Liberia Vice President Visits Bea Mountain
Following the Vice Presidentʼs, Jeremiah Kpan Koung, visit to Bea Mountain’s mining site in Kinjoy and recent field observation of the Minister of Mines and Energy, Liberia’s social media landscape is filled with public outrage. This outrage stemmed from the belief that Liberia’s equity in its mineral development—at Bea Mountain and across the country—is disproportionate to the revenue generated by concessionaires. The VP and Minister’s tour exposed what many have described as “exploitation” A company (Bea Mountain) seeking to expand its gold mining operations reportedly generates about $1.6 billion in revenue, while the local communities where mining occurs remain in abject poverty.
By William N. Massaquoi | Master of Global Management, Global Business | MA Theology, Organizational Leadership
As I followed the commentaries, I became deeply interested. Some Liberians believe the situation is hopeless and beyond reversal. Others argue that the political class should take the blame due to apparent greed and corruption. Meanwhile, others believe Liberia can change the situation by simply reforming its Mineral Development Agreement (MDA) model to secure greater economic benefits.
While Liberia’s mining challenge is not new, the key question remains: who is responsible for the current trend—the concessionaires or the Liberian people themselves? Who writes the MDAs? How were past agreements negotiated? Did Liberia lack the knowledge to act appropriately, or did its leaders turn a blind eye to the collective interests of the people in favor of narrow personal interests?
These questions require sober reflection. However, I do not believe the situation is fixed or irreversible. We live in a global village where knowledge and technological advancement are widely accessible. If that is the case, why is Liberia not reversing the current mining trends? Is it a matter of limited capacity, or a lack of goodwill and strong leadership? If someone attempts to rob you in your own home, you cannot remain passive if you have the power to prevent it. In the same way, if Liberia has the power to change its situation, why is it not doing so? Liberians are not merely custodians of their minerals—they own them. These resources are their God-given inheritance.
To better understand why things are the way they are, I decided to investigate further. Out of curiosity, I visited the Ministry of Mines and Energy’s (MME) website and downloaded its strategic plan (2025–2030). After reviewing the document, I realized that Liberia’s mining challenges may be linked to limited technical capacity, weak governance, or a combination of both. I identified several serious gaps in the document, which I discuss below.
Ultimately, meaningful reform in the mining sector will require both improved governance and expanded capacity. Governance is not merely about politics—it is about putting the right people and resources in place while ensuring transparency, accountability, competence, and excellence.
MME Strategic Goals (2025–2029)
Before outlining the gaps, it is important to highlight the core outcomes the plan intends to achieve. The document presents seven strategic pillars for strengthening mining operations in Liberia for the next five years, summarized below:
Institutional Reform and Decentralization
The plan aims to expand the Ministry’s operational presence across all 15 counties, improve service delivery, and strengthen logistics and human resources.
Construct at least five county offices by 2029, with a total of 15 offices.
Procure 15 double-cabin pickups and 20 motorcycles to support logistics.
Recruit, train, and deploy 40 additional technical personnel.
Develop and implement standardized service delivery frameworks and SOPs by 2027.
Legal and Policy Framework Modernization
This goal focuses on updating legal and policy instruments to improve governance and sector regulation.
Review and strengthen mineral sector laws by 2029.
Develop a comprehensive National Energy Master Plan by 2028.
Draft and enforce at least six sector-specific regulations by 2029.
Conduct a nationwide energy policy compliance review by 2027. Strengthen the Ministry’s Legal Unit by 2026.
Geological and Hydrological Data Governance Enhancement
The strategy emphasizes improving data collection, mapping, and accessibility.
Conduct surveys in 10 quadrangles by 2029.
Establish a modern mineral testing laboratory.
Support Kimberley Process compliance by 2026.
Build partnerships for technical capacity development.
Modernize hydrological monitoring systems for real-time data.
