Disseminated on behalf of Alaska Energy Metals Corporation.
As the global energy transition accelerates, access to critical minerals is becoming just as important as innovation itself. Among these materials, nickel plays a central role. It powers electric vehicle batteries, supports energy storage systems, and remains essential for industrial applications such as stainless steel. Yet, while demand continues to climb, supply risks are growing—largely due to Indonesia’s tightening control over global nickel production.
In this shifting landscape, Alaska Energy Metals Corporation (AEMC) is advancing its Nikolai Nickel Project in interior Alaska. The project is emerging as a potential domestic anchor for U.S. nickel supply at a time when geopolitical, environmental, and market pressures are reshaping the global nickel industry.
Indonesia’s Nickel Dominance—and Its Strategic Pullback
Indonesia currently dominates global nickel supply, accounting for nearly half of the world’s mined output. Over the past decade, the country expanded production rapidly, flooding the market and pushing prices lower. However, that era appears to be ending.
In January, Indonesia’s Ministry of Energy and Mineral Resources announced a sharp reduction in nickel ore production quotas. For 2026, the government set quotas at 250–260 million tonnes, down significantly from the 379 million tonnes approved for 2025. This shift represents one of the most aggressive supply controls the nickel market has seen in years.
At the same time, Indonesia changed the validity of its mining work plans (RKABs) from three years to one. As a result, the government now holds direct annual control over production levels, allowing it to adjust supply more tightly in response to prices, environmental pressures, and domestic processing capacity.
The policy pivot aims to preserve long-term reserves, stabilize prices, and push miners toward value-added processing such as nickel matte production for EV batteries. However, it also introduces uncertainty for global buyers that rely heavily on Indonesian supply.
Short-Term Surplus, Long-Term Risk
On the surface, the nickel market still appears well supplied. Analysts forecast a 261,000-tonne surplus in 2026, with global supply estimated at 3.78 million tonnes compared to demand of 3.52 million tonnes. Inventories remain elevated due to previous years of overproduction.
Yet this balance may prove fragile. Actual production in 2025 already fell short of approved quotas due to underutilized capacity and rising costs. If prices weaken further, high-cost operations could shut down, tightening supply faster than expected.
Meanwhile, demand continues to grow. The IEA projects that the use of nickel in EV batteries, renewables, and stainless steel will push nickel demand above 5.5 Mt by 2035. As Indonesia tightens output and China dominates downstream processing, Western economies face rising exposure to supply disruptions and geopolitical leverage.
Why the Nikolai Project Stands Out
Against this backdrop, the Nikolai Nickel Project represents a rare opportunity for the United States.
Located in interior Alaska, Nikolai hosts the Eureka deposit, now recognized as the largest nickel resource in the U.S. Beyond nickel, the deposit also contains copper, cobalt, chromium, platinum, and palladium—metals that play key roles in clean energy, defense systems, and advanced manufacturing.
In March, AEMC released an updated 2025 Mineral Resource Estimate, which significantly upgraded the project’s scale and quality. The update increased both tonnage and metal content compared to the 2024 estimate.
Measured and Indicated Resources now include 61 billion pounds of nickel and 1.77 billion pounds of copper, representing a 46% increase. Inferred resources rose even more sharply, climbing over 120% to 9.38 billion pounds of nickel and 2.43 billion pounds of copper.
Importantly, the deposit remains open in three directions, suggesting additional expansion potential as exploration continues.
Here are the tables that show Nikolai’s 2025 mineral resource estimates:
Geology That Supports Long-Term Development
Nikolai’s geological characteristics further strengthen its strategic appeal.
The Eureka deposit features highly consistent and continuous mineralization, reducing geological risk. A higher-grade core sits near the surface, which may lower mining costs during early production phases. In addition, a low strip ratio supports efficient material movement and long-term mine planning.
