EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
Recent Searches
In brief:
- AI is moving from experimentation to enterprise-critical capability in mining.
- Scalable platforms and strong governance separate leaders from laggards.
- Talent, data quality and operating models are the true constraints on AI maturity.
Mining and metals companies have steadily built digital capabilities over the past two decades, often in isolated parts of the value chain. The industry is now entering a new phase, one where artificial intelligence (AI) shifts from being a peripheral enabler to becoming embedded in core operations, planning and decision-making.
The EY Mining and Metals Risks and Opportunities 2026 report shows this shift is well underway: 21% of leaders plan to allocate more than 20% of incremental budget toward AI in the next year. Yet many organisations remain stuck in a cycle of experimentation, generating proofs of concept that demonstrate local value but fail to scale across the enterprise.
Read the full article here