In my time working closely with mining executives and board members, one truth keeps surfacing and resurfacing: mining has a PR problem.
This isn't a new discovery. The industry has grappled with its image for years, with little progress.
From an ESG lens, mining is seen as a disruptor, with its modern activities overshadowed by historical activity and dominant public perception.
Rather than leading with value and opportunity, mining leaders begin on the back foot. The ability to confidently pitch their story to market is constantly overshadowed, and they must be prepared to justify and defend their operations before they even begin speaking about the benefits.
Consequently, strategy becomes slower, messaging is diluted, and a critical sector lowers its voice.
But why is this the case?
Years of reputational damage have led to mining being seen as a "dirty business". That connotation has an impact on everything from investor confidence to university enrolments in mining-related disciplines.
Often a topic of conversation, fewer young Australians are selecting mining as their career path, further widening the skills gap.
The crux of the issue isn't just ESG impacts; it's also about communication. Mining leaders can improve on articulating the full picture. The industry's complexity, innovation, and critical role in a decarbonising world aren't being sold across all commodities.
This is compounded by the industry's traditional communication style … technical and overly cautious. While understandable, this approach is increasingly misaligned with modern stakeholder expectations, which demand transparency, storytelling and a values-led narrative.
Investors and the broader public aren't satisfied with just knowing what companies are doing. They want to know why those actions matter and how they will deliver real benefits to society. While those in the industry get this instinctively, that message rarely makes it out of the boardroom.
Earlier this year, I facilitated an industry dinner chaired by former Anglo American CEO Mark Cutifani, surrounded by high-profile executives and leaders from across the sector. It was a room I'd never imagined myself in, but being among those steering some of mining's most influential organisations brought clarity to an issue I had long recognised.
The conversation that evening sparked a realisation. The solutions are clear. We can improve on telling the story. Those insights stuck with me, and I knew I had to help amplify them.
Cutifani put it simply. When introducing himself to those outside the industry, he tells people he works in an industry that has the "most positive net environmental impact on the face of the planet". Nobody has ever guessed he means mining. But he's not wrong.
Mining uses only 0.3% of the earth's surface, yet it contributes to a 30% reduction in humans' geographic footprint through urban centralisation. Centralising cities allows the reduction of sprawl, emissions and infrastructure strain and is enabled through mining.
Without mining, there is no clean energy future. The International Energy Agency (IEA) estimates that demand for critical minerals could more than double by 2030. The increasing popularity of battery storage is spurring demand for minerals needed for battery materials, such as graphite, lithium, copper and nickel. By 2040, mineral demand is projected to be dominated by these metals.
Extracting minerals from the earth is disruptive. That can't be ignored. But much work has been done to minimise impact and maximise benefits technologically, socially, and environmentally. The issue is that we are not owning the narrative.
Current mining operations are leveraging AI, automation, renewable energy and several other tools to bolster sustainable operations. These changes should be broadcast widely, but instead, they are often hidden in technical, sustainability or annual reports. That needs to change.
The path forward doesn't lie in more spin or being defensive, but rather more substance and greater communication. Nowadays, stakeholders want real action, transparency and impact. That means a refresher on how industry leaders present the sector, not just in investor decks, but in the broader public eye.
As an industry, leaders need to hold their heads high and tell their story proudly.
One company may not be able to fix decades of reputational damage, but what it can do is display what modern, responsible mining looks like.
Changing these perceptions may not convert everyone, but it may make all the difference in winning the approval of the next generation. And that's an approval the industry desperately needs.
To secure its social licence and redefine its relevance, mining must communicate its value proposition and PR itself into the future.