Mining is mission-critical for the global economy. Success in 2026 means disciplined growth, innovation and a renewed focus on people, writes Seequent mining segment director, Dr Janina Elliott.
As the mining industry enters 2026, leaders face a landscape shaped by shifting global markets, rapid technological change, and the urgent need for new skills and talent. The sector’s future will hinge on how we respond – with agility, innovation and a renewed sense of purpose.
Uncertainty is not new to this industry. At Bentley Systems’ Year in Infrastructure conference in Amsterdam, I asked global economist and founding director of Landfall Strategy Group, Dr David Skilling, what made these current times different to other periods of uncertainty. His view was that what sets this moment apart is the unprecedented scale and speed of change, driven by the green transition, the electrification process and ultimately political competition between the big powers that adds an additional edge.
With that in mind, what is 2026 likely to bring? The coming year promises fresh challenges and opportunities, demanding the industry stays nimble and responsive to these evolving dynamics.
Here are three mining industry trends to watch for in 2026.
1. Critical minerals and strategic supply: not yet a super cycle
Driven by the 4th industrial revolution, the demand for critical minerals is surging still, and while the world is set on the path to electrification and digital transformation, market behaviour does not indicate the onset of a new super cycle focused on energy transition, as of yet.
As geopolitical fragmentation and the reorganisation of inward-bound supply chains occupy western economies and leave the investment markets with a continued sense of uncertainty, China’s dominance in the manufacturing market and the global supply of critical minerals subdues commodity prices for most critical minerals.
In response, governments are treating mining as a strategic priority for autonomy, fast-tracking policy shifts, incentives and public-private partnerships.
This activity, which is likely to continue in 2026 and beyond, creates opportunity in known mineral provinces in South America and Africa but notably in new frontiers such as Saudi Arabia, where exploration spending has surged more than 600% since 2018.
While the rest of the world plays catch up, enormous pressure is placed on the mining industry to operate in a lower-margin (excluding safe-havens) and high-cost environment for the foreseeable future. To satisfy stakeholders, diversified miners find themselves in need of fiscal and operational optimisation with a focus on existing sites. Value over volume is the new mantra. Investors want disciplined capital allocation and clear returns, not growth for growth’s sake.
In tandem comes a wave of leadership turnover that seeks a new type of CEO with the capability to clearly communicate vertically and to external stakeholders. Long-standing mining houses such as Rio Tinto, Barrick, Teck and Anglo American have a well-established track record of restructuring, mergers and acquisitions and industry conditions suggest further consolidation among majors is likely over the long term.
What they have in common is a reluctance in risk acceptance that drives deals based on known entities and jurisdictions as well as divestitures that actively reshape the mid-tier market.
While the industry recognises the need for generative exploration, it maintains a focus on inorganic growth. As such, mergers and acquisitions on the advanced project level and near-mine exploration will continue to play a key role. However, long-term success depends on expanding the search for new resources.
The pipeline is thin and still in 2026, grassroots exploration budgets remain flat year-on-year in major jurisdictions such as Canada, Australia and the US. Having said that, where money is available a focus is placed on gold, silver, copper and uranium. Gold explorers in particular have benefited from global banks buying bullions in-lieu of US-dollar based assets that supported a steady gold price increase. As a result, short-term investment in precious metals exploration has improved and may continue to do so.
For the foreseeable future, the current holding patterns on global investment shaped by geopolitics are likely to remain in 2026 and despite a hesitantly positive outlook, global activity does not yet bear the semblance of a super cycle.
2. Technology as an enabler – agility, integration and open platforms
Understanding the constraints of the market and fierce competition for capital across the mining chain, it begs the question, what differentiators allow explorers and producers alike to succeed.
The answer that most leaders agree upon today is that mining needs to embrace modern technology but with a greater sense of urgency.
Digital innovation in tech occurs at an unprecedented speed and tuning in doesn’t only provide the ability to remain competitive long-term but to attract new investors, both conventional and increasingly industry-adjacent (eg Silicon Valley, motor industry, oil and gas, etc), who consider a digital approach as an asset.
Advanced software applications, cloud-based data management, and AI-enabled automation at every stage of the value chain are essential to drive operational and fiscal optimisation. But how to choose from the plethora of possibilities now available in the geoscience-focused software/consultative market?
The trend that is forming here considers two key aspects when choosing technology: agility and openness.
Agility does not simply equate to fast results but refers to flexible workflows that allow for improved efficiency to create actionable insight, ideally in real time. This form of structured data collection and interpretation noticeably replaces static, waterfall-style planning in favour of live operational decisions.
For example, a modern drilling campaign today relies less on a static grid approach but takes advantage of a digital supply chain from sensor enabled rigs, to automated core sheds, to digitally connected labs that create geological insight while the drills are turning. The turnaround time from sample to decision needs to be minimised but not at all costs. To make every dollar truly count, data needs to be reliable, auditable and transparent to draw robust conclusions that aid an agile approach to modern exploration and extraction.
But this is easier said than done. Especially as most organisations, in particular the mid-tiers and majors, find themselves in a dilemma that is construed of legacy software, bespoke in-house applications and scripted, rigid workflows with no room for downtime.
This is where openness matters. Cloud-based ecosystems that enable data to flow freely from and to existing software and future applications without requiring a complete system overhaul, are key.
To drive digital productivity today the industry needs to turn to, even demand, digital standardisation and openness that drives connected workflows across multi-disciplinary streams, partnerships and the kind of future innovations investors want to see.
3. New skills, future talent and PR
While the path to competitive advantage through technology seems clear, the question remains how the industry will manage the implementation of modernised workflows while constrained by a rigid “always-on” mentality and fewer professionals entering geoscience.
Half of United States mining professionals will retire by 2029 and in Australia university programs are dwindling.
Attracting, retaining and upskilling talent now is unequivocably critical. The key is not to replace people with automated technology but to create a forward-looking environment where technology aids a modern geoscientist in the innovation of more efficient workflows to reduce uncertainty and improve ROI.
Over the past few years the term “orebody knowledge” has been at the centre of discussion and it is becoming increasingly clear that best insight comes from organisations that provide experienced geologists with the opportunity to draw on high quality structured data, focused statistics and AI to challenge the status quo.
This is not a new realisation but most are yet to invest in widespread upskilling, university support or extra headcount such as focused data managers and data scientists. Investment in people does not only have the effect of maintaining valuable staff but attracts new talent. The next generation expects advanced tools and lifelong learning.
What’s more, to inspire future explorers, mining must connect its work to sustainability, economic resilience and the green transition.
It’s not just about geology but about shaping the world. Despite the current global focus on critical minerals mining still has a PR-image problem. The industry must frame itself as doing more than simply extracting minerals from the ground but as leading in resource stewardship and sustainability, environmental innovation and community partnership.
In summary, mining is mission-critical for the global economy and the energy transition. Success in 2026 will depend on disciplined growth, responsible innovation, and a renewed focus on people and sustainability.