Equally important, Nikolai is dominated by sulfide mineralization, rather than lateritic ore. This distinction matters. Lateritic nickel, common in Indonesia, requires energy-intensive processing and often carries a higher carbon footprint. Sulfide deposits typically allow for more straightforward processing routes with lower emissions.
Cleaner Processing and On-Site Refining Potential
To build on this advantage, AEMC is actively exploring cleaner processing pathways.
Metallurgical testing is underway at SGS Laboratories in Lakefield, Ontario, where the company has conducted extensive work using magnetic separation and flotation techniques. A processing flow sheet has already been established, and a locked-cycle test is scheduled in the near term.
The current plan aims to produce:
- A bulk nickel–copper–cobalt concentrate
- A separate iron–chromium concentrate
Further testing will determine whether copper can be separated into its own concentrate to improve overall economics. The miner planned to publish metallurgical results in November 2025.
In parallel, the company signed a memorandum of understanding with RecycLiCo U.S. Mineral Recovery. This partnership will test hydrometallurgical refining methods that could be applied directly to Nikolai concentrates. If successful, this approach may allow semi-refined or refined nickel, copper, and cobalt to be produced on site in Alaska. Such a development would reduce reliance on foreign smelters, cut transportation emissions, and strengthen domestic battery supply chains.
Alongside, AEMC has also signed an MOU with Lucid Group, Inc (NASDAQ: LCID), maker of the world’s most advanced electric vehicles.
AEMC President & CEO Gregory Beischer commented on this development,
“By developing resilient automotive supply chains, we establish commercially viable mining operations that also help strengthen the American Defense Industrial Base. Sourcing minerals domestically enables better regulatory oversight, higher environmental standards, metal source traceability, and responsible sourcing. This approach mitigates harmful environmental and human rights risks often associated with foreign mining operations and provides an opportunity to improve the livelihoods of American communities.”
Strategic Importance for U.S. Supply Chains
The United States currently relies entirely on imported nickel, making it vulnerable to supply shocks, trade restrictions, and price volatility. In this context, Nikolai represents more than an economic opportunity—it carries strategic value.
A domestic nickel source could support:
- EV battery manufacturing
- Grid-scale energy storage
- Defense and aerospace applications
- Long-term clean energy deployment
As electrification expands and renewable energy integration accelerates, reliable access to nickel will become increasingly critical. Domestic production could help ensure that clean energy growth does not come at the cost of supply insecurity.
Permitting, Planning, and Federal Support
Nikolai’s inclusion on the U.S. FAST-41 Transparency Dashboard highlights its national significance. The program aims to improve coordination and transparency for major infrastructure and resource projects, potentially streamlining future permitting processes.
Meanwhile, AEMC continues to pursue U.S. government funding, noting recent federal support awarded to other critical minerals projects in Alaska. Public funding or strategic investment could help de-risk early development stages and accelerate timelines.
The company is also conducting an internal Options Study to assess potential mine development pathways and high-level economics. While results will not be published, the work will inform a formal Preliminary Economic Assessment planned for 2026.
Investment Takeaway
As Indonesia tightens supply and demand continues to grow, the nickel market is entering a new phase—one defined less by oversupply and more by security, jurisdiction, and processing control.
In this environment, Alaska Energy Metals’ Nikolai Project stands out as a long-duration strategic asset. Its scale, location, resource growth, and alignment with U.S. supply chain priorities position it well for long-term relevance.
For investors seeking exposure to nickel beyond Indonesia and China, Nikolai offers a differentiated opportunity—one that combines commodity upside with geopolitical and strategic optionality.
