Cross-Industry Experience Boosts Mining Automation: Honeywell

Q: In a previous interview, you said that the industry lacks a consistent understanding of AI’s tangible outcomes. What is your definition of AI and automation?

A: AI is essentially the strategic use of historical and real-time data to make decisions that directly impact plant operations. While this may seem like a simplified definition, it reflects the fundamental reality of our industry: AI cannot function without a robust data foundation.

An AI model is only as effective as the information it processes. As we collect more data, the model evolves, becoming more comprehensive and precise. This continuous collection and analysis allow the model to predict future outcomes and achieve higher levels of automation. Essentially, it is the bridge between simply monitoring a process and actively predicting, and then automating the necessary actions to optimize it.

Honeywell’s experience in the mining sector, supported by our strategic center in Chile, demonstrates that the true value of technology lies in three stages: automation, optimization, and autonomy.

Initially, we focused on automating processes that were previously manual, reducing the need for constant human intervention. However, the most significant returns come from optimization. By deploying advanced AI applications, we have helped clients increase their yield while significantly reducing energy consumption and the use of natural resources like water and steam. Essentially, we enable plants to produce more while using less.

Looking toward the future, the industry is moving toward the autonomous plant. While the concept of a plant operating entirely without humans remains a long-term vision, we are already seeing a shift in the workforce. In an autonomous environment, the role of the operator evolves into that of an optimizer. Automation handles the routine operational tasks, freeing the human workforce to make higher-level, data-driven decisions.

Finally, autonomy is a critical tool for industrial safety, particularly in underground mining. By automating operations in high-risk environments, we can remove personnel from harm's way, mitigating the impact of potential accidents and ensuring that the most dangerous parts of the value chain are managed with minimal human exposure.

Q: Which sectors show the widest adoption of automation and AI, and what factors are determining this adoption?

A: From our perspective, the two vertical markets that currently lead in the adoption of advanced automation and Industrial AI are oil and gas and mining. These industries are not just experimenting with technology; they are actively piloting futuristic concepts of autonomous plants.

In both sectors, Honeywell benefits from decades of experience in core automation and optimization. This long-standing foundation is precisely what allows us to move toward the next frontier: autonomy. While other markets are certainly making strides, oil and gas and mining possess the most immediate potential for a full transition. This is due to their scale, the complexity of their operations, and a strategic necessity to maximize efficiency in highly volatile global markets.

Q: How does Honeywell leverage its automation experience to bring value to mining clients in Mexico? 

A: At Honeywell, we view the evolution of industrial technology as a cross-sectoral exchange. We are currently implementing operations, projects, and pilots in the oil and gas sector that are being directly adapted for mining, such as the autonomous plant concepts mentioned previously. Conversely, we have developed specialized concepts within the mining sector that we are now migrating back into oil and gas.

A primary driver of this exchange is the development of Industrial AI for remote support and control centers. This capability is not unique to one industry; rather, it is a versatile framework that can be applied wherever operational efficiency and safety are priorities. This is one of the distinct advantages of working with a global organization like Honeywell: our reach across numerous industrial verticals allows us to identify a breakthrough in one area and rapidly deploy it to others, ensuring that our clients benefit from a diverse and world-class pool of innovation.

Q: A recent study by NTT DATA and MIT notes that the primary barrier to autonomy is not technology itself, but rather the human aspect. In your experience working with automation and mining, do you consider the statement to be true?

A: In some mining countries like Chile, operations are situated in extremely remote areas, often at altitudes reaching 4,000m. These environments are inhospitable and physically demanding, making it difficult to recruit and retain personnel. As experienced workers retire, the younger generation is increasingly reluctant to work in such isolated conditions. This demographic shift creates a natural push toward remote operations and increased automation to maintain productivity in challenging locations.

On the other side of the equation is the concern regarding labor displacement. In markets like Mexico and Chile, where unions play a vital role in protecting the workforce, automation is sometimes perceived as a threat to job security. However, our experience, and that of our clients, shows that this is rarely the case. Our approach is not to replace personnel, but to elevate their roles. By transitioning an employee from an operator to a supervisor, we allow the automation to handle the granular details of the plant. This enables the worker to focus on strategic decision-making and performance optimization, which ultimately increases the overall efficiency of the enterprise without reducing the headcount.

Q: Many automation pilots in mining fall into the so-called “pilot trap,” never reaching full deployment. What insights can Honeywell offer a mining company to ensure their pilot leads to a successful, full-scale implementation?

A: When transforming a multi-plant operation, the key is to be realistic rather than idealistic. Implementing a comprehensive automation program across an entire circuit simultaneously is often a poor strategic decision. Such a drastic shift requires an immense amount of capital and human resources, from both the client and the provider, that can easily overwhelm an organization.

