Special Diversibram 2026 Edition | Ana Sanches: “Diversity is not a secondary issue, it is a benchmark of excellence” 

The President of the Board of Directors of IBRAM assesses the diversity in the Brazilian mining sector.

Promoting a more diverse, equitable, and inclusive Brazilian mining sector is the purpose of Diversibram – Mining without Labels, an initiative of Brazilian Mining Institute (IBRAM) which has been consolidating the diversity, equity, and inclusion agenda as a strategic axis for the future of mining. In 2026, the event will be held on April 14th in Belo Horizonte, in a hybrid format and with free participation. Register here.

To further this discussion, IBRAM spoke with Ana Sanches, CEO of Anglo American Brazil and president of the Institute's Board of Directors. She will participate in the event's opening ceremony.

Diversity is key to a more innovative, competitive, and fair future for the sector. 

In the interview, Ana shares her analysis of the sector's level of maturity in diversity, equity, and inclusion, the progress achieved, and the structural challenges that still need to be overcome. She emphasizes the role of leadership in overcoming cultural barriers, the importance of integrating diversity, equity, and inclusion into business decisions, and the need to transform commitments into concrete goals, with transparency and continuous monitoring.

The executive also emphasizes that sustainable mining only becomes consolidated when development is shared with people and territories, and that inclusive environments directly impact safety, productivity, and risk management. For her, the future of the sector will be more innovative, competitive, and fair as diversity ceases to be a secondary issue and becomes an integral part of the benchmark of excellence in Brazilian mining.

What is your analysis of the maturity of the mining sector in relation to the diversity agenda? What characterizes a sector mature in DEI (Development and Innovation)?

Ana Sanches: A sector mature in diversity, equity, and inclusion recognizes that people must be at the center of every strategy. With this, the topic ceases to be treated as an isolated initiative and begins to guide business decisions. This means having clear indicators and goals monitored by leadership, consistent policies, and, above all, the ability to review practices that still generate exclusion. The mining sector in Brazil has evolved in terms of diversity, equity, and inclusion in recent years, and this should be recognized, but we still need to advance further. To do so, we must have consistency, transparency, and the courage to measure and report progress and gaps clearly so that we can continue to evolve.

The Diversibram 2026 program addresses themes such as global equity, technology, the future of work, and inclusive territories. What does this agenda reveal about the main challenges and opportunities in the sector?

Ana Sanches: The program demonstrates that diversity, equity, and inclusion are intertwined with strategic themes that shape the future of the sector. Technology expands access, as exemplified by remote operations, and allows people with reduced mobility to operate mining equipment more safely and autonomously. When we think about the future of work, we talk about creating space for different profiles, knowledge, and career paths. At the same time, inclusive territories reveal a central challenge: there is no sustainable mining if development is not shared with local communities. This is about ensuring that no one is left behind in the transformation of mining.

What concrete changes have the four editions of Diversibram already brought about in the sector, and what still needs to be done?

Ana Sanches:  In addition to providing greater visibility to the topic both within and outside the mining industry, Diversibram has driven the exchange of best practices, the development of structured policies, and the encouragement of diversity goals in companies. And we are working to further accelerate and deepen these changes, especially at the leadership level, in operational areas, and in the supply chain.

What are the most persistent barriers to advancing DEI in mining in Brazil, and which ones require unpopular decisions from leadership?

Ana Sanches:  The most persistent barriers to advancing diversity, equity, and inclusion in mining are largely structural and cultural, accumulated over decades in a historically male-dominated sector with little diversity in its leadership ranks. 

The first is homogeneity in power structures. Even with advances in entry-level programs, there is still low diversity at decision-making levels, especially in executive positions and strategic operational roles. Another significant barrier is unconscious bias and the normalization of exclusionary practices, often seen as "technical." Promotion criteria based solely on traditional career paths, time availability, or very specific experiences end up excluding, in practice, women, Black people, local professionals, and other underrepresented groups. 

There is also a significant barrier related to the operational environment. The mining industry still carries the perception that diversity is incompatible with productivity or fieldwork. This view, besides being mistaken, generates resistance to the inclusion of new profiles and postpones investments in infrastructure, technology, and more inclusive work models. Overcoming this barrier requires clear prioritization decisions, including capital allocation. And it is at this point that leadership makes all the difference between a merely declarative agenda and a real transformation of the sector.

How can IBRAM raise the industry standard in DEI without limiting itself to recommendations?

Ana Sanches:  IBRAM can make progress by encouraging sectoral commitments, with common indicators, progressive targets, and transparency from companies in disclosing results. Creating monitoring forums and stimulating benchmarking Publicly recognizing good practices is also an effective way to achieve this. In this sense, IBRAM leads the Mining ESG Agenda, which is a commitment to making our sector increasingly sustainable and responsible. This agenda includes sectoral goals and action plans focused on 12 priority pillars, among them diversity, equity, and inclusion. When this type of integration occurs, adherence to inclusive practices ceases to be merely voluntary and becomes part of the sector's benchmark of excellence.

What practices need to exist for DEI (Digital Ecological Innovation) to become routine in mining?

Ana Sanches: For diversity, equity, and inclusion to become part of the daily routine in mining, it is essential that they are integrated into the core business processes – from hiring to operations, from safety to performance management. Diversity and equity become culture when it moves beyond an isolated initiative and begins to influence daily decisions, operational goals, and strategic indicators. Practical examples of achieving this ideal scenario include: governance with clear goals and leadership participation; recruitment and promotion processes structured to reduce bias; continuous training of inclusive leaders; an inclusive operational structure; and structured listening and climate monitoring. We are not talking about a parallel program, but rather a way of managing people and operations.

Where does DEI find safety, productivity, and operational risk in its operations?

Ana Sanches:  Truly inclusive environments generate psychological safety, which is directly linked to physical safety and a reduction in incidents. This is because they allow people to work without worrying about the image they need to project or what they need to do to be accepted in that environment. When people feel comfortable in that space, they speak more, contribute more, and focus more on what needs to be done. Therefore, the diversity agenda is also related to open dialogue, risk reporting, and collective care. Furthermore, diverse teams bring more creativity and effectiveness to problem-solving, positively impacting productivity.

What difficult decision have you had to make to support DEI, and what did you learn from it?

Ana Sanches:  It's not necessarily a difficult decision, but it's undoubtedly one that demands a lot of consistency and coherence. Being a supporter of DEI practices was my own true and genuine choice, which I renew and revitalize every day, regardless of the complexities and resistance encountered along the way.

Is DEI (Discretionary Entrepreneurial Initiative) a common practice among companies supplying the mineral sector? Could they be involved in this effort?

Ana Sanches: In recent years, we have seen supplier companies adopting diversity, equity, and inclusion practices, but this still occurs unevenly. Supplier chain engagement is an essential step, and the sector must actively participate in this strategy. By integrating diversity, equity, and inclusion as an evaluation and business relationship criterion, we extend these transformations beyond the boundaries of large mining companies.

What concise message would you like to leave for the leaders who will participate in Diversibram 2026?

Ana Sanches:  I invite all leaders to transform dialogue into concrete action. Each organization should establish measurable EID (Education, Innovation, and Development) goals, with public indicators, inclusive career development plans, and periodic monitoring of progress. We have good practices to inspire people both inside and outside our sector, and in this journey, learning from others is fundamental to accelerating the necessary changes. The future of mining will be fairer, more innovative, and more competitive if we make this agenda a strategic priority, not just rhetoric. The sector only advances if everyone advances with it.