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Robotics, Control & Virtual Reality: Why Digital Transformation is Critical for Mining

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Transformation through the forces of technology change and disruption is a significant dynamic only recently seen in the mining sector. In fact, many may ask what it means to be transformative for an asset intensive industry like mining.

IT and technology investments that are enabling the connection of the physical with the virtual – through a raft of technologies, sensors and solutions – are enabling mining companies to create transparency across their operations.

The transformation we are seeing though is not just about being able to see what is happening across the mine, but to create the ability to control and ultimately to respond predictively.

The future of mining is to create the capability to manage the mine as a system – through an integrated web of technologies such as virtualization, robotics, Internet of Things (IoT), sensors, connectivity and mobility – to command, control and respond.

The mining sector is facing a period of enormous challenges. The fall in prices across commodities continues to impact the cost, asset and debt settings mining companies need to have.

Prevailing challenges that have been present for a long time but have been unresolved are now becoming critical.

Globally, productivity has been falling despite commodity price boom and supply chain investments.

The physicality of many mining operations is becoming increasingly difficult. Therefore, it’s not surprising that in IDC Energy Insights’ recent survey of 190 miners globally, the top priority is saving costs.

Mining companies are under more pressure than ever to get more materials from the ground at the lowest possible cost and the highest possible grade.

Hence, mining companies are looking for new ways of doing things, profit maximization is the top business concern of mining companies as they work to change the cost and efficiency settings of their operations.

This is an environment of change and within that one where the role of technology and its importance to the core activity of mining is becoming a critical enabler for the mining operations – that consistently meet leading financial and production performance metrics.

IDC Energy Insights research shows that mining companies are looking to a future where technology is changing the operations of the mine.

The top strategic objective of mining operations in 2015 are: safety improvement, automation of assets, mine operations management and control.

IDC research shows that 69% of mining companies globally are looking at remote operation and monitoring centres, 56% at new mine methods, 29% at robotics and 27% at unmanned drones.

Globally, 83% of mining companies say that their technology budgets will increase or stay the same in 2015.

The ability of data intelligence, data integration and technologies like robotics to change the physical nature of mining is real and across the sector, with leading mining companies taking steps to take advantage of these capabilities.

Breaking digital transformation down into its parts helps demonstrate what digital transformation means to mining companies.

IDC’s perspective on digital transformation is made up of five parts – experience transformation, work source transformation, operating model transformation, information transformation and leadership transformation.

Digital transformation is not all about the technology, but for each of these components of transformation, the technology of IDC’s third platform – cloud, mobility, big data analytics and social business – are enablers.

The third platform in combination with innovation accelerators such as robotics, IoT and cognitive computing are fundamentally changing what it means to operate a mine as mining companies make the interconnection between the virtual and the physical.

For mining companies, the creation of competitive differentiation through going digital, is about how technology is changing the physical reality of managing mining operations – by changing work practices, changing the types of roles and changing the processes that are core to mining operations – and in the process contributing to a significant improvement in productivity.

Out of the five elements, three of which are of most critical importance to mining companies’ transformation now.

First is Operating Model Transformation – the connection of people and things to create efficient and effective operations.

This is a critical focus of investment we are seeing across the mining sector now. Asset management – particularly employing more predictive maintenance approaches to minimize equipment outages and its impact on production performance.

Dynamic planning and scheduling is another area that we are expecting to see a lot of movement in the way operating model transformation takes place in mining. Second is Information Transformation – to enable utilization of data across operations to create greater value and ultimately to treat data as an asset.

Third is Work Source Transformation – not just about having the right skills in place to support the transformation but also engaging and connecting with external stakeholders. This is a process that is starting for many mining companies as we see the importance of innovation and collaboration across senior leadership, IT and operational technology as mining companies seek more effective ways to utilize knowledge across the organization.

Looking across the mining companies that have been most successful with their transformation initiatives to date, the stand out characteristic is the nature of their leaders’ vision.

While still developing across the mining sector globally, leadership transformation – where senior leadership has a vision for the transformation of their organization and a sophisticated understanding of technology – needs to play a role with more impact than we are currently seeing across the sector.