Formalization of Artisanal Mining
Formalize at least 1,000 ASM operators and 15 cooperatives.
Launch digital licensing systems starting in 2025.
Achieve 80% licensing by 2028.
Implement nationwide compliance monitoring.
Sustain digital licensing and conduct annual reviews.
Institutional Capacity and Accountability Building
Strengthen HR capacity through a comprehensive plan.
Digitalize at least 80% of core processes.
Establish a Monitoring and Evaluation Unit by 2027.
Develop a resource mobilization framework by 2026.
Conduct annual performance appraisals and accountability measures.
Stakeholder Engagement and Partnership Development
Develop and sustain a stakeholder engagement strategy.
Strengthen multi-stakeholder partnerships and coordination.
Conduct regular consultations and feedback mechanisms. Publish reports on engagement outcomes.
National Participation and Revenue Management
Establish a state-owned mining entity.
Develop frameworks to protect and optimize Liberia’s equity. Strengthen data commercialization and exploration capacity. Promote sustainable benefits and maximize revenue.
Critical Analysis
There is no doubt that the plan is ambitious and forward-looking. It addresses critical areas such as national equity in concessions, data ownership, and the establishment of a state-owned mining entity. However, my analysis is strictly based on the publicly available document.
First, the plan fails to provide sufficient background information, making it difficult to understand the context behind the strategic goals. Where is the data supporting these decisions? What evidence underpins these priorities? For example, why is decentralization across all 15 counties necessary? Why not focus on key regional hubs. I am not suggesting that decentralization is wrong. The issue here is the lack of justification. What empirical data supports this approach? How does it ensure efficiency, transparency, and maximum benefit to the Liberian people, as stated by former Minister Wilmot Paye?
Effective strategies are not developed in isolation—they are grounded in evidence. Yet the MME document does not present a clear situational analysis. Strategic planning requires a structured assessment of internal and external factors. Tools such as PESTLE and SWOT are essential in identifying challenges and opportunities. These frameworks provide the foundation for informed decision-making. The absence of such analysis in a document of this importance is unacceptable. Mining is a critical sector in Liberia’s economy and must be treated as a serious business. Decisions should be data-driven, not assumed.
Liberians must ask critical questions: What is the grade of minerals (gold, ore, diamond) in different counties? How does that affect negotiations? Without such knowledge, the country cannot maximize value from its resources.
Another major gap is the lack of a detailed implementation roadmap. The plan is broad and vague, with little specificity. It does not clearly define timelines, responsibilities, logistics, or budgets. For example, the plan mentions “begin needs assessment” in 2025 but does not specify when it will start or end. Without clear timelines, progress cannot be tracked, and accountability becomes weak.
The plan also lacks a clear framework for value addition and investment. Without feasibility studies and a strong investment strategy, Liberia cannot attract serious investors. Policies must be grounded in research to create a credible and competitive investment climate. Otherwise, the country risks attracting exploitative actors rather than genuine partners.
Finally, the budget section is weak. It relies heavily on lump-sum figures without detailed breakdowns. This approach lacks transparency and does not align with best practices. A transformational plan of this scale requires a clear, detailed, and defensible budget, including risk factors such as inflation, revenue shortfalls, and exchange rate fluctuations.
Recommendations: A Pathway to Mining Governance Excellence
Liberia’s mining and agriculture sectors have long shaped the country’s economic trajectory and will continue to do so in the years ahead. For this reason, these sectors—particularly mining—must be managed with a high level of discipline, competence, and excellence. Without meaningful reform, Liberia’s economic future will remain uncertain, and the cycle of poverty will persist for generations. Against this backdrop, the following recommendations are proposed as a clear and actionable pathway forward.
Revise the Strategic Plan with a Robust Situational Analysis
The Ministry of Mines and Energy should revise its current strategic plan, grounding it in a comprehensive situational analysis.
