ASX-listed Fortuna Metals has unveiled exciting exploration results from its Mkanda Rutile-Graphite Project in Mchinji, Central Malawi which is adjacent to Sovereign Metals owned, Kasiya Rutile-Graphite Project hosting the world’s largest rutile deposit and second largest flake graphite deposit.

Fortuna says in a Press Statement announcing the results that  the first results of hand auger drilling confirms insitu rutile grades of up to 2.21% rutile and continuous drill intervals of 1.66% rutile over 10m and 1.32% rutile over 10m at its Mkanda Rutile Graphite Project.

The drilling results demonstrate that high grade rutile continues from surface to end of hole, with 4 drill holes ending in mineralisation above 1.0% rutile, and 9 of the 10 drill holes ending in mineralisation above 0.5% rutile. These 10 drill holes were selected for priority assay as a first pass to highlight the wide spread nature of the rutile mineralisation at Mkanda.

The Company has now completed 544 drill holes on a notional 800 and 400m spacing across 180km² of the Mkanda project. The purpose of the drill spacing is to define the highest grade rutile mineralisation ahead of further infill and step out drilling in 2026 whose results will be received throughout first quarter of 2026.

Fortuna CEO Mr Tom Langley comments: “We are looking forward to starting aircore and push tube drilling as soon as possible in early 2026. This will allow us to determine rutile mineralisation continuity to the saprock boundary at plus ~20m. This would be in line with the Kasiya deposit which averages ~20-30m depth to saprock and significantly increases the resource potential and overall project economics.”

“We continue to progress our exploration drilling at a rapid pace having now completed 544 drill holes at Mkanda and will continue to drill up until year’s end. We look forward to updating the market with a consistent flow of these drilling results throughout first quarter of 2026.”

Project Background

The Mkanda and Kampini Projects extend over an area of 658km² and are located immediately to the south of Sovereign Metals Limited’s world class Kasiya rutile project.

Drilling programs at Mkanda and Kampini are continuing with a total of 544 drill holes with an average depth of 8m having been completed at Mkanda. The drilling is designed as a first pass reconnaissance to investigate large areas across the project for potential rutile and graphite mineralisation. The hand auger drilling to date is averaging 8m with drillholes terminated as sample quality declines once in the water table. Drilling next dry season will use an aircore drill rig from approximately April/May 2026 to infill the highest-grade areas as defined by the hand auger results. The use of aircore drilling is critical to be able to drill past the perched water table and deeper down to the saprock boundary. The saprock boundary has been defined at Kasiya to be about 20 – 30m depth. The Aircore drilling will be key to demonstrating the resource potential at these greater depths and vastly improve the project economics.

The second phase of drilling currently underway at Mkanda consists of a dual strategy of further wide spaced reconnaissance drilling on an 800m grid and infill drilling on a tighter 400m spacing based on visual results and geological logging.

A 400m by 400m drill spacing is expected to meet the required drill density for inferred resource estimation, with Sovereign Metals using a 400m by 400m drill spacing for their inferred resource at Kasiya.

Fortuna’s projects cover the majority of the 70km strike extent of the same Lilongwe Plain weathered gneiss that hosts the rutile and graphite at Kasiya.

Graphite analysis is being undertaken in parallel as part of the dual mineral commodity focus given the coarse flake graphite known to occur in the region.

The Company is setting up a low cost in-country laboratory for the initial steps of preparing the sample for heavy mineral separation (HMS).

Natural rutile is the highest quality and best source of titanium feedstock for manufacturing titanium metals and TiO2 pigment. Traditional deposits are becoming exhausted with legacy producers in decline, with an anticipated tight supply and industrial demand growth expected to drive strong future prices.

State President Arthur Peter Mutharika has appointed a new Board for the Mining and Mineral Resources Regulatory Authority (MMRA).

A Press Release from the Office of the President and Cabinet indicates that Mutharika has appointed Professor Zuze Dulanya as the Board Chairperson, Dr. Grain Malunga as Vice Chairperson and Mr. Smith Kalima, Mr. Newton Munthali and, Mr. Fesisa Rose as Members of the Board.

The Authority whose Director is Mr. Mphatso Chikoti was established under Section 5 of the Mines and Minerals Act (No. 25 of 2023) as an independent regulatory authority for mining and mineral resources in Malawi.

Following the repeal of the Mines and Minerals Act of 2019 and the enactment of the Mines and Minerals Act of 2023, the Authority regulates the mineral sector in the development and utilization of mineral resources in line with sustainable development principles and practices and for the benefit of Malawians.

The Authority is entitled to sustainable development principles and practices of: monitoring the activities of licenses while promoting and regulating local beneficiation; promoting the harmonization of activities, plans and, policies and; facilitating disputes resolution.

Professor Dulanya is a prominent Malawian geologist and Associate Professor at the University of Malawi while Dr. Malunga is former Cabinet Minister and current Coordinator for Malawi Chamber of Mines and Energy.