Companies that have been able to successfully transform their digital capabilities display the following characteristics, and for mining companies taking steps to move their digital maturity, IDC makes the following recommendations associated with each area:

A willingness to openly experiment with new technology. Work across your organization to create research insights with internal and external stakeholders.

Look externally, collect examples and look to other industries for examples of successful approaches across process innovation and technology initiatives.

A willingness to change the norms of their business model. Data-led insights and automation will only deliver value if there is a culture of change. Be willing to change the established ways of doing things, change work practices and approaches.

A willingness to make bold bets when the time is right. Mining companies have significant legacy data investments in place already.

The investments required to create visibility and control are often challenging and have an associated level of risk.

To achieve a significant improvement in productivity, there will ultimately need to be a willingness to take on measured risk. Start with short sharp examples to demonstrate value, and as you work towards larger investments, demonstrate value to stakeholders at each stage.

Remember the critical importance of marketing internally to drive support across all stakeholder groups.

 


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Study Reveals 83% of Employees Stay Connected to Work During Time Off, Fuelling Digital Anxiety

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A new Kaspersky survey undertaken in the Middle East, Turkiye and Africa (META) region reveals that digital anxiety is becoming a defining feature of modern work culture, as employees don’t disconnect even during their free time and vacations.

According to the findings, 83% of respondents keep an eye on work tasks outside working hours. An overwhelming 85% reply to all work-related messages in instant messaging apps, while the same share (85%) check work emails during their time off – and 81% admit they are responding to work emails while on vacation or in their personal time.

The pressure to remain constantly available is contributing to heightened stress levels in the workplace. Other sources of stress include work issues, for example, 43% experience anxiety after accidentally sending a random message to a work chat.

Interestingly, not all digital mishaps are perceived equally: 40% report that they take it calmly when they send an unfinished email, proving that some mistakes are considered less damaging than others.

Blurred boundaries between professional and personal life, combined with instant communication tools, are intensifying feelings of constant monitoring and fear of making digital errors.

More than a third (36%) of respondents say they feel extremely uncomfortable or even scared if their boss notices them scrolling through social media at work instead of working. The “always-on” culture may undermine employee well-being, increase burnout risks, and reduce overall productivity in the long term.

“Digital anxiety doesn’t just affect employee well-being – it can also increase cybersecurity risks for organisations. When people feel constant pressure to respond immediately to messages and emails, they are more likely to act impulsively, without carefully verifying links, attachments, or sender identities.

This urgency can make employees more vulnerable to phishing, and other scams using social engineering techniques,” comments Brandon Muller, Technical Expert at Kaspersky.

Kaspersky recommends employees to follow the below tips to avoid digital anxiety and associated cyber risks:

  • Slow down before clicking or replying. Digital anxiety can trigger automatic reactions. A short pause to check sender details, URLs, or attachments can prevent security breaches.
  • Treat urgency as a red flag. Cybercriminals often exploit pressure and fear. Always verify unexpected or urgent requests before responding.
  • Avoid handling sensitive information on unsecured networks. Public Wi-Fi, often used when working outside regular hours, increases exposure to cyber threats. Mobile network and VPN should be applied in such cases.
  • Use technologies that will help reduce risks. For example, Kaspersky Premium offers AI-powered anti-phishing features designed to help warn of potential threats.

Businesses can reduce cybersecurity risks related to employees’ digital anxiety by providing regular cybersecurity training that helps staff recognise threats and respond correctly even under stress.

At the same time, organisations should use robust cybersecurity solutions to minimise the impact of human error. Kaspersky Next’s adaptable and robust cloud-native protection, underpinned by an unequalled cybersecurity track record, is one of such products.

Protection solutions for mail servers, such as Kaspersky Security for Mail Server, with anti-phishing capabilities, help to additionally decrease the chance of infection through a phishing email.


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FG Approves Electric Buses for Civil Servants, Pushes Local Auto Growth

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Federal Government of Nigeria has approved the acquisition of electric buses for civil servants as part of efforts to promote cleaner transportation and boost local vehicle manufacturing.

FG Approves Electric Buses for Civil Servants, Pushes Local Auto Growth

The development was disclosed in Abuja by Joseph Osanipin, Director-General of the National Automotive Design and Development Council (NADDC). Osanipin said the buses would be sourced from local assemblers to strengthen domestic production and stimulate growth in Nigeria’s automotive sector.

