ABSTRACT This review highlights the urgent need for sustainable operational efficiency (SOE) in the mining industry (MI) as it confronts escalating environmental, social, and economic pressures. Although considerable progress has been achieved in areas such as life cycle assessment, renewable energy integration, and data‐driven decision‐making, significant gaps persist, particularly in integrating cultural sustainability, stakeholder participation, and dynamic operational frameworks. This shift to quadruple bottom line (QBL) thinking provides a more inclusive and holistic approach for aligning mining operations with the United Nations Sustainable Development Goals. The SWOT analysis and scientometric insights reveal that technological innovations, such as artificial intelligence, the internet of things, and circular economy models, hold transformative potential. However, their practical implementation remains hindered by infrastructural, financial, and institutional barriers. Addressing these challenges requires not only the development of sector‐specific eco‐efficiency models and context‐sensitive LCA tools but also the adoption of participatory governance frameworks that embed community trust and cultural relevance into operational planning. To advance SOE in the mining industry, future research should focus on interdisciplinary, adaptive strategies that bridge technological innovation with inclusive policy design. By operationalizing the QBL approach, fostering stakeholder engagement, and scaling renewable integration in remote contexts, the mining industry can transition from reactive compliance to proactive leadership in sustainability. This review provides a critical foundation for that transition, guiding academia, industry, and policymakers toward a more equitable and resilient future for the mining sector.
Amegboleza et al. (Sun,) studied this question.
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