This analysis must provide a clear, evidence-based justification for the proposed strategic direction of Liberia’s mining sector. Frameworks such as SWOT, PESTLE, or similar tools should be used to ensure that each strategic priority is informed by empirical data. To promote transparency and accountability, the analysis should be published alongside the revised plan for public review- this step will inform and shape the rest of the recommendation below.
Develop a Strong Investment Framework with the NIC
The government should collaborate closely with the National Investment Commission to establish a well-defined investment framework rooted in global and regional best practices. This framework should clearly outline expectations around value addition, local content, environmental protection, and social safeguards. The objective is to strike a balance—protecting Liberia’s interests while creating an enabling environment that attracts credible, long-term investors.
Establish Clear MDA Yardsticks
Liberia must develop a standardized set of Mineral Development Agreement (MDA) benchmarks that are both investor-friendly and economically beneficial to the country. These benchmarks should define minimum thresholds for equity participation, royalty rates, local employment, and value addition. No agreement should fall below these standards. To strengthen accountability, these yardsticks should be made public and subjected to legislative oversight.
Invest in Human Capacity Development
A sustainable mining sector requires a strong base of local expertise. Liberia should prioritize human capital development by transforming the Geology Department at the University of Liberia into a fully-fledged technical institution of excellence. Strategic partnerships with leading international institutions can help develop relevant curricula, train faculty, and establish research programs that produce skilled geologists, mining engineers, and policy experts.
Map the Full Range of Mineral Resources
Liberia must urgently invest in comprehensive geological mapping to determine the full scope and quality of its mineral resources, beginning with iron ore, gold, and diamonds. Effective negotiation depends on accurate knowledge of what exists. The government should commission detailed surveys in partnership with reputable bilateral and multilateral institutions and ensure that the resulting data is accessible for informed decision-making.
Invest in 21st-Century Mineral Technologies
To maximize efficiency and safeguard national revenue, Liberia should invest in modern mining technologies. These include remote sensing, digital mapping, automated laboratory systems, and real-time production monitoring tools. Such technologies will reduce losses, prevent underreporting, and ensure that Liberia receives its fair share from mineral extraction.
Consider a Phased Approach to Nationalization
As a long-term strategic option, Liberia may consider gradually increasing state participation in the mining sector—one mine at a time. This does not imply uncompensated expropriation but rather a structured and transparent approach to expanding national ownership. Experiences from countries such as Botswana and Namibia demonstrate that well-managed state participation can significantly increase national revenue while maintaining investor confidence.
Conclusion: Liberia’s Minerals as a National Inheritance
Liberians are not merely custodians of their mineral resources—they are the rightful owners. These resources represent a God-given inheritance that must be managed for the collective good. The central question is not whether Liberia has the potential to do better, but whether there is sufficient will—both from leadership and citizens—to demand and implement meaningful change.
This analysis has highlighted four critical weaknesses in the Ministry’s strategic plan: the absence of a situational analysis, a vague implementation roadmap, the lack of a clear investment and value-addition framework, and an opaque budgeting structure. Each of these gaps undermines effective governance; together, they point to a broader need for institutional strengthening.
However, this is not merely criticism—it is a call to action. A nation that can critically evaluate its policies, hold its institutions accountable, and pursue reform is a nation on the path to maturity. The national conversation sparked by the Vice President’s visit to Bea Mountain must move beyond outrage toward concrete reform.
For policymakers: revise the plan, invest in capacity, and commit to evidence-based decision-making. Treat mining as the serious economic enterprise it is.
For citizens: stay informed, ask critical questions, and demand transparency. The wealth beneath Liberia’s soil belongs to all Liberians— not a select few.
In a world where knowledge and technology are increasingly accessible, Liberia cannot afford to maintain extractive arrangements that benefit others while leaving its people in poverty. The tools for transformation exist. The models for success are available. What remains is the collective resolve to act. Liberia’s economic future depends on getting mining governance right. The time to act is now.