- ALSO SEE: Nickel Prices Hit $18,000 in 2026 Amid Global Oversupply, US Boosts Domestic Supply Chain
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CAUTIONARY STATEMENT AND FORWARD-LOOKING INFORMATION
Certain statements contained in this news release may constitute “forward-looking information” within the meaning of applicable securities laws. Forward-looking information generally can be identified by words such as “anticipate,” “expect,” “estimate,” “forecast,” “plan,” and similar expressions suggesting future outcomes or events. Forward-looking information is based on current expectations of management; however, it is subject to known and unknown risks, uncertainties, and other factors that may cause actual results to differ materially from those anticipated.These factors include, without limitation, statements relating to the Company’s exploration and development plans, the potential of its mineral projects, financing activities, regulatory approvals, market conditions, and future objectives. Forward-looking information involves numerous risks and uncertainties and actual results might differ materially from results suggested in any forward-looking information. These risks and uncertainties include, among other things, market volatility, the state of financial markets for the Company’s securities, fluctuations in commodity prices, operational challenges, and changes in business plans.
Forward-looking information is based on several key expectations and assumptions, including, without limitation, that the Company will continue with its stated business objectives and will be able to raise additional capital as required. Although management of the Company has attempted to identify important factors that could cause actual results to differ materially, there may be other factors that cause results not to be as anticipated, estimated, or intended.
There can be no assurance that such forward-looking information will prove to be accurate, as actual results and future events could differ materially. Accordingly, readers should not place undue reliance on forward-looking information. Additional information about risks and uncertainties is contained in the Company’s management’s discussion and analysis and annual information form for the year ended December 31, 2025, copies of which are available on SEDAR+ at www.sedarplus.ca.
The forward-looking information contained herein is expressly qualified in its entirety by this cautionary statement. Forward-looking information reflects management’s current beliefs and is based on information currently available to the Company. The forward-looking information is made as of the date of this news release, and the Company assumes no obligation to update or revise such information to reflect new events or circumstances except as may be required by applicable law.
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Insetting program design starts with your supplier map. The carbon claim comes much later.
Consider a coffee procurement team that funds a farm intervention before checking its sourcing data. The supplier aggregates coffee lots from several regions. The buyer lacks farm-level traceability. Another purchaser expects to report the same outcome. A more attractive project brochure solves none of these problems.
If the distinction between a value-chain intervention and a purchased credit is still open, read CCC’s Insetting vs Offsetting guide before you set the brief.
Insetting program design begins with the purchasing relationship and works outward. You need to decide 1) where an intervention belongs, 2) what business problem it addresses, 3) who pays for it, 4) how results will be measured, and 5) what the evidence will let you say about them. This five-step playbook turns that sequence into a procurement plan.
Step 1: Insetting program design starts with supplier mapping
Start with the commodities that matter most to your Scope 3 inventory and sourcing continuity. Ask finance for spend by supplier, sustainability for the emissions baseline, and category managers for origin and volume records. Then identify which suppliers can trace material to a jurisdiction, sourcing region, producer group, or individual land-management unit.
The level of traceability affects what you can account for. Under the GHG Protocol Land Sector and Removals Standard, the spatial boundary for purchased land-based products depends on the traceability associated with each volume. Farm-specific factors or removals require physical traceability through an acceptable chain-of-custody model. A contract with a tier-one trader, by itself, does not establish a link to the farms behind its deliveries.[1]
Build a first-pass table with five columns: commodity and annual volume; supplier and origin; current traceability level; land-use and production risks; and the business owner who can change the purchasing terms. Mark missing data plainly. A blank cell is cheaper to fix before a program starts than after a claim is drafted.
If your company sets an SBTi Forest, Land and Agriculture target (FLAG), keep its land-related target boundary separate from energy and industry emissions. The current FLAG guidance also requires relevant companies to assess primary deforestation-linked commodities in their value chains.[2]
Step 2: Choose a commodity and jurisdiction for a pilot
Select one supply corridor where the sourcing connection can be established and procurement has a reason to stay. A useful pilot has repeat purchases, suppliers willing to share records, an intervention matched to a diagnosed problem, and a defined plan to measure the result. Carbon potential alone is a poor selection rule if the supplier cannot deliver the crop your business needs.
