4.3No firm can secure minerals alone. Deep interdependencies require coordinated de-risking, with policy-makers creating the conditions for private investment and innovation. Three enablers consistently emerged in consultations: –Convening platforms: Regular, mandate- backed forums where stakeholders across value chains share market perspectives, surface bottlenecks and act; for example, cross-tier roundtables to discuss supply requirements and constraints or multi-industry consortia where single sectors lack scale (e.g. wind energy and automotive players for REE-magnets). –Information transparency tools: Mechanisms for non-sensitive data sharing that improves market understanding without breaching commercial sensitivities; for example, projections on global mineral production and capacity to provide data-backed understanding of potential future supply availability. –Standards: Converging on traceability and qualification baselines to eliminate duplicative audits and shorten time-to-supply; alignment is already advancing (e.g. London Metal Exchange-recognized standards, battery- passport pilots, the Consolidated Mining Standard Initiative led by Copper Mark, International Council on Mining and Metals, Mining Association of Canada and World Gold Council). However, mutual recognition and data interoperability are still in progress.Making coordination possible 4.2 Roadmap to delivery Resilience across mineral and metal value chains requires decisive leadership, clear ownership, a multi-year iterative effort to turn plans into delivery and a cadence to measure progress and adapt. Based on consultations and the above analysis, this roadmap outlines a pragmatic starting point to achieve that goal: defining distributed leadership, effective coordination and collective delivery. Step 1 Strengthening coordination capacity: Resilience depends on credible alignment across complex, multi-tier value chains. Rather than a single orchestrator, progress will emerge through multiple coordination hubs – public-private alliances, regional partnerships and industry-led initiatives, which can align incentives, mobilize resources and sustain collaboration over time. An effective coordination mechanism brings together a distinct set of capabilities: –Visibility: A system-wide view of flows, capacities and risks, supported by transparent and reliable data. –Legitimacy and trust: The credibility to convene actors across tiers, finance and government. –Influence and scale: The ability to shape standards, investment priorities and policy frameworks that drive collective outcomes. –Execution capability: Resources and discipline to move from coordination to delivery, with clear milestones and progress metrics ensuring that commitments translate into results. –Technology enablement: Use of digital tools such as AI, digital twins and predictive analytics to strengthen foresight and responsiveness. Few actors combine these capabilities, but several existing mechanisms already demonstrate what distributed coordination can look like – such as the EU’s CRMA, the Global Battery Alliance (GBA) or the International Resource Panel’s call for an International Minerals Agency. These efforts illustrate how sectoral, regional or thematic alliances can complement one another to improve system- wide resilience. Building this capacity for coordination, anchored in local realities but connected through shared standards and information frameworks, is essential to move from fragmented initiatives to cumulative global progress. Step 2 Building shared visibility: A common fact base is needed to clarify vulnerabilities, interdependencies and timing gaps across value chains. –Develop joint risk maps to identify critical bottlenecks, interlinked exposures and timing mismatches across sectors. These maps can guide prioritization, highlight where coordination From Minerals to Megawatts: Building Resilience for EVs, Data Centres and Power Grids 31

From Minerals to Megawatts 2025