On September 8, the Frontier Works Organisation (FWO) and U.S. Strategic Metals (USSM) signed a $500 million memorandum of understanding (MOU) for cooperation in critical minerals — focusing on rare earth elements (REEs) along with antimony, copper, gold and tungsten — and for setting up a poly-metallic refinery in Pakistan.
An MOU is only a statement of intent, not a contract. Intent must now translate into binding agreements that generate real cash flows through exports, infrastructure builds and refining operations. MOU remains aspirational without follow-on contracts.
MOUs are ‘handshakes’, non-enforceable. Cross-border deals like this succeed via phased binding agreements (eg, JV contracts under US/Pakistani law). Pakistan’s record on this front is poor: too many MOUs, too little follow-through.
The Australia–United States partnership on rare earths and critical minerals is a model worth studying. Australia didn’t stop at signing an MOU, it built a financing stack. Backed by sovereign demand, the US Department of Defence (under Title III) offered minimum prices through offtake guarantees, while EXIM extended export credit and DFC provided political-risk cover. With these instruments in place, Australia mobilised around $800 million. Lynas Rare Earths secured $258 million to build a processing plant in Texas.
The FWO must adopt a phased approach like a military operation: Secure quick wins (exports), build defences (contracts) and advance to objectives (refinery/investments). Target: $200 million inflow in six months, scaling to $500 million over 12 months.
The FWO must form a joint team with the USSM to assay reserves and certify quality (use international labs like SGS). The FWO must negotiate a binding export contract based on sample tests. Aim for 50,000 tonnes per year of raw REEs/minerals. The FWO must insist on milestone-based disbursements (e.g., 20 per cent advance).
The FWO must convert the MOU to enforceable deals and draft joint venture (JV) agreement for refinery/exploration, with FWO as a 50 per cent partner to ensure control. In Phase 2, the authority must make USSM fund flows as equity investments or loans — eg, $200 million for exploration drills/infrastructure, disbursed in tranches tied to milestones (eg, site surveys complete).
In Phase 3, in the next 12-18 months, a poly-metallic refinery must be established in Pakistan using USSM technology for rare-earth separation. GHQ should monitor progress through clear KPIs — funds received, tonnes exported and refinery milestones achieved. Pakistan must retain contingencies: if the USSM faces delays, pivot to alternate partners such as Australian firms, while preserving leverage through domestic mineral reserves.
Two priorities stand out. First, the FWO must secure binding clauses to ensure ironclad protection of Pakistan’s interests. Second, Pakistan must focus on value-added refining to capture higher margins.End state: realize the full $500 million as investment and revenue, elevate the FWO as a global rare earth player and strengthen Pakistan’s strategic autonomy.
The writer is an Islamabad-based columnist.