Mutharika, who has announced various board appointments for state-owned institutions, is, however,  yet to appoint Board Members for the Malawi Mining Investment Company (MAMICO) which is a state owned enterprise established by the Government to spearhead the development and investment in the country’s mining sector.

The Company operates under the Malawi Development Corporation Holdings Limited (MDCHL) and is part of the Government’s broader strategy to industrialize Malawi, reduce reliance on agriculture and boost Foreign Direct Investment (FDI) in mining.

MAMICO which is currently headed by Professor Dr.Leonard Kalindekafe as Chief Executive Officer was launched in February 2025 marking a significant milestone in Malawi’s efforts to fully capitalize on its rich mineral resources.

The company is seen as a game charger in Malawi Vision 2063, where mining is identified as a priority sector under the industrialization agenda.

ASX-listed Globe Metals & Mining, which is pursuing the Kanyika Niobium Project in Mzimba, has announced that the mine’s first production of saleable oxide is planned for January 2028.

The Kanyika Niobium Project is set to become the first major non-Brazilian niobium producer in more than fifty years.

Globe says in its end of the year update that its updated Bankable Feasibility Study (BFS) is on track for completion by March 31, 2026, laying the technical and economic groundwork for Final Investment Decision (FID), funding, offtake agreements and the mobilisation of construction.

“In the coming year, we expect Kanyika will evolve from a fully permitted plan into a construction-ready, internationally strategic critical-minerals asset,” reads the update.

Globe Metals Interim CEO & CFO Charles Altshuler explains in the update that Kanyika has been designed for phased development, enabling an efficient, lower-risk path to first production while allowing the market to absorb early volumes and support future expansion.

The first phase is designed to deliver roughly one-third of full-scale processing capacity, supported by a solar–diesel hybrid power solution.

“First production of saleable oxide is planned for January 2028, thereby meeting the requirement for an exportable saleable product by March 2028, in accordance with the Mining Licence and the Mine Development Agreement, which require this milestone to be achieved within five years of issuance.”

Phase Two, planned for April 2029, aims to scale the operation to production of 3,000–3,300 tonnes of niobium pentoxide and 150–160 tonnes of tantalum pentoxide annually.

Globe says this staged approach reduces upfront capital risk, accelerates cash flow, and aligns its expansion with customer qualification and long-term market demand.

The Company will develop the Kanyika Project as a conventional open-pit operation with a low strip ratio. Ore will be mined and crushed on site to a suitable size for processing, eliminating the need to transport run-of-mine material off site and ensuring value addition begins at the mine.

Crushed ore will be processed through an on-site beneficiation circuit using established physical separation techniques to concentrate the niobium and tantalum minerals. This removes most waste material at site, significantly reducing mass before further processing. The upgraded concentrate will then be treated in an on-site hydrometallurgical plant using proven, industry-standard technology to produce saleable niobium oxide (Nb₂O₅) and tantalum oxide (Ta₂O₅).

”The processing route is well understood and commercially proven,”  Altshuler says.

Final products will be packaged on site and containerised for transport. Only finished niobium and tantalum oxide products are exported, and these materials are non-radioactive.

Globe stresses that no radioactive ore, concentrate, or waste material is transported off site. It says producing a high-value, low-volume product at the mine gate avoids bulk transport and allows efficient export using existing road and port infrastructure, enabling near term logistics readiness without reliance on rail megaprojects.

Global markets and supply

Global niobium supply remains critically constrained, with more than 90% sourced from a single Brazilian producer, leaving the west 100% reliant on imports. Demand continues to surge, driven by aerospace, defence, hypersonic platforms, superconductivity, batteries and advanced manufacturing.

Kanyika is poised to emerge as one of the few new suppliers of high-purity niobium oxide, integral to support global markets in national-security and advanced technology supply chains. Altshuler explains that the mine–concentrator– refinery integration inside Malawi is a key strategic advantage, enabling Globe to supply high-purity Nb₂O₅ instead of ferroniobium, thus meeting the needs of end-users requiring full traceability, ESG compliance and conflict-free provenance.

“Globe is entering the new year with a clear path to construction, strengthened financial capacity, solid government and community partnerships, and an international relevant project capable of reshaping niobium supply chains outside Brazil. Kanyika stands to become the first major new niobium pentoxide producer in fifty years, playing a critical role in the future of aerospace, defence, clean energy and advanced manufacturing,” he says.

Formalization of Artisanal Small Scale miners is a complex process but it is very vital to the improvement of miners’ lives. Ultimately, it involves participation of many stakeholders. Formalization entails recognizing ASM in the first place and then having proper policies and governance in place and from a legal perspective, formalization means miners and cooperatives are registered with the government using proper mining channels and processes. In other countries ASMs are recognized by law, but the very same governments have not created an enabling environment for miners to obtain proper permits and licenses.Other aspects of formalization include, supply chain transparency, health, safety and environment, human rights protections, chain of custody, access to finance, using and following proper mining techniques, as well as sound policies, procedures and due diligence systems in place. The process of formalization may include the introduction of legal and regulatory frameworks, providing legal access to minerals and information about geological data, organizing miners into flexible and dynamic organizations and providing access to capital, equipment and technical assistance.