Compare candidate regions on land-use risk, supplier concentration, local rights and tenure, the availability of baseline data, and exposure to drought, erosion, or forest conversion. Check the relevant legal requirements separately. A nature project does not satisfy a due-diligence obligation merely because it has a carbon method attached.
Consider a coffee buyer sourcing from two districts. In the first, producer-group records identify the farms, while recent dry seasons have increased rejected green coffee lots. In the second, deliveries pass through several intermediaries and farm origins are unknown. Pilot shade management in the first district, with local agronomic advice and quality checks built into the plan. The buyer can trace purchases there and test the intervention against a defined sourcing problem.
Use a short decision memo to record why the selected corridor beats the alternatives, what remains uncertain, and what would stop the pilot. That memo is the first control against a project drifting toward whatever happens to photograph well.
Step 3: Design the supplier engagement and commercial model
The intervention needs an owner on each side of the contract. Decide who supplies planting material or training, who maintains the practice, who bears the cost if a harvest disappoints, and how long the buyer expects to purchase from participating suppliers. Where smallholders participate, budget cash flow and technical support for practices that offer a later return.
Put these terms in a supplier agreement or pilot addendum. It should cover eligible farms and volumes, consent to data collection, access for monitoring, any land or carbon rights that matter, benefit sharing, and what happens if the purchasing relationship ends. Ask local counsel and producer representatives to review the arrangement. The Accountability Framework is a useful reference for supply-chain work involving forests, ecosystems, and human rights.[3]
Avoid assigning an automatic carbon benefit to the buyer. The contract should say which party has the right to report each outcome, how overlapping claims will be checked, and how any issued credits will be handled. A reduction reported in a buyer’s inventory cannot simply be sold for someone else’s offset claim without an accounting review. SBTi FLAG guidance excludes purchased credits used as offsets from near-term FLAG target achievement.[2]
Set commercial measures beside environmental ones: delivered volume, rejection rate, supplier retention, and procurement cost. They tell you whether the program works as a supply-chain investment, even if carbon accounting takes longer to resolve.
Step 4: Build monitoring, reporting, and verification before rollout
Agree on the baseline and data flow before paying for a full rollout. Identify the land units or sourcing regions in scope, the practices that change, the records suppliers already keep, and the additional measurements the program requires. Decide which data can come from field visits, transaction records, or remote sensing, and who checks each source.
For carbon, separate three questions. Did the practice happen? Did emissions or removals change under an applicable method? Can the buyer attribute a defensible share to its purchased goods without double counting? The GHG Protocol’s 2026 guidance includes dedicated chapters on spatial boundaries, data and methods, evaluating actions, credited outcomes, and assurance.[1] These are distinct jobs. A photograph of a planted tree answers only part of the first.
CCC’s MRV and Additionality article explains the separate evidence questions a project reviewer will ask.
Create an evidence file for every reporting period: dated supplier and farm records, purchase volumes, methods and emission factors, uncertainty, quality checks, and changes from the baseline. Specify who can challenge the data and how corrections are recorded. If a project also seeks credit certification, keep project accounting and corporate inventory accounting separate. The GHG Protocol says its land standard focuses on entity-level inventories and does not set the rules for credit certification.[4]
Start with the minimum viable measurement design that can survive review. Add complexity when the pilot tells you which data actually changes a decision.
Step 5: Decide what can be reported and claimed
Insetting program design needs reporting rules before the marketing copy. Procurement, sustainability, finance, and legal should agree on four distinct outputs: operational performance; observed land or nature outcomes; inventory effects, if the accounting criteria are met; and any separately issued credits. One dashboard can display them, but they should not share a single unqualified headline.
SBTi FLAG guidance allows certain land-based removals within a company’s operations or supply chain to contribute to FLAG pathways, subject to criteria including permanence, traceability, data quality, and allocation. It does not allow purchased offsets to meet near-term FLAG targets.[2] Eligibility therefore depends on evidence and the applicable target rules, not on calling an activity “insetting