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

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.
E-Business
Kled AI, US Data Firm Blocks Nigeria over High ‘Fraudulent Activity’

Kled AI, US-based developer, has announced the removal of its application from the Nigerian app store, alongside an IP restriction affecting the region, citing what it described as an “unmanageable level of fraudulent activity” on the platform.

Kled is a data marketplace that rewards users for uploading photos, videos, and other multimodal content.
Avi Patel, 22-year-old founder, in his X handle, said the decision followed months of internal review, during which the startup found that a large share of uploads from Nigeria, including images, documents, and videos meant for AI training, were fake, duplicated, or generated by artificial intelligence.
Kled operates what it describes as an opt-in data marketplace, where users voluntarily upload personal content in exchange for payment, with the material later sold to AI labs for training models.
The startup said it has paid hundreds of thousands of users globally and processed over one billion data assets within four months of launch.
However, Patel said Nigeria stood out negatively.
According to him, the company reviewed a sample of 10 million uploads from the country and found that only a small fraction met quality standards required for AI training.
He added that the problem escalated when the platform was flooded with manipulated identity documents, including fake passports, during its verification process.
“As a startup, we cannot absorb the cost of filtering that level of bad data,” Patel said, noting that the company has now removed the app from Nigeria’s Apple App Store and imposed an IP ban on the region while it strengthens its fraud detection systems.
“On top of all of this, every time we make a post there is someone asking us to bring the region back within seconds. We hear you, but it’s gotten out of hand,” he added.
Despite the suspension, the company maintained that the move is temporary and not permanent.
“We’ve made this decision with great care. We love everyone who has genuinely supported Kled from Nigeria, and we hope to return when the time is right,” the statement concluded.
The decision has triggered backlash among Nigerian users, many of whom accuse the company of stereotyping and unfairly targeting the country.
Patel, however, insists the move is purely business-driven and not linked to race or nationality, stressing that Kled remains available in other African markets.
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E-Business
Trusted Relationship and Exploits in Public-facing Applications Strengthen Position as the Main Attack Vectors

Although the main initial vectors in 2025 remain similar to 2024, their combined share has grown to over 80%. Public-facing applications account for 43.7%, while trusted relationships have increased from 12.7% to 15.5%.

Valid accounts make up 25.4%. These insights are from the recent Global Report by Kaspersky Security Services.
The ‘Anatomy of a Cyber World’ is an in-depth global report based on incident data gathered in 2025 from Kaspersky Managed Detection and Response, Kaspersky Incident Response, Kaspersky Compromise Assessment and Kaspersky SOC Consulting.
It highlights the most common attacker tactics, techniques and tools, as well as the peculiarities of detected incidents and their distribution across regions and industries.
According to data derived from Kaspersky Incident Response, the top three initial attack vectors have remained relatively stable over the past seven years and have not changed significantly. Valid accounts and exploits in public-facing applications consistently represent the most common entry points.
The third position has periodically shifted: malicious emails, once a common initial vector, were replaced by trusted relationships, which first appeared in 2021 and entered the TOP-3 in 2023. By 2025, the distribution of main vectors looked as follows:

These attack vectors are often interconnected within the same chain, for example, organisations compromised through trusted relationships are frequently first breached via exploits in public-facing applications. Recent cases reveal attackers targeting service providers or IT integrators to then access their clients.
This problem is compounded by many small service providers lacking dedicated cybersecurity expertise and resources. As they manage accounting software or websites, breaches in these companies can lead to the compromise of their clients’ systems through exploited remote access.
When examining the investigated attacks in terms of duration and impact, the data shows that the majority (50.9%) of them were rapid in nature, typically lasting less than a day and most often resulting in file encryption.
A significant portion (33%) were long-lasting, with an average duration of 108 hours, during which attackers not only encrypted files but also installed persistence mechanisms, compromised Active Directory and caused data leakage.
The remaining 16.1% exhibited a hybrid pattern: they initially appeared as rapid attacks but involved a considerable delay between the initial breach and subsequent malicious activities, extending their overall duration to nearly 19 days.
“Given that attackers are increasingly orchestrating coordinated, multi-stage attacks, organisations cannot afford to rely on a reactive, “firefighting” approach. To counter this, a proactive security posture is essential, one that embeds real-time threat monitoring and continuous detection into everyday operations.
This enables defenders to respond swiftly to adversary activity before it escalates. Key measures for protecting digital assets against both rapid intrusions and long-term compromises include: timely patching, enforcement of multi-factor authentication and strict control of third-party access,” comments Konstantin Sapronov, Head of Global Emergency Response Team at Kaspersky.
E-Business
Meta Expands AI-Powered Age Assurance Measures to Strengthen Teen Safety Online