The context surrounding artisanal Small Scale mining in different regions varies. In some cases, ASM has been a source of livelihoods for families and communities for decades while in other areas, the high value of minerals, particularly during periods of high prices, draws populations looking for income during conflict or insecurity. In many developing countries, the government’s ability to regulate the ASM sector is weak. Many artisanal Small Scale miners continue to operate in an informal manner, where legal or regulatory frameworks may not exist.  Legal access to minerals may be limited as well as access to capital, equipment, and technical assistance. Different countries have taken different approaches to working with artisanal small scale miners and managing them. Several countries have introduced policy measures trying to legalize or formalize artisanal mining and have yielded varying results.

However, interesting documentations have been made on Best Practices: Formalization and Due Diligence in Artisanal and Small-Scale Mining, in countries like Mongolia, Columbia and in Africa, DRC.

Findings in most countries have revealed that despite showing considerable promise at first, the drive to formalize ASM has lost considerable momentum. This among others may be due, overlapping of responsibilities, bureaucratic/archaic licensing scheme and also lack of access to information about miners and their dominance. For example, efforts to formalize ASM in Malawi are new and need a vigilant system to put things in order. With the enactment of the New Mines and Minerals Act, ASM Policy in place, Malawi still stands a chance on the road to formalization.

Success of Formalization of Artisanal Small Scale Mining

As a matter of success of formalizing ASMs, there are some factors that need to be considered in all aspects and these are;

• Providing Access and acquisition of Equipment.
• Ensuring Access to Capital, microfinance credit and savings, or other legal revenue generating activities.
• Enabling dialogue between ASM Stakeholders and governments
• Providing Access to geological Data
• Developing Conducive and Comprehensive Legal Frameworks
• Developing and enhancing  More Capacity Building 

If existing government regulations, and probably elsewhere in most governments are enforced, an ASM business model could improve peoples’ livelihoods and living conditions in remote areas and without good governance it risks facilitating enclaves of uncontrolled resource exploitation. Artisanal mining is an important driver of development in communities where there are often few other opportunities for generating income. It is a known fact that ASM contributes positively to many of the Sustainable Development Goals (SDGs), and with inclusive, comprehensive formalization, the global community can mitigate ASM’s negative impacts amicably.

Actions focusing on miners alone have been shown to have limited success in reducing the use of illegal inputs, reducing the monopoly power of buyers, or limiting parallel trade. It is important to include the surrounding community and the benefits that may also come due to formalized and legalized business.

What happens when ASM is Informal/ without Formalization.

Informal mining often refers to individuals or cooperatives who are engaged in ASM, but operating outside of a legal framework that grants them rights to mine. Informal mining is often tolerated by many governments and may also be considered as legitimate by local communities. An example is where the Malawi government is buying gold from informal ASMs through Export Development Fund (EDF) on behalf of the Reserve Bank of Malawi. While informal mining is technically done without legal access to land or minerals, it is not necessarily associated with illicit or criminal activity—though informal miners are more vulnerable to illicit actors looking to take advantage. The following may result from informal mining activities:

• Environmental risks may go unchecked that eventually threaten the ecosystem
• Health risks due to no PPE and peoples’ behaviours
• No legal and regulatory framework to protect the miners/workers
• Emergence of child labour in the mining sites
• Illegal armed groups may emerge in the industry to fund violence.
• ASMs may move into protected areas e.g. in Malawi where they have moved in National Parks and Forest reserves leading to arrests.

Way Forward to Formalization of ASMs

•  Prevent People from Engaging in Illegal ASM through provision of policy and governance direction.
•  Facilitate government supported legalized ASM Sector through necessary documentation.
• Provide Licences to ASMs and demarcate those areas for Licensed miners-
• Facilitate/ help ASMs in equipment acquisition through microcredit facilities

The Malawi Government has opted for engagement meetings with stakeholders across the country including small scale mining communities in order to address the proliferation of illegal mining.

Illegal mining, mainly by Artisanal and Small-scale miners targeting gold and gemstones, has become rife in the country with miners using unsustainable mining practices that is resulting in serious environmental degradation in several Artisanal and Small-scale Mining (ASM) hotspots.

The illegal ASM practices has mainly affected districts such as Kasungu, Lilongwe, Nkhotakota, Zomba, Chiradzulu, Balaka, Machinga, Phalombe, Nkhata Bay, Karonga.

The miners are mainly using unsafe mining practices, which have resulted in fatal accidents leading to deaths with the latest fatalities reported in Kasungu where a dozen of ASMs have perished.

In an effort to address the worrying situation, the Malawi Mining and Mineral Resources Regulatory Authority (MMRA) in collaboration with the Department of Mines organized sensitization and consultative meeting at Sun and Sand in Mangochi, which attracted participants from Balaka, Machinga, Mangochi, Zomba, and Phalombe.

