Economic Transformation Blueprint - PDF Room

Report of the Vision 2020
National Technical Working Group

On
MINERALS & METALS DEVELOPMENT
July, 2009
TABLE OF CONTENT
LIST OF TABLES..................................................................................................................................................... 3
EXECUTIVE SUMMARY........................................................................................................................................ 4
1.0 INTRODUCTION .......................................................................................................................................13
1.1. BACKGROUND ............................................................................................................................................13

1.2. SCOPE ........................................................................................................................................................15
1.3. APPROACH: THE VISIONING PROCESS .........................................................................................................16
2.0 ASSESSMENT OF NIGERIA’S MINERALS & METALS SECTOR.......................................................18
2.1. NIGERIA’S MINERALS & METALS SECTOR OVERVIEW .................................................................................18

2.1.1. Nigeria’s Minerals & Metals Potential ..............................................................................................18
2.1.2. Sector Evolution & Historical Context ...............................................................................................22
2.1.3. Recent Developments in the Minerals & Metals Sector.......................................................................26
2.1.4. Current Industry Structure.................................................................................................................30
2.1.5. Analysis of Issues & Challenges ........................................................................................................37
2.1.6. Opportunities for Sector Performance Improvement & Growth ..........................................................46
2.1.7. Strategic Imperatives for the Minerals & Metals Sector .....................................................................47
3.0 MINERALS & METALS 2020 VISION & STRATEGIC PLAN...............................................................48
3.1. GLOBAL OUTLOOK FOR THE MINERALS & METALS SECTOR.........................................................................48

3.1.1. Introduction ......................................................................................................................................48
3.1.2. Exploration .......................................................................................................................................48
3.1.3. Outlook on Demand and Production..................................................................................................52
3.2. NIGERIA IN 2020: ROLE OF MINERALS & METALS .......................................................................................55
3.3. STRATEGIC PLAN FOR THE MINERALS & METALS SECTOR ...........................................................................55
3.3.1. Vision................................................................................................................................................55
3.3.2. Key Growth Drivers & Priority Sub-Sectors ......................................................................................56
3.3.3. Objectives & Goals ...........................................................................................................................57
3.3.4. Strategies & Initiatives ......................................................................................................................61
4.0 IMPLEMENTATION ROADMAP & MONITORING FRAMEWORK ..................................................73
4.1. IMPLEMENTATION ROADMAP ......................................................................................................................73

4.2. IMPLEMENTATION & MONITORING ..............................................................................................................85
APPENDICES ..........................................................................................................................................................86
APPENDIX A – INVENTORY OF NIGERIA’S SOLID MINERALS POTENTIAL............................................86
NV2020 Economic Transformation Blueprint: Minerals & Metals Development

LIST OF TABLES
Table 2-1 - Solid mineral occurrences in the federating States of Nigeria_________________________________20
Table 2-2 – Estimates of local demand for some industrial minerals_____________________________________21
Table 2-3 – Estimate of minerals and metals production - metric tonnes unless otherwise stated (1997 – 2003)___22
Table 2-4 – Summary of Nigeria’s fiscal regime for mining ___________________________________________28
Table 2-5 – Locally available mineral requirements by industry ________________________________________42
Table 3-1 An outlook on future demand for selected minerals __________________________________________54
LIST OF FIGURES
Figure 1-1: Sectoral Contribution to GDP – Solid Minerals (1958 – 2008) _______________________________14
Figure 1-2 - Minerals & Metals Value Chain ______________________________________________________15
Figure 2-1 - An overview of the solid mineral resources distribution map of Nigeria________________________19
Figure 2-2 – Current Structure of the Minerals & Metals Sector _______________________________________31
Figure 2-3 – Exploration triangle highlighting gap (Source: NGSA) ____________________________________38
Figure 2-4 – Funding requirements and sources of funding in mineral exploration (Source: NGSA)____________39
Figure 2-5 – Estimated amount of iron & steel requirements currently met by the local market (Source: Working
Group Analysis) _____________________________________________________________________________41
Figure 2-6 - Estimated percentage of importation for products for which mineral raw materials are locally available
(Source: Working Group Analysis)_______________________________________________________________43
Figure 3-1 - Estimated Total Worldwide Exploration Budgets, 1990-2006 (US$ billions) Source: Metal Economics
Group _____________________________________________________________________________________49
Figure 3-2 – Worldwide Exploration Budgets by Company Type, 1997-2006 (as a percentage of worldwide
exploration) Source: Metals Economics Group _____________________________________________________50
Figure 3-3 - Distribution of global exploration expenditure by geographical region (2006) Source: Metals
Economics Group ____________________________________________________________________________51
Figure 3-4 – Distribution of global exploration expenditure by stage of development _______________________52
Figure 3-5 - Strategic framework for Minerals and Metals Sector 2020 __________________________________58

Executive Summary
Vision 2020 reflects Nigeria’s intent to become one of the top twenty economies in the world by
the year 2020, with an overarching growth target of no less than $900 billion in GDP and a per
capita income of no less than $4000 per annum. These targets are premised upon two key
factors that are critical to realizing Nigeria’s potential as a leading nation in the immediate future:
• Growth through the diversification of Nigeria’s economy by significantly increasing non-
oil contribution to GDP; and
• The empowerment of the Nigerian people by ensuring a balance between economic
growth and social welfare
Nigeria’s minerals and metals sector is a key sector crucial to the successful execution of
Government’s economic diversification strategy, and the attainment of the growth, wealth
creation and poverty reduction goals of this vision.
This blueprint outlines the path towards the rapid transformation of the minerals and metals
sector, its emergence as a strategic catalyst of growth for the Nigerian economy, and its return
to global relevance in the production of minerals and metals in a stable and sustainable manner.
The overarching strategy for realizing this vision is anchored upon five strategic thrusts (“pillars
of growth”) and two growth enablers.

Pillar 1: Quality Geoscience Data
The first pillar is anchored upon the understanding that effective acquisition, management,
storage, interpretation and communication of geo-science information provide the foundation for
mineral exploration and development. Our strategy is to develop an effective mechanism for the
consistent and systematic generation of quality and reliable geoscience data to support
exploration of mineral resources in Nigeria. The goal is to achieve maximum geological and
geophysical mapping coverage of the country by 2020 through accelerated programs of the
Nigerian Geological Survey Agency.
Pillar 2: Sustained Mineral Exploration

The second pillar is anchored on the value of using basic geoscience data to attract mineral
exploration especially by junior mining companies. Our goal is to achieve detailed resource
evaluation on all prospective mineral deposits in Nigeria by 2020. Recognizing gaps in this
critical aspect of the exploration value chain in Nigeria, our strategies are aimed at addressing
these gaps through the facilitation of improved access to risk capital for exploration programs for
mining projects, and the creation of an enabling environment to foster the development of the
junior exploration segment of the industry and encouraging skills development in the preparation
of bankable feasibility studies for the mining industry
Pillar 3: Ease of Access to Minerals & Capital

The third pillar is anchored on the need for significant investments across all segments of the
sector to achieve the desired growth. The key thrust is to improve the level of competitiveness
of the sector, as a destination for capital (local and foreign). This will be achieved by ensuring
that the licensing system for mining in Nigeria is transparent, and managed by an independent
and modern Mining Cadastre Office. Enhancing our fiscal regime for greater competitiveness,
increasing local sources of funding, and improving access to credit are also at the core of this
strategy.
Pillar 4: Functional Cross-Sectoral Linkages

The fourth pillar focuses on significantly boosting the local production of minerals and metals, by
developing deep and functional linkages with the strategic sectors of the economy such as oil &
gas, power, manufacturing, transport and agriculture. This strategic thrust is anchored upon
reviving Nigeria’s primary steel industries and stimulating consumption of locally produced steel
products by each of the strategic sectors mentioned, in addition to increasing the level of

utilization of industrial minerals in the domestic industrial sector. The strategies are reinforced
by a set of critical targets including per capita steel consumption from less than 10kg to 100kg
by 2020, and achieving 70% self sufficiency in industrial minerals production and consumption.
Specific targets for local steel consumption have also been set for each strategic sector.
Pillar 5: Sustainability
The fifth pillar focuses on the critical issue of sustainability in the exploitation of mineral wealth.
A holistic view of sustainability from both the socio-economic and environmental perspectives
form the basis of our recommendations, in the knowledge that any growth can not be sustained
if the physical environment is destroyed in the process, the rights of hosts communities are
ignored, and if it does not translate to economic empowerment of the people. The strategy
seeks to entrench sustainability as a fundamental principle in the exploitation of our mineral
resources.
The Enablers:
1. Human and Institutional Capacity
Growth strategy development efforts typically end up futile in the absence of sufficient and
capable manpower, and effective institutions. Across all sectors of the minerals and metals
sector – administration, regulation, training, research & development, and commercial
operations (from production to consultancy services); the need for capacity development is
recognized as a fundamental platform without which the vision for the sector cannot be realized.
Strategies were therefore proposed to strengthen and deepen institutional and human capacity
across every aspect of the sector.
2. Legal & Regulatory Framework
A stable and effective legal and regulatory framework is a non-negotiable requirement for
sustainable growth to be achieved in the minerals and metals sector. With the enactment of the
Nigerian Minerals & Mining Act of 2007, a significant milestone was achieved with regard to
having an appropriate legal framework in place for the sector. However, optimal value can only
be realized if the provisions and stipulations of the laws are fully enforced and consistently
applied. Sincerity of purpose with regards to achieving the vision will ultimately be measured by

Government’s ability to guarantee the benefits of a stable legal and regulatory framework to all
entities in the industry.
Area of Special Focus: Reviving the Iron & Steel Industry
Reviving the iron and steel sector is an aspect of the defined growth strategy for the minerals
and metals sector, worthy of special emphasis. The strategic position of the steel industry is
based on its unique potential to catalyze productivity across all aspects of the mining industry
value chain. A vibrant primary steel industry increases upstream activity by encouraging
increased exploration and mining of mineral raw materials like iron ore, coal, limestone and
manganese to mention a few; while simultaneously boosting downstream activity such as
processing of metals, and creating a linkage effect through the utilization of steel products in the
oil & gas, power, transport and manufacturing sectors of the economy. Indeed, steel is the
primary driver of industrialization, and a functional steel industry facilitates rapid development of
skill and technology, which in turn forms the basis for greater economic independence and
national self reliance. Therefore, Nigeria’s vision to join the league of industrialized nations
cannot be achieved in the absence of a functional steel industry.
Having floundered for over two decades in her quest to develop the steel industry, Vision
20:2020 provides Nigeria a viable platform to finally reverse the fortunes of this industry and
launch the country on a path towards industrialization. The goal for 2020 is to successfully
emulate countries like China, India and South Korea, whose transformation from third world
countries to developed nations was due in no small measure, to their success in developing
viable and functional steel and iron industries.
The recommended strategy is anchored on significant amplification of Nigeria’s steel production

capacity and volume of steel production between 2010 and 2020. The target is to grow per
capita steel consumption from about 9kg to 100kg by 2020; and attain local production capacity
of 12.2 million tonnes per annum by 2020. To achieve this, it is important that current efforts at
reviving the sector are focused on the completion, commissioning and commencement of
operations at both the Ajaokuta Steel Company Ltd (ASCL) and the Nigerian Iron Ore Mining
Company (NIOMCO) by 2011. The recommended strategy is to achieve the commencement of
operations of these plants at their initial installed capacity through government financing in the

short term, before the recommencement of privatization. Upon achieving this milestone, the
privatization process can then commence with the aim of attracting further investment for
capacity expansion at ASCL (2nd & 3rd Phases – 5.2million tonnes) and the development of new
iron ore mines. Further expansion will also have to be encouraged at the Delta Steel Company
(2nd Phase – 2million tonnes) and additional capacity of 5million tonnes will be required from a
new plant (potentially to take off by 2019) to achieve the desired local production target of
12.2million tonnes. Additional steel production capacity must be designed to arrive at an optimal
mix of primary steel products – 50% longs (rods & bars, structural steel, flat strips, small size u-
shapes and small tubes – rounds and squares); and 50% flats (sheets and plates). It is
recommended that additional capacity for steel production (especially in Ajaokuta) be designed
to utilize COREX technology which is reliable and makes use of locally available non-coking
coals.
Achieving this strategy for the steel sector will require the resolution of intractable problems with
ASCL and NIOMCO. For the technical problems, our recommendation is that solutions are
obtained from the original builders of these plants. In addition, a revised approach to raw
material sourcing is also required given the stiff competition for limestone and coal provided by
the cement industry and the drive for coal fired power plants. Finally, an intensive manpower
development program is recommended to guarantee supply of quality personnel, while
providing a low labor cost advantage to the emerging sector.
Summary of Recommendations
1. Empower NGSA to prepare 20 maps of 1:100,000 per annum (with accompanying

literature and bulletins) to achieve 100% coverage by 2020
2. Encourage manpower development for the preparation of bankable feasibility studies in

the Nigerian Mining Industry.
a. COMEG to establish professional programs by 2011
b. Universities and polytechnics to strengthen facilities to produce requisite

manpower
3. Encourage the establishment of Junior Miners and Consultants in the mining industry

4. Establish laboratories that meet ISO certification standards
5. Facilitate improved access to funding for exploration through the Solid Mineral
Development Fund
6. Sustain a transparent, independent and modern licensing system through the Mining
Cadastre Office
7. Enhance the fiscal regime to become more attractive to both local and foreign investors
a. Sustain favorable tariff regime for the minerals and metals sector
b. Establish mining insurance schemes
c. Provide and sustain competitive taxation regime, incentives and tax holidays
d. Provide adequate foreign currency facilities
8. Facilitate access to the following and other sources of funding for exploration and the
development of minerals, steel, and other metals industries:
a. Solid Mineral Development Fund
b. Natural Resources Fund
c. Global Exploration Funds
d. Multilateral & Bilateral Funds
e. Venture Capital & Equity Funds
f. Capital Markets
9. Initiate specific programs targeted at the development of the medium scale commercial
mining operators
10. Initiate specific strategic interventions (government/private sector driven) to achieve

growth in mineral and metal production, through the promotion of deep and functional
linkages with other strategic sectors of the economy. Specific strategies were developed
for the following minerals
a. Coal: Government to foster an attractive environment for coal production through
the definition of special incentives for private coal mining companies to boost
coal production for utilization in proposed coal fired power plants and for steel
production. Incentives should include market guarantees, tax holidays and

security of tenure. The use of COREX technology in the expansion of the
Ajaokuta Steel Plant (2nd & 3rd Phases) to drive greater production and utilization
of non-coking coals which are abundantly available locally.
b. Iron Ore: Revival of the steel sector through massive government investment in
the short term and privatization in the long term. The target is to achieve
12.2million tonnes per annum steel production capacity per annum, to create iron
ore demand of 30million tonnes.
Scrap Metal – Setting up of scrap collection, collation, sorting and processing

centres; scrap dealers, users and government representatives to collaborate in
the formation of a body to regulate the sub-sector.
c. Bauxite: Immediate exploration of reported deposits at Mambila Plateau, Gembu

(Taraba), Orin (Ekiti) to attract private investment; Production of Alumina for
Aluminum smelting and linkage with Mambila Hydro-electricity Project, Joint
Venture (JV) establishment of viable Aluminium processing and smelting plants;
Encouragement of ALSCON to prioritise meeting local demand for Aluminium
ingots over exports, through the provision of cheap energy.
d. Bitumen: Invite investors and guarantee local market/ price for next five years for
the production of tar and asphalt for road constructions.
e. Other Industrial Minerals (Barytes, Bentonites, Gypsum, Limestone, Kaolin,

Fireclays): Control of importation to encourage local exploitation, production and
utilization; strategic approach to R&D supported by user companies; Unbundling
of local markets for barytes and bentonites, inclusion of provisions in the local
content bill to support utilization of locally available industrial minerals.
f. Other Metallic Minerals (Tin, Columbite-Tantalite, Wolframite, Lead-Zinc): -

