Efficiency Drives Mining Automation Adoption in LATAM: NTT DATA

Operational efficiency has displaced cost reduction as the primary incentive for automation in Latin American mining, according to a study published by Japan-based IT company NTT DATA and MIT Technology Review in Spanish. However, the report warns that human and cultural barriers remain the main obstacles to the successful implementation of these initiatives in the region.

The study, titled Autonomy in the Mining Business: Beyond Technology, the Challenge for Talent and Culture by MIT Technology Review and NTT DATA, surveyed executives across Chile, Brazil, Peru, and Mexico. The findings indicate that 31.08% of organizations now prioritize autonomy primarily to boost operational efficiency, a goal that has surpassed cost reduction and safety improvements, which accounted for 27.03% and 25.68% respectively. Despite this shift, the report noted that over 72% of respondents admitted their projects only partially met expected benefits, while just 28% reported complete success.

The report highlights that technical difficulties are no longer the central problem. Data indicates that resistance to change, cited by 27.54% of respondents, and a lack of specialized talent at 14.49%, significantly outweigh technological reliability, which was identified as a barrier by only 11.59%. "Today, the true challenge lies not in the tool, but in the maturity of the artisan ... We have fallen in love with the tool, but we have underestimated the effort required to prepare the artisan,” noted Jaime Rebolledo, Head of Natural Resources, NTT DATA Chile. 

The study's financial analysis reveals conservative investment in the region. 43% of companies allocate between 0.1% and 0.3% of their revenue to autonomy initiatives, and only 14% make a significant investment exceeding 1% of revenue. According to the report, this moderate level of investment contributes to the so-called pilot trap, where multiple small-scale initiatives fail to secure the necessary resources to consolidate into operational solutions. 

Regarding technological maturity, progress is heterogeneous. While areas such as plant operations and planning have reached advanced automation levels in 32% and 28% of cases, respectively, areas like logistics and exploration remain lagging in basic digitization stages.

Talent Gap for Digitized Mining Operations 

The study notes that the primary obstacle to modernization is increasingly human rather than technological. As companies strive to implement autonomous systems, they encounter a significant scarcity of specialized profiles capable of managing these advanced digital environments. The study reveals that the lack of specialized talent is cited by 14.49% of executives as a major barrier to progress. This gap, the article notes, forces organizations to rethink their workforce strategies, as traditional mining roles are being rapidly replaced or augmented by requirements for skills in data analytics, artificial intelligence (AI), and remote operations.

This finding aligns with industry trends identified in EY’s Risks and Opportunities for Mining and Metals 2026, which ranks Workforce as the sixth most critical risk for the sector and as a new addition to the top risks for the upcoming year. EY highlights that retirements increase and new talent looks elsewhere, which resulted in  75% of mining executives surveyed by EY admitting they are not confident in their ability to resolve labor shortages for onsite operations. This skills crisis threatens to undermine productivity, safety, and future supply, forcing organizations to fundamentally rethink their workforce strategies.

According to the study, compounding this challenge is the industry's struggle to attract younger generations, who often perceive the sector as traditional, rigid, and misaligned with their professional aspirations. To bridge this divide, interviewed companies are attempting to reframe their operational reality by offering conditions that appeal to digital natives, such as permanent connectivity and the ability to work remotely through teleoperation and simulators. 

However, relying solely on external recruitment has proven insufficient. The report emphasizes that successful autonomy is deeply interdependent with internal talent development, needing the creation of corporate digital academies and continuous training programs designed to instill a new mindset that embraces data-driven decision-making. “New generations seek to be connected, work in digital environments, and have opportunities for constant training. That is why we integrate simulators, remote operation, and continuous connectivity, creating the conditions to attract and retain young talent in our operations,” said an anonymous CTA from Mexico.