The meeting which attracted District Council members and traditional leaders discussed strategies to curb illegal and unsafe mining and promote responsible mining practices in the Southern Region.

The Southern Region meeting came after the Ministry had conducted similar meetings in Northern and Central Regions.

Speaking during the meetings, Director of Administration in the Ministry of Natural Resources, Energy and Mining Andrew Chisamba highlighted that the engagement was prompted by a series of mining-related accidents that have occurred across the country, resulting in the loss of lives.

“What prompted these consultative meetings are accidents that have occurred so far in the country and the lives that have been lost in the process, all due to illegal and unsafe mining. As a department, we felt we could not just sit back but take action, starting with consultative meetings with key stakeholders at district level,” said Chisamba.

MMRA Director General Mphatso Chikoti emphasized that traditional leaders and district structures play a critical role in identifying illegal mining activities and promoting safe and lawful mining practices within their communities.

Paramount Chief Chiikulamayembe appealed to MMRA and the Department of Mines to maintain the engagement model, noting that involving chiefs and local leadership enhances community awareness, compliance, and collective responsibility in addressing illegal and unsafe mining.

ASX-listed Sovereign Metals has announced a significant and strategic rare earth value addition to its Kasiya Rutile Graphite Project in Lilongwe, Malawi.

Sovereign’s MD and CEO Frank Eagar says in a statement the Company has successfully recovered a monazite product containing high-value heavy rare earth elements (REE) from the tailings stream generated during rutile processing at its upgraded Lilongwe laboratory facilities.

The concentrate was recovered from material that would otherwise be discarded; the non-conductor tailings stream from electrostatic separation of a heavy mineral gravity concentrate of Kasiya ore.

Eager explains that producing a monazite concentrate would therefore require no additional complex processing.

He states that chemical analysis of magnetic concentrates from processed resource drilling samples performed by Scientific Services South Africa confirmed the favourable rare earth oxide distributions produced from the monazite concentrate.

Preliminary analysis has confirmed the monazite concentrate contains exceptional heavy rare earth content averaging 2.9% (and up to 3.9%) combined DyTb and averaging 11.9% (and up to 17.3%) yttrium, and light rare earth content of 21.8% neodymium-praseodymium (NdPr).

This composition sets Kasiya apart from all major global rare earth producers. The five largest operations – which together account for over 70% of global production – are dominated by light rare earth elements. Strategically critical heavy rare earths urgently required by US, Japan and EU advanced technology, defence, and industrial supply chains are present only in trace amounts, or absent entirely, in these deposits.

Eagar comments: “This is an exceptional development that has the potential to fundamentally enhance Kasiya’s strategic significance. With simple processing, our upgraded laboratory has recovered a valuable monazite concentrate product from the rutile tailings stream, with heavy rare earth content that the world’s major producers simply cannot match.”

“These are precisely the elements that matter most to nations seeking to protect and grow their critical mineral supply chains. Dysprosium and terbium enable permanent magnets to function in advanced technologies, including robotics, fighter jets, guided missiles, and naval propulsion systems. Yttrium protects jet engines and hypersonic vehicles from extreme temperatures. China imposed export controls on all three in April 2025, and Western supply chains are now acutely exposed.”

“What makes this value addition particularly significant is that this product was recovered from our rutile processing tailings stream. We are not currently contemplating a complex, standalone rare earth operation. We have recovered critically strategic rare earths from what would otherwise be discarded – a by-product of the processing route we will use for rutile and graphite production.”

“Kasiya’s rutile will feed aerospace-grade titanium production. Our graphite is essential for battery anodes and traditional industrial applications. And now Kasiya has the potential to also deliver critical heavy rare earths. We have an exciting workstream ahead of us as the potential of the heavy rare earth minerals is delineated. The recent visit by the US State Department to our Malawi operations, combined with our Collaboration Agreement with the World Bank International Finance Corporation (IFC), reflects the strategic importance that governments and institutions are beginning to attach to Kasiya.”

Preliminary analysis versus major global producers  

Global rare earth production is concentrated in five major operations: three in China (Bayan Obo, Weishan, Maoniuping), one in Australia operated by Lynas Rare Earths Ltd (Mt Weld), and one in the United States operated by MP Materials Corp (Mountain Pass). Together, these mines supply over 70% of the world’s rare earth production.

All five are dominated by light rare earths – principally lanthanum and cerium, which are abundant and low-value, and the magnet rare earths Neodymium and Praseodymium (NdPr). The strategically critical heavy rare earths – dysprosium, terbium, and yttrium – that underpin high performance advanced technology, defence, industrial and renewable energy applications are present in much smaller amounts. Kasiya’s heavy rare earth content is approximately 7x higher for both DyTb and yttrium than found in the five largest rare earth producing mines. Mountain Pass – America’s only rare earth mine – contains no measurable DyTb or yttrium.