Funding support to local private sector mining companies in the form of venture
capital intervention; Secure pricing and marketing mechanism to insulate from
international market fluctuations of commodity prices.
g. Gold: Provide incentives to encourage exploration for gold and its production by
medium scale mining companies; Continue targeted exploration by NGSA;
Facilitate enabling environment for fair trade in gold through the establishment of
exchange markets.
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h. Gemstones: Provision of funding windows to enhance explorations, production
and marketing of gemstones; Capacity building for both institutional and the local
gemstones miners, brokers and manufacturers in order to legitimize the
operations within this sub sector; Facilitate deliberate marketing drives locally to
explore the huge local marketing chain for mined products by creating value-
added products to stimulate fair trade in gemstones in Nigeria; Creation of a
privately run and managed gemstone exchange to reduce illegal trading of the
commodity and stimulate greater exploration and production.
11. Implementation of a local content policy for the development of host communities.
12. Strengthen environmental management, land use law enforcement and compliance.
a. Enforce responsible emission and by-product management.
b. Enforce environmental regulation as part of the mining laws and regulations.
c. Encourage safe and efficient minerals extraction and processing by use of

advance technologies to improve the mining working environment.
d. Encourage the sustainability of mining cooperatives and associations in

collaboration with local community, state and local government for ease of
control of the minefields and for enhancement of mineral production by artisanal
and small-scale miners.
13. Control and strengthen the artisanal and small-scale mining operations.
a. Encourage the formation of mining cooperatives with a view to empower them

towards sustainable growth in the industry.
b. Establish license buying centres which would be an interface between mining

cooperatives/licensed miners, local users and export markets.
c. Provide extension services to artisanal and small-scale miners in form of

technical assistance and support services.
d. Provision of micro credit to artisanal and small scale miners.
14. Provision of specialized funding for key institutions in the minerals and metals sector
such as (NGSA, COMEG, NMDC, Departments of MMSD, School of Mines, NSRMEA)
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15. Develop industry wide capacity building program for mining companies and key
institutions.
16. Establish a performance audit board charged with monitoring and evaluation of the
relevant sector Ministry, Departments and Agencies.
17. Provide adaptive technology for research agencies such as National Centre for Remote
Sensing (NCRS), Raw Material Research and Development Council (RMRDC) etc.
18. Technical assistance, training and capacity building for industry regulators.
19. Establish data-base management facilities within the Ministry and relevant Agencies.
Implementation & Monitoring
An implementation plan with timelines, responsibilities, funding sources and key performance
indicators has been outlined in Chapter 4 of this blueprint. In terms of monitoring and evaluation,
the committee recommends the setting up of a Special Implementation Committee with a
mandate to oversee the implementation of the entire Vision 2020 project. This committee will
work collaboratively with the National Planning Commission in ensuring due implementation of
the blueprint, and must be provided with adequate authority and resources to execute their
assignment.
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CHAPTER ONE – INTRODUCTION
1.0 Introduction
1.1. Background
This report summarizes the blueprint for improving the capacity of Nigeria’s minerals and metals
sector to stimulate additional economic growth towards the attainment of the nation’s vision of
becoming one of the world’s top twenty economies by 2020. The blueprint is a culmination of
the efforts of a collection of seasoned industry and academia experts brought together under
the auspices of the Nigeria Vision 2020 strategy development program.
Prior to the emergence of the petroleum industry 30 years ago, solid minerals and agriculture
were key sectors of the economy. Until the 1960s, coal and tin were mined and exported on a
large scale and the sector contributed significantly to the nation’s gross domestic product
(GDP), averaging 12%1 between 1965 and 1975. A combination of unfavourable government
policy, changing country circumstances and poor management of state owned enterprises has
led to a precipitous decline in the sector and a situation in which little new investment in mineral
exploration and development, neither foreign nor domestic, could be attracted. The scale of this
decline is clearly illustrated in the drastic reduction in sectoral contribution to GDP from 5.62% in
1980 to 0.16% in 20072. Currently, there are no medium or large scale mining operations in
Nigeria. Most active mining in the country is being undertaken by small entrepreneurs and
artisans, working deposits of precious, semi-precious, construction and industrial minerals that
are not licensed, or operating outside of the parameters of the licenses held. Consequently, the
mining sector remains in a state of stagnation and although appreciable progress has been
made in recent years with regard to legal and regulatory reforms, several limitations to growth
through sustainable exploitation of mineral resources still exist.
This blueprint also defines a pathway to the development of a viable metals sector to support
the rapid industrialisation of Nigeria in line with her 2020 ambition. Despite huge natural
resource potential for metallic products such as Iron, Steel, Copper, Aluminium, Tin and
Lead/Zinc; and noble metals like Gold, Silver and Cadmium in addition to massive government
1
Federal Office of Statistics (Now Nigerian Bureau of Statistics – NBS) 1996
2
Based on 1990 Constant Prices. Source: Federal Office of Statistics (now NBS) 2003
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investments in this sector, the benefits to the economy have been negligible. The steel sector in
particular remains comatose and the combination of mismanagement, corruption, poor
infrastructure, inconsistent government policies and lack of adequate human capacity has stifled
meaningful growth in this sector, significantly undermining the nation’s chances at achieving her
industrialisation ambitions. Compared to the world average of 130kg and 5kg respectively in
terms of annual per capita consumption of steel and aluminium, Nigeria lags behind at less than
10kg and 0.3kg respectively. Similarly, metallic ores such as Lead/Zinc and Tin that abound in
the country are exported as low grade ores with minimal processing. The development,
exploitation, beneficiation and exporting of gold, silver and other noble metals that occur in
Nigeria is critical to the diversification of the income resource base of the country.
Figure 1-1: Sectoral Contribution to GDP – Solid Minerals (1958 – 2007)
Comparative cross-country studies on economic performance have shown that an abundance of

natural resources, particularly resources such as minerals and oil, can lead to undesirable
economic consequences, such as slow or negative economic growth, inflation, low savings, high
unemployment, export earnings instability, corruption, poverty, and low levels of human
development. Such studies have led to the concept of the “resource curse”, a theory which
emerged in the late 1980s, alleging that natural resource abundance leads to a host of negative
economic, political, and social outcomes. The foregoing argument implies that the critical
imperative for stakeholders in Nigeria’s minerals and metals sector today, is to derive the
perfect formula for the exploitation of the nation’s solid mineral resources in a socially and
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environmentally sustainable manner. In view of the apparently conflicting stratum of political and
economic interests that have always shaped both the design and implementation of the
resource laws as well as actual operations of the extractive sector of the Nigerian economy, it
must be pointed out that this is a monumental challenge. However, it is our collective opinion
that it is possible, through a combination of well-thought out growth strategies and
legislative/institutional reformation of the minerals and metals sector, to overcome the
challenge.
1.2. Scope
For the purpose of developing a strategic plan that covers all aspects of the minerals and metals
sector, the Group examined the sector along the key elements of the mining industry value
chain. This value chain comprises five key stages, and the industry is characterized by a
different set of players in each stage Figure 1-2 below depicts this chain.
Market
Exploration Processing
Mine Planning & (Manufacturing
(Prospecting, Mining (Extraction/Smelting &
Development Industries and other
Discovery, Evaluation) Refining)
consumers)
Figure 1-2 - Minerals & Metals Value Chain
Exploration (Prospecting, Discovery & Evaluation)
This entailed the examination of the set of activities required to determine the presence of
economically viable mineral deposits in any given location in the country. Summarily, activities
considered include field geological mapping, appraisal, geophysical methods, drilling, surveying,
sampling, analysis, testing and the establishment of feasibility parameters. The issues of
funding for exploration and the performance of the Nigerian Geological Survey Agency were of
particular significance in this aspect of the work.
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Mine Planning & Development, Mining & Processing (Extraction/Smelting & Refining)
These three mid-stream aspects of the value chain required the Group to consider and
deliberate upon issues relating to the determination of the profitability of a mining project based
on the identified mineral resource, processes involved in actual removal of the mineral resource
and transport to destination, and the range of activities undertaken in the extraction of the
saleable products. Specifically, the current state of production of both industrial and strategic
minerals was extensively reviewed as part of this effort, and the performance of Nigeria’s metals
sub-sector was treated in sufficient detail.
Utilization, Marketing & Distribution
The final aspect of the value chain covered issues pertaining to marketing and distribution to
enable profitable development of the minerals and metals sector, through effective utilization of
solid mineral resources for both internal consumption and exportation.
Functional Analysis
For each stage of the value chain, the group analyzed issues and proffered strategies across
the following areas:
Policy Framework (Legal, Institutional & Regulatory)
Infrastructure
Investment & Financing
Human Capacity/Manpower Development
1.3. Approach: The Visioning Process
In the development of this blueprint, a systematic approach was adopted to ensure that the
strategy was built on proven knowledge of the evolution and current state of the industry,
comprehensive understanding of the internal and external factors relevant to its growth, and an
understanding of the strengths and shortcomings of previous strategies employed to develop
the sector. The development of the strategy for the sector was undertaken sequentially across
five distinct set of activities:
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1. A detailed review of previous strategic plans developed for the sector (Vision 2010,
NEEDS 1 & 2, Medium Term Sectoral Strategy for Solid Minerals (MTSS) & 7-Year
Strategic Plan for Solid Minerals Development by the 2002 Presidential Committee on
Solid Mineral Development)
2. A comparative analysis of a select group of mining countries (Canada, Peru, China,

India, Chile and Botswana) was undertaken for the purpose of identifying key learning
points and potential opportunities for improvement across seven areas critical to the
development of the sector.
3. A detailed review of the current position of the industry with respect to each aspect of the
industry value chain (exploration, production and consumption) for the purpose of
identifying and analyzing the key issues inhibiting growth in the sector, and potential
opportunities for growth. This review required the team to validate current developments
in the sector with heads and senior officers of key institutions in the sector through
discussions on their current programs, plans, and constraints. Institutions engaged
include:
o Ministry of Mines & Steel Development (MMSD)
o Departments of the Ministry
o Nigeria Coal Corporation (NCC)
o Nigeria Geological Survey Agency (NGSA)
o Council of Mining Engineers and Geoscientists (COMEG)
o National Metallurgical Development Centre (NMDC)
o PMU, Sustainable Management of Mineral Resources Project (World Bank

Funded)
4. A review of global trends in the minerals and metals industry, and an analysis of possible
future developments with regards to demand/supply of minerals and metals that are
relevant to growth in Nigeria’s minerals and metals sector including steel, aluminium,
coal, limestone, bitumen, uranium etc
5. Definition of the strategy for developing the sector in line with the national aspirations for
the sector in 2020, comprising key strategic thrusts, goals, strategies and initiatives. A
roadmap for implementation, and a monitoring and evaluation strategy was also defined.
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CHAPTER TWO – ASSESSMENT OF NIGERIA’s MINERALS AND
METALS SECTOR
2.0 Assessment of Nigeria’s Minerals & Metals Sector
2.1. Nigeria’s Minerals & Metals Sector Overview
2.1.1. Nigeria’s Minerals & Metals Potential
2.1.1.1. Mineral Endowment & Occurrences
The geology of Nigeria is made up of the Basement Complex, the Younger Granites, and the
Sedimentary Basins, and abundant mineral deposits occur in all components of Nigerian
geology. Solid mineral deposits of economic significance that include gold, iron ore, cassiterite,
collumbite, wolframite, pyrochlore, monazite, marble, coal, limestone, clays, barytes, lead-zinc,
etc, occur in the different geologic segments of Nigeria and indeed, each of the 36 federating
states and the FCT has a fair share of the solid mineral inventory of the nation. Exploration in
Nigeria for several solid minerals, e.g. tin, niobium, lead, zinc and gold, goes back more than 90
years but only tin and Columbite production have ranked (6th in Tin, 1st in Columbite) on a world-
wide scale till date. While the major international exploration groups have seldom paid more
than a passing interest, there has been general exploration carried out by the tin mining groups
and several parastatal organizations, the most notable being the Nigerian Mining Corporation
(NMC). Throughout its long history, the Geological Survey of Nigeria (now the Nigerian
Geological Survey Agency – NGSA) played an active role in exploration for mineral deposits
many of which were first reported by its officers. The NGSA is currently responsible for regional
geophysical mapping, as well as airborne magnetic and radiometric surveys which provide an
invaluable base for more detailed exploration. Figure 2-1 and Table 2-1 provide details on the
distribution of solid mineral deposits across Nigeria. More specific information on the mineral
potentials indicating location, mine status, geology and resource estimates are available in
Appendix A for the following mineral categories: metallic minerals, specialty metals, precious
metals, gemstones, and industrial minerals.
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Figure 2-1 - An overview of the solid mineral resources distribution map of Nigeria
19

Sn. Mineral Occurrences Sn Mineral Occurrences Sn Mineral Occurrences
Cross River,Ekiti, Kogi, Kwara, Bauchi, Borno, FCT, Kaduna, Delta, Jigawa, Kano, Lagos,
1 Tantalite 12 Feldspar 23 Silica Sand
Nasarawa Kogi Ondo, Rivers
Akwa Ibom, Anambra,
FCT, Kaduna, Kano, Katsina,
Bauchi,Bayelsa, Ekiti, Imo,
2 Kaolin 13 Gold Kebbi, Kogi, Kwara, Niger, 24 Flourite Bauchi, Ebonyi, Plateau, Taraba
Katsina, Kebbi, Kogi, Ogun,
Osun, Zamfara
Ondo, Plateau, Rivers
Ekiti, Kogi, Kwara, Nasarawa, In all the States of the
3 Mica 14 Clay 25 Bitumen Edo, Lagos,Ondo, Ogun
Oyo Federation
Benue, Cross River,
Cross-River, Ebonyi, FCT,
4 Baryte Nasarawa, Plateau, Taraba, 15 Silver Ebonyi, Kano 26 Lead
Plateau, Zamfara
Zamfara
Abia, Adamawa, Anambra,
Coal & Bauchi, Benue, Cross-River, Benue, Cross River, Kaduna, Cross River, Ebonyi, FCT,
5 16 Ilmenite 27 Zinc
Lignite Delta, Ebonyi, Edo Gombe, Plateau Plateau, Zamfara
Imo, Kogi, Nasarawa, Plateau
Benue, Cross River, Ebonyi,
Bauchi, Cross-River, Kaduna,
6 Rutile 17 Limestone Edo, Gombe, Kogi, Ogun, 28 Bentonite Borno, Edo, Kogi, Ogun, Ondo
Plateau
Sokoto
Bauchi, Cross River, Kaduna,
7 Talc Ekiti, Kaduna, Kogi, Niger 18 Columbite Kano, Kwara, Nasarawa, 29 Kyanite Kaduna, Niger
Plateau
Bauchi, Cros -River, Kaduna,
Enugu, FCT, Kaduna, Kogi,
8 Bismuth Kaduna 19 Cassiterite Kano, Kwara, Nasarawa, 30 Iron-Ore
Nasarawa, Zamfara
Plateau
Adamawa, Edo, Gombe, Kaduna, Nasarawa, Niger,
9 Gypsum 20 Diatomite Borno, Yobe 31 Lithium
Ogun, Sokoto, Yobe Zamfara
Edo, FCT, Kogi, Kwara, Bauchi, Kaduna, Kano, Kwara,
10 Marble 21 Phosphate Ogun, Sokoto 32 Wolframite
Nasarawa, Oyo Nasarawa, Niger, Zamfara
Bauchi, Kaduna, Kogi,
11 Gemstones Kwara,Nasarawa, Niger, 22 Manganese Katsina, Kebbi, Zamfara 33 Molybdenite Plateau
Ogun,Oyo, Plateau, Taraba
Kogi, Oyo, Edo, Kwara and the
34 Dolomite
Federal Capital Territory, Abuja
Table 2-1 - Solid mineral occurrences in the federating States of Nigeria
20

2.1.1.2. Overview of Local Demand, Current Production & Exports
Obtaining reliable data on Nigeria’s minerals and metals sector remains a fundamental problem.
Estimates of current levels of production received from the National Bureau of Statistics(NBS) were
not properly disaggregated (e.g. base metals lumped together as a single group), thereby limiting
their usefulness for analytical purposes. Data on volume of production and exports received from
the Central Bank of Nigeria (CBN) were found to be logically inconsistent. Data on minerals and
metals production for the years 2000, 2004, 2005, 2006 and 2007 seemed to have been repeated
erroneously therefore rendering the entire data set inaccurate. The data obtained was also
incomplete as the CBN had data for only five out of 29 commodities. Estimates of local demand
were unavailable in the reports obtained from both the CBN and the NBS.
The group decided therefore to rely on data obtained from the Mines Inspectorate Department and
the Steel and Non Ferrous Metals Development Department of the Ministry of Mines & Steel
Development which is the ideal primary data source for both the CBN and the NBS. Data obtained
from these sources were incomplete, and the group noted that the data gathering capabilities of
both entities was very limited. The Steel and Non Ferrous Metals Development Department for
instance, is yet to set up a statistics unit; hence there is no data available on local steel demand.
The data obtained, limitations notwithstanding are presented in tables 2-2, and 2-3 below.
Present
Medium
Annual Annual
Proven Range Shortfall Import
S/N Minerals National National Import Value
Reserves Demand(4yrs) Imports price
Demand(tons) Production
(tons)
(tons)
1 Barytes 1000000 140000 20000 10000 130000 $230/ton $29.9 million
2 Phosphate 800000 180000 250000 5000 175000 $60/ton $11.7 million
3 Gypsum 1700000 220000 300000 20000 200000 $45/ton $9 million
4 Kaolin 30000000 250000 350000 25000 225000 $60/ton $13.5 million
5 Marble 200000000 800000 1000000 50000 750000 $100/ton $75 million
6 Coal 639000000 1000000 1500000 30000 970000 $25/ton $30 million
Table 2-2 – Estimates of local demand for some industrial minerals
21

Minerals 1997 1998 1999 2000 2001 2002 2003
Cassiterite 3964 2648.28 3045.52 3501.75 3676.84 1004.14 Nil
Kaolin 125219.5 120000 138000 165764.61 32090 52352 57587.2
Limestone 2430719.7 1950129.5 2892046.81 3325853.83 3392370.91 11414926.8 12556419.5
Marble 22249.6 88534.3 101814.45 117086.62 128795 1551329.07 37459.07
Shale 68865 107500 123625 12168.75 163494 1071883.39 1179071.73
Clay 4464 26474 42010 50412 60474.4 136486.8 150135.48
Columbite 495.68 9.17 22.08 469.33 610.13 156 171.6
Refined Tin 2475 1920 2208 2760 2870.4 728 800.8
Gold(Ounces) 38.79Oz 2.5 208 1665.6 1203.2 365 Nil
Barytes 147644.61 245554 208720 229592 245663.44 57839 63622.9
Feldspar 1234 1682250 1260 1449 1811 468 514.8
Coal 9829.84 11800.92 Nil 2711.59 2711.59 43482.31 Nil
Gemstones(kg) 701kg 28000.87kg 32200kg 41538kg 43614.9kg 4200kg 171325kg
Aggregates 4698364.28 2656149.28 3054571.91 3970943.91 4963680 696784 1558024.88
Stones 432559.22 439140 505011 50412 60474.4 1004.14 -
Basalt 13.78 Nil 127 41538 43614.9 156 -
Gypsum 76,544 18796 21615.4 530261.55 609800.76 138463 152309.3
Tantalite Nil Nil Nil Nil Nil 3886 2598
Iron-ore Nil Nil Nil 24857.71 25479.15 7850 8635
Phosphate Nil Nil Nil Nil Nil 578 175.67
Red Alluvium Nil Nil Nil 109297.8 120227 5812057 132627
Silica Sand Nil Nil Nil Nil Nil 10135 11148
Lead/Zinc - - - 164.61 246.91 Nil 120
Dolomite - - - Nil Nil 61108 67.8
Sand - - - Nil Nil 246448.87 364291.54
Laterite - - - Nil Nil 161541.65 254386.24
Wolframite - - - Nil Nil Nil 2000kg
Table 2-3 – Estimate of minerals and metals production - metric tonnes unless otherwise stated (1997 – 2003)
2.1.2. Sector Evolution & Historical Context
The performance of Nigeria’s minerals and metals sector has largely depended on the evolution of
government policies over the years. Organised mining activities began in Nigeria between 1902
and 1923 following the commissioning in 1903 and 1904 of mineral surveys of the Southern and
Northern Protectorates by the then British Secretary of State for the colonies. Modern mining of tin
ore (cassiterite and associated minerals) was initiated by the Royal Niger Company in 1905. The
mining of gold began in 1914 in areas located within present day Niger and Kogi States. Coal
22

