Quartz Media: Japan’s global rare earths quest holds lessons for the US and Europe

Wheel loader at Mountain Pass rare earths mine
A well-grounded plan.


In 2010, the Japanese government had a rude wakeup call: Beijing had abruptly cut off all rare earth exports to Japan over a fishing trawler dispute. Tokyo was almost entirely dependent on China for the critical metals, and the embargo exposed this acute vulnerability.

The silver lining to this incident, which sent global rare earth prices skyrocketing before they crashed down as the speculative bubble popped, is that it forced Japan to rethink its critical raw materials policy. A decade on, it has significantly reduced its dependance on China for rare earths, and continues to diversify its supply chain by investing in projects around the world. Its model may have lessons for the US, which desperately wants to break China’s rare earths monopoly. Rare earths are a group of 17 metals that are crucial in the manufacturing of high-tech products.


A state-led, global quest

Central to Japan’s rare earths procurement strategy is the Japan Oil, Gas and Metals National Corporation, or Jogmec, a state-backed company governed by the ministry of economy, trade, and industry. Though Jogmec was established in 2004 through the merger of two decades-old oil and metals mining entities, it was only after China’s embargo that it turned its attention to rare earths, said Nabeel Mancheri, secretary-general of the Brussels-based Rare Earth Industry Association: “The focus started from the 2010 crisis.”

As the global shift to electric vehicles and renewable energy is expected to drive a surge in rare earth demand, Japan is set to further increase funding for the exploration and mining of rare earths, according to Nikkei. One consideration is to lift the current 50% cap on state funding for resource exploration projects, which could ease the private sector’s financial burden in inherently risky mining projects.

Industry experts say Japan’s example illustrates the importance of targeted state-led investment in the rare earths sector. Through Jogmec, Japan could direct substantial government funds to support different mining projects, and secure rights to a certain amount of rare earths in what’s known as offtake agreements. Often, that means Japan is able to lock in a specified quantity of rare earth imports over a designated time frame. That also stabilizes the volume and price of supplies, which is important for the sustainability of downstream manufacturers that use rare earth materials to produce batteries and magnets that go into things like electric vehicles and wind turbines.

Elsewhere, Jogmec recently deepened its investment in a joint venture with Canada-headquartered Namibia Critical Metals on the Lofdal rare earths mining project in Namibia. Jogmec has already invested millions to finance exploration and development into Lofdal, and could pour in (pdf) another $10 million. The Lofdal project holds particular significance because it is rich in heavy rare earths.

“Light” and “heavy” rare earths refer to their atomic number. Lynas is more focused on the former, while China currently dominates global supplies of the latter. The most widely used rare earth permanent magnet, neodymium-iron-boron or NdFeB, uses the light rare earths neodymium and paseodymium. Adding a heavy rare earth like dysprosium and sometimes terbium makes the magnet more temperature stable, and suitable for use in offshore wind turbines where maintenance costs are high.

For now, the most recent US federal funding for rare earths projects have come from the defense department. Meanwhile, a body modeled after Jogmec was actually proposed by the European Commission in 2015, though the idea hasn’t taken shape.

Japan’s lessons for the US and Europe

As the US and Europe seek to secure their rare earths supply chains and limit reliance on China, Japan’s model may offer some guidance.

“Japan and Australia have definitely led the way in terms of how the US government should approach [securing rare earths supplies],” but it’s “not necessarily a cut-and-paste” job for Washington in terms of emulating specific policies, said Pini Althaus, CEO of USA Rare Earth, which is developing a mine in Texas and establishing a domestic processing facility in Colorado. It is expecting to go public in a New York listing this year.

For example, the US could use existing federal legislation to build up its national defense stockpile of rare earths by committing to buying rare earths from domestic producers over a certain number of years, and within a certain price band, explained Dan McGroarty, advisory board member of USA Rare Earth.

Experts also caution that rare earth mines only represent the upstream part of the supply chain concerned with getting the ores out of the ground. Processing those ores into high-purity rare earth metals, then using them to manufacture magnets and batteries, is just as crucial.

“A hundred new mines can open around the world with generous public support, but without investing in value-added processing and manufacturing, the rest of the world will continue to remain dependent on China for refined rare earths and rare earth-bearing technologies,” said Julie Klinger, assistant professor in geography at the University of Delaware.

The nitty-gritty of rare earth procurement policies aside, there’s one key takeaway from Japan’s relative success, said the Rare Earth Industry Association’s Mancheri: “It’s that now to have your own value chain, government support is required. The market cannot bring back the industry that you lost.”



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Steve Vanry


Mr. Vanry is a Chartered Financial Analyst (CFA) and Chartered Investment Manager (CIM) and is a member of the CFA Institute as well as the Vancouver Society of Financial Analysts. He brings over 25-years of professional experience in senior management positions with public and private companies, providing expertise in capital markets, strategic planning, corporate finance, mergers and acquisitions, regulatory compliance, accounting, and financial reporting. He is well regarded for his leadership, creativity, and ability to foster collaborative environments for team driven projects. His breadth of experience spans various industries, including mining, oil and gas, renewable energy, high-technology, and manufacturing.

Mark Mukhija


Mr. Mukhija brings over 15 years of experience in the mining industry including roles with global mining companies such as Teck Resources, Barrick, BHP Billiton, and TransAlta. Since 2018, Mark has been the General Manager (Australia) for Motion Metrics, an industrial artificial intelligence and machine learning company catering to the mining industry with a specific focus on safety and productivity. Mr. Mukhija is responsible for the P&L, business development, project management, and logistics of the Motion Metrics (Australia) operations. With BHP Billiton, Mark was responsible for life of mine planning and asset value optimization.  At TransAlta, Mr. Mukhija began as the Engineering Team Leader at the Sunhills Mine with 14 direct reports and then moved into a capital planning supervisory role where he was responsible for a $60mm annual capital expenditure budget for the operation. Mr. Mukhija is a Professional Engineer and graduate from the University of British Columbia with a Bachelor of Applied Science in Mining Engineering (2003).


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