China’s April 2025 export controls on dysprosium, terbium, and yttrium have created acute supply shortages for Western manufacturers. On January 6. 2026, China announced strengthened export controls on dual-use items to Japan, effective immediately. Despite 15 years of diversification efforts, Japan remains approximately 60% dependent on Chinese rare earth imports. For heavy rare earths, Japan’s dependence on China approaches 100%. Meanwhile, the US is 100% reliant on imports for its yttrium requirements.

Preliminary analysis of Kasiya’s monazite REE content demonstrates one of the highest combined heavy rare earth profiles while maintaining NdPr levels comparable to many REE development projects that have received government backing.

The US State Department visited Sovereign’s operations in Malawi in late 2025 as part of a broader engagement with strategically significant critical minerals projects in Africa.

Rare Earths by-product from existing process

Total rare earth oxide was analysed for in magnetic heavy mineral concentrates produced from aircore drilling samples during laboratory analysis for rutile. The magnetic concentrates were composited by depth interval (0-6m and 6-20m) to assess variation in mineralogy with depth associated with weathering units.

Separately, monazite concentrates were produced from bulk samples processed through the standard Kasiya flowsheet. Gravity concentrates were subjected to electrostatic separation, with the non-conductor stream then subjected to further gravity separation, followed by magnetic separation to produce a magnetic monazite concentrate. Duplicate analyses confirmed excellent repeatability. Chemical analysis to determine the distribution of rare earth oxides was conducted by the Scientific Services South Africa laboratory.

Next steps

Sovereign will now undertake further work to characterise the monazite mineralisation at Kasiya, including:

• Detailed mineralogical characterisation of monazite occurrence and distribution within the Kasiya orebody;

• Assessment of heavy rare earth concentrate recovery rates through the proposed Kasiya processing flowsheet; and

• Evaluation of potential scale of rare earth production as a by-product and associated economics.

The Malawi Government has initiated a feasibility study for minerals revenue management and development of Sovereign Wealth Fund (SWF).

The study is supported by the UK-funded Malawi Value Chains (MVC) Project, implemented by Adam Smith International, in partnership with the Office of the President and Cabinet – in particular the Open Government Partnership (OGP) Technical Working Group on Natural Resources, the Ministry of Finance and Economic Affairs, and the Ministry of Energy and Mining.

A confidential draft of the Study prepared for stakeholder consultation reads that the feasibility study will provide evidence-based recommendations on the best options for effective management of revenues from mining for the country.

The study also aims to examine the most suitable revenue management systems, including various SWF models, based on evidence of the potential future revenue from the mining sector and economic, political and social context.

It says pecifically, the study will assess the potential scale and timing of revenue from Malawi’s mining sector, and variables that may influence this.

The study will also identify and evaluate revenue management models suited to Malawi’s context, including SWFs.

It will also analyse the potential economic and social costs and benefits of different models; evaluate applicable potential risks and mitigating strategies, drawing from comparable case studies; identify and assess technical, institutional and legal framework barriers and provide recommendations and; develop an actionable implementation plan for the most salient revenue management systems or relevant SWFs tailored to Malawi’s existing policy, legal and regulatory framework

Malawi is positioning itself for a minerals-driven economic transformation, with several mineral prospecting projects anticipated to reach final investment decisions in the next 2-5 years.

The report indicates that based on optimistic revenue projections for six of Malawi’s seven operating or prospective industrial mines (Kayelekera, Kasiya, Malingunde, Kanyika, Songwe Hill and Kangankunde), the Government could collect roughly US$19 million in 2026 and US$622 million in 2036 in nominal terms (US$450 million in real terms).

This translates that Malawi Government could earn not less than US$300 million per year at peak production.

Under optimistic assumptions, these six projects would represent approximately 17 percent of general government fiscal revenues in 2036 (at current rates), less than is currently needed to fill the budget deficit or service the public debt.

As part of its OGP National Action Plan (2023–2025), the Government of Malawi commits to developing a Sovereign Wealth Fund. Before embarking on this journey, the OGP Taskforce thought it wise to first conduct a feasibility study on the establishment of such a SWF.

The report says as major mining projects advance and new investors show interest, Malawi has a window of opportunity to get its policies right.

The insights and consensus built during the consultations will inform a sustainable, inclusive approach to resource management that can serve the nation for generations to come.

Introduction

Human societies have always depended on minerals for their survival and development. From the Stone Age to the Industrial Revolution and today’s digital economy, each phase of progress has been shaped by the minerals it relied upon. What has changed is not the importance of minerals, but which minerals matter most.

In recent decades, a group known as critical minerals has come into sharp focus. Minerals such as rare earths, copper, graphite, and rutile are now needed with global demand expected to double by 2040. Unlike other commodities, CM have supply chains that are geographically concentrated, technically complex, and politically sensitive, making them strategic assets increasingly influenced by geo-politics rather than market forces alone.

As major economies move quickly to secure these minerals and setting up well documented strategies, attention has turned once again to African countries including Malawi.  Yet, despite its endowment of CM, Malawi has yet to clearly define its role in this global supply chain. Without a deliberate strategy, the country risks repeating the historical pattern where resource wealth fails to translate into lasting economic benefit.