mining began at Enugu in 1916. By 1919, the Geological Survey of Nigeria was established as a
department of government to take over and continue mineral surveys of the country.
The Minerals Ordinance of 1946 and the Coal Ordinance No. 29 of 1950 provided the legal basis
for the development of minerals and metals in Nigeria. The former vested ownership of all minerals
in the British Crown. It provides that “the entire property in land and control of minerals and mineral
oils, in or under or upon any lands in Nigeria, and of rivers, streams and water courses throughout
Nigeria, is and shall be vested in the state”. The Minister of Mines and Power was empowered to
grant prospecting and mining rights and leases to individuals and/or corporate organizations on
application and payment of appropriate fees.
From the foregoing it is clear that the original cardinal principle of government’s policy on
prospecting and extracting mineral resources of the country on commercial basis was non-
investment of public funds in the risk of mining investment. It was believed that investment in
mining activities required high levels of financial commitments on prospecting without any certainty
of remunerative returns. This policy engendered a situation whereby large-scale foreign companies
and small-scale indigenous miners concentrated their efforts on the production of minerals with
export potential, neglecting minerals meant for local industries. Apart from coal which was mined
by a government department, the mining of minerals and metals was entirely in the hands of
private expatriate and indigenous companies and entrepreneurs.
Prior to 1971, British mining companies dominated the scene with up to 120 companies at the peak
of tin mining. These companies were well equipped. They employed qualified staff and paid
detailed attention to efficiency considerations. This led to high levels of output and significant
contribution to employment. The Minerals Ordinance of 1946 and Allied Regulations which were
re-enacted as the Minerals Act of 1959 applied globally to the exploration and exploitation of
minerals without any particular distinction to special sets of minerals singly or in groups. However,
as years passed, the development of mining particular minerals necessitated special regulations
and led to the enactment of special Acts to govern the exploitation of special minerals. Such Acts
included the Nigerian Coal Mining Act of 1950, the Gold and Diamond Trading Act, the Explosives
Act of 1964, the Tin Act No. 25 of 1967, and the Quarries Act and Allied Regulations of 1969.
In 1971 the government policy on minerals and metals was drastically reviewed. The Nigerian
Government decided to act as catalyst in the mining sector through the establishment of mining
corporations which would use public funds for mining. The main policy thrust was the rejection of
23

the concept of private-sector-led development of the solid mineral sector. The Government’s
position was that the primary objective of mining policy should be to secure the development,
conservation and utilisation of the mineral resources of Nigeria in the best possible manner so as
to bring about economic benefit for the largest possible period, and that there was no reason to
suppose that the private investor was the best instrument with which to achieve the objective. The
conclusion was that if prospecting and exploitation of minerals were to remain solely in the private
sector, the country would be at a disadvantage.
To achieve the objectives of the new policy, government which had hitherto refrained from direct
participation decided to participate directly in the mining industry. It established the Nigerian Mining
Corporation (NMC) in 1972 to engage in direct investment in the exploitation of known
economically viable minerals other than coal and marble. Through subsidiaries, the NMC engaged
in the exploitation of kaolin, barytes, cassiterite, collumbite, limestone and clays. The Nigerian Coal
Corporation (NCC) was responsible for mining coal. Later the Nigerian Uranium Mining Company
(NUMCO) was incorporated to mine and develop uranium. The Government also exercised control
and direct involvement in the sector through a number of institutions including the Nigerian Iron
Ore Mining Company (NIOMCO) for iron ore mining at Itakpe, the National Steel Raw Materials
Exploration Agency (NSRMEA) which concentrates on exploration of iron ore and coking coals,
and the National Metallurgical Development Centre (NMDC) whose focus is on research in mineral
processing and downstream utilization studies on minerals.
This new policy of government (Indigenisation Decree of 1972) also resulted in the acquisition of
60% shares in the major expatriate tin mining companies on the Plateau, causing large scale
withdrawal of foreign investment in the industry and a downturn in production. With the exit of
multinational companies and their expatriate professionals, the bulk of mining operations by the
private sector rested on the shoulders of small-scale indigenous miners. The surface, near surface
and shallow depth deposits of the minerals had by then been variably depleted. These factors were
largely responsible for production decline particularly in the metallic minerals. As a consequence,
there was a shift of the tempo of mining activities to industrial non-metallic minerals needed for
construction, building and industrial application for domestic industries. The downturn of the
country’s economy also adversely affected the exploration as well as exploitation of even the non-
metallic minerals. The Inspectorate Department of the Ministry of Mines and Power (as it was then
known) was ill-equipped and lacked adequate and suitable manpower to carry out surveillance of
the minefields with a view to ensuring compliance to safety standards and to man the exit points to
24

identify mineral commodities being exported. Illegal mining and speculative pegging by legal title
holders were rife. These problems were further compounded by administrative bottlenecks which
included cumbersome procedure in processing mining applications leading to long delays,
difficulties in obtaining consent to enter land for the purpose of prospecting and mining, and
procedural reports necessary for the approval of applications. Despite the heavy public expenditure
involved in sustaining government’s involvement in the sector, the expected economic advantages
that informed the 1971 review of mining policy were never realized.
The Nigerian Government commenced the development of the iron and steel industry in 1971 after
over a decade of planning during which detailed market studies and investigations on local
availability of raw materials were carried out, in addition to the examination of several proposals
from foreign contractors from the UK, US, Germany, Canada & the former Soviet Union. The
establishment of the now defunct Nigerian Steel Development Authority (NSDA) in 1971 through
Decree No. 19 marked the institutional take-of point for the development of the Nigerian Steel
Industry. According to the decree, the NSDA was charged with the responsibility for:
The construction, operation and maintenance of national iron and steel plants in such a
place or places in Nigeria as the Federal Military Government may require;
The procurement of materials for the construction, operation and maintenance of the plant
or plants in question; and
The development of the application and use of iron and steel generally
The functions of the NSDA were extensive, covering technical and economic feasibility studies for
iron and steel production, coordination of mining operations and other activities needed to obtain
raw materials, construction of steel plants, training of managerial and technical staff for operating
the plants and conducting research and development in the technology and other aspects of iron
and steel production, and in the application of iron and steel products, among other functions. The
NSDA commissioned and mandated the TiajpromExport (TPE) of the Soviet Union in 1973 to
prepare the preliminary project report (PPR) for the proposed first integrated iron and steel plant in
the country. This report was submitted in November 1974 recommending the Blast Furnace
process route based on Itakpe iron ore concentrate with a blend of local or imported coal. The site
location of Ajaokuta was selected due to proximity to the iron ore deposits and the River Niger.
This report was finally accepted in 1975 after several modifications and consequently the Detailed
Project Reports (DPR) was submitted in 1977 and accepted in 1978. The Global Contract for the
25

construction and erection works between the NSDA and the TPE was signed in July 1979 to signal
the beginning of project execution that eventually commenced in 1981.
The NSDA was dissolved in 1979 through decree No. 60 on the 18th of September 1979. This
decree also created the Ajaokuta Steel Company Limited (ASCL), Delta Steel Company (DSC) as
well as the 3 inland rolling mills. By this new decree, the execution of the Ajaokuta Steel Plant
became the principal responsibility of the ASCL. Although the DSC and the Inland Rolling mills
have been completed, the Ajaokuta Steel Project remains incomplete and has become a symbol of
Nigeria’s failures in the development of the metals sub-sector. Although the construction and
erection works have been completed since 1994, the raw materials and infrastructure for their
transportation to the steel plant are not yet available. Inconsistent government policies, poorly
though-out government interventions, undue political interference, corruption, and management
incompetence has bedevilled the project and indeed the entire sub-sector as all the public steel
projects have grossly underperformed despite massive injection of public funds.
The issues in this sub-sector have since become intractable leading to the decision by the Federal
Government to privatize the publicly owned steel companies in 2003. The privatization efforts have
however yielded little or no benefits and have recently hit a brickwall with the termination of
concessioning agreements entered into for ASCL and NIOMCO. Growth in this sector is currently
stagnated as DSC and the three inland rolling mills are currently not functional even as privately
held companies.
2.1.3. Recent Developments in the Minerals & Metals Sector
Recent developments in the industry have been shaped by the Federal Government’s desire to
refocus on the minerals and metals sector as part of its strategy to diversify the Nigerian economy
away from dependency on oil resources. In view of the above, the government has initiated
reforms aimed primarily at allowing the private sector to take a pivotal role in the growth of the
sector, reorientation of government from ‘Owner-Operator’ to ‘Administrator-Regulator’, ensuring
liberal & transparent access to mining titles, strengthening institutional and human capacity and
strengthening geological data generation.
Accordingly, the reforms initiated in the mining sector included institutional and legislative reforms,
at the core of which, is the repeal of the Minerals and Mining Act 1999, and the enactment of the
26

Minerals and Mining Act 2007. The new legislative framework is based on international best
practices and modelled after a number of successful mining jurisdictions. The important features of
this framework are:
The enactment of transparent laws, regulations and guidelines for the regulation of the
industry;
The creation of a favourable fiscal regime that will be beneficial to the holders of the mineral
titles, the government and the communities living on the land where minerals are exploited;
The setting up of institutional frameworks for the generation, storage and dissemination of
geological and mining information;
The provision of transparency and access by the public to mining sector information;
The provision of clear safeguards for health, safety and intergenerational equity with
respect to the environment; and
The provision of rules for succession and transferability of mining titles.
The new Act has also been used to develop the National Minerals & Metals Policy of 2008 as a
tool for entrenching the new direction of government with regards to the development of the sector.
The new policy has led to the restructuring of the responsible Ministry to enhance performance and
regulate the sector adequately establishing four new technical units namely the Mining Cadastre
office, Mines Inspectorate Department, Artisanal and Small-scale Mining department & the Mines
Environmental Compliance Department.
Some of the more specific provisions of the new Act in relation to mineral title administration and
fiscal incentives are outlined below:
Changes in Mineral title administration:
Security of tenure of titles/rights.
Competition for mining titles/rights on ‘first come, first served’ basis.
Application of the principle of ‘use it or lose it’ in mining title/rights administration.
Use of time limits for granting titles.

27

Creation of a Mining Cadastre System in mineral title administration.
Introduction of Community Development Agreements, Environmental Protection and

Mitigation Measures; and
Transferability of mining rights.
Fiscal incentives
Exemption from customs and import duties in respect of plant, machinery, equipment, and
accessories imported exclusively for mining operations;
Expatriate quota and resident permits in respect of approved expatriate personnel;
Permission granted exporters of mineral products to retain part of their foreign exchange
earning in a domiciliary account for the purpose of acquiring spare parts and other mining
inputs; and
Free transferability of funds.
A summary of the fiscal regime for mining is provided in table 2-4 below:
Industry
Tax method and level of tax levies Royalty/tax system
Standard
Compared with industry standard of
1 Level of royalty 1-3% 0 – 5% the royalty is relatively low
and attractive
2 Availability of tax holidays No Loss Carried Forward
100% on capital investment in year
3 Accelerated depreciation Yes
incurred
100% cost recovery allowed in year
4 Deduction of exploration/other costs Yes
incurred
5 Remittance of profits and dividends Yes 100% allowed
Low at 20 – 30% Industry standard is 15 – 35% of
6 Corporate tax
of net profit taxable income
7 Currency Conversion Yes On total profit
8 Exemption from custom duties Yes On agreed list of mining equipment
9 Capital gains tax Yes, at 10% Industry standard is 5 – 15%
Table 2-4 – Summary of Nigeria’s fiscal regime for mining
28

In the metals sub-sector, the National Metals Policy is predicated on the need to develop a vibrant
metals sub-sector where Government will primarily play the role of Administrator-Regulator with the
private sector as Owner-Operator. The new policy aims to achieve the following:
Create a conducive business climate in which the federal Government will act as a
motivator/moderator by providing the enabling environment that will stimulate private sector
investment;
Ensure that the private sector led metals industries operate optimally, producing
competitive high quality products for both local and international markets
Have a robust and functional integrated steel industry that will guarantee the creation of
employment, poverty reduction and wealth creation; and;
Ensure that private sector led metals industries function effectively thereby achieving
increased industrial capacity utilization and generating revenue for the country.
To implement this policy, two additional technical departments now exist in the Ministry of
Mines & Steel Development namely: Steel & Non-Ferrous Metals Department; and
Metallurgical Inspectorate and Raw Materials Development Department.
Other notable recent developments are outlined below:
1. National Geological Survey Agency updated and reviewed geological map of the country
including an aerial geophysical survey.
2. Revocation of dormant mining titles awarded to various mining companies.
3. Establishment of processing centres by private sector and provision of buying outlets for
mining products by MMSD.
4. Privatization of government owned mining companies in the minerals and metals sector
such as Nigerian Mining Corporation, Nigerian Coal Corporation, Aluminium Smelter
Company of Nigeria (ALSCON), Delta Steel Company and 3 inland rolling mills at Oshogbo,
Katsina and Jos.
29

2.1.4. Current Industry Structure
Institutional entities in Nigeria’s minerals and metals sector can be segmented into three different
categories based on their functional roles viz: (1) policy administration & regulation, (2) research,
development & capacity building, and (3) commercial operations. The Ministry of Mines & Steel
Development (MMSD) has responsibility for policy making, administration and regulation of
Nigeria’s minerals and metals sector.
The Ministry administers the Nigerian Minerals & Mining Act of 2007, which is now the principal
legislation regulating mining activity in Nigeria. The Ministry was restructured in 2005 to have four
technical departments and one service department thus: Mining Cadastre Office, Mines
Inspectorate, Artisanal & Small Scale Mining, Environmental Compliance and
Finance/Administration. In January 2007, following Government’s rationalization of Ministries, the
Steel component of the defunct Power and Steel ministry was added to the former Ministry of Solid
Minerals to form the present Ministry of Mines and Steel Development. This change has brought
two additional technical departments to the new Ministry namely: Metallurgical Inspectorate and
Raw Materials Development Department and the Steel and Non-Ferrous Metals Department.
The MMSD is also responsible for the supervision of a number of parastatals with legal mandates
to execute specific functions in the industry on behalf of the Federal Government such as research
and development, training, and industry capacity building. The commercial segment of the industry
comprises both government owned and privately held institutions operating across the value chain
of the industry. The preceding sections describe these institutions in greater detail. The structure of
the industry is graphically illustrated in Figure 2-2.
30

Figure 2-2 – Current Structure of the Minerals & Metals Sector
31

2.1.4.1. Policy & Regulation
Ministry of Mines & Steel Development
Mines Inspectorate Department – This department has overall responsibility for the
supervision of industry operations including detailed exploration, evaluation, mine
development and production. The department is also responsible for enforcement of mining
laws and collection of revenues.
Mines Environmental Compliance – Responsible for the enforcement of global

environmental best practices in mining. Functions of the department include the
establishment of environmental procedures and requirements applicable to mining
operations; the review of all plans, studies and reports required to be prepared by holders
of mineral titles in respect of their environmental obligations under the Minerals & mining
Act; and the monitoring and enforcement of compliance with all environmental requirements
and obligations required by law
Artisanal & Small Scale Mining Department – Responsible for the formalization of the
operation of ASM operators and provision of extension services
Mining Cadastre Office – The MCO is responsible for the administration of mineral titles.
The institution is defined by the Minerals and Mining Act to be an autonomous institution
and the sole agency regarding all matters relating to mineral titles. The institution is also
responsible for interfacing with investors in respect of granting and processing of mineral
titles and is responsible for the maintenance of a cadastral atlas and title registers.
Steel & Non-Ferrous Metals Department – This department is charged with implementing
the objectives of the National Metals Policy as defined in the National Minerals & Metals
Policy (2008). Specific responsibilities include: regulating tariffs on metal commodities and
products, monitoring developments in other sectors of the economy that may have adverse
effects on the metals sub-sector and recommending appropriate actions, monitoring and
ensuring compliance by the metals industry operators with environmentally friendly and
technically safe operation; and ensuring enforcement of the utilization of local metal
industry products in all government contracts.
32

Metallurgical Inspectorate & Raw Materials Development Department – Responsible
for metallurgical regulation and sourcing of mineral raw materials for the metallurgical
industry.
Council of Nigerian Mining Engineers & Geoscientists (COMEG) – Established through

Decree No. 40 of 1990, the mandate of this institution is to regulate and control the training
and practices of professionals in the extractive industries. One of its primary responsibilities
is to maintain a register of all professionals, including mining engineers, metallurgists,
geoscientists and others in related fields, who are to practice the above professions within
Nigeria.
2.1.4.2. Research, Development & Capacity Building
This segment of the sector is dominated by government owned and funded institutions under the
supervision of the Ministry. The key institutions are described below.
Nigerian Geological Survey Agency (NGSA) – This agency of the MMSD is responsible
for the generation of basic geosciences data for investors and the general public. Like other
geological surveys in the world, the NGSA is expected to focus on the acquisition,
management, storage, interpretation and communication of geoscience information to
promote the country’s resource potential and thus encourage investment in detailed mineral
exploration by the private sector.
The Nigerian Institute of Mining & Geosciences (NIMG) – This institute is being
established by the Ministry from the Jos School of Mines to train the requisite manpower for
the emerging mining industry. Its mandate includes: the provision of postgraduate training
in mining and geosciences, short courses in mining, geosciences and extension services,
research and development, and consultancy services.
The National Metallurgical Development Centre (NMDC) – This institution was

established by Decree No. 50 of 1992. Its functions include the mineralogical appraisal and
evaluation of mineral ore samples, flowsheet development, and development of both
conventional and refractory products using indigenous mineral raw materials among others.
The existence of the NMDC is in line with Government’s intent to continue to support
research and development in the minerals and metals sector.
33

National Steel Raw Materials Exploration Agency (NSRMEA) – This institution came
into existence as the Exploration and Mining Division of the defunct Nigerian Steel
Development Authority, which was established by Decree 19 of 1971. It later became a
corporate body through the enactment of Decree 49 of 1992. Its primary mandate is to
explore for steel raw materials to meet with the needs of the iron and steel industry.
Metallurgical Training Institute (MTI) – This institute was established to provide adequate
and sustainable manpower for the metallurgical industry. Functions include training of
personnel for the iron & steel and allied industries, as well as conducting research and
development in the field of metallurgy.
2.1.4.3. Commercial Operations
Commercial operations in the minerals and metals sector is characterized by a mix of public and
private companies, with the Federal Government gradually relinquishing control of state owned
operators in line with her privatization policy and ongoing industry reform process. Operators can
be categorized into downstream or upstream operators based on the segment of the value chain in
which they operate. In the upstream sector, the majority of private participation is through small
scale mining companies and artisanal mining. The downstream sector is characterized by
predominantly government owned companies and newly privatized companies. The key players
are described in greater detail below.
Downstream Players
Nigerian Mining Corporation (NMC) & Nigerian Coal Corporation (NCC): The NMC was
established to develop the metallic and industrial mineral resources other than coal and iron
ore, while the NCC had the sole responsibility of developing the nation’s coal resources.
The two corporations were wound down in 2005 and are being privatized.
Nigerian Iron Ore Mining Company (Itakpe): Established by the Federal Government,
NIOMCO is charged with the responsibility of exploring, exploiting and beneficiation of
Itakpe iron ore, to produce concentrate and superconcentrate for Ajaokuta and Delta Steel
companies respectively. The company was concessioned in March 2005 to Global
Infrastructure Nigeria Limited for a period of ten years. However, in 2008, this concession
agreement was terminated by the Federal Government citing asset striping and breach of
contract agreements.
34