He stated: “The initiative is aimed at encouraging the transition to cleaner mobility while creating opportunities for local manufacturers.” According to him, the government has also procured charging infrastructure that will be deployed across parts of the country to support the adoption of electric vehicles.

As part of broader efforts to develop the sector, the council is establishing the Nnewi Automotive Development Park in Anambra State. Osanipin explained: “We are developing the Nnewi Automotive Development Park where we will provide the necessary infrastructure so that users of the park can share facilities.”

He added that the shared infrastructure model would enable investors and manufacturers to operate without bearing the full cost of setting up independent facilities. The council is also seeking additional investment to accelerate the development of the park and attract more industry participants.

Osanipin urged Nigerians to support locally assembled vehicles, noting that increased patronage would help create jobs and drive economic growth. He said the council is providing training to manufacturers and stakeholders to enhance local production of vehicle components such as batteries and tyres.

“The move will reduce import dependence, create employment opportunities, and contribute to the country’s Gross Domestic Product,” he said. The NADDC is also working with the Bank of Industry Nigeria to facilitate the disbursement of the National Automotive Development Fund to qualified stakeholders.


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Jumia Reaffirms Commitment to Consumer Trust on World Consumer Rights Day

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As the global community commemorates World Consumer Rights Day, Jumia Nigeria joined industry leaders, regulators, and consumer advocates at the Lagos Marriott Hotel, Ikeja, for a high-level panel session hosted by the Lagos State Consumer Protection Agency (LASCOPA) on Tuesday, March 17, 2026.

Speaking during the session, Peters Afebuame, Group Head of Content and Production at Jumia, highlighted Jumia’s comprehensive approach to protecting consumers from counterfeit or adulterated products on its marketplace, noting that the company has implemented structured checks and technology-driven systems across the entire product lifecycle, from seller onboarding to post-listing monitoring, to safeguard product authenticity.

“Ensuring product authenticity on our platform requires a combination of technology, policy enforcement, and continuous seller engagement,” he stated.

“At Jumia Nigeria, we have implemented a multi-layered process that begins with rigorous seller onboarding and policy agreements, followed by catalogue configuration controls, AI-driven product attribute verification, and the use of global product identification standards. These systems are reinforced by ongoing quality moderation, brand protection mechanisms, and strict enforcement actions, including product and seller delisting, ensuring that customers can shop on our platform with confidence.”

Central to Jumia’s consumer protection framework is a rigorous seller verification process designed to ensure marketplace integrity. Vendors are required to provide proof of legal and regulatory compliance before gaining access to the platform. This vetting process is reinforced by a strict quality control system that monitors products listed on the platform, backed by a zero-tolerance policy toward counterfeit or substandard goods. Non-compliant sellers face penalties and permanent delisting from the marketplace.

Transparency also remains a core priority in helping customers make informed purchasing decisions. Product listings across the platform feature clear specifications, verified descriptions, and detailed images, enabling shoppers to understand exactly what they are purchasing before completing a transaction.

Recognising that digital literacy plays a critical role in online safety, Jumia continues to invest in consumer education initiatives through instructional “how-to” videos, platform guides, and social media campaigns that equip Nigerian shoppers with practical knowledge to navigate online shopping securely and confidently.

To further strengthen transaction security, Jumia leverages its proprietary payment solution, JumiaPay, which provides a secure and encrypted payment infrastructure designed to protect customer financial data. The company also adheres to internationally recognised data protection standards such as the General Data Protection Regulation (GDPR) and local regulatory frameworks established by the Nigeria Data Protection Commission (NDPC), ensuring responsible handling and protection of user information.

Beyond the point of purchase, Jumia reinforces consumer protection through a customer-centric return and refund policy designed to ensure seamless resolution when issues arise. A dedicated customer service team also provides support through multiple channels, including phone and social media, enabling swift response to consumer inquiries and complaints.

As e-commerce continues to expand across Nigeria, Jumia reaffirmed its commitment to building a marketplace that prioritises fairness, transparency, and consumer safety. Through continuous investment in technology, strong policy enforcement, and ongoing consumer engagement, the company aims to strengthen trust and confidence in Nigeria’s growing digital commerce ecosystem.


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