2. What are CM and why have they become strategic

There is no universally accepted definition of CM. In most developed economies, they are defined as minerals that are essential to advanced manufacturing, clean energy technologies, and defense systems, but whose supply chains are vulnerable to disruption. While these minerals often overlap with those used in renewable energy, CM are frequently and incorrectly treated as synonymous with green energy transition minerals. In truth however, CM extend far beyond renewable energy in fact, around 60% of the minerals listed as critical by the European Union and United States have no direct energy-transition use. Their criticality instead lies beyond their importance but more towards their vulnerability to supply chain disruptions.

This narrow framing has increasingly been challenged by mineral-producing countries, particularly in Africa, through a simple but important question: critical to whom? Most global critical mineral lists reflect the needs of importing countries, not the development priorities of mineral rich countries.

South Africa, for example, has challenged this narrow view by including coal in its list of CM despite its exclusion from most Western lists. Malawi faces a similar situation. Agro-minerals which Malawi imports such as phosphates and potash for fertilizer production hence at the core of food security, and economic stability, are rarely included in global critical mineral discussions. Yet, from a national perspective, these minerals are more critical than some globally prioritised battery minerals.

Two perspectives therefore dominate the CM debate.

2.1 Importing industrial countires

 The risks of concentrated CM supply became evident in 2010, when China imposed an unofficial restriction on rare earth exports to Japan following a maritime dispute near the Senkaku Islands. At the time, China dominated global rare earth supply, and the disruption led to sharp price increases, exposing the vulnerability of narrowly concentrated critical mineral supply chains. It is against this background that import-dependent industrial economies define criticality primarily in terms of supply security, hence driving policies focused on diversification, stockpiling, recycling and strategic partnerships.

2.2 Resource rich countries

They have increasingly defined criticality by economic opportunity. They are using mineral endowments for long-term economic resilience, job creation and industrialization. This has led to a push on policies that support downstream investments.

Several resource-rich countries have moved beyond simply identifying CM to actively shaping how these resources support national development through deliberate policy choices. One thing stands out CM strategies are shaped by national priorities, not one size fits all global templates.

2.2.1 Asia

Indonesia provides one of the clearest examples of how policy can reshape a mineral value chain. By restricting exports of raw nickel ore and implementing a coordinated industrial policy to support domestic processing, Indonesia has successfully promoted the growth of downstream industries and positioned itself as a global hub for nickel-based battery materials. Mongolia, while operating in a different political and economic context, has also sought to strengthen state oversight and maximise national benefits from its mineral resources through strategic licensing, infrastructure development, and tighter control of mineral exports.

2.2.2 Africa

Across Africa, several countries are beginning to adopt more strategic approaches to CM. Ghana’s green minerals policy emphasizes stronger state participation and align-ment of mineral development with national industrial goals. Ethiopia has focused on tightening licensing regimes and formalising artisanal and small-scale mining to im-prove governance and value capture. Meanwhile, countries such as the Democratic Republic of Congo and Zimbabwe have used export bans or quotas on certain miner-als to encourage domestic processing and increase leverage within global markets.

3. Malawi’s’ strategic role in the global CM value

Malawi’s economy has traditionally been anchored in agriculture, particularly tobacco exports, with mining playing a relatively minor role, contributing less than 1% to the GDP. In recent years however, Malawi is increasingly emerging as a country with significant potential in the global CM landscape.

The country hosts a wide range of critical mineral reserves. According to the Malawi Economic Monitor (2025) published by the World Bank, Malawi is estimated to host around 2% of global rare earth element resources. It is also home to the world’s largest known natural rutile deposit and the second largest flake graphite deposit. Furthermore, Malawi’s average uranium concentration per square kilometer is nearly three times the global average. Although most of these discoveries remain at the exploration stage, their scale and diversity are difficult to ignore.

4. Overview of what Malawi’s CM Strategy Could Look Like

Malawi hosts a wide range of mineral commodities, but not all have high potential to advance national economic objectives. While the Agriculture, Tourism and Mining (ATM) strategy identifies mining as a growth sector, effective policy requires prioritization. Limited institutional capacity and capital mean that efforts must focus on CM where Malawi has scale, comparative advantage, and a viable pathway to value creation.

We also need to understand that criticality is not static. Demand shifts as technologies evolve, substitutes emerge, new reserves are developed, and supply chains diversify. In the mid-20th century, tin was essential for food packaging and electronics and was heavily stockpiled by governments. As aluminium and plastic substitutes as well as new technologies reduced tin use, demand declined sharply. By the mid-1980s, prices collapsed, leaving large stockpiles devalued. Mineral endowment alone creates no value; reserves sitting idle generate neither income nor influence. Only extraction, processing, and market integration convert geology into economic benefit.

To realize tangible gains from the current CM cycle, Malawi needs a clearly articulated national CM strategy. This strategy should guide government policy, coordinate institutions, and align investment toward activities that maximize long-term national benefit rather than short-term extraction.