Upstream Players
Ajaokuta Steel Company Ltd.: The Ajaokuta Steel Plant is an integrated steel plant which
is based on the Blast Furnace/Basic Oxygen Furnace route of steel production, was
designed to produce 1.3 million tonnes of cast blooms per annum in the first phase, with
inbuilt facility to expand to 2.6 million tonnes and 5.2 million tonnes in the second and third
phases respectively. All the steel to be produced in the first phase was to e processed into
long products, while the additional production from the second and third phases were to be
dedicated for flat steel production and capacity enhancements respectively. The Rolling
Mills comprise a Billet Mill, Medium Section and Structural Mill, the Light Section Mill and
the Wire Rod Mill. Till date, commercial activities have only taken place in the light section
mill, the wire rod mill, the power plant, the engineering workshop complex and the
manufacturing end erection base. The development of this plant has stalled at 98%
completion for over two decades. In June 2003, the company was first concessioned for a
ten year period to SOLGAS Energy Ltd who withdrew from the agreement in August 2004,
following which the company was then concessioned for another ten year period to Global
Infrastructures Nigeria Ltd. This agreement was terminated by the Federal Government in
2008.
The Delta Steel Company Ltd.: The Delta Steel Plant, a Midrex Direct Reduction
integrated steel plant, was built as a turnkey project and commissioned in 1982 to produce
1million metric tonnes of liquid steel per annum. The plant however, only attained a
maximum production capacity of 25% in 1985. Production declined progressively thereafter
until 1996 when the plant was finally shut down. The plant was privatized to GINL in June
2005.
The Inland Rolling Mills: The three inland steel rolling companies located respectively at
Katsina, Oshogbo and Jos were commissioned between 1982 and 1983 with installed
capacity of 210,000 tonnes of assorted rolled products each. The Rolling Mills have had
their share of low capacity utilization as a result of inconsistent government polices, inability
of Delta Steel Company to supply them billets, dumping and market saturation amongst
others. The companies were privatized in 2004.
Aluminium Smelting Company of Nigeria (ALSCON): The Aluminum Smelting plant has
an installed capacity of 193,000 metric tonnes of primary aluminium products per annum. It
35

is envisaged to export 70% of its products while retaining 30% for domestic consumption.
ALSCON was privatized in 2006 to RUSSAL of Russia.
Other Private Players in the Downstream Sector:
o Aluminum: There are two privately operated rolling mills in the country using
imported ingots as feedstock, which supply a range of flat rolled products used by a
myriad of industries across the country. Circles manufactured by them are used to
make aluminum kitchen utensils; the coils are used for roofing sheets and the flats
for the manufacture of deep freezer bodies, van bodies, portacabins and
aeronautical and marine applications. There are also aluminum extrusion plants
privately operated in the country. These plants make extruded profiles of various
sizes used for the fabrication of door and window frames, balustrades, office
partitions, etc.
o Steel Mills: Several privately owned mini and rolling mills with combined installed
capacities of about 1 million tonnes as well as a number of foundry and forge
industries exist in Nigeria. Some of these facilities have been closed down or are
operating far below their installed capacities.
o Makeri Smelting Company Limited
36

2.1.5. Analysis of Issues & Challenges
Despite recent efforts at reforms, several impediments to the actualization of the enormous
potentials of the sector still exist. The most salient of these issues, their causes and implications
are discussed in this section.
1. Gap between regional exploratory mapping and detailed exploration.
Reliable geoscience data is an essential driver of the minerals and metals sector of any
economy, as it provides the foundation for mineral exploration and development. The
acquisition, management, storage, interpretation and communication of geo-science information
is absolutely vital to promoting a country’s resource potential and encouraging investment in
detailed mineral exploration by the private investor. In Nigeria, like other economies, the role of
providing geoscience information rests primarily with the Government and the Nigerian
Government’s commitment to this role is clearly expressed in the Minerals & Metals Policy of
2008. Indeed, in recognition of this role, the Geological Survey Department was upgraded to a
full fledged Agency of Government, with the mandate to “continue to provide geosciences
information for the economic, social, and environmental development of the country”, and to
“utilize public funds to carry out regional mapping and mineral exploration” to encourage further
private participation by investors for detailed exploration and mine development”.
The challenge facing the sector in this regard is two-fold:
I. Nigeria has been unable to attract investments in the highly risky “grassroots
exploration” segment of the mineral exploration triangle (Figure 2-3). As a result, detailed
exploration has not been undertaken for most of the country’s mineral deposits; hence,
the investments in mine development are not forthcoming.
II. Nigeria’s geophysical mapping coverage remains very low. For detailed mapping, the
land area of Nigeria has been divided into 1324 sheets (squares) on a scale of 1:
100,000. Total number of sheets now completed is 102 (7.7%)3. The ongoing airborne
geophysical surveys being undertaken by the NGSA is between 40% – 50% complete as
at June 2009. In its geochemical mapping programme, the agency has only completed
3
Source NGSA

37
44 cells out of the 44 GRN (Global Geochemical Reference Network) cells within Nigeria.
For the above reasons, basic information required for further mineral resource
assessment is not yet readily available at optimal scale and coverage. The NGSA has
not been consistently availed the desired level of funding to improve national coverage in
its regional geological mapping program which has proceeded very slowly as a result.
The above has brought about a gap between exploration and investment which must be bridged
to drive growth in the sector. These gaps are further illustrated in Figures 2-3 and 2-4.
Figure 2-3 – Exploration triangle highlighting gap (Source: NGSA)
In the past, this gap was not very apparent because the Government, through the Economic
Geology division of the former Geological Survey and defunct Nigerian Mining Corporation was
able to build upon basic geoscience information from the geological surveys to commence
detailed resource valuation through exploratory drilling programs, and commence mine
development on economically viable deposits.
4
Source: NGSA

38
Figure 2-4 – Funding requirements and sources of funding in mineral exploration (Source: NGSA)
With the liberalization of the sector and the subsequent scrapping of the NMC, the combination
of limited geophysical data and an investment climate that is yet to become internationally
competitive has meant that private sector interest in the sector has not been sufficient enough
for high risk and costly detailed exploratory programs to materialize. This issue undermines the
Government’s plans to implement competitive bidding for mineral titles because the level of
information on mineral resource valuation is low for a large number of deposits.
2. Uncompetitive framework for private sector participation
The decision of Government to become a regulator rather than a player is apt and in line with
global trends in minerals and mining. However the private sector cannot operate effectively
without the fundamental support of government in providing the enabling environment required
for private sector initiatives to thrive. Although significant progress has been made in this
regard, and a potentially effective institutional and legislative framework for the sector (Minerals
and Mining Act of 2007) now supposedly in place, weak implementation of the stipulations of the
Act and poor compliance with its provisions has significantly undermined the reform program. A
number of specific issues contributing to investor apathy are explained further below:
I. Lack of autonomy in the administration of the mining cadastre system: One

of the key policy thrusts of the reform program is achievement of transparency in

39
the granting of mining titles and permits. This informed the setting up of the Mining
Cadastre Office (MCO) as an autonomous institution with the responsibility for the
administration of mineral titles and the maintenance of the cadastral registers.
However, although the law stipulates that the MCO be administered by a Director-
General, and recommends that the independence of the MCO be ensured by the
Minister, the MCO is currently operating as a Department in the Ministry headed by
a Director of the Ministry. This singular action of Government has significantly
eroded investor confidence in the sincerity of Government to assure security of
titles as enshrined in the law.
II. Lack of access to credit for potential investors: Due to the high risk nature of
exploratory activity and its associated costs, raising finance for mineral resource
development remains a fundamental problem limiting growth in the industry. The
low level of maturity of the industry also means that technical knowledge on the
financing of mineral development programs is limited in the traditional financing
institutions such as banks. Specialized financial institutions are not yet inclined to
fund solid mineral development in Nigeria as the agricultural sector provides an
easier alternative with shorter payback periods. To this end, potential investors are
unable to access capital required for development projects. Although the new
mining law attempts to solve this problem through the establishment of a Solid
Minerals Development Fund, the delay in the commencement of this fund is
affecting investor sentiments. The fund is expected to be utilized for the
development of both human and physical capacity in the sector; equipping mining
institutions; supporting extension services to small scale and artisanal mining
operations; funding geo-scientific data gathering, storage and retrieval; and
providing infrastructure in mines land.
Other issues affecting investor interest in the minerals and metals sector include:
Lack of physical infrastructure to support profitable mineral resource exploitation
Delay in the release of mining regulations to complement the new law and policy
Absence of an appropriate legislative framework for the metals sub-sector

(planned Metals & Metallurgical Act is yet to materialize)
Absence of basic geoscience data (already explained)

40
Weak enabling environment characterized by policy inconsistency at the highest
levels of Government leading to frequent policy reversals, frequent contractual
disputes with foreign investors, and high levels of political interference and
corruption.
3. Absence of effective linkages with other strategic sectors of the economy
Along with agriculture and water, minerals provide the natural resource platform for any country.
Optimizing natural resource potentials however, can be complicated, requiring political,
economic, and technological savvy to deliver sustainable results. Despite her enormous natural
resource endowments, the country is yet unable to derive the right approach to harnessing
these resources for the benefit of her citizens. In three decades of oil exploitation in Nigeria, the
benefits to the economy has been limited, and the sector’s contribution to domestic growth
remains constrained by low value addition and weak linkages between other sectors of the
economy. This situation reflects the prevalence of poor policy coordination and an approach to
growth and development that is highly fragmented.
Figure 2-5 – Estimated amount of iron & steel requirements currently met by the local market (Source: Working Group Analysis)

41
Industry Minerals Needed – Available Locally
Oil Barites, Bentonite, Mica, Gypsum, Soda Ash, Calcium Carbonate.
Construction Limestone, Gypsum, Clay, Granite, Marble, Bauxite
Agriculture Phosphate, Limestone, Lime, Kaolin, Magnesite, Gypsium, Dolomite
Steel Iron ore, Limestone, Coal, Dolomite, Clay, Bauxite, Bentonite, Manganese, Molybdenum, Magnetite, Kyanite,
Selenium, Tungsten, Nickel.
Manufacturing Kaolin, Talc, Limestone, Feldspar, Quartz, Dolomite, Soda Ash, Barytes, Diatomite, Tin, Titanium Dioxide,
Lead, Zinc
Cement Works Gypsum, limestone, Marble.
Table 2-5 – Locally available mineral requirements by industry
This absence of a model for the integrated planning and development of the following critical
sectors of the economy - minerals & metals agriculture, energy, transport and manufacturing
pose the biggest threat to the development of the minerals and metals sector in Nigeria. Inability
to utilize demand from one sector to boost production of the other, and vice versa, is a major
constrictive factor in Nigeria. Despite high levels of local demand for steel and a burgeoning
infrastructure deficit, the country remains unable to develop its primary and secondary iron and
steel industries. Nigeria has failed to take full advantage of the importance of industrial minerals
in the economic development of the country (See Fig. 2-5 & Table 2-6). Industries like cement
works, modern ceramics, brickworks, glass, granite aggregates and polished granite,
pharmaceuticals and related industries, steel, aluminum, paper industry, have not benefited
from the Nation’s mineral base (See Fig. 2-6). These minerals occur in almost every state of the
country, and their downstream use in the manufacturing and industrial sectors have high
employment potential.

42
Figure 2-6 - Estimated percentage of importation for products for which mineral raw materials are locally available (Source:
Working Group Analysis)
4. Low institutional & human capacity across all segments of the minerals and metals
sector
Adequate human and institutional capacity is indispensable to the growth of any industry. For
Nigeria’s minerals and metals sector, while effective institutions are required to create the
enabling environment for a private sector led mining industry to emerge, deep functional skills,
knowledge and experience is required for such an industry to thrive. In Nigeria, years of
underinvestment in capacity building has led to a dearth of quality personnel across all
segments of the industry from regulation administration, research, training, to commercial
operations. This problem has tended to undermine the effectiveness of reforms in the sector as
the capabilities required to implement and manage change is limited in the key implementing
institutions. A number of dimensions of this issue are discussed below:
Training Institutions – In their current state, teaching materials, syllabus and teaching
methods in the training institutions that supply the mining sector (NIMG and MTI) have
significant scope for improvement. In order to meet new performance expectation, higher
quality trained manpower and service demands of an improved mining sector,

43
curriculums and pedagogical approaches will have to be redesigned and updated, and
teaching staff upgraded.
Administrative & Regulatory Institutions – Although significant progress has been
made with regard to strengthening of infrastructure and technological capabilities of the
MSMD and its agencies in the last few years, assisted by the World Bank funded
Sustainable Management of Mineral Resources Program (SMMRP), regular training of
staff and adequate funding remain critical issues. Funding for the NGSA for instance,
has steadily declined since 2006, a situation that significantly affects the ability of this
agency to make rapid progress in its geoscience data gathering programmes.
Commercial Operations – Owing to the low scale of activity in the sector, the industry
has not achieved the level of maturity required to attract attention to itself. Consequently,
the Nigerian banking system has little experience with the mining sector. The domestic
mining sector has historically been unable to meet normal bank requirements for
borrowing money, as mining leases/title rights are not considered collateral by the
banking system. Under these circumstances, small scale and artisanal miners have no
access to capital except through private arrangements which perpetuate subsistence
mining and frustrate serious efforts to mechanize or scale up operations. To achieve
growth in the sector, the development of the technical capacities of lending institutions to
evaluate and monitor mining projects is imperative. Technical assistance to help micro
credit providers understand the financial dynamics of small scale mining and to evaluate
the feasibility of extending micro-lending to small scale mining and mining area
entrepreneurs should be provided, and capacity building to support miners in accessing
finance is also critical.
Professional Institutions – Currently, the role of qualified professionals in improving
the standards of the industry is limited. The use of registered professionals in the
preparation of feasibility reports for mining titles as well as in the administration of the
proposed solid mineral development fund is expected to enhance the level of
commitment to professionalism in the sector. It will also ensure that only viable projects
attract the required assistance from the government and development partners.
5. Prevalence of unsustainable practices in mineral resource exploitation
Growth in the minerals and metals sector is significantly constrained by the prevalence of
several practices that threaten the long term viability of exploiting solid mineral resources in
Nigeria. These practices can be analysed with respect to their contribution to the degradation of

44
the physical environment and their disruptive effects on the social and economic configuration of
mining communities. Two key considerations are discussed below to highlight this issue:
a. Widespread and uncontrolled artisanal activity: Artisanal and small scale mining
operations now dominate mining in Nigeria, and it is estimated that the ASM sector
provides rural livelihood to over 500,000 informal artisanal miners in Nigeria. Although
the current institutional and legislative framework for the industry recognizes ASM and
sets out deliberate strategies to formalize and integrate it with the economy, progress
has been slow and uncontrolled and unregulated artisanal activities still persist. The
environmental impact of uncontrolled ASM activities have been very negative, including:
a. the destruction of natural habitats at both ASM sites and waste disposal sites,
b. the destruction of adjacent habitats though emissions and discharges,

c. the destruction of adjacent habitats from the influx of migrant workers and
encroachments
d. Adverse changes in river regime and ecology due to pollution, salination,
sedimentation and flow modification;
e. Alteration of water table
f. Soil contamination from treatment residues and chemical spillage, among others
Nigeria’s ASM sector is also characterized by abject poverty, declining levels of

education in mining regions, deteriorating human health conditions and a growing threat
of epidemics, child labour, gender abuse, conflicts, and lack of access to fair markets
and recourse to smuggling, and lack of access to credit. The continued prevalence of
the above significantly threatens sustainable exploitation and management of these
mineral resources and inhibits the growth of the sector. The perpetuation of unregulated
and uncontrolled artisanal activities has contributed to severe environmental
degradation in host areas and though the law made provisions for reclamation, the
enforcement of this provision of the law is weak and ineffective.
b. Limited revenue flows to mining communities and States from the industry: The
constitution of the Federal Republic of Nigeria (1999) places total ownership and control
of all minerals in the Federal Government. In addition, the legislative powers are vested
in the National Assembly which is solely responsible for making, amending, and
repealing legislation relating to the Exclusive Legislative list contained in Part 1 of the
Second Schedule. This includes mines and minerals. In view of the above, the principal

45
sources of income generation for local mining communities are from employment in
mining or mining related activities; and the repayment by the Federal Government to the
States of a proportion of all fee, rent, royalty and tax revenues collected from mining and
quarrying. Based on a Sectoral Environmental & Social Assessment study carried out in
November 2005, interviews in seven States indicate that the 13% payments from the
Federal Government are not regularly paid, and more importantly, there is no formal
arrangement for allocating these funds to local governments and communities in mining
areas. This situation portends great threats to sustainable exploitation of mineral
resources in the future, because as mining activity grows, agitation for greater benefits
will increase, with the potential for social tensions and crisis. Although jurisdictional
conflicts between the Federal and State Governments over mineral rights appear to
have been resolved, an equitable system of jurisdictional definitions and sector revenue
allocation will be required to achieve sustainability, and support the level of growth
desired from the sector towards Vision 2020.
2.1.6. Opportunities for Sector Performance Improvement & Growth
Achieving Nigeria’s ambitious national aspirations will require exponential increases in output
from the primary drivers of growth in the economy. Unlocking the latent potential in her
productive sectors is absolutely critical. Nigeria’s ability to unlock and exploit the growth
potential of the minerals and metals sector will depend on success in building positive
momentum in the direction of:
1. Import substitution – Reducing Nigeria’s importation of goods, for which natural raw
materials abound locally, is absolutely critical to growth. For many of Nigeria’s industrial
minerals, local production does not satisfy local demand. The level of importation of
products like building and construction materials, pharmaceutical, paints, ceramics,
cement, cosmetics, drilling mud, batteries etc which are derived from minerals like
gypsum, feldspar, marble, lead/zinc, granite, salt, tin ore, phosphate and talc remain
very high. Today, the local production of industrial minerals is in the region of 5 – 7% of
local demand. This presents a large scope for import substitution and a massive
opportunity for growth.