Transitioning progressively is the most effective approach. It allows a company to manage the financial investment and, more importantly, ensures the workforce has the time and resources to understand, deploy, and train for the new systems. If a company attempts to adopt everything at once, it risks failure in implementation. Evolution must be an adaptation process, not an overnight overhaul.

Regarding the concern that pilots often fail to advance, I do not see this as a systemic issue. While it is true that some pilots do not progress to full implementation, this is a normal part of the industrial landscape across all sectors, including oil and gas, pharmaceuticals, and mining. Whether a pilot stops due to unsatisfactory results, a shift in client expectations, or a lack of immediate funding, it is not an abnormal occurrence. Our consistent growth in the mining sector proves that the vast majority of our strategic initiatives deliver the necessary value to move forward.

Q: What are the most common factors you have noticed in pilots that successfully transition to full-scale deployment?
A: One consistent observation I have made is that for an automation or AI project to succeed, there must be a visionary on the client side. This person must possess two indispensable qualities: a clear strategic vision of the future and the internal credibility to execute it.

First, this person must be able to see beyond the immediate operational challenges and understand the long-term benefits of the transition. However, vision alone is insufficient. This individual must also possess the authority and credibility within their organization to champion the change. If they have the vision but lack institutional trust, the project will stall. Conversely, if they have total credibility but lack the vision to see where the industry is heading, the organization will remain stagnant.

Success in industrial transformation is rarely just about the technology; it is about having a leader or a leadership team that combines these two characteristics to drive the organization through the complexities of the transition.

Q: Industrial automation and AI often require significant upfront investment. How does Honeywell convey the value automation brings to mining companies versus traditional CAPEX, such as new machinery or plant expansions?

A: To successfully drive industrial transformation, we must first establish a clear and compelling vision of what automation, AI, and operational autonomy can deliver. These programs do not exist in a vacuum; they are constantly competing for limited capital and human resources against other high-priority initiatives, such as process overhauls, massive machinery upgrades, or the construction of entirely new facilities.

Our role is to reinforce our clients’ internal advocates, providing them with the strategic clarity and data to convince their executive boards. We must move the project up the priority list by demonstrating that the attractiveness of an automation investment is equal to, or greater than, traditional physical assets.

The ultimate competitive factor is ROI. To win this battle for resources, we leverage Honeywell’s global credibility and proven track record across the mining and oil and gas sectors. We provide the resume of successful results and peer references that validate the economic benefits of our solutions.

Q: What are Honeywell’s perspectives on the future of the mining industry in the short-term?

A: The outlook for the mining sector remains positive, supported by metal prices that facilitate significant capital projects. We are seeing several key factors converging to drive this momentum.

First, the push for lithium remains a dominant force. While the adoption of electric vehicles (EVs) in the United States may have fallen short of initial peak expectations, global demand continues to surge. The lithium rush of a few years ago has matured; where there was once mostly hype, we are now seeing concrete projects and programs moving into implementation phases.

Second, rare earth elements and critical minerals have moved to the forefront of the global agenda. Driven by national security concerns in the United States and the strategic need to diversify supply chains away from China, we are seeing a massive push for investment in this region.

Finally, the most significant long-term driver is the widening gap between copper demand and supply. Projections for the next decade show a massive divergence; demand is expected to far outpace production. Because developing a new mining project is a multi-year endeavor, our clients are acting now to accelerate their timelines. This structural deficit ensures that investment in copper, a cornerstone of the energy transition, will remain a top priority throughout Latin America for the foreseeable future.

Q: What are Honeywell’s expansion plans for 2026 in the mining sector?

A: The outlook for 2026 is strong. Our goal is to sustain aggressive growth across all key verticals, including high-value extractive sectors such as mining and oil and gas. We anticipate a very robust performance as we move further into the year.

The broader Honeywell organization is currently undergoing a significant transformation. We are in the final stages of the planned separation of our Aerospace Technologies business, which is on track for completion in 2H26. While this process is extensive, it is not a distraction but a strategic refinement. This separation, along with the recently completed spin-off of our Advanced Materials business, is designed to simplify our portfolio and establish Honeywell as a global, pure-play leader in industrial automation.

Our Chair and CEO, Vimal Kapur, has maintained a highly positive outlook for this year. While his high-level vision addresses the entire corporation, it directly reinforces our mission in the industrial sector. By focusing on Industrial Automation, Building Automation, and Process Automation & Technology, we are doubling down on our ability to solve complex enterprise challenges through AI and data-driven autonomy. We are entering 2026 with a clear roadmap, a streamlined structure, and a renewed focus on driving productivity and safety for our customers.

 

Honeywell is a Fortune 500 company that designs and manufactures technologies to address challenges linked to global macrotrends such as safety, security, and energy.