A Malawi-specific CM strategy could be built around the following pillars:

• Strategic mineral prioritization

Malawi must define its own list of CM based on national development objectives, industrial potential, and geological advantage. An adaptive process should be established to regularly review and update this list as markets and technologies change.

• Targeted and predictable policy instruments

Policy tools such as export controls, “use it or lose it” licensing conditions, and fiscal incentives can accelerate exploration and project development when applied in a targeted and predictable manner. Broad, abrupt, or undifferentiated interventions risk discouraging. It is also imperative to account for cross-border policy interactions when designing domestic CM policies. While the goal is Malawi-specific policies, measures implemented without regard to actions taken in neighboring or competing jurisdictions may fail to produce the intended gains.

• State participation and domestic capital mobilization

Institutions such as MAMICO should be adequately funded and strategically deployed to participate in exploration and downstream processing. Policies should also encourage foreign companies to list on the Malawi Stock Exchange to deepen local ownership and mobilize domestic capital.

• Skills development, research, and institutional capacity

A successful strategy requires sustained investment in skills and knowledge. Universities and technical colleges should develop specialized mining related programmes, while fostering R&D. At the same time, government human resource capacity in mineral valuation, revenue management, and contract negotiation must be strengthened.

• Environmental, social, and governance (ESG) leadership

ESG must be treated as a core pillar of Malawi’s CM strategy, economic gains cannot come at the expense of the very same communities we want to uplift, we must prioritize environmental safeguards and community engagement. ESG compliance comes with economic benefits, For example, Malawi can leverage its hydropower potential to position itself as a low-emissions producer of CM which could enhance marketability and competitiveness in international markets.

• Infrastructure development and value addition

CM development must be supported by investment in energy, transport, and logistics infrastructure. Without reliable infrastructure it will be difficult to link CM to markets as well as develop downstream processing and manufacturing. Drawing lessons from other resource-rich nations, value capture lies in midstream and downstream processing and manufacturing, a direction Malawi must take. However, to be successful, downstream positioning must be incremental and selective, not aspirational across the entire value chain.

• Proper Management of Critical Minerals Revenues

A critical minerals strategy must give equal weight to how revenues are captured and managed. Proper mineral valuation and effective revenue monitoring systems are essential to curb illicit financial flows and ensure Malawi receives fair value from its resources. Fiscal discipline and a clear plan for investing critical minerals proceeds into other productive sectors are necessary to diversify the economy and reduce vulnerability to volatile mineral prices.

• Strategic international partnerships

As a relatively new mining jurisdiction, Malawi cannot achieve its objectives in isolation. Strategic partnerships can attract investment, support technology and skills transfer.

4.1 Existing initiatives

Malawi has already signaled intent through initiatives such as the establishment of the Malawi Mining Investment Company (MAMICO), the plans of creating a sovereign wealth fund, and the ban of raw mineral exports. But intent without strategy achieves little. Recent export bans, implemented without a clear downstream plan, slowed exploration activities while failing to deliver value addition. This is precisely what a strategy is meant to prevent.

5. Conclusion

A successful CM strategy will require discipline, political courage, and patience. It must balance national control with investment momentum, and ambition with realism. The opportunity is real, but it is not permanent. Malawi can either act now with purpose or watch the CM moment pass it by. Additionally, a national critical minerals strategy must move beyond paper and be implemented with urgency. Without action, Malawi will remain policy-rich but outcome-poor. This paper is a call for government, the private sector, development partners, and all Malawians to act together and ensure that Malawi uses its own mineral resources to develop itself sustainably.

A Call for Pragmatic Reform in the Gemstone and Gold Subsectors

Introduction

The recent bans on the exportation of raw gemstones and other minerals — most notably the 12 February 2025 directive — have reignited debate across Malawi’s mining sector. While the government’s stated goal is to promote value addition and maximize domestic beneficiation, the practical realities show unprepared systems, limited capacity, and unintended harm to the Artisanal and Small-Scale Mining (ASM) subsector.

Emotion Over Evidence:  The Gemstone Dilemma

When the export of raw gemstones was prohibited, the aim was to push for local processing and job creation. However, the implementation was reactive, with limited sector consultation and little recognition of the technical, financial, and structural readiness required. 

The September/October 2025 extension of this ban to all unprocessed minerals deepened the crisis, especially within a gemstone value chain that is fragile but full of potential. A few small processors and entrepreneurs - myself included - have demonstrated that value addition does pay off, through better prices, job creation, skill development, and increased credibility in international markets. However, challenges persist, including:

• Lack of cutting, polishing, and grading equipment.

• Shortage of skilled gem cutters and valuers.

• Absence of gemstone certification and regulatory standards.

• Unstructured markets with limited local demand.

• Irregular production that impedes consistent supply.

The True Art and Science of Gem Valuation

It is important to understand that gemstone processing and valuation go beyond mere cutting or polishing. The value of a gemstone reflects a combination of qualitative factors, including rarity, origin, market and fashion trends, craftsmanship, historical significance, and certification through credible laboratories.

