Autonomous Mining Pilots Lag as Barriers Slow Scaling

Seventy-two percent of pilot projects in autonomous mining projects only partially meet their real value objectives, reveals a study from NTT DATA and the MIT Technology Review. This finding underscores that while the transition to autonomy drives safety and efficiency, significant complexities in cultural, financial, technological, and governance domains must be addressed for the technology to reach its full potential.

Autonomy is redefining the standards of safety, efficiency, and sustainability in Latin American mining operations. However, the realization of these benefits is conditional upon managing inherent risks and overcoming structural obstacles. "Understanding these challenges is as important as investing in the technologies that drive autonomy," says Nelson Wilson, Head of Natural Resources and Mining, NTT DATA Iberia.

Digital transformation through autonomous operations is a catalyst for change, seeking to optimize production and improve operational conditions in mining. Nevertheless, the Autonomy in Mining 2025 study indicates that the advance is neither uniform nor simple. Mining corporations must implement strategies that mitigate risks and address the complexities associated with this adoption. 

Autonomy emerges as a competitive advantage that attracts young talent, increases transparency, and builds operational resilience against disruptions. It also increases appeal for investors and improves sustainability. However, to capitalize on these benefits, implementation must be strategic and consider the specific operational environment, reads the report.

Key Challenges for Autonomous Adoption

The study highlights multiple factors that slow down implementation at scale, which are:

• Cultural Resistance: This is the primary challenge identified, mentioned by 27.5% of those surveyed. This reluctance stems from a lack of confidence in the reliability of new technologies and the fear of job loss. Overcoming this obstacle demands rigorous change management to demonstrate that autonomy improves productivity and working conditions.

• Initial Investment: The high cost of infrastructure for autonomy is a critical factor. Twenty-three percent of participants acknowledge that the amount of investment in autonomous fleets, sensors, connectivity networks, and integration platforms exceeds short-term expectations. To sustain projects, linking them to strategic KPIs and establishing a return on investment (ROI) horizon consistent with mining planning cycles is essential.

• Technological Infrastructure: The remote location of many Latin American mines results in limited connectivity, and the presence of legacy systems hinders the integration between Information Technology (IT) and Operational Technology (OT). This technological gap increases the risk of operational interruptions. Modernization must be gradual and oriented toward ensuring the interoperability and reliability of autonomous operations.

• Cybersecurity: With the increasing IT/OT convergence, cybersecurity is established as a strategic risk. Attacks targeting industrial control systems have the potential to paralyze critical operations and compromise the physical safety of workers. The technical response requires a preventive approach: secure architectures from the design phase, implementation of redundancy, robust recovery plans, and continuous monitoring of data and system integrity.

Project Scaling and Strategic Requirements

Another fundamental finding is the inefficiency in scaling initiatives. The study indicates that 72% of pilot projects only partially meet the proposed value objectives. This is attributed to a lack of governance, the formulation of unrealistic expectations, and the absence of clear metrics.

To prevent stagnation, organizations must define a clear road map that considers scaling from the project's initial phase. Furthermore, indicators that quantify the generated value must be implemented.

Successful implementation of autonomy requires a holistic approach that extends beyond the acquisition of technology. Autonomy not only improves sustainability and increases investor appeal, but also becomes a competitive differentiator. Delivering the full potential of this technology is dependent on its implementation under a comprehensive vision encompassing technology, organizational culture, governance, and capabilities.