46
2. Development of the Steel Sector: Despite over two decades of investments in the iron
and steel industry, the contribution of this sector to domestic growth has remained
negligible. Indeed, the absence of a viable steel sector has been one of the greatest
inhibitors of growth across other sectors of the economy. In the past ten years, the
volume of steel consumed by the oil and gas sector is estimated at over $5bn, with
negligible contribution from locally produced steel products. Local demand for steel
products for manufacturing, construction, agriculture is forecast to rise significantly over
the next four years as both government and private sector initiatives to bridge the current
infrastructure deficit gain momentum, driven primarily by investment in power and
transportation. Aside from steel demand from other sectors, the potential for the steel
sector to catalyze growth in the mining sector is tremendous. Almost all major raw
materials required for the production of steel are available locally, and the revival of the
steel sector will have a multiplier effect on the exploration and exploitation of iron ore,
coal, limestone, etc. Reviving the steel sector by developing deep linkages with all other
sectors is critical for the minerals and metals sector to achieve the desired level of
impact on the domestic economy.
2.1.7. Strategic Imperatives for the Minerals & Metals Sector
The group identified seven strategic imperatives for the minerals and metals sector. For the
sector to contribute to the quantum of economic growth and development required to attain the
nation’s medium to long term aspirations, there is need to:
1. Resuscitate and transform the minerals and metals sector from its current state of
stagnation;
2. Create an enabling environment to attract local and foreign capital;
3. Put in place necessary physical and geological infrastructure for the development of the
minerals and metals industry;
4. Emphasize and encourage domestic use and consumption of local minerals and metals
resources, for industrial growth;
5. Continue the exploration and exploitation of the noble metals;
6. Carry out all minerals and metals business in an environmentally friendly manner; and
7. Implement a robust manpower development program.

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CHAPTER THREE – MINERALS & METALS 2020
VISION & STRATEGIC PLAN
3.0 MINERALS & METALS 2020 VISION & STRATEGIC PLAN

3.1. Global Outlook for the Minerals & Metals Sector
3.1.1. Introduction
An in-depth understanding of the future is vital to long term planning and provides a platform for
developing sectoral strategies that are aligned with the direction of global change. This section
of the blueprint is a review of key global trends in the minerals and metals industry for the
purpose of understanding the possible direction of change in the years leading up to 2020. A
number of relevant global trends in the exploration, production and consumption of minerals and
metals are reviewed in sections 3.1.2 & 3.1.3.
3.1.2. Exploration
Four key trends were identified as likely to shape the direction of global exploration for minerals
and metals in the next 3 – 5 years. These trends are critical to the visioning process because
exploration is a critical lever for turning around the state of mineral resource development in
Nigeria, and strategies for 2020 should be driven by an understanding of the direction of
investment flows in exploration. The four key trends are listed and discussed below.
Rising cost of exploration
Increasing significance of junior mining companies in global exploration
Increasing prevalence of exploration in risky locations
Greater focus on late stage exploration and mines development activities
Rising Cost of Exploration
An analysis of worldwide nonferrous exploration budgets by the Metals Economic Group (MEG)
suggests a steady increase through the early 1990s to a crest of $5.2 billion in 1997 before
falling for five straight years to a 12-year low of $1.9 billion in 2002 –an overall decline of more
than 63% (See Fig. 3-1). Since 2002 however, estimates have risen for four straight years to set
a new high-water mark for worldwide nonferrous exploration. The initial increase in worldwide

48
exploration since 2002’s low can be attributed to a combination of increased spending by the
majors as they recognized the dearth of new projects moving up the pipeline, and increased
spending by the junior sector on the back of higher gold prices and rising investor interest.
However, the increased demand for services such as drilling and assaying, and rising input
costs on everything from fuel to geoscientists, have significantly increased the costs of
exploration in the current cycle beyond overall inflation. While there is anecdotal evidence of a
substantial rise in exploration activity in recent years, higher costs make it unlikely that the
growth in activity has paralleled the substantial increase in exploration budgets over the past
few years.
If sustained, the implication of higher exploration costs for Nigeria is that investment capital is
likely to flow only in the direction of proven mineral deposits with high quality geoscience data.
Satisfying these critical investor requirements is therefore imperative to realize the potential of
the sector.
Figure 3-1 - Estimated Total Worldwide Exploration Budgets, 1990-2006 (US$ billions) Source: Metal Economics Group
Increasing Significance of Junior Mining Companies in Global Exploration
According to MEG analysis, the year 2002 also witnessed the revival of junior exploration
spending as a recovering gold price began to reawaken many dormant junior companies. As
prices for most commodities have strengthened to long-term highs in recent years, the
improvement in mining industry investment has provided most juniors with the funds necessary

49
to restart exploration and encouraged a flurry of IPO5 activity on the primary stock exchanges.
Since the bottom of the cycle in 2002, junior exploration spending has increased a remarkable
600%, accounting for most of the overall increase in exploration allocations by all companies
from 2002 to 2006 (See Fig. 3-2). The substantial increase in junior exploration budgets relative
to the increases in other groups’ budgets over this time frame allowed the juniors’ combined
budgets to surpass those of the majors for the first time in 2004 (albeit by only a little more than
$7 million), before continuing to outstrip increases by the other groups in the following two
years. The juniors now account for more than half of 2006’s worldwide exploration budget total.
If sustained, this trend implies that attractiveness of the sector to junior exploration companies
will be very critical to mining sector growth in the coming years and highlights the importance of
defining specific policies to achieve the desired levels of attractiveness.
Figure 3-2 – Worldwide Exploration Budgets by Company Type, 1997-2006 (as a percentage of worldwide exploration)
Source: Metals Economics Group
Increasing prevalence of exploration in risky locations

New exploration in regions traditionally perceived to have higher political risk has been the
hallmark of current exploration cycle. This shift is partially due to the perception that traditionally
lower-risk countries have been well explored and the growing acceptance that the discovery of
large-scale deposits will be more likely in high-risk areas. In addition, some countries previously
perceived to be higher-risk appear to be moving towards political stability. Although, Latin
America has continued to be the most popular destination for exploration, the push into these
regions continued in 2006, and was notable in Asia, parts of the former Soviet Union, parts of
Africa, and some Latin American countries. This trend is expected to continue as the ongoing
5
Initial Public Offer

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struggle to replace reserves makes exploration in emerging markets the norm. It also implies
significantly unprecedented levels of international competition for Nigeria’s mining sector, as
exploration companies seem to have considerable alternatives for their investment capital.
Figure 3-3 - Distribution of global exploration expenditure by geographical region (2006) Source: Metals Economics Group
Greater focus on late stage exploration activities
Late stage exploration has become increasingly important in the current exploration cycle (See
Fig 3-3). The above average increases in late-stage budget have over the past few years far
outstripped the increase in grassroots budget. MEG Analysis indicates that total late-stage
budgets exceeded total grassroots budgets by a substantial margin in 2006 after narrowly
surpassing grassroots allocations (by only $3 million) for the first time in 2005. By comparison,
in the decade prior to 2004, total grassroots budgets were on average more than 50% higher
than total late-stage budgets. If sustained, this trend implies for Nigeria, potential difficulties in
attracting foreign capital into grassroots exploration, which remains a fundamental problem in
Nigeria. It therefore becomes imperative that alternative scenarios for providing funds to bridge
the gap in grassroots exploration in Nigeria must be thoroughly and objectively considered.

51
Figure 3-4 – Distribution of global exploration expenditure by stage of development
3.1.3. Outlook on Demand and Production
Based on a review of industry reports and analysts perspectives on the future demand and
supply scenarios for the mining and metals industry, a summary outlook is presented on a few
mineral commodities critical to the growth of Nigeria’s minerals and metals sector.

52
Commodity Drivers Outlook
1 Iron Ore Iron-ore and steel is important to making pipes for delivery of energy Iron-ore and steel is forecasted to continue to grow
/Steel and drinking water; tools and equipment, mechanization of our at the rate of 3-4% from 2006 to 2015. Growth rate
agriculture and agro-processing; they form our machineries for is also expected to rise even up to the year 2020.
processing of foods, drugs, our means of and infra-structure for This is based on the theory, that construction of
transportation by road, sea, rail, air, and space travel, supplying the infrastructure and pipes will continue to rise and
industrial machinery for mining and for processing raw materials into hence increase production of steel which in turn
useful items of clothing, etc results in increase exploration of iron-ore.
2 Bauxite The production of alumina consumes 90% of bauxite. The remaining is Of the projected production of 60 million tons by
/Aluminum used in refractory, abrasive and chemical industries. Bauxite is also 2020; Asia is expected to account for 52.1%, North
used in the production of high-alumina cement as a catalyst in the oil America 19.1%, Western Europe 17.8%, Latin
industry, welding rod coatings and a flux in making steel and ferroalloys. America 2.8% and the rest of the world including
Mean aluminium has a wide range of uses in the consumer and capital Africa 8.2%. By 2020, majority of the aluminium
goods markets such as electrical equipment; car, ship, aircraft consumption would be in construction followed by
construction; metallurgical processes; industrial and domestic transportation (auto, aerospace etc.)
construction and packaging materials.
3 Coal Coal has many uses but most significantly in electricity generation, Electricity demand is expected to continue on an
steel, cement manufacture and industrial process heating. Currently upward path in the foreseeable future. Also, it is
67% of global steel is produced in Basic Oxygen Furnaces (BOF); in this predicted that coal for power and heat generation is
process about 0.63 tonnes (630 kg) of coal are used to produce 1 ton expected to rise to 1500 million metric tonnes by
(1,000 kg) of steel. The remaining 33% of steel is produced in Electric 2020. However, the shift to solar and other
Arc Furnaces (EAF); much of the electricity used in this process is renewable energy sources, as well as concern for
generated from coal-fired power stations. the climate might lower the forecasted figure.

53
Commodity Drivers Outlook
4 Lead-Zinc Lead is used for sheets used for piping and construction processes Demand is expected to continue on an upward path
such as roofing materials and flashings. Also used in making in the next decade.
ammunition, toys, ornaments, coffins, paints and protective coatings.
While Zinc is used as protective coating for iron and steel, making
brass, paint pigment, wood preservatives, soldering fluid, screens for
television tubes and fluorescent coatings
5 Bitumen Is primarily used to pave roads. Other uses are for bituminous Demand and supply outlook 2008-2017 reveals that
waterproofing products crude bitumen production would outstrip
conventional oil production by 250%.
6 Limestone Steel, Building Industry, production of quicklime, slake lime, cement, Demand is expected to continue on an upward path
mortar, collectives(solid base for road construction), glass making in the next decade.
7 Uranium Used as coloring agent in glass making and a nuclear fuel used to According to the World Nuclear Association,
generate electrical power. Presently, it generates 17% of the world’s installed nuclear generating capacity could increase
electricity from current 367,000 MW up to as much as
518,000. In general there would be increase
exploration of uranium most especially in
Kazakhstan, Uzbekistan, Mongolia, Russia and
Australia
Table 3-1 An outlook on future demand for selected minerals

54
3.2. Nigeria in 2020: Role of Minerals & Metals
The solid minerals sector is identified in NEEDS (Nigeria’s Economic Empowerment &
Development Strategy) 1 & 2 as one of the priority sectors crucial to the diversification of the
economy away from oil dependence. Indeed, the NEEDS document implies that, according to
some sources, income, employment and foreign exchange earned from the solid minerals
sector could potentially exceed those from the oil and gas sector. For Vision 2020, the
Government expects no less from this sector, in terms of contribution to economic growth and
development. The Government of Nigeria plans to adopt a nationally coordinated strategy for
the minerals and metals sector along with other productive sectors of the economy, to achieve
poverty reduction and exponential growth between 2009 and 2020. The expectations from this
sector are summarized below:
1. Target contribution to GDP is between 3% & 10% for 2015 and 2020 respectively6
2. Exponential growth in steel (and other metals) production and consumption
3. Significant contribution to employment and wealth creation from the sector
a. Target contribution to employment should be between 1,500,000 & 5,000,000 for

2015 and 2020 respectively7.
4. Significant contribution to integrated development and local value addition
a. Integrated development and local value addition are key thrusts of Vision 2020.
While foreign exchange earnings from exports are considered important,
domestic consumption, knowledge acquisition and technology transfer are of
greater significance.
3.3. Strategic Plan for the Minerals & Metals Sector
3.3.1. Vision
The envisioned end state for the minerals and metals sector articulates the sector’s
expectations towards contributing significantly to Nigeria’s development and supporting the
attainment of the nation’s aspirations by the year 2020.
6
Projected sectoral contribution figures are indicative subject to the completion of the V2020 Macroeconomic Framework
7
Target contribution to employment is also indicative subject to final estimates

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Minerals and Metals Vision
“To transform Nigeria’s minerals and metal sector into a strategic catalyst for domestic
growth, and attain global relevance in a sustainable manner”
Operational Elements of the Vision

Transform: - Given the current state of the sector, this keyword highlights the need for
transformational change if the sector is to meet the government’s expectations in terms
of contribution to growth.
Metals: - Highlights the focus of the vision on reviving the underperforming metals
sector, which has been largely neglected in the past decade.
Strategic Catalyst: Places emphasis on the central role of the minerals and metals
sector in driving growth towards 2020, especially through linkages with other strategic
sectors of the economy.
Domestic Growth: Accentuates the vision’s emphasis on domestic utilization and

consumption of mineral commodities to drive industrialization and local value addition.
Global Relevance: Highlights the vision’s determination to make Nigeria a key

contributor to global minerals and metals production and consumption.
Sustainable: Emphasis is to be placed on intergenerational equity in the exploitation of

Nigeria’s solid mineral resources.
3.3.2. Key Growth Drivers & Priority Sub-Sectors
The vision for the minerals and metals sector for 2020 will be anchored on four key sub-sectors
that are expected to drive the overall growth of the sector. These key growth drivers are the
areas of the sector with the largest scope for growth and value addition. They are:
1. Iron Ore & Steel Production – The revitalization of the steel sector lies at the centre of
our strategy to significantly increase the contribution of the sector to overall growth.
Production of primary steel and development of secondary steel industries to drive
linkages with other strategic sectors of the economy is a critical outcome for the sector.

56
2. Industrial Mineral Production – The potential future of mining in Nigeria lies in the
industrial sector. Current figures on the industrial base show that whilst the industry has
a wide base, it is currently underperforming. Companies are unable to meet the costs of
import. For example, although some estimates of annual local demand for cement is
nine million tonnes; Nigeria only produces 2 million tonnes leaving a shortfall of 7 million
tonnes of cement that is met by importation. The proven reserves of limestone however,
are able to meet the entire national requirement.8 The future of mineral extraction in
Nigeria lies in meeting the needs of local industry by providing local raw materials as a
priority, before considering exportation.
3. Metals – Precious, specialty and base metals are also considered a future growth area
of the minerals and metals sector. The occurrences of these and other mineral
commodities in each state are summarized in Table 2-1. However, there is little
information on the potential value of these deposits, and significant investment in
geoscience data gathering is still required for value to be unlocked from this sub-sector.
4. Energy Minerals – The exploration and exploitation of Coal, Lignite, Bitumen and
Uranium in Nigeria is expected to significantly contribute to the future growth of the
sector.
3.3.3. Objectives & Goals
Strategic Objectives
The strategy for achieving the vision for the minerals and metals sector in 2020 would be
anchored on five (5) pillars of growth, and two key enablers. Figure 3-5 illustrates this model.
8
Seven Year Plan for Solid Minerals Development 2002

57
Figure 3-5 - Strategic framework for Minerals and Metals Sector 2020
Pillar 1:
Strategic Objective
Develop an effective mechanism for the consistent and systematic generation of quality and reliable
geoscience data to support exploration of mineral resources.
Goals
Achieve 50% 1:100,000 coverage by 2015; 100% by 2020
Pillar 2:
Strategic Objective
Put in place effective mechanisms and structures to support sustained mineral exploration
Goals
Achieve resource valuation on 50% of all prospective mineral deposits in Nigeria by 2015,
100% by 2020

58
Pillar 3:
Strategic Objective
Become an internationally competitive and attractive destination for capital (local and foreign) for
the profitable exploitation of the nation’s mineral resources
Goals
Develop or attract at least 200 reputable junior mining companies by 2015, 500 by
2020
Pillar 4:
Strategic Objective
Encourage rapid growth in steel (and other metals) and industrial minerals production &
consumption; by developing deep and functional linkages between the minerals and metals sector,
and other strategic sectors of the economy (Oil, Gas, Power, Transport, Agriculture &
Manufacturing)
Goals
Increase total GDP contribution from 0.3% to 3% in 2015 & 10% – 15% by 2020
Increase steel consumption/capita from <10kg to 40kg in 2015; 100kg by 2020
Increase contribution of the steel sector to the raw material input of the strategic
sectors :
Sector Current 2015 2020

Contribution
Oil & Gas Negligible 40% 75%
Power Negligible 40% 75%
Transport Negligible 60% 80%
Construction >10% 60% 85%
Manufacturing <10% 60% 80%
Achieve 70% self sufficiency in industrial minerals consumption by 2015, 100% by

2020
Improve production capacity and volume across select priority minerals and metals*
accordingly by 2015

59
Pillar 5:
Strategic Objective
Entrench sustainability as a fundamental principle in the exploitation of mineral resources and in
developing the metals sector
Goals
Achieve 50% compliance to global environmental best practices by 2015, 85% by
2020
Key Enabler:
Strategic Objective
Strengthen institutional and human capacity across every aspect of the minerals and metals sector
Goals
Double the level of institutional effectiveness and efficiency across all industry
segments (administrative, regulatory, capacity building & research and commercial
operations) relative to 2009 status by 2015; triple by 2020
Achieve enhanced capacity to supply 80% of skilled manpower requirements for all
segments of the minerals and metals sector by 2015, 100% 2020.
Strategic Objective
Sustain a stable and effective legal and regulatory framework for the minerals and metals sector
Goals
Achieve total compliance with and application of, all stipulations and provisions of the
Nigerian Minerals and Metals Act 2007 or any subsequent legislative framework for
the minerals and metals sector by 2020.