“In today’s global gem trade, trust is the new market currency.”

Unfortunately, Malawi currently has very little of that trust due to inconsistent systems and the absence of internationally recognized certification mechanisms.

Tikuyenera kudekha komanso kuyika ndondomeko zoti zitipititse patsogolo komanso kupindulira dziko — surely not khambakamwa ayi!

We must be patient, structured, and deliberate if we truly want to position Malawi as a credible player in the global gemstone arena.

A Needed Reality Check: Credibility and Global Perception

Let us be honest with ourselves — at times, we have become a laughing stock in the global gemstone community. Having been privileged to work with world leaders in the ethical gemstone trade and as part of the Ethical Gem Show and Chicago Jewellery Transformative Family through my work with Virtu Gem (USA), I have seen firsthand how credibility, transparency, and responsible partnerships define market success.

The ongoing Columbia Gem House (CGH) case — involving Malawi’s purported $309 billion claim — illustrates serious misunderstanding of global gemstone market realities. Consider that Gemfields, the world’s leading ruby producer, has generated around $1 billion in revenues over 13 years — roughly 70% of global premium ruby output. The total global ruby and emerald market is estimated at just $1–2.5 billion per year, making Malawi’s claim economically implausible.

This lawsuit risks damaging our global reputation before we have even established a significant presence. My sincere advice to government is simple: engage, not antagonize. Build bridges with global players like CGH — they bring expertise, ethics, and access to high-value markets, particularly the U.S., the world’s largest gemstone destination. Sustainable value addition is impossible if we isolate ourselves from such critical relationships.

A Smarter Approach: Capacity Before Control

Rather than an outright export ban, Malawi needs a tiered policy approach. Institutions like the Export Development Fund (EDF) could lead gemstone processing initiatives and training programmes while ASMs continue limited exports under transparent frameworks. That way, we promote structured growth rather than pushing small miners into survival mode.

Ultimately, the growth of this subsector hinges on building trust, technical expertise, and internationally recognized systems — not blanket prohibitions.

The Gold Story: Policy Contradictions and Missed Lessons

Parallel to gemstones, the gold business in Malawi has experienced rapid growth. Reports indicate over 90 gold hotspots, with estimated daily output of around 10 kilograms. Through the EDF, the Reserve Bank of Malawi (RBM) has positioned itself at the center of domestic gold trading since 2021, reportedly acquiring about 500 kilograms in total.

However, these official figures raise concerns. Either production estimates are inflated, or significant quantities of gold are being traded illegally, as RBM’s buying prices cannot match parallel market rates.

Adding to the confusion, gold has been removed from the Reserved Mineral Licence (RML) framework - effectively stopping licensed dealers from trading in gold to “protect” RBM from competition - while the same bank buys from unlicensed miners. This contradiction undermines formalization, transparency, and investor confidence.

No genuine investor - local or foreign - will commit to gold mining when they cannot export or access foreign currency. Our policies, though well-intentioned, may be chasing capital out of Malawi instead of attracting it.

Towards a Formalized Gold Economy

Malawi can learn from models such as Tanzania, whose smart regulation and government-private cooperation have turned gold into one of its major forex earners. Malawi should:

1. Reinstate gold under dealer licences (RMLs) for structured private sector participation.

2. Enforce a partial retention scheme,  requiring that 20% of gold be sold to RBM before export — balancing national interest and market freedom. 

3. Establish licensed gold markets in all  major hotspots in collaboration with  Federation of Artisanal and Small-scale  Mining in Malawi (FASMIM), Mining and Minerals Regulatory Authority (MMRA), Reserve Bank of Malawi  (RBM), Malawi Revenue Authorit  (MRA), and local councils

4. Implement a robust certification and  traceability system for legal sourcing.

5. Adopt digital oversight tools rather  than over-policing artisanal players. If managed effectively, gold could easily contribute 40–50% of Malawi’s foreign exchange earnings, making it one of the country’s strongest economic levers.

“We need systems, not suppression — structure, not reaction. The potential is clear if only we let capacity lead policy.”

Building the Foundation: Systems that Work

Both the gemstone and gold subsectors require deliberate, systemic reform. Moving forward, Malawi should: 

• Establish training and processing centers for gemstone cutting, polishing, and gold refining.

• Promote Public–Private Partnerships (PPPs) to build value-addition facilities  and markets.

• Create a Gemstones & Precious Metals Certification Authority aligned with international industry standards

. • Transition policies gradually, engaging stakeholders throughout the process.

• Encourage research, innovation, and global partnerships to strengthen confidence and credibility.

Conclusion

Malawi’s mineral wealth can transform lives and drive structural industrialization — but only through credible systems, realistic policies, and collaborative leadership. Emotion-driven bans may appear patriotic, but they risk killing opportunity and trust.

We must invest in skills, certification, and partnerships, grounding policy in practicality rather than passion. That is how Malawi can move from being a reactive observer to a respected participant in the global gemstone and gold trade.