Newmont has built the largest gold business in the world.
In Latin America, the cost of each ounce is settled on the haul road at Yanacocha and in the development drift at Cerro Negro.
Newmont runs Latin America as two very different gold operations. Yanacocha is an open-pit mine in Cajamarca, Peru, South America's largest gold mine and now wholly Newmont-owned, working its current oxides while the Yanacocha Sulfides project prepares to add low-cost ounces from 2027. Cerro Negro is a high-grade underground mine in Santa Cruz, Argentina, where the eight-hundred-million-dollar CNE1 expansion is bringing Eureka, Mariana Central, Mariana Norte and the new Emilia and San Marcos deposits into the plan. Both are judged on a single number, the all-in sustaining cost of each ounce, and that number is decided where the equipment works. It hides in the diesel a haul truck burns sitting idle, in the tyre that wears out before its time, and at Cerro Negro, in how much developed stope a sequence keeps ahead of the mill. At your cost structure two or three points there is a number leadership notices. That is the one problem I have spent my career on, and I think it is worth thirty minutes to show you how far it could go.
Newmont has been clear about the direction of the business. Leadership has told the market that the path forward runs through Full Potential cost and productivity discipline, margin expansion, and disciplined investment in the highest-return growth in the portfolio. The hardest place to deliver margin is the moving fleet, the trucks and loaders and underground equipment that shift the rock and carry most of the cost and the risk. That is the part SymX was built for. Here is how it lines up with the priorities you have already set in Latin America.
Every machine reports through one on-board device into one platform, and the platform turns that data into the outcomes leadership has already prioritised. The same architecture has been validated on a live mixed-manufacturer fleet, both above ground and underground.
On a diesel mine, fuel is the largest controllable line on the haul fleet, and almost none of it is lost where anyone is looking. It drains in small, constant ways that no driver can see and no daily report captures. SymX measures each one on every machine, on every shift, and turns it into something an operations team can act on the same day.
Surface fleets have networks and GPS. Underground, most mines have neither at the working face, which is why the development fleet is so often run by radio and memory. SymX installs the missing infrastructure before it installs any analytics, because the data has nowhere to go until the network and the positioning exist.
Connectivity at the face
Location underground
Control rooms, surface and underground
Unscheduled downtime is the most expensive thing a fleet does, because it stops production at the worst possible moment and pulls the maintenance team into firefighting. SymX works to turn the surprise stop into a planned one, and it does so using the records the mine already keeps.
It reads the systems you already run
It turns surprise stops into planned ones
This is the screen your team would open at the start of every shift.
Every machine sits in one place, with fuel, tyre health, dispatch and engine condition drawn from what the machines already record, so there is nothing new to fit on the trucks.
These are the same screens running on operating mines today, across five continents, not a demo built for this page.
Book a live walkthrough ↗The same system runs across three very different mines, and each one will look like a piece of what you run already, from a remote underground complex with no network and a rising diesel bill to a large open-pit fleet under constant cost pressure. The numbers below are what SymX showed each team, and what they did about it.
Doe Run runs six underground mines where, at the working faces, there was effectively no network, no way to locate equipment or people, and no live picture on surface. Late shift starts and queuing were routine, a truck could wait close to an hour at a loading point, and without connectivity or machine-and-people tracking no one above ground even knew it was happening. Diesel cost had climbed roughly 67% year on year. SymX laid the X.Mesh wireless backbone first to bring connectivity to the face, added underground location, then layered fleet management, fuel and tyre monitoring and predictive maintenance on top. Against that baseline the platform targets a 15% productivity lift, up to 9% lower fuel, 15% longer tyre life, and avoids up to $130,000 an hour of unscheduled downtime. The underground parallel to Cerro Negro is direct.
Detour Lake runs a large mixed open-pit gold fleet where company diesel use had climbed sharply, without the asset-level visibility to manage it. SymX has run there since 2021. X.Fuel's optimisation, principally cutting idle and overspeed, delivered measurable fuel savings inside the first six months of deployment, with no equipment changes. Average daily fuel fell 4.3%, hourly burn 1.5%, and daily idle time 3.1%, savings the team could see and act on, asset by asset. Yanacocha is the same open-pit gold problem.
At its Cape Girardeau quarry, Buzzi Unicem was already running Caterpillar Product Link, but the payload and cycle data it returned were unreliable, there was no real fleet management on top of it, and no predictive maintenance at all. SymX replaced the guesswork with accurate data capture from the machines, then used it to optimise fleet cycle time by removing the waste, the idle, the queuing and the overspeed, until the quarry delivered the same production with 16% fewer trucks. Equipment availability rose, and early tyre-pressure warnings prevented failures worth up to $10,000 each.
Glencore chose Onaping Depth, its most advanced mine in Sudbury, to go all-electric, and ordered a full battery-electric fleet from Epiroc. Neither Epiroc nor the battery supplier provided a way to schedule the charging, and the machines needed a battery swap every 60 to 90 minutes, far more often than the diesel trucks the crews were used to, so without a plan the fleet stalled. Glencore came to SymX. We built the full short-interval control program, including the electric-fleet charging schedule and real-time battery and truck-health monitoring, and the fleet ran. If SymX can orchestrate a mixed battery-electric fleet underground at that standard, a Latin America open-pit and underground fleet is comfortably within reach.
What Newmont has already built
Where SymX completes it
The case is built around Latin America because that is where the next thirty minutes are best spent. The same operating layer travels without modification to every gold operation Newmont runs across the Americas and beyond, once it has proven itself on one Latin American site.
Cerro Negro is the harder problem, an underground complex where the network and the positioning have to be built before anything can be optimised, and it is the right place to start because what proves out there travels to Yanacocha and to the rest of the group unchanged. Yanacocha is the open-pit case, a large haul fleet on the oxide tail with a clear template to carry into Yanacocha Sulfides from 2027. Here is what SymX installs at each, and what every piece is worth.
At Cerro Negro (underground, Argentina)
What it is worth at Cerro Negro
At Yanacocha (open-pit, Peru)
What it is worth at Yanacocha
Scaled from validated deployment data to a single open-pit operation at typical asset operating costs, and the same value scales per operation across the Latin America portfolio. Conservative, illustrative, and not a guarantee. Individual site results vary with baseline conditions, and an early-week pilot replaces every figure here with your own numbers.
at comparable operating scale
Newmont has already made the difficult moves, building the largest gold business in the world and setting Latin America up as two operations it intends to run well for years. The platform that unifies an open-pit and an underground fleet onto one screen is the natural next step rather than a departure. It runs on the equipment already in the pit and in the drift, and it asks for no new trucks and no rip-and-replace.
The right first step is a thirty-minute conversation and a single-site pilot, most likely at Yanacocha: a contained fleet, a measured baseline inside a week, and a cost-per-ounce number that can be carried straight into the next plan and on into Yanacocha Sulfides.