60
3.3.4. Strategies & Initiatives
Pillar - 1
Develop an effective mechanism for the consistent and systematic generation of quality and reliable
geoscience data to support exploration of mineral resources
Strategies & Initiatives:
1. Empower NGSA to prepare 20 maps of 1:100,000 per annum (with accompanying

literature and bulletins) to achieve 100% coverage by 2020
Pillar - 2
Put in place effective mechanisms and structures to support sustained mineral exploration
1. Encourage manpower development for the preparation of bankable feasibility studies in

the Nigerian Mining Industry.
a. COMEG to establish professional programs by 2011
b. Universities and polytechnics to strengthen facilities to produce requisite

manpower
2. Encourage the establishment of Junior Miners and Consultants in the mining industry
3. Establish laboratories that meet ISO certification standards
4. Facilitate improved access to funding for exploration through the Solid Mineral
Development Fund

61
Pillar - 3
Become an internationally competitive and attractive destination for capital (local and foreign) for
the profitable exploitation of the nation’s mineral resources
1. Sustain a transparent, independent and modern licensing system through the Mining
Cadastre Office
2. Enhance the fiscal regime to become more attractive to both local and foreign investors
a. Sustain favorable tariff regime for the minerals and metals sector
b. Establish mining insurance schemes
c. Provide and sustain competitive taxation regime, incentives and tax holidays
3. Facilitate access to the following and other sources of funding for exploration and the
development of minerals, steel, and other metals industries:
a. Solid Mineral Development Fund
b. Natural Resources Fund
c. Global Exploration Funds
d. Multilateral & Bilateral Funds
e. Venture Capital & Equity Funds
f. Capital Markets
4. Initiate specific programs targeted at the development of the medium scale commercial
mining operators
Pillar - 4
Encourage rapid growth in steel (and other metals) and industrial minerals production &
consumption; by developing deep and functional linkages between the minerals and metals sector,
and other strategic sectors of the economy (Oil, Gas, Power, Transport, Agriculture &
Manufacturing)

62
1. Initiate specific strategic interventions (government/private sector driven) to achieve

growth in mineral and metal production, and promote deep and functional linkages with
other strategic sectors of the economy
Coal
Profile:
Estimated Reserves: 3.0 billion metric tonnes
Current Production (Annual): Minimal
Current Estimated Demand (Annual): Minimal
Estimated Future Demand:
Coal for Steel:
To meet designed capacity in ASCL, DSC and other minor operators (for a total 16 million
metric tonnes of steel), 10 million metric tonnes of coal will be required by 2020. Steel
production should hit 16 million metric tonnes to enable Nigeria achieve the target of 100kg/per
capita of steel consumption.
Coal for Power:
Nigeria is expected to generate 60,000 megawatts of electricity by 2020. Coal fired plants
should contribute 30% of this amount, which requires increasing power generation from coal
fired plants from 0 to 18,000megawatts. By 2015 at which time power generation should be
about 40,000 megawatts, coal requirements is estimated at 12 million tonnes, rising to 18 million
tonnes by 2020.
Target Sectors for Functional Linkages: Power generation (Power sector), Steel industry,
Energy (Coal briquettes and Carbon Trading), Service linkages from Power and Transport.
Strategies:
- Government shall create attractive environment and clearly defined incentives to coal
mining companies as motivation for coal producers to meet various domestic production.
Fiscal incentives should include market guarantees, tax holidays and security of tenure.

63
- COREX Technology should be employed for Ajaokuta 2nd and 3rd phases.. COREX
Technology is the most modern steel making technology which utilises non-coking coals
which are abundantly available locally within reasonable distance of Ajaokuta
- The rail link between Ajaokuta and Otukpo with spur lines to the coal mines at Okaba
and Ogboyaga should be built to bring coal to Ajaokuta
- Government should guarantee market for coal product by providing the enabling policy
framework
Specific Initiatives
Coal mining companies to produce the target 30 million metric tonnes of coal per annum
for the steel and power sectors.
Expand operations to produce the local requirement for steel, power generation, and
other areas.
Provide the needed infrastructure (rail-link to mining operations and power supply from
national grid to operating properties / coal mines).
Government to encourage the utilization of coal briquettes for domestic use
Iron Ore
Profile:
Estimated Reserves: About 3.0 billion tonnes
Current Production (Annual): Zero
Current Estimated Demand (Annual): Zero
Estimated Future Demand:
30 million tonnes per annum
Projected Demand from Associated Minerals:
Coal – 18 million tonnes per annum ; Manganese – 4 million tonnes per annum ;
Limestone/Marble/Dolomite – 19 million tonnes/annum ; Fireclays – 10 million tonnes per
annum

64
Strategies
The recommended strategy for the revival of the steel sector is through massive government
investment in the short term and privatization in the long term. The target is to achieve 100kg
per capita of steel by year 2020 (from our current 9kg per capita). To achieve this, Nigeria will
need about 16 million tons of steel consumption (assuming our population will be at least 160
million by 2020). The Ajaokuta steel plant will have to expand to her 3rd Phase capacity of 5.2
million tons per year and the Delta Steel Company to her 2nd Phase capacity of 2 million tons.
Another steel plant of some 5 million tons will need to be built to bring the in-house capacity to
some 12.2 million tons per year. The shortfalls will have to be imported. For the production
capacity of 12.2 million tonnes of steel, 30 million tons of iron ore will be required, of some 64-
68% Fe content. The Agbaja and Nsude iron ore deposits can be upgraded using the roasting
technology to achieve this target. Government also recommends the development and
utilization of the Mfergui Nimba (Euro Nimba) iron ore deposit in Guinea in which Nigeria has a
5% equity with provision to acquire more.
Scrap Metals: -
Setting up of scrap collection, collation, sorting and processing centres;
Scrap dealers, users and government representatives to collaborate in the formation of a

body to regulate the sub-sector.
NIOMCO should be rehabilitated so that it can commence mining and beneficiation

activities by last quarter of 2009. It will then ramp up production and stockpile the
requirement for commissioning of Ajaokuta Steel Company by 2011.
Complete installation of the super concentrate line by mid-2010. So that it can resume
supplies to Delta Steel Company which should be in a position to begin production.
To open up new mines including Agbaja Ajabanoko, Chokochoko, Toto-muro, Koton
Karfe and Nsude

65
Industrial Minerals
Profiles of Targeted Industrial Minerals – Barytes, Bentonites, Gypsum, Limestone, Fireclays

& Kaolin
Use: Strategic mineral for oil drilling
Barytes
Estimated Reserves: 19.8 million metric tonnes;
SG Average: 4.2;
Projected Demand per year( 2010 –2020): 500,000 MT/year
Use: Major raw material for the manufacture of cement and hydrated lime
Limestone
Estimated Reserves: 1.1 billion metric tonnes;
Current Production: 5 million tonnes per annum by cement plants
Future Demand: 18 million tonnes per annum – Cement ; 2 million Tonnes per
annum – Steel
Gypsum Use: Associated Mineral for P.O.P and Ceramic

Estimated Reserves: 16 million
Total Production: 100,000 Tonnes
Annual Demand: 300,000 Tonnes
Annual Shortfall – 200,000 Tonnes
Future Demand : Approximately 1million tonnes per annum by 2020
Estimated Reserves – 1.1 billion (NGSA - Ogun, Sokoto , Edo & others)
Bentonite
Estimated Production: Not Known
Estimated Annual Demand: 100,000 – oil drilling; 50,000 water drilling
Associated Minerals: Barite and tar oils
Estimated Reserve: 150 million Tonnes

Fireclays
Total Production: Not known
Annual Demand: 1 million
Estimated Reserve:
Kaolin
Total Production: Not known
Annual Demand:

66
Specific Initiatives:
- Government should control the importation of these minerals to encourage local

exploitation, production and utilization.
- Encourage local and multinational companies that use industrial minerals to aid the
research, development and enhancement of the quality of these minerals to make them
more suitable for industrial use
- Provisions should be included in the local content bill to drive local utilization of industrial
minerals.
- Government should facilitate the immediate operations and disbursement of solid

minerals development fund as provided in the Nigerian Minerals & mining Act 2007 to
enhance availability of accessible funds in minerals & mining sector.
- Government should put in place policies that will promote capacity building for
sustainable industrial minerals production in the country in view of its potential to grow
the economy.
- Unbundle local markets for critical industrial minerals i.e. Bentonite and Barite in oil and
gas sector for local miners and processors
Bauxite
Profile
Estimated Reserves: Not Known
Current Production (Annual): Nil
Estimated Demand: Not known
Estimated Future Demand: NA
Rationale for Focus: Government interest underscored by its investment in Guinea Bauxite
deposit (16% equity) to compliment local supply. The goal here is to achieve long term
production of 1 million tonnes per annum leading to smelting for export and local consumption

67
Specific Initiatives:
- Explore within 2 years reported deposit at Mambila Plateau, Gembu (Taraba), Orin
(Ekiti) to attract private investment.
- Production of Alumina for Aluminium smelting and linkage with Mambila Hydro-electricity
Project, Aluminium smelter in Ikot Abasi in Akwa Ibom State.
- Joint Venture (JV) establishment of viable Aluminium processing and smelting plants
- ALSCON should be encouraged to prioritise meeting local demand for Aluminium ingots
over exports, through the provision of cheap energy.
Bitumen
Profile
Estimated Reserves: 42 billion barrels
Current Production (Annual): Nil
Estimated Demand (Annual): 10,000 barrels/day
Long term demand: 100,000 barrels/day
Associated Mineral: Heavy oils, Sulphur
The target for Bitumen should be to achieve maximum exploitation to meet local demand and
exploitation.
- Invite investors and guarantee local market/ price for next five years, for the production
of tar and asphalt for road constructions
Metallic Minerals
Profile:
Tin, Collumbite,Tantalite, Wolframite :
Resource estimates: Substantial resource exist to support small-medium scale exploitation
Production: Currently small quantity produced and exported as concentrates (about 100 metric
tonnes/ month) from about 4 states

68
Potential- With enhanced production, a smelting industry will emerge
Target - 10,000 tonnes tin-columbite; 1000 tonnes coltan
Lead/Zinc
Resource estimates: - Widespread occurrences but few proven deposits
Production:- Few small scale mines (approximately 100 tonnes/ month)
Target – 1 million tonnes per annum concentrate
Strategies & Initiatives
- Funding support to local private sector mining companies in the form of venture capital
intervention ( e.g. from the solid minerals development fund)
- Securing the pricing and marketing mechanism to insulate from international market
fluctuations of the commodity prices
Gemstones
Profile
Information on production, consumption and demand: No reliable statistical data available
Mineral productions of gemstone particularly at artisanal and small scales are known to have
been going on for years within the country, these are in varied types, quantities and qualities. In
the short term, the focus will be on the establishment of institutional frameworks and capacity
building for the key players in the industry. Production of value added materials of loose stones
and jewelry of about 100Mt annually is the medium term aspiration, to grow to production of
200mt of value added products annually by 2020.
Strategies & Initiatives
Provision of funding windows like the solid minerals development fund to enhance
explorations, production and marketing of gemstones.
This sub sector requires capacity building for both institutional and the local gemstones
miners, brokers and manufacturers in order to legitimize the operations within this sub
sector.

69
enhance operation in safe and environmentally prospecting, extraction, processing,
value-adding and marketing of mineral materials.
Deliberate marketing drives locally must be facilitated to explore the huge local
marketing chain for mined products by creating value-added products to stimulate fair
trade in gemstones in Nigeria.
Government must create funding windows for private gemstones miners and
manufacturers to open a gemstone exchange as a way of restructuring the sector so that
it can monitor and reduce illegal trading of the commodity, which has seen the country
lose significant foreign exchange.
Gold
Profile:
Resource estimates: - Not known but widespread occurrences in northwest and southwest of
Nigeria. Most important occurrences are found in the Maru, Anka, Malele, Tsohon Buirnin,
Gwari-Kwaga, Gurmana, Bin Yauri, Okolom-Dogondaji and Iperindo areas9. Two major
explorations by two junior mining companies are currently ongoing
Current Production: - 5kg per month (estimated)
Target – 5mt per annum by 2020
Strategies
Provide incentives to encourage exploration for gold and its production by medium scale
mining companies;
Continue targeted exploration by NGSA;
Facilitate enabling environment for fair trade in gold through the establishment of
exchange markets.
9
Source: Ministry of Mines & Steel Development Booklet on Gold (2008)

70
Pillar - 5
Entrench sustainability as a fundamental principle in the exploitation of mineral resources and in
developing the metals sector
1. Implementation of a local content policy for the development of host communities.
2. Strengthen environmental management, land use law enforcement and compliance.
a. Enforce responsible emission and by-product management.
b. Enforce environmental regulation as part of the mining laws and regulations.
c. Encourage safe and efficient minerals extraction and processing by use of

advance technologies to improve the mining working environment.
d. Encourage the sustainability of mining cooperatives and associations in

collaboration with local community, state and local government for ease of
control of the minefields and for enhancement of mineral production by artisanal
and small-scale miners.
3. Control and strengthen the artisanal and small-scale mining operations.
a. Encourage the formation of mining cooperatives with a view to empower them

towards sustainable growth in the industry.
b. Establish license buying centres which would be an interface between mining

cooperatives/licensed miners, local users and export markets.
c. Provide extension services to artisanal and small-scale miners in form of

technical assistance and support services.
d. Provision of micro credit to artisanal and small scale miners.
Key Enabler
Strengthen institutional and human capacity across every aspect of the minerals and metals sector
1. Provision of specialized funding for key institutions in the minerals and metals sector
such as (NGSA, COMEG, NMDC, Departments of MMSD, School of Mines, NSRMEA)

71
2. Develop industry wide capacity building program for mining companies and key
institutions.
3. Establish a performance audit board charged with monitoring and evaluation of the
relevant sector ministry, departments and agencies.
4. Provide adaptive technology for research agencies such as National Centre for Remote
Sensing (NCRS), Raw Material Research and Development Council (RMRDC) etc.
5. Technical assistance, training and capacity building for industry regulators.
6. Establish data-base management facilities within the ministry and relevant agencies
Key Enabler
Sustain a stable and effective legal and regulatory framework for the minerals and metals sector
Recommendation:
1. Full enforcement and application of all laws, policies and regulations of the Nigerian
Minerals and Mining Act 2007, and any subsequent legislation enacted for the
development of the industry.

72
CHAPTER FOUR – IMPLEMENTATION ROADMAP & MONITORING FRAMEWORK
4.0 IMPLEMENTATION ROADMAP & MONITORING FRAMEWORK
4.1. Implementation Roadmap
Pillar 1: Develop an effective mechanism for the consistent and systematic generation of quality and reliable geoscience data to
support detailed exploration of mineral resources
Timeline
Implementing Collaborating Funding
Strategy Initiatives KPI
Short Medium Long Institutions Institutions Sources
Term Term Term
40 maps by Solid Minerals

1. Empower NGSA to prepare 20 maps of 1:100,000 per
2012 and 20 Ministry Development
2010 NGSA
annum to achieve 100% coverage by 2020 maps yearly MSMD Fund, Federal
till 2020 Budget

73
Pillar 2: Put in place effective mechanisms and structures to support sustained mineral exploration
Timeline
Short Medium Long Institutions Institutions Sources
Term Term Term
1. Encourage manpower development for the

preparation of bankable feasibility studies in the
Nigerian Mining Industry. NUC
No of new COMEG NBTE Professional Fees
a. COMEG to establish professional programs programs
2010 established
by 2011
Relative
b. Universities and polytechnics to strengthen quality of NUC, NBTE Universities FG, Course Fees
2010 2012 graduates
facilities to produce requisite manpower
Solid Mineral Dev.
200 by 2015 Solid Mineral MMSD Fund, Private
2. Encourage the establishment of Junior Miners and
Continuous 500 by 2020 Devt. Board Investment
Consultants in the mining industry
Lab
functioning FG, Solid Mineral
3. Establish laboratories that meet ISO certification 2010 by 2010 Solid Mineral MMSD Development Fund
standards Devt. Board
4. Facilitate improved access to funding for exploration 2010 Fund

through the Solid Mineral Development Fund operational MMSD FG, FG
by 2010 Development
Partners

74
Pillar 3: Become an internationally competitive and attractive destination for capital (local and foreign) for the profitable exploitation of
the nation’s mineral resources
Timeline
Short- Medium Long Institutions Institutions Sources
term term term
2010 – Budgetary
1. Sustain a transparent, independent, and modern
Independent Provisions, Solid
2010 MCO MMSD
licensing system through the Mining Cadastre Office & Functional Mineral Development
MCO Fund
2. Mandate or enhance the fiscal regime to become more

attractive to both local and foreign investors
a. Maintain favorable tariff regime for the

Competitive Budgetary Provision,
minerals and metals sector 2010 tax and fiscal NASS FG Donor Agency
b. Establish mining insurance schemes regimes Funding
c. Provide/maintain competitive taxation regime,
incentives and tax holidays
3. Facilitate access to the following and other sources of

At least
funding for exploration and the development of 300%
positive
minerals, steel, and other metals industries: (Solid Federal Government
change in Solid Mineral
Multilateral/ Donor
Mineral Development Fund, Natural Resources Fund, 2010 2013 availability & Development MMSD
Funding Agencies,
ease of Fund
Global Exploration Funds, Multilateral & Bilateral Banks
access to
Funds, Venture Capital & Equity Funds, Capital funds relative
to 2009
Markets)

75
Pillar 3: Become an internationally competitive and attractive destination for capital (local and foreign) for the profitable exploitation of
the nation’s mineral resources
Timeline
term term term
Viable
4. Initiate specific programs targeted at the development medium
Miners
2012 scale mining MMSD FG. Private Sources
of the medium scale commercial mining operators Association
segment by
2013

76
Pillar 4: Encourage rapid growth in steel (and other metals) and industrial minerals production & consumption; by developing deep and
functional linkages between the minerals and metals sector, and other strategic sectors of the economy (Oil, Gas, Power, Transport,
Agriculture & Manufacturing)
Timeline
Medium Long Institutions Institutions Sources
Short-term
term Term
Initiate specific strategic interventions (government or private sector driven) to achieve growth in mineral and metal production, as well as deep
and functional linkages with other strategic sectors of the economy
Coal Rail/power
link to raw Federal
1. Provide needed infrastructure ( rail and waterway links ) to material Government Public Private Public/
2017 sources for Sector Private
mining operations and power supply from national grid to
Ajaokuta and Private Sector Partnerships Sources
operating properties and coal mines Delta Steel Ministry of Transport
by 2011
Iron Ore/Steel
Completed FG
2. Revitalize the Ajaokuta Steel Company after technical 2010 Technical MMSD FG Budgetary
audit by original builders of the plant (TPE) Audit by 2009 Provision
Produce 1 Ajaokuta Steel MMSD/FG FG

3. Rehabilitate, complete, commission and operate Ajaokuta 2012 million tones Company
per annum by
Plant 2012
Ajaokuta Steel Federal FG/

4. Expand Ajaokuta steel plant to 3rd Phase capacity of 5.2 2017 Achieve 5.2 Company/Private Government Private
million per Investors Sector
million tons per year using COREX technology
annum by
2017

77
Timeline
Short-term
term Term
Achieve
2012 target by Delta Steel FG/MMSD Private/Pu
5. Revitalize Delta Steel Company to produce 1 million tones 2012 Company blic
per annum
2017 Achieve Delta Steel MMSD/FG Private/Pu
6. Delta Steel Company to expand capacity to 2 million tons target by Company blic
per annum 2017
Private/
7. Develop another steel plant of 5 million tons to bring the 2019 Commission MMSD/ FG Public
plant by 2019 Stakeholders
in house capacity to some 12.2 million tons per year
Concentrate NIOMCO MMSD Public/

8. Invite KOCH to carryout technical audit and rehabilitate production by Private
NIOMCO to commence mining and beneficiation activities 2009 2010
by last quarter of 2009.

a. Complete installation of the super concentrate line
Ore NIOMCO and mine MMSD, Public/
mid 2010 2015 production 21 operators Private Private
million tones Sector
9. Open up new mines including Agbaja Ajabanoko,
by 2015 , 42
Chokochoko, Toto-muro, Koton Karfe and Nsude million by
2020
10. Setting up of scrap collection, collation, sorting and
2012 Increased MMSD/MAN MAN/NASS Public &
processing centres;
usage of Private
scrap in
11. Scrap dealers, users and government representatives to 2012 foundries for
steelmaking
collaborate in the formation of a body to regulate the sub-
sector.
Nigerian Federal
Industrial Minerals Enforcement Federal Government Custom Governme
2010 of MMSD Service nt
appropriate Nigeria Police Mining
1. Government should control importation of these minerals policies Force Unions
to encourage local exploitation, production and utilization. Mining
Unions

78
Timeline
Short-term
term Term
Standardizati
2. The RMRDC should cooperate with the local mining on of locally RMRDC RMRDC/
Continuous produced Nigerian MMSD
companies to upgrade where needed local industrial materials at Universities SMDF
minerals for import substitution the rate of 4
minerals per
annum
3. The local content bill should include industrial minerals to 2010
NASS
drive local consumption Act to be out Local/ FG
by 2012 multinational
companies
4. Encourage local and multinational companies that use Solid Minerals
Publication of Development Fund Public-
industrial minerals to aid the research, development and
research MMSD Private
enhancement of the quality of the minerals to them findings of Sources
mineral
attractive raw materials for industry
activities
5. Government should facilitate the immediate operations and 2010 Increased

funding of Solid Minerals MMSD Public and
disbursement of Solid Minerals Development Fund as Development Fund Private
mineral
provided in the Nigerian Minerals and Mining Act 2007 to activities
enhance availability of accessible funds in the mineral and
mining sector
Improved
6. Government should put in place policies that will promote 2010 performance
capacity building for sustainable mineral production in the of COMEG MMSD COMEG Budgetary
Provisions
country in view of its potential to grow the economy
7. Unbundle local markets for critical industrial minerals (i.e.

