Episode 3: 40 Years in Mining: What Changed, What Didn't and What's Next | Ft. Eng. Alberto Brocos, Founder & General Manager, Almax

Mining is an industry shaped by long investment cycles, evolving technologies and constant operational challenges. Over the years, companies have had to adapt to changing market conditions while balancing productivity, safety, sustainability and operational efficiency. As the industry continues to evolve, the perspectives of leaders who have witnessed these changes firsthand provide valuable insight into how mining has progressed and where it may be headed next.

In our 3rd episode of Candid Conversations, we sat down with Eng. Alberto Brocos, General Manager & Founder of Almax and a respected mining industry veteran with more than four decades of experience across both mining operations and the mining technology sector.

1. Looking back over decades in mining, what are the biggest operational changes you’ve witnessed and which of them have had the most lasting impact on mining productivity? 

Alberto: I have spent more than four decades connected to the mining industry, first working directly in mining operations and later on the equipment and technology supply side in companies like Atlas Copco, now Epiroc and ALMAX. I have had the opportunity to see this transformation from both sides of the industry.

When I started my career as a mining engineer, mining operations relied much more on manual processes, hands-on experience, and people’s ability to respond to challenges as they arose.

Mechanization was already transforming mining, but the level of information available to management and operators was very limited compared with what we have today.

One of the changes I have witnessed over the years has been the gradual shift from mechanization to automation and, more recently, to digitalization. Larger and more productive equipment, better communication systems, real-time monitoring, and increasingly advanced control technologies have fundamentally changed the way mining operations are managed and carried out.

But, in my view, the most lasting impact has come from information and connectivity. Mining companies today can monitor equipment, production, safety and environmental conditions in real time and use that information to anticipate problems, reduce downtime and optimize the entire operation. We are moving from a reactive approach to a much more predictive one.

We are also taking another significant step forward with the integration of Artificial Intelligence into mining operations. AI is no longer just a concept for the future, it is already being implemented to analyze operational data, identify patterns, support decision-making, improve equipment performance, and optimize processes. A good example is SYMX.AI and its mining-focused solutions, which use AI and data from mining equipment and operations to generate actionable insights.

Now, looking ahead, I believe the next major transformation will come from the integration of automation, artificial intelligence, advanced analytics, real-time monitoring and autonomous systems. The combination of people, experience and technology is what will define the next generation of mining productivity.

2. You’ve observed mining through several commodity cycles. How should mining companies balance short-term production pressures with long-term operational excellence? 

Alberto: I have seen how strong the pressure to maximize production can become when prices are high, but mining is a long-term business, and decisions made for short-term results can have consequences for years.

For me, the key is to protect the fundamentals of the operation, even when production pressure is high. Safety, equipment reliability, maintenance, people, environmental performance, and relationships with communities cannot simply be treated as costs to be reduced when times get difficult.

At the same time, long-term thinking does not mean losing sight of production. A mine has to deliver results and remain competitive. The real challenge is to meet today’s targets while strengthening the operation’s ability to perform better tomorrow.

Technology can play an important role in achieving that balance. Better communications, automation, monitoring, predictive maintenance, data analytics and now Artificial Intelligence can help mines improve productivity, reliability and safety.

But technology only creates value when it addresses a real operational need and delivers a measurable benefit.

I believe sustainable performance comes down to one thing: making decisions today that allow the mine to remain strong and competitive tomorrow. That means continuously investing in people, technology, equipment reliability and operational knowledge.

3. Many mining companies invest heavily in technology, yet not all digital initiatives succeed. In your experience, what separates successful technology adoption from expensive experimentation? 

Alberto: In my experience, the real difference is rarely the technology itself. It starts with clearly understanding the problem you want to solve. If the first question is, “What technology should we implement?”, there is a risk of turning it into an expensive experiment. The better question is, “What problem are we trying to solve, and how will we know if we have improved it?”.

Any technology investment should have a clear operational purpose, whether that means increasing productivity, reducing downtime, improving safety, saving energy or water, strengthening communications, or reducing risk. And there should be a way to measure the results.

Just as important is involving the people who will actually use the technology. A technically excellent solution can fail if operators, supervisors, or maintenance teams do not understand it, trust it, or see how it helps them. Technology should build on people’s knowledge and experience, not try to replace it.

I have also learned that implementation does not end when the equipment or software is delivered. Training, commissioning, integration, technical support, and follow-up are just as important. The supplier needs to understand the reality of the mine, and the mining company needs to develop the capability to make the solution part of its daily operation.

I also believe in starting small when it is appropriate. A well-designed pilot, with clear objectives and measurable results, can show whether a solution really works before it is scaled across a mine or an entire mining group.

After decades in mining, my view is simple: successful digital transformation is not about having more technology. It is about having the right technology, solving the right problem, involving the right people, and being able to measure the results.

4. Safety technology has evolved dramatically over the years. Which safety challenges remain fundamentally unsolved despite advances in automation and monitoring systems? 

Alberto: Today, we have sophisticated systems for proximity detection, communication, tracking, remote operation, and technologies that can identify potentially dangerous conditions before they become incidents. These developments have certainly changed the way we manage risk. However, I believe some fundamental challenges remain.

The first is human behavior. Technology can provide warnings, information, and protection, but it cannot replace a strong safety culture. People still make decisions under pressure, become accustomed to risks, or sometimes take shortcuts when production demands are high. Building a culture where everyone truly understands that safety comes before production remains one of the industry’s greatest challenges.

The second challenge is the constantly changing nature of mining. Ground conditions, equipment, people, weather, infrastructure, and operating conditions can change from one shift to the next. Monitoring systems can provide valuable information, but they cannot eliminate the uncertainty that comes with working in such a dynamic environment.

Having more systems does not necessarily mean having a safer operation. The real challenge is integration, making sure the right information reaches the right person at the right time and leads to the right action.

And there is a human element that technology cannot replace: training, leadership, communication, and good judgment. Even the most sophisticated system is only as effective as the people who understand it, maintain it, and respond when it matters.

For me, the goal is not to create a mine where technology tries to eliminate every possible risk. It is reaching a point where technology becomes part of the way we work, where people trust it, use it properly, and never lose sight of their personal responsibility to go home safely at the end of every shift.

5. The industry has invested heavily in fleet management, dispatch and automation systems. What do you think is the next major step in the evolution of mine operations? 

Alberto: The focus will move from simply monitoring and automating equipment to using real-time data, AI and predictive analytics to anticipate problems, optimize decisions and improve safety and productivity. The goal is not technology by itself, but a safer, more efficient and increasingly autonomous operation.

6. If you were advising a mining company starting its digital transformation journey today, where would you tell them to begin and how to build operations that remain competitive over the next 20 years?

Alberto: I would advise them to start with the operation, not with the technology. First, identify the key challenges and opportunities where digital solutions can create real value. Then build a strong foundation of connectivity, reliable data, cybersecurity and, above all, people capable of using these technologies. Over the next 20 years, competitiveness will depend on the ability to continuously innovate, improve productivity and safety, and adapt technology to the changing needs of the operation and the industry.