The world is more connected than ever, and mining technology and service companies are no exception. As they expand their reach globally, they need to follow their clients to new markets, from a copper mine high in the Andes to the icey cold winters of Northern Canada. When exploring new markets, it’s the classic “chicken or egg” dilemma: You want to see success before committing to the expenses of a local operation, but as soon as you start generating revenue, the risk of being classified as a PE increases.
Chile’s rapid shift toward renewables requires a smarter, more flexible electricity system. That’s where Demand-Side Flexibility comes in. Instead of only adding more batteries or power lines, what if we could adjust when and how we use electricity?
Water is a vital input for Chile’s mining industry, essential to every stage of copper production—from ore processing to dust control. As water scarcity deepens across northern Chile, the country’s copper mining sector is undergoing a structural transformation in how it sources and uses water.
The Vicuña District, straddling the high Andes between Chile and Argentina, is shaping up to be one of the most significant new mining hubs in the Americas. For mining suppliers, it offers a multi-decade pipeline of work across some of the most advanced and exciting copper-gold projects currently in development.
Over the past few years, Latin America has quietly become a hot spot for technology suppliers looking to grow. As industries across the region modernize, there’s a real appetite for solutions that boost efficiency, improve safety, and support sustainability goals.
Working with local partners can be a highly cost-effective way to enter a new market, especially in complex regions like Latin America. However, it also comes with inherent risks—particularly for foreign companies unfamiliar with the local business landscape. Learn from our best practices to maximize sales in Latin America.
The world is more connected than ever, and mining technology and service companies are no exception. As they expand their reach globally, they need to follow their clients to new markets, from a copper mine high in the Andes to the icey cold winters of Northern Canada. When exploring new markets, it’s the classic “chicken or egg” dilemma: You want to see success before committing to the expenses of a local operation, but as soon as you start generating revenue, the risk of being classified as a PE increases.
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