results.

In this context, the role of governments becomes even more important.

If there is a mineral that could be essential 15 years from now, but the private sector does not invest because of uncertainty about returns, the government needs to act to ensure sovereignty and access.

This is already happening in countries such as the United States, Canada, and Australia, with public policies, incentives, and more agile licensing processes – without losing quality, but reducing bureaucracy.

BNamericas: And in Latin America, what is needed to unlock the potential in critical minerals?

Muricy: The first point is exploration. Only about 35% of the territory has been mapped. This process needs to be accelerated, and artificial intelligence can help a lot by analyzing large volumes of data more efficiently.

It is also essential to make pre-competitive data available more quickly. Often, geological information takes months or even a year to be published.

Another key point is moving downstream in the production chain. If we continue exporting only raw ore, we will not capture the value of refining nor will we have any bargaining power with the end consumer.

BNamericas: From the standpoint of equipment and engineering, are there significant changes in demand?

Muricy: Yes. There are changes both related to decarbonization and to the development of lighter and more efficient materials. What we see is closer collaboration between mining companies and suppliers for joint research and development.

CBMM [Brazilian niobium producer] is a good example, working directly with clients to develop niobium applications, as in the case of the batteries developed with Volkswagen and Toshiba.

For critical minerals, this collaboration is even more necessary. Companies need to work in-house with customers to demonstrate the applicability of the product.

BNamericas: Amid the growing importance of critical minerals, the Brazilian sector still faces historical challenges, such as tailings dams. How do you assess the progress on this?

Muricy: It is a very sensitive and still worrying issue, mainly because of the historical legacy, especially in Minas Gerais. Deactivating and decommissioning old dams is a long and complex process.

I do see, however, a strong commitment from companies to accelerate these programs. New projects are no longer built the way they used to be, and I do not see any slowdown in safety investments – on the contrary.

Safety is a topic that is not facing any cuts. New systems, apps, culture programs, and tools are being implemented constantly.

BNamericas: To wrap up, is there any essential point that we haven’t covered?

Muricy: I think the main thing is the cultural shift. The role of mining is changing, and this demands a new stance from the sector.

The advantage is that today society better understands what mining is for. Before, it was seen only as something negative. Now, people are beginning to understand its strategic importance.

(The original version of this content was written in Portuguese)