2011 Increased
bentonite and barite in oil and gas sector) for local miners usage of
locally NASS MMSD FG
and processors
produced
materials

79
Timeline
Short-term
term Term
Bauxite Exploration NGSA MMSD Budgetary

reports on Provisions
1. Explore within 2 years reported deposit at Mambila 2012 potentials
Plateau, Gembu (Taraba), Orin (Ekiti) to attract private
investment.
2. Production of Alumina for Aluminium smelting and linkage Usage of

locally MMSD / Federal Public
with Mambila Hydro-electricity Project, Aluminium smelter Continuous produced Stakeholders Government/ Private
in Ikot Abasi in Akwa Ibom State Bauxite in Operators
smelters
3. Joint Venture (JV) establishment of viable Aluminium Local Federal Federal

Continuous Production of Government/ Government/ Public and
processing and smelting plant
aluminum Stakeholders Operators Private
4. Mandate ALSCON to allocate a greater share of production Increased Fed. Ministry of

2010 domestic Industries MMSD, FG, Public
to the local market to meet high demand for Aluminium consumption Relevant
ingots to export ratio Agencies
Bitumen
1. Invite investors and guarantee local market/ price for next Use of locally BPE,
Public and
Continuous produced MMSD Infrastructure
five years, for the production of tar and asphalt for road Private
bitumen Commission
constructions
Metallic Minerals Access to Solid

fund Solid Minerals Minerals
operators Development Fund MMSD Developm
1. Provide funding support to local private sector mining 2011 from 2020 ent Fund
companies in the form of venture capital intervention ( e.g. Financial
Institution
from the solid minerals development fund) s
Establish FG,
2. Secure the pricing and marketing mechanism of metallic
hedge fund MMSD/ Mining NASS Multilatera
minerals to insulate from international market fluctuations Continuous by 2011 Finance l/ bilateral

80
Timeline
Short-term
term Term
of the commodity prices agencies
Gemstones
Increased Gemstone MMSD Solid
2012 systematic Association/ Other Mineral
1. Conduct deliberate marketing drives to encourage the exploration stakeholders Developm
creation of creating value-added products and stimulate and ent
exploitation Fund
fair trade in gemstones in Nigeria of gemstone
potentials
2. Open a gemstone exchange as a way of restructuring the Operating MMSD / Gemstone Commodities Public and
2012 gemstone Association Exchange, Private
sector so that it can monitor and reduce illegal trading of exchange by NASS
the commodity, which has seen the country lose significant 2014
foreign exchange.
3. Provide incentives to encourage exploration for gold and 2012 2mt per MMSD MMSD, Public and
facilitate enabling environment for fair trade in gold through annum gold Stakeholders Private
production by
the establishment of exchange markets. 2015

81
Pillar 5: Entrench sustainability as a fundamental principle in the exploitation of mineral resources and in developing the metals
sector
Timeline
term term term
1. Implementation of local content policy for the Increased MMSD Solid Solid Minerals
2012 participation Minerals Development
development of host communities of host Development Fund
communities Fund NNPC and other
stakeholders
2. Strengthen environmental management, land use law

enforcement and compliance
a. Enforce responsible emission and by-product Enforcement Federal Min. Federal

of of Government
management environmenta MMSD Environment Solid Minerals
2010 l regulations Development
and Fund
b. Enforce environmental regulation as part of
engagement Multilateral
the mining laws and regulations of Mining agencies
Associations
in
c. Encourage safe and efficient minerals Environment
extraction and processing by use of advance al
Management
technologies to improve the mining working
environment
d. Encourage the sustainability of mining

cooperatives and associations in
collaboration with local community, state and
local government for ease of control of the
minefields and for enhancement of mineral

82
Timeline
term term term
production by artisanal and small-scale
miners.
3. Control and Strengthen the artisanal and small-scale

mining operations
a. Encourage the formation of mining

cooperatives with a view to empower them
Continuo MMSD Miners Public-Private
towards sustainable growth in the industry. us Association,
b. Establish license buying centres which would Mining
Cooperatives
be an interface between mining ,
cooperatives/licensed miners, local users and Development
Agencies
export markets
c. Create extension services to artisanal and
small-scale miners in form of technical
assistance and support services
d. Provision of micro-credit to artisanal and
small scale miners

83
Key Enabler: Strengthen institutional and human capacity across every aspect of the minerals and metals sector
Timeline
Short-term
term term
1. Provision of special funding support for key institutions Availability of MMSD Solid Mineral Solid Mineral
2011 accessible Devt. Fund, Devt. Fund,
(NGSA, COMEG, NMDC, Departments of MMSD, funds Bilateral & Bilateral &
School of Mines, NSRMEA) Multilateral Multilateral
Agencies Agencies
2. Develop industry wide capacity building program for 2011 Program fully MMSD Miners Federal
mining companies functional Association Government
3. Establish a performance audit board charged with

2010 Establishment Federal
monitoring and evaluation of the relevant sector
and operations MMSD NASS Government
ministry, departments and agencies of Audit Board
by 2011
4. Provide adaptive technology for research agencies
such as National Centre for Remote Sensing (NCRS), Increased Nigerian Space MMSD, Bilateral,
Continuous research Research Ministry of Multilateral,
Raw Material Research and development Council publications Institute, NGSA, Science and Budgetary
(RMRDC) etc. Universities Technology Provisions
5. Technical assistance, training and capacity building for Number of UNIDO, Bilateral, MMSD, FG, Bilateral &
industry regulators Continuous trained Multilateral National Multilateral
personnel agencies Planning Agencies
Commission
6. Establish data-base management facilities within
2010 Establishment National Federal
ministry and relevant agencies.
of database MMSD Planning Government,
facilities by Commission NEITI
2010

84
4.2. Implementation & Monitoring
To ensure the successful implementation of the strategic plan for the sector as outlined in
Section 4.1, this working group recommends that a Special Implementation Committee, with
responsibility for monitoring the implementation of the entire Vision 2020 program, be
constituted. This committee will be expected to work collaboratively with the National Planning
Commission, and must be provided with adequate resources and authority to execute its
mandate. It is suggested that the mandate of the committee be derived from the overall
monitoring and evaluation framework to be developed for Vision 2020. It is also suggested that
this committee be made up of selected individuals from the various national technical working
groups, set up for the development of the Vision 2020 blueprint.

85
Appendices
Appendix A – Inventory of Nigeria’s Solid Minerals Potential

(Source: 7-Year Strategic Plan for the Solid Mineral Sector , 2002)
METALLIC MINERALS
S/n Mineral Location Status Reserve Geology Recommendations/

estimate Remarks
(tonnes)
Locality LGA State
1. Cassiterite Kogo Toro Bauchi Unexplored N/A Granite & Rhyolite of Cooperative need for
the younger Granite exploration Artisanal
Complex mining
Banke Dogowa Kano Unexplored N/A Lode structure in

Jurassic Ring
Complex
Rishi Toro Bauchi Unexplored N/A Granite gneiss and Regarded as the
diorite of the younger richest tin deposit
granite outside Jos in Plateau
State
Dutse Wai Ikara Kaduna Prospect N/A Biotite granite, Some artisanal mining
intruded by is going on
porphyritic quartz-
feldspar vein
Ririwai Doguwa Kano Abandoned 400,000 Primary deposit in Fully developed as

underground the biotite granite of down to 120m level.
mine the younger granite Average lode width is
1.87m (0.8% SN;

86
estimate Remarks
(tonnes)
Locality LGA State

2.97% Zn). Deposit
ready for exploitation
after feasibility study
Federe Jos East Plateau Unexplored N/A Biotite granite of the Artisanal mining
younger granite ring cooperative
complex
Iregun Osun Prospect N/A Primary deposit in No mining activity

pegmatite’s currently going on
Bukuru-Jos Bukuru-Jos Plateau Prospect N/A Biotite granite of the Cooperative/Artisanal

younger granite ring
complex
2. Iron-Ore Agbaja Lokoja Kogi High Prospect 30.5million Oolitic ironstones The deposit has high
within Cretaceous phosphorus content
sandstone, musstone
and clay sequence of
Bida formation
Birnin-Gwari Birnin- Kaduna Occurence N/A Banded iron Detailed exploration

Gwari formation ferruginous should be undertaken
quartzite in schistose to estimate reserves
Gwari schist
formation
Itakpe Okehi Kogi Active mine 200 million Banded iron 36-38% Fe. Already
formation (BIF) being mind and
ferrubinous quartzite beneficiated to supply
interblended with the steel plants in

87
estimate Remarks
(tonnes)
Locality LGA State

migmatite-gneiss Nigeria
Enugu Enugu Enugu Occurrence 50.8million Latertic ironstone

with loose angular
fragments
Toto Toto Nassarawa Small deposit 10.6million Banded iron Deposit occurs with
formation in marble
basement gneisses
Maru Maru Zamfara Small deposit N/A Banded Iron Deposit occurs with
Formation (BIF) gold more exploration
ferruginous quartzite require
inter banded with
schist
3. Lead Baban-Sauni Gwagwa- Abuja Dormant N/A Basement complex Reserve estimate to be
Lada mine/small rocks of gneiss- verified.
(Galena) working by… migmatite suite.
Galena occurs in Require exploration
veins cutting the
suite
4. Lead-Zinc Ameri-Ameka Abakaliki Ebonyi Dormant mine 1,040,000 Sulphide vein cutting Proven by NMC
cretaceous
sandstones and
shales grade

88
estimate Remarks
(tonnes)
Locality LGA State
Enyingba Abakaliki Ebonyi Dormant mine N/A Hydrothermal vein Deposit contains high
High prospect cutting the sequence Pb and low Zn. Mine
of shales, limestone was close during the
as the Asu River civil war. Required
Group Grade exploration
Zurak Wase Plateau Dormant mine. N/A Sequence of shales Deposit reported to
High prospect and sandstone contain high silver
Wanakande Ogoja Cross River High Prospect N/A -do- -do-

Gabu
Gwana Alkaleri Bauchi Prospect N/A -do-
Ishiagu Ivo Ebonyi Active Mine 2.55m Veins intruded along Estimated reserve
Identified NE, E and N trending based on interpretation
Resource fractures on shales of geophysical data
of Asu River Group
and uncomfortably
overlain by
sandstones and
shales of Eze-Aku
formation
Mkpome Izzi Ebonyi Active Mine N/A Galena veins cutting Operated intermittedly
the sequence of on a small scale.
shales and limestone Prospect shaft was
of ASU River Group floated with brine

89
estimate Remarks
(tonnes)
Locality LGA State

contain 10% PB and
7% ZN.
5. Lead-Floride Akwana Wukari Taraba Dormant mine N/A Vein deposit in Low-grade deposit with
basinal sequence of fluorite as the main
sandstone. gangue minerals
Mudstone, shales
and limestone of Eze
Asu shale and Asu
River Group
Arufu Wukari Taraba Dormant mine N/A Galena occurs as -do-

hydrothermal vein
within the sequence
if limestone,siltstones
of Asu River Group
6. Manganese Kaoje Shanga Kebbi Occurrence N/A Manganese occurs Under current
as layers within the investigation by the
clays and grits of illo GSD
formation
Giwa Giwa Katsina Occurrence N/A Managanese occurs Yet to be investigated

disseminated within
the gneiss-migmatite
complex
Ruwan-Doruwa Zamfara Occurrence N/A -do- -do-

90
estimate Remarks
(tonnes)
Locality LGA State
7. Ilmenite- Rutile Tilden- Fulani Toro Bauchi prospect 88,157 Younger granite Alluvial deposit
Sho Plateau prospect 196,952 Younger granite -do-
Randeggi Kaduna Occurrence N/A Gneisses, schist and Detailed exploration

quartzite intruded by desirable
grautifolds
8. Wolfromite Ririwai Kano prospect N/A Pegmatite’s within Dormant mine require
basement gneisses, exploration
schist and granites
Banke Kaduna Prospect N/A -do- Detailed exploration

should be carried out
Pakuru Bauchi Prospect N/A -do- -do-
Burra Bauchi prospect N/A -do- -do-

91
estimate Remarks
(tonnes)
Locality LGA State
Kafanchan Kaduna prospect N/A -do- -do-
Sarkin pawa Niger prospect N/A -do- -do-
9. Lithium Wamba Nassarawa Shows N/A -do- -do-
Keffi/Nassarawa Nassarawa Shows N/A -do- -do-
Maradun Zamfara Shows N/A -do- -do-
Magami Zamfara Shows N/A -do- -do-
10. Chromite Tungan Kudaku Zamfara Shows N/A -do- -do-

92
estimate Remarks
(tonnes)
Locality LGA State
11. Uranium Ririwai Kano Prospect N/A 52 Investigated – Not

investigated Economic
Mika Taraba Prospect N/A 100 Investigated – Not

Gumchi Adamawa Prospect N/A Investigated – Not

SPECIALTY METALS

estimate Remarks
(tonnes)
Locality LGA State
1. Tantalite Wamba, Keffi Nassarawa Active mine N/A Occurs in Detailed systematic
and pegmatites within exploration
Nassarawa basement gneiss recommended
and granites.
-do-
Recent detailed
investigations going
on to prove
Egbe Kogi Active mine N/A reserves. Result -do-
have been very
encouraging

93
estimate Remarks
(tonnes)
Locality LGA State
Pategi Kwara Active mine N/A -do-
Takwa Shara FCT Active mine N/A -do-
Ijero Ijero Ekiti Prospect N/A -do-
Shaki Oyo Current workings N/A -do-
Kushaka- Kaduna & Current workings N/A -do-

Alawa Niger
Magami Maru Zamfara Prospect High N/A -do-
Maradun K/Namwa Zamfara Prospect N/A -do-
Sarkin Pawa Munya Niger Prospect N/A -do-
Kotangora Kotangora Niger Prospect N/A -do-

94
estimate Remarks
(tonnes)
Locality LGA State
2. Columbite Jos-Bukuru Jos South Plateau Prospect N/A Primary deposit in Deposit ready for
the biotite of the exploitation after
younger granite feasibility study
complex
Ririwai Doguwa Kano Prospect N/A
Ningi Ningi Bauchi Prospect N/A
Udengi Nassarawa Nassarawa Prospect N/A
PRECIOUS METALS

estimate Remarks
(tonnes)
Locality LGA State
1. Gold Maru Maru Zamfara Preliminary N/A Gold mineralization Under invesgication by
investigation within pre-cambian the NMC
encouraging phyllite-schists-gray-
wacke sequence
Laka Yauri Kebbi High N/A Occurs as alluvial In 1984,NMC drilled

deposit with the pre- 1565 holes and 2261 in
cambrian schists & 1985 by 1986

95
estimate Remarks
(tonnes)
Locality LGA State

metasediments feasibility study
completed, insufficient,
more investigation
Galadima Shiroro Niger Active Artisanal N/A Gold inquartz veins Gold also occur in
Kogo mining intruding alluvial deposits along
metasediments rivers and low level
terraces cooperatives
Bin Yauri Ngaski Kebbi High N/A Gold occurs in series Under investigation by
of quartz vein up to NMC
300m wide and 2 km
long in contact with
granodiorite
Bindin Dan Maru Zamfara High N/A Gold in quartz veins Detailed exploration to
Gulbi with metasediments prove reserves
recommended
Iperindo Ilesha East Osun Proven Reserve at 350,000Ozs Gold in quartz veins NMC joint venture with
50m within pre-cambrian Tropical mines working
gneisses to revalue deposit
andquartzites. More
work
Itagunmodi Ilesha West Osun Active mine Gold mineralization Extensive alluvial
in alluvial tons within mining activities in
mafics and 1930. NMC feasibility
ultramafics of Ife- study (1984 – 1985);
Ilesha schist belt Trial mining started in
1988. Cooperatives

96
estimate Remarks
(tonnes)
Locality LGA State
Egboro Patigi Kwara Very High
Okolom East Yagba Kogi Very High Gold in quartz veins Under investigation by
within NMC. Require
metasediments exploration
Anka Anka Zamfara Prospect N/A -do- Detailed exploration to

prove reserves
recommended
Birnin Gwari Birnin Gwari Kaduna High Detailed exploration to

prove reserves
recommended
Minna Minna Niger Prospect Gold and quartz Further exploration to

veins within gneisses estimate reserves
and sand dust
Madaka Rafi Niger Prospect -do- -do-
GEMSTONES

estimate Remarks
(tonnes)
Locality LGA State

97
estimate Remarks
(tonnes)
Locality LGA State
1. Amethyst --- Zaria Zaria Require N/A Occurs in vein within Exploration largely for
Investigation the basement artisanal informal
granite gneisses miners
Saya saya Tundun Kano Require -do- Occurs in vein within -do-
Wada Investigation the older granites
Zonkwa Kaduna Require -do- -do-

