They are buried in our smartphones, embedded in EV motors, and essential to jet engines and wind turbines. Yet most people could not name a single rare earth element. This quiet invisibility belies their strategic importance. As the world accelerates towards a more digital and electrified future, rare earths have become indispensable – and increasingly, a source of geopolitical friction.
The global supply chain behind these elements is under pressure. China currently produces nearly 70 per cent of rare earth ores and holds more than 95 per cent of global refining and separation capacity. For heavy rare earths, that number is closer to total control. This concentration gives China significant influence over price, availability and access to materials that power the energy transition and advanced defence technologies. In short, it is not just an economic advantage. It is a position of systemic control.
But the challenges do not end with geographic concentration. The industry also struggles with what is known as the “balance problem”. Not all rare earths are created equal. High-demand elements like neodymium and praseodymium, crucial for permanent magnets in electric vehicles and wind turbines, are co-mined with lower-demand elements such as cerium and lanthanum. Producers must extract and process everything, regardless of market demand. That creates inefficiencies, price distortions and sustainability concerns.
This imbalance has strategic consequences. Without careful co-ordination, demand for magnet rare earths could outpace supply within the next decade. That does not mean catastrophe, but it does mean rising costs, tighter margins, and a squeeze on industries that depend on long-term stability.
Momentum is finally shifting. As the urgency to diversify supply chains intensifies, ion adsorption clay (IAC) deposits have come into focus – and not just in China and Myanmar, where they have long been tapped.
Exploration efforts are under way in countries like Brazil, Uganda and South-east Asia, offering new access to heavy rare earths. Unlike traditional hard-rock mines, IAC operations can reach production in just four to seven years, giving them a distinct strategic and commercial advantage.
Refining is the next major hurdle. Mining rare earths without the ability to refine them only shifts the bottleneck, it does not solve it. Today, the vast majority of REE concentrates – even those mined outside China – are still sent back for processing. But that is beginning to change. Companies like Lynas in Malaysia, MP Materials in the US, and Neo Performance Materials in Estonia are building local refining capacity. These efforts mark early steps towards a more regionally balanced and secure supply chain.
Innovation is also reshaping what’s possible across the value chain. Manufacturing techniques like grain boundary diffusion allow for the reduction of dysprosium and terbium usage without compromising performance – a potential game changer given their sensitivity to supply shocks. Meanwhile, magnet recycling and by-product recovery from sources like phosphogypsum offer alternative streams of material with lower environmental impact.
A co-ordinated, multinational response is essential. The US, Japan and Australia have launched public-private initiatives to diversify rare earth supply chains and strengthen refining capabilities. It is not just about securing raw materials. It is about ensuring that economic resilience and national security are not tied to a single point of failure.
For those deeply involved in the rare earth ecosystem, from miners and refiners to end users and policymakers, the issues at stake go well beyond geology or engineering. They are a test of foresight and preparedness. The companies and countries that invest, innovate, and collaborate today will be the ones best positioned to thrive in the next era of industrial transformation.
The 20th century was powered by oil. The 21st will be driven by rare earths. Those who recognise this early and act decisively will shape the future.
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UAE currency: the story behind the money in your pockets
Our legal consultant
Name: Dr Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
Company%20Profile
%3Cp%3ECompany%20name%3A%20EduPloyment%3Cbr%3EDate%20started%3A%20March%202020%3Cbr%3ECo-Founders%3A%20Mazen%20Omair%20and%20Rana%20Batterjee%3Cbr%3EBase%3A%20Dubai%2C%20UAE%3Cbr%3ESector%3A%20Recruitment%3Cbr%3ESize%3A%2030%20employees%3Cbr%3EInvestment%20stage%3A%20Pre-Seed%3Cbr%3EInvestors%3A%20Angel%20investors%20(investment%20amount%20undisclosed)%3C%2Fp%3E%0A
Who is Tim-Berners Lee?
Sir Tim Berners-Lee was born in London in a household of mathematicians and computer scientists. Both his mother, Mary Lee, and father, Conway, were early computer scientists who worked on the Ferranti 1 - the world's first commercially-available, general purpose digital computer. Sir Tim studied Physics at the University of Oxford and held a series of roles developing code and building software before moving to Switzerland to work for Cern, the European Particle Physics laboratory. He developed the worldwide web code as a side project in 1989 as a global information-sharing system. After releasing the first web code in 1991, Cern made it open and free for all to use. Sir Tim now campaigns for initiatives to make sure the web remains open and accessible to all.
UK’s AI plan
- AI ambassadors such as MIT economist Simon Johnson, Monzo cofounder Tom Blomfield and Google DeepMind’s Raia Hadsell
- £10bn AI growth zone in South Wales to create 5,000 jobs
- £100m of government support for startups building AI hardware products
- £250m to train new AI models
Fund-raising tips for start-ups
Develop an innovative business concept
Have the ability to differentiate yourself from competitors
Put in place a business continuity plan after Covid-19
Prepare for the worst-case scenario (further lockdowns, long wait for a vaccine, etc.)
Have enough cash to stay afloat for the next 12 to 18 months
Be creative and innovative to reduce expenses
Be prepared to use Covid-19 as an opportunity for your business
* Tips from Jassim Al Marzooqi and Walid Hanna
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
MATCH INFO
Uefa Champions League semi-final, second leg result:
Ajax 2-3 Tottenham
Tottenham advance on away goals rule after tie ends 3-3 on aggregate
Final: June 1, Madrid
The%20US%20Congress%20explained
%3Cp%3E-%20Congress%20is%20one%20of%20three%20branches%20of%20the%20US%20government%2C%20and%20the%20one%20that%20creates%20the%20nation's%20federal%20laws%3C%2Fp%3E%0A%3Cp%3E-%20Congress%20is%20divided%20into%20two%20chambers%3A%20The%20House%20of%20Representatives%20and%20the%20Senate%3C%2Fp%3E%0A%3Cp%3E-%C2%A0The%20House%20is%20made%20up%20of%20435%20members%20based%20on%20a%20state's%20population.%20House%20members%20are%20up%20for%20election%20every%20two%20years%3C%2Fp%3E%0A%3Cp%3E-%20A%20bill%20must%20be%20approved%20by%20both%20the%20House%20and%20Senate%20before%20it%20goes%20to%20the%20president's%20desk%20for%20signature%3C%2Fp%3E%0A%3Cp%3E-%20A%20political%20party%20needs%20218%20seats%20to%20be%20in%20control%20of%20the%20House%20of%20Representatives%3C%2Fp%3E%0A%3Cp%3E-%20The%20Senate%20is%20comprised%20of%20100%20members%2C%20with%20each%20state%20receiving%20two%20senators.%20Senate%20members%20serve%20six-year%20terms%3C%2Fp%3E%0A%3Cp%3E-%20A%20political%20party%20needs%2051%20seats%20to%20control%20the%20Senate.%20In%20the%20case%20of%20a%2050-50%20tie%2C%20the%20party%20of%20the%20president%20controls%20the%20Senate%3C%2Fp%3E%0A
Student Of The Year 2
Director: Punit Malhotra
Stars: Tiger Shroff, Tara Sutaria, Ananya Pandey, Aditya Seal
1.5 stars
