Internal Factors Account for 50% of Risk Prevention: MRA

Q: According to EY’s 2025 report, cybersecurity was no longer a Top 10 risk for mining companies. As a risk management firm, what is your view on this finding?

A: When you can control a risk, you can effectively discard it from your list of major concerns. It no longer forms a part of your Top 5 or Top 10 priorities. This is directly related to the internal efforts a company makes. This can be compared to external risks, such as political factors, which are not in your hands. Therefore, when compiling a list of your main concerns, it comes down to what you can control versus what you cannot.

Our approach has shifted to focus on what we call risk control. Security is a matter that is in your hands. It has to do with prevention, training, and the re-education of your personnel. The mining sector has access to numerous cybersecurity training tools, such as the knowbe4.com platform. These tools help personnel change their habits and develop personal strategies to protect their equipment.

Q: What is MRA’s evaluation of the relationship between the mining sector and the federal government’s objectives under Claudia Sheinbaum’s leadership?

A: Within the first month of President Sheinbaum’s administration, MRA created an internal report for a couple of clients. We analyzed the government's first 100 actions and found that while mining was not specifically mentioned, there was a clear focus on economic development, clean energy, and the green industry.

Our analysis concluded that the government would not shoot itself in the foot by over-regulating the mining industry, especially given the new business opportunities in lithium. While the path forward is not entirely clear, the new president has shown a more respectful attitude toward society and businesses. Furthermore, we as business leaders have also behaved differently in our relationship with the new government.

If the mining industry continues to highlight its value, we will see positive changes. There are already large companies whose heavy machinery fleets are electric, and others that have their own solar energy backups. This shows the industry is already aligning with the new government’s focus on clean and green energy.

Q: How has the nature of crime against the mining sector evolved, and what does this say about the industry’s vulnerabilities?

A: Sometimes, it is important to return to the basics. The reality is that Mexican culture tends to normalize loss. We see this reflected in the country’s high crime rates and criminal activity. While organized crime is a factor in many places, and crimes like cargo theft are widespread, it would be unfair to attribute all of a company's losses solely to these external causes. A significant portion of the problem can be attributed to what is within a company’s control. We can control our supply chain, our personnel screening processes, and how we care for our product, whether it is in the form of doré bars or concentrate. It is a fact that theft spikes at certain times, but we have to look inward to find solutions.

However, there are interesting insights on this topic. In 2020, the last robbery of doré bars from a mine occurred, ending approximately 10 years of elaborate and sophisticated attacks. After this, there was a transition, with the focus shifting to the theft of concentrate. This shift indicates a strong black market with the capacity to process and sell stolen products. 

Q: What are the root causes of the challenges facing Mexico, and how do they manifest in the business sector?

A: I am a criminologist, and I found myself drawn to anthropology and sociology. I am convinced that we lack social cohesion and a strong identity. We need to return to some very basic principles, such as those of civic education, which is no longer taught as it was 20 or 30 years ago. The family unit, our basic social nucleus, has also changed a great deal. Until we accept this reality, we cannot return to what once worked, which is the cultivation of a strong identity. We must understand that everyone has different interests and talents. When we truly understand how society functions, we can foster a united community.

A cohesive society will allow people to focus on their activities and let others work, because there is an inherent honorability in human beings that we need to bring to the surface. I am a strong believer in the idea that man is good by nature and that society is what corrupts him. We cannot expect to have a good business environment if we continue to blame external factors. Society has many actors, and the government is one of them, but while we cannot change them, we can change ourselves.

Some may believe this point is irrelevant, but before we are workers, businesspeople, or criminals, we are all human beings. When we master this understanding, I believe we will see a drastic change, even if it takes one or two generations.

Q: What is the main impact of nearshoring on the strategic planning and supply chains of North American mining companies?

A: For years, we have wanted nearshoring, and we must admit that the government is doing an acceptable job of providing that. However, we are not taking advantage of it because there is so much social and security uncertainty. This is where people must realize they need a security expert on call, just as they need a doctor or a psychologist. This is a huge opportunity for MRA and for all the companies in our sector.

It is curious, but businesses have normalized an assumed loss of anywhere from 5% to 7% from internal theft. They can work with that loss, but they are unwilling to invest more than 0.5% or 1% of their budget in security. The simple math is compelling: why not invest 2% or 3% in a robust security solution? That investment would allow you to avoid losing the 7% you have normalized. Plus, the investment is for a service that you can legally deduct from your taxes. There is a huge competitive advantage in this model. The challenge now is getting companies to open their doors to us so we can show them this approach.

Q: What are MRA’s perspectives on the future of Mexico’s mining sector? How is MRA looking to participate in these new opportunities? 

A: Based on what we have seen over the past few months, the next six months will likely not change much for the mining sector. We expect that by 1H26, we will see more favorable scenarios regarding regulation and security. There are many ongoing changes around security, and we anticipate a period of more control or a plateau of stability.

We have been making some important changes at the company for about a month now. We recently brought on a new team member with 39 years of experience in the security sector. This will allow us to leverage past experience, which we believe holds invaluable lessons for the future.

We are also working on a change to our corporate identity. For the past four years, we have focused on being Mining Risk Advisors, but we are now expanding our focus to other key sectors, including energy, construction, and the supply chain. We hope to establish a presence in central Mexico, possibly in Guadalajara or Mexico City, by the end of 2025. The alliances we have built over the last four years allow us to provide immediate service anywhere in Mexico. Our next goal is to expand our opportunities, with a long-term plan to enter the United States and Canadian markets in 2026.

Q: How do MRA's commitments to the Global Pact's principles of integrity and transparency provide a competitive advantage to its clients?

A: The value it provides is an added benefit for companies that must meet a host of requirements from investors, the World Bank, and other project financiers. Clients understand this, but sometimes the supply chain fails to guarantee the four pillars of the Global Pact. While human rights, labor conditions, and environmental protection are essential, for us, the most important pillar is integrity, which is our guarantee. It deals with honesty, transparency, and the fight against corruption and bribery. This is a voluntary commitment that we adhere to, and by doing so, we not only fulfill standards for ourselves but also help our clients and their suppliers meet those same standards.

Businesses are in a delicate situation where a single mistake by one person in the supply chain, even if they are not a direct employee, can cause a major problem. For example, if an accident happens with a shipment from China at the port of Manzanillo, people will not blame the supplier; they will blame the mining company.

At MRA, our risk evaluation goes beyond just physical security. We also work with political, reputational, and operational risks, such as how a client manages their warehouse and supply chain. Adherence to these standards gives more advantages than the obvious ones.

Mining Risks Advisors focuses on risk consulting related to mining, physical, and property safety. Since 2017, it has provided services for exploration and operation companies in Durango, Guerrero, Jalisco, Michoacan, Sinaloa, Sonora, and Zacatecas.