Meta has announced new advancements in its age assurance technology as part of its ongoing efforts to create safer, age-appropriate experiences for young people across its platforms. Through a combination of AI, product design, and parental support tools, Meta continues to strengthen how it identifies teens, protects them by default, and supports families in navigating digital environments.

Meta
Strengthening underage enforcement with advanced AI
Meta requires users to be at least 13 years old to use its platforms and continues to invest in advanced technologies to uphold this policy at scale. As part of these efforts, the company is further enhancing its AI-driven systems to more effectively identify and take action on accounts that may belong to underage users.
These advancements include:
Contextual AI analysis across profiles: Meta’s systems analyse a wide range of signals—including posts, comments, bios and captions—to identify contextual indicators such as references to school environments or age-related milestones. This capability is being expanded across additional surfaces within Meta’s apps, strengthening enforcement in a more consistent and proactive way.
Advanced visual analysis technology: Meta is introducing AI that can interpret general age-related cues within photos and videos. This technology estimates age ranges based on broad characteristics and does not use facial recognition or identify individuals. When combined with behavioural and textual signals, it significantly enhances detection accuracy.
Expanded enforcement and verification processes: Accounts identified as potentially underage are subject to age verification requirements. Where age cannot be confirmed, accounts may be removed to maintain platform integrity.
Improved reporting and flagging tools: Meta is making it easier for people to report suspected underage accounts through simplified reporting flows available both in-app and via the Help Center, helping surface potential violations more efficiently.
AI-supported review systems: To improve consistency and speed, Meta is supplementing human review teams with AI models that apply standardised evaluation criteria to reports, enabling faster and more reliable enforcement outcomes.
Stronger circumvention safeguards: Meta is also enhancing its ability to detect and prevent repeat attempts by users who may try to bypass age restrictions by creating new accounts.
While many of these AI-driven systems are already in use globally, certain advanced capabilities continue to be rolled out progressively across additional markets.
Expanding Teen Account protections
Meta continues to expand its Teen Account framework, which is designed to provide built-in protections that limit unwanted contact and reduce exposure to inappropriate content. Since its introduction, hundreds of millions of teens have been enrolled in these protections across Instagram, Facebook, and Messenger.
These protections include automatically placing teens under 18 into age-appropriate experiences, including a default 13+ content setting designed to limit exposure to sensitive content.
Building on this progress, Meta is further scaling its proactive detection technology that identifies users who may be teens—even if they have entered an adult birthdate—and automatically places them into age-appropriate settings. This technology, already rolled out in several markets, is being expanded to additional regions, with the goal of making these protections available more broadly over time.
Supporting parents with tools and guidance
Meta continues to support parents as key partners in helping teens navigate online experiences safely. The company is introducing new notifications and guidance designed to help parents better understand how to verify their teen’s age and encourage open conversations about the importance of providing accurate information online.
These efforts build on existing resources available through Meta’s Family Center, which provides tools and educational materials to help families manage their digital experiences more effectively.
Meta also maintains age verification requirements for users who attempt to change their age in ways that may bypass protections, using a combination of ID verification and facial age estimation tools.
Advocating for industry-wide solutions
Meta continues to emphasise that age assurance is a complex, industry-wide challenge that requires broader collaboration. The company supports approaches where age verification is conducted at the operating system or app store level, enabling developers to deliver consistent, age-appropriate experiences across apps.
In addition to AI-based detection, Meta uses age estimation based on user activity and signals, as well as user reports, to help determine whether someone may be misrepresenting their age.
Meta believes that such an approach would help reduce fragmentation, improve consistency in protections, and provide a more privacy-preserving solution compared to requiring each individual app to implement separate systems.
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