Investigation
2. Beryl Baissa Tukun Taraba Require -do- Occurs within -do-

Investigation pegmatitic bodies in
basement complex
Chachangi Giwa Kaduna Require -do- Occurs in pragmatic -do-

investigation veins within older
granites
Takum Takum Taraba Require -do- Occurs in -do-

investigation pegmatites veins in
basement
granotoids
Gale Hill Nassarawa Nassarawa Active mine -do- Occurs in pegmatite -do-
Eggon in association with
biotite granite

98
estimate Remarks
(tonnes)
Locality LGA State
3. Sapphire Jema’a Jema’a Kaduna Occurrence -do- Occurs in alkaline First discovered in
basalts 1968, artisanal
production started in
1980
Biu Biu Borno Artisanal Mine -do- Exploration largely for

artisanal informal
miners
4. Tourmaline Bakana Mokwa Niger Required -do- Occurs within -do-

investigation magmatic-gneiss
occurrence complex intruded by
granitoid
Ijebu igbo Ijebu Ogun Required -do- Occurs within -do-

investigation magmatic-gneiss
occurrence complex intruded by
granitoid
Keffi Keffi Nassarawa Occurrence -do- Occurs in -do-

pegmatites within
older granites
Iseyin Oyo Large occurrence
Komu Shaki Oyo Artisanal mine -do- -do-

99
estimate Remarks
(tonnes)
Locality LGA State
5. Aqua-marine Lafin Gabas Nassarawa Nassarawa Artisanal mine -do- Occurs in narrow Mining is largely by
Hils stock-work veins in informal small scale
the copula zone of miners
younger granite
intrusion
Olode Ibadan Oyo Artisanal mine -do- Occurs in -do-

pegmatite’s
Ijebu Igbo Ijebu north Ogun Artisanal mine -do- Occurs in -do-
pegmatite’s
6. Emerald Keffi Keffi Nassarawa Artisanal mine NA Occurs in Mining is largely by

pegmatites within informal small scale
gneisses, migratites miners
and pan African
older granites
7. Topaz Tafawa Tafawa Bauchi Artisanal mine -do- -do-

Balewa Balewa occurrence
8. Garnet Jama’a Jama’a Nassarawa Prospect -do- -do-

100
INDUSTRIAL MINERALS

estimate Remarks
(tonnes)
Locality LGA State
1. Baryte Azara Awe Nassarawa Active mine 730, 000 Fissure vein deposit Further exploration
(Adudu) within sequence of around this deposit
sandstone, and others should be
limestone, mudstone conducted to improve
and shale of Eze- on information about
Aku Group and ASU known reserves
River Group. Vertical
dip structuring NE,
width between 2m
and 5m
Ibi Taraba Current N/A Fissure vein deposits Further exploration to

within sequences of estimate reserves
sandstones shales should be carried out
and limestone
Gboko Benue Active mining N/A -do- -do-
Akamkpa Akamkpa Cross River Active mining N/A -do- -do-
Gabu Cross River Active mining N/A -do- -do-

101
estimate Remarks
(tonnes)
Locality LGA State
Langtang Langtang Plateau Active mining N/A -do- -do-
2. Gypsum Fika Fika Yobe Producing 1.3million Sedimendary The other four known
Prospect sequence of clays occurrences around
and shales with the Fika deposit should
gypsum be explored
intercalations in Fika
formation
Guyuk Guyuk Adamawa Prospect 33,447 Sedimentary Further exploration to

(Gwalura) sequence of increase reserves
limestone, recommended
sandstones,
mudstones and
shales of Yolde,
Dkkul and Sekulye
formations. Gypsum
occurs as layers and
lenses within the
sedimentary
sequence
Nafada Nafawa/ Gombe Prospect 761,000 Cretaceous Update the information

Baruwo Bajoga sediments of Gombe to reconfirm estimated
formation, Gypsum resources
occurs as iiregular
layers and lenses
within the sediments

102
estimate Remarks
(tonnes)
Locality LGA State
Wurno Wurno Sokoto Artisanal Mine 28,190 Marine siltstones, Through investigation
shale, limestone of of this sole source of
Maastrichian and gypsum for sokoto
Paleocene age cement plat needs to
be conducted
3. Kaolin Abeokuta Abeokuta Ogun Prospect 2,800,000 Basement rocks Information on this
North intruded by some prospect needs
granitoid with Kaolin upgrading
occurring as in-situ
weathered products
of basement
Agbaja Kogi Kogi Prospect 12.6 million Cretaceous Verification of existing

sedimentary Agbaja information needs to
formation. The kaolin be done with a view to
occurs as lenses and conclusive packaging
bands interbedded of information
with the sandstones
Awomamma Ihite/ Imo Active mine 6.86 Sedimentary clay Determine quality and
Uboma deposits within the upgrade information to
Ogwashi-Asaba reflect past and current
formation. Kaolin mining activities
body is 30-90m thick
3-10m of over
burden
Buan Opobo Rivers Artisanal 40,000 Thin bedof Investigated and

sedimentary kaolin underdevelopment
up to 3.4metres
thick, underlain by
estuarine sands and

103
estimate Remarks
(tonnes)
Locality LGA State

overlain by laterite
soil
Ozubulu Anambra Artisanal 2.5m Cetaceous sediment Investigated and

underdevelopment
Darazo Darazo Bauchi Proven Deposit 12.8million Coarse Biotite – horn Explorationto be
blende granite undertaken through
overlaying joint venture between
sandstone of Kerri- NMC, Bauchi state
Kerri formation. Area Govt and Darazo LGA
is underlain by Pre-
cambrian coarse
biotite-horn-blende
granite. The kaolin
occurs as layers
within the overlaying
sandstones of the
Kerri formation.
Kaolin layers range
between 4-7mwith
an overburden of
between 1-5m
thickness
Giru Argungu Kebbi Proven Deposit 6.8million Flat-lying deposit Reconfirm previous
averaging 4m in findings upgrade
thickness with an information
average of 1.6m
overburden.

104
estimate Remarks
(tonnes)
Locality LGA State

Kaolinite contains
small pisolitic and
nodular concretions,
sedimentary layer
within the middle
member of the
cretaceous Illo
formaation
Ifon Owo Ondo Proven Deposi 40million Basement gneisses Sample for analysis to
and schist intruded determine quality then
by granitoids. Kaolin upgrade information
occurs as weathered
in-situ product of
basement rocks
Ijero Ijero Ekiti Artisanal Mine 6.4million Basement gneisses Upgrade information to
intruded by reflect past and current
pegmatites and mining activities
quartz veins. Kaolin
occurs as residual
deposits from the
weathered gneisses
Ikot Ekwere Itu Akwa Ibom Active Mine 7.5million Area underlain by Determine quality then
sand and clay of upgrade information to
coastal plain sands. reflect past and current
Kaolin occurs as mining activities
alternating
sedimentary layers
within the sands

105
estimate Remarks
(tonnes)
Locality LGA State
Isan Oye Ekiti Proven 7.5million Residual and Upgrade information

partially reworked
kaolin deposit
varying from 10-20m
thick, withup to 1m of
overburden,
overlaying
weathered gneiss
and charnokite
intruded by
pegmatites
Kankara Kankara Katsina Active mine 3.4million Pre-cambrian Determine quality,

migmatite gneiss upgrade information
underlies the area and ascertain source
while the reworked
residual kaolinj
overlies weathered
migmatitic gneissess
Major Porter Barkin Ladi Plateau Active Mine 1.1 million Riebeckite biotite Source for outright
granite of the buyers or joint venture
younger granite partners
series
Nahuta Barkin Ladi Plateau Active Mine 1 million -do- Upgrade information
and authenticate
source
4. Talc Okolom East Yagba Kogi Active Mine 161,000 Pods and lenses of Confirm reserve
talc bodies estimate then upgrade
associated with

106
estimate Remarks
(tonnes)
Locality LGA State

amphibilities
5. Diatomite Abakire Geidam Yobe Artisanal Mine 3.697million Elementary Confirm reserve
sequence of clays estimation through
and sandy clays investigation sample
for quality analysis
Bularaba Fika Yobe Active Mine 200,000 `-do- Confirm reserve

estimate, sample for
analysis and update
6. Limestone Mfamosing Akampa Cross River Active Mine 30million Medium to coarse- Upgrade information
grained reflects past and
discontinuous current mining
limestone body activities
occasionally
interbedded with
siltstones shales and
sandstone
Shagamu Shagamu Ogun Active Mine 10million Marine sequence of -do-

limestone consisting
of three main units
withsome
intercalation of
calcareous and
marly shales
(Ewekoro formation)

107
estimate Remarks
(tonnes)
Locality LGA State
Shagamu Shagamu Ogun Active Mine 35million A sequence of highly -do-

fossilli ferrous
marine deposited
interbedded with
grey and white marl
at the top and
becoming
calcareous towards
the base
Yandev Gboko Benue Active Mine 70million Shales and -do-

siltstones with
limestone horizons
Ashaka Bajoga Gombe Active Mine
Nkalagu Ebonyi Active Mine
Kalamba aina Kalam Sokoto Active Mine

Baina
Ibeshe Yewa Ogun Active Mine Drilling programme

currently in progress

108
estimate Remarks
(tonnes)
Locality LGA State
Igumale Benue Active Mine
7. Refractory Clay Giro Kebbi Prospect High 6.24million Set for exploitation
Onibode Ogun Prospect High 2.8million
Oza-Nagogo Delta Prospect
8. Dolomite Osara Kogi Prospect
Burum FCT Prospect
9. Talc Okolom East Yagba Kogi Active Mine 161,000 Pods and lenses of Confirm reserve
talc bodies estimate the update
associated with
amphibolites

109
estimate Remarks
(tonnes)
Locality LGA State
10. Bismuth Richifa Kaduna Occurrence
11. Molybdenite Kigom Plateau Show
12. Brick Clay Nationwide Active Mine Deposits currently

exploited for bricks
13. Granite Nationwide
14. Magnesite Sakatsimta Adamawa Prospect 347,700 Deposited under

exploration
15 Marble Burum Taka Kuje FCT Active mine 5.5 million Migmatite-gneiss Upgrade information to
Lafia complex. The marble reflect mining activity
occurs as lenses
within the complex
Jakura Kogi Kogi Active Mine 150 million Marble is

interbedded with
gneisses, quartzite
and schist which are
parts of the younger
meta-sedimets of the

110
estimate Remarks
(tonnes)
Locality LGA State

basement complex
Osara Forest Ajaokuta Kogi Proven 1.7million Marble bands in Source should be
strongly folded determined and the
metamorphic reserve estimate
basement conrim to upgrade the
associated with deposit
kyanite-bearing
gneiss. Tabular body
dips 100-150 SE.
Marble is dolomitic
Muro Hills Toto Nassarawa Proven 10.6million Basement schist, Confirm reserve
quartzite, carbonate estimate to upgrade
metasediments deposit
(younger
metasediments). The
marble occurs as
contorted lenses
within the basement
metasediments
16. Feldspar Gwoza Borno Active quarry Investigated
Lokoja Kogi Active quarry 42,000 Investigated

111
estimate Remarks
(tonnes)
Locality LGA State
Oshogbo Osun Active quarry Occurrence
Abeokuta& Ogun Proven Occurrence

nationwide
17. Mica Lokoja Kogi Prospect Occurrence
Nassarawa Nassarawa Prospect Occurrence
Unguwan Nassarawa Prospect Occurrence

Doka
Ijero Ekiti Proven Occurrence
18. Talc Kagara Niger Proven Small mines

112
estimate Remarks
(tonnes)
Locality LGA State
Okolom Kogi Proven 161,057 Investigated
Fadan Kaje Kaduna Prospect occurrence
19. Phosphate Denge Sokoto proven Investigated
Wurno Sokoto proven Investigated
Ifo Ogun proven Investigated
Oja-Odan Ogun Prospect Investigated
20. Flourite Akwana Taraba Occurrence Flourite is associated

with lead & zinc

113
estimate Remarks
(tonnes)
Locality LGA State
Arufu Taraba Occurrence Detailed investigation

recommended
22. Quartz Efon-ijero Ekiti Prospect -do-
Mika Taraba Prospect -do-
Other places Nationwide Prospect -do-
23. Silica Sand Dambatta Kano Prospect Investigated
Babura Jigawa Prospect Investigated
Ughelli Delta Prospect Investigated

114
estimate Remarks
(tonnes)
Locality LGA State
Badagry Lagos Prospect Investigated
Igbokoda Ondo Prospect Investigated
24. Brine Okpoma Cross River Artisanal N/A Partially Investigated

exploitation
Keana Nassarawa Artisanal N/A Partially Investigated

exploitation
Ameri Ebonyi Artisanal N/A Partially Investigated

exploitation
Ayaba Artisanal N/A Occurrence

exploitation
Okpasi Artisanal N/A Occurrence

exploitation

115
estimate Remarks
(tonnes)
Locality LGA State
Akwana Arufu Artisanal N/A Occurrence

exploitation
COAL AND LIGNITE
S/N MINE LOCATION STATE TYPE OF COAL ESTIMATE PROVEN BOREHOLE COAL DEPT OF MINING
RESERVES RESERVES RECORDS OUTCROP COAL METHODS
(Million AND SEAM
Tonnes) THICKNESS
1 Okpara/OnyeamaMines Enugu Sub-bituminous 300 75 43 Many 180 Underground
2 Ihioma Imo Lignite 40 NA NIL Many 20-80 Open cast &

underground
3 Ogboyoga Kogi Sub-bituminous 427 107 31 17 20 -100 Open cast &

underground
(0.8 – 2.3)
4 Ogwashi Delta Lignite 250 63 7 4 15-100 Open cast &

underground
Aza/obomkpa (3.5)
5 Ezimo Enugu Sub-bituminous 156 56 4 10 30-45 Open cast &

underground
(0.6-2.0)

116
(Million AND SEAM
Tonnes) THICKNESS
6 Inyi Enugu Sub-bituminous 50 20 4 (0.9-2.0) 25-78 Open cast &

underground
7 Lafia/Obi Plateau Bituminous 156 20-42 123 1.3 80 underground
8 Oba Nnewi Anambra Lignite 30 NA 2 14 18-38 underground
(0.3-4.5)
9 Afikpo/Okigwe Abia Sub-bituminous 50 NA NIL NA 20-100 underground
10 Amasiodo Enugu Bituminous 1000 NA 3 NA 563 underground
11 Okaba Kogi Sub-bituminous 250 73 Many 0.8-2.3 20-100 Open cast &
underground
12 Owukpa Benue Sub-bituminous 75 57 Many 0.8-2.3 20-100 Open cast &

underground
13 Ogugu/Agwu Enugu Sub-bituminous NA NA NIL NA NA underground
14 Afuze Edo Sub-bituminous NA NA NIL NA NA Underground
15 Ute Ondo Sub-bituminous NA NA NIL NA NA Underground
16 Doho Bauchi Sub-bituminous NA NA NIL NA NA Underground

117
(Million AND SEAM
Tonnes) THICKNESS
17 Karumu/Pindisa Bauchi Sub-bituminous NA NA NIL NA NA Underground
18 Lamja Adamawa Sub-bituminous NA NA NIL NA NA Underground
19 Garin/Maigunga Bauchi Sub-bituminous NA NA NIL NA NA underground
20 Gindi Akwti Plateau Sub-bituminous NA NA NIL NA NA underground
21 Janata Koji Kwara Sub-bituminous NA NA NIL NA NA underground
BITUMEN
S/N MINERAL LOCATION STATUS RESERVE ESTIMATE GEOLOGY RECOMMENDATIONS/

(TONNES) REMARKS
1 Bitumen Lagos Exploitation blocks 75million Further drilling to

allocated within investigate reserve
Ondo zone requirement
Ondo 180million
Ogun 20million
Edo 57million

118
119

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Report of the Vision 2020

National Technical Working Group

MINERALS & METALS DEVELOPMENT

1.0 INTRODUCTION .......................................................................................................................................13

1.1. BACKGROUND ............................................................................................................................................13

2.1. NIGERIA’S MINERALS & METALS SECTOR OVERVIEW .................................................................................18

3.0 MINERALS & METALS 2020 VISION & STRATEGIC PLAN...............................................................48

3.1. GLOBAL OUTLOOK FOR THE MINERALS & METALS SECTOR.........................................................................48

4.0 IMPLEMENTATION ROADMAP & MONITORING FRAMEWORK ..................................................73

4.1. IMPLEMENTATION ROADMAP ......................................................................................................................73

APPENDIX A – INVENTORY OF NIGERIA’S SOLID MINERALS POTENTIAL............................................86

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

Figure 1-2 - Minerals & Metals Value Chain ______________________________________________________15

Figure 2-3 – Exploration triangle highlighting gap (Source: NGSA) ____________________________________38

Figure 3-4 – Distribution of global exploration expenditure by stage of development _______________________52

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

Pillar 2: Sustained Mineral Exploration

Pillar 3: Ease of Access to Minerals & Capital

Pillar 4: Functional Cross-Sectoral Linkages

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

1. Human and Institutional Capacity

2. Legal & Regulatory Framework

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

Area of Special Focus: Reviving the Iron & Steel Industry

The recommended strategy is anchored on significant amplification of Nigeria’s steel production

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

1. Empower NGSA to prepare 20 maps of 1:100,000 per annum (with accompanying

2. Encourage manpower development for the preparation of bankable feasibility studies in

a. COMEG to establish professional programs by 2011

b. Universities and polytechnics to strengthen facilities to produce requisite

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

b. Establish mining insurance schemes

d. Provide adequate foreign currency facilities

a. Solid Mineral Development Fund

b. Natural Resources Fund

c. Global Exploration Funds

d. Multilateral & Bilateral Funds

e. Venture Capital & Equity Funds

10. Initiate specific strategic interventions (government/private sector driven) to achieve

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

Scrap Metal – Setting up of scrap collection, collation, sorting and processing

c. Bauxite: Immediate exploration of reported deposits at Mambila Plateau, Gembu

e. Other Industrial Minerals (Barytes, Bentonites, Gypsum, Limestone, Kaolin,

f. Other Metallic Minerals (Tin, Columbite-Tantalite, Wolframite, Lead-Zinc): -

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

a. Enforce responsible emission and by-product management.

b. Enforce environmental regulation as part of the mining laws and regulations.

c. Encourage safe and efficient minerals extraction and processing by use of

d. Encourage the sustainability of mining cooperatives and associations in

a. Encourage the formation of mining cooperatives with a view to empower them

b. Establish license buying centres which would be an interface between mining

c. Provide extension services to artisanal and small-scale miners in form of

d. Provision of micro credit to artisanal and small scale miners.

NV2020 Economic Transformation Blueprint: Minerals & Metals Development

Implementation & Monitoring

the committee recommends the setting up of a Special Implementation Committee with a

NV2020 Economic Transformation Blueprint: Minerals & Metals Development