Cybersecurity has become a critical focus as mining continues to evolve into a high-tech, data-intensive industry. Beyond the financial impact of cyber breaches, there are significant implications for safety, operational efficiency and reputational risks.
Tackling these challenges requires a multidisciplinary approach spanning talent and leadership, information technology (IT) and operational technology (OT) infrastructure, and risk assessment and mitigation.
Talent and leadership: building cyber-resilient teams
Effective cybersecurity starts with people. As mining companies adopt advanced technologies enabled by artificial intelligence (AI) and the Internet of Things (IoT), they face a growing need for diverse skills in cybersecurity and IT.
Jose Mendez, a seasoned industry expert, and Brian Persaud, a cybersecurity manager with significant experience in mining, highlighted a core challenge: attracting and retaining talent that understands both digital and operational landscapes.
Bridging the talent gap
The mining industry has been relatively slow to recognise its need for intentional cybersecurity development, as demonstrated by organisational lags in expanding roles to include digitalisation, as noted by WifiTalents, a remote talent recruitment agency and The Canadian Mining Journal.
As Persaud noted, securing the OT environment—the backbone of mining operations—requires specialised expertise that has historically been overlooked. Cybersecurity for OT systems is a niche field where legacy systems, aging technology, and production-critical networks demand unique solutions.
Leadership’s role in cybersecurity adoption
Leadership plays a pivotal role in fostering a culture of cybersecurity. Without buy in from senior executives, implementing robust cybersecurity frameworks is a formidable challenge. Mendez recalled the frustrations of driving cybersecurity initiatives from the bottom up, which often needed more strategic support.
Conversely, top-down leadership prioritising cybersecurity has been critical for companies like Kinross Gold and BHP, which Mining Digital ranks as two of the top 10 cybersecurity strategies, setting benchmarks for innovation and security integration.
To succeed, mining leaders must cultivate psychological safety within their teams. This involves creating environments where employees can voice concerns and bring solutions, enhancing problem-solving, safety and team effectiveness.
IT and OT infrastructure development: securing the core
The convergence of IT and OT in mining can bring tremendous efficiencies and introduce new vulnerabilities. OT, which controls processes like ore crushing and refining, is increasingly connected to IT systems for data sharing and decision-making.
Challenges in OT security
As noted earlier, the OT environment presents unique cybersecurity challenges. Unlike IT systems focused on data confidentiality, OT systems prioritise physical safety and equipment availability. For example, a cyberattack on OT systems could halt operations, cause environmental damage and/or jeopardise human safety.
Persaud emphasised that mining companies must implement critical controls between IT and OT networks, including firewalls and secure data transfer protocols. This segmentation is crucial to prevent lateral attacks where hackers exploit IT vulnerabilities to access OT systems.
As he pointed out, downtime caused by such breaches can cost mining companies hundreds of thousands of dollars per hour.
Modernising legacy systems
Reliance on legacy equipment in OT environments can complicate cybersecurity efforts. Many devices lack built-in security features, making them easy targets for cyberattacks. Retrofitting these systems with modern protections is costly and complex but essential for mitigating risks. Furthermore, ensuring that subcontractors have access limited to their specific systems can help protect the organisation from expensive data breaches.
The role of risk assessment and mitigation in cybersecurity
Cybersecurity breaches have become one of the primary concerns of mining leadership in recent years. KPMG noted in its 2024 Global Metals and Mining Outlook that 39% of those surveyed found cybersecurity a pivotal challenge to overcome when implementing technology.
John Heaton, Executive Director of Technology Risk Consulting, notes that risk identification and mitigation strategies must be a key priority at the board level, specifically through audit committees, to protect operational assets.
Identifying critical assets and threats
Effective risk mitigation begins with pinpointing an organisation’s most critical assets—often called ‘digital crown jewels’. Audit committees are pivotal in ensuring management has identified vital data and systems essential to operations, such as OT networks that control production processes. This includes understanding data flows, potential vulnerabilities and third-party risks in the supply chain.
Smaller firms can leverage internal audits to identify risks and secure operations at a time when cybersecurity is becoming increasingly vital.
Embedding cybersecurity in governance
Audit committees should focus on embedding cybersecurity into corporate governance. This includes ensuring compliance with evolving regulatory requirements, such as Canada’s proposed Bill C-26 or Europe’s GDPR, which mandate reporting for critical infrastructure and privacy protection.
A strong governance structure fosters accountability, assigns clear responsibilities for cyber oversight, and integrates cybersecurity into decision-making processes.
A path forward
To address its cybersecurity challenges, the mining sector could reimagine its approach in the following areas:
- Invest in talent development: Mining companies must expand their recruitment pools to include IT specialists, cybersecurity analysts, and data scientists. Offering continuous training in advanced technologies like AI will be essential for keeping teams adept at managing complex systems.
- Integrate IT and OT security: Developing a unified cybersecurity strategy to protect IT and OT systems is critical. This strategy includes segmenting networks, implementing multi-factor authentication, and monitoring for anomalies using AI-driven analytics.
- Promote leadership and collaboration: Strong leadership can dismantle organisational silos, fostering cross-functional collaboration between IT and operational teams. This cultural shift ensures that cybersecurity measures are both comprehensive and actionable.
- Enhance psychological and physical safety: Cybersecurity must be woven into the broader fabric of safety in mining. By adopting frameworks that support psychological safety, organisations can empower employees to identify and address vulnerabilities proactively.
- Create clarity early: Cybersecurity is only as strong as its intentionality. As we move toward the energy transition in an increasingly interconnected world, explorers, developers, and producers must come to a consensus on the most critical assets to protect. For example, these assets may include LiDAR and assay data in an early-stage exploration project and production data in an operating mine. It’s never too early for organisations to define their cybersecurity strategy and embed decision-making into their governance procedures.
Conclusion
The future of mining could depend on companies’ ability to secure their digital and physical assets. By investing in talent, modernising legacy infrastructure, and prioritising safety, the industry can position itself as a leader in cybersecurity.
The stakes are high, but so are the rewards of safeguarding the critical supply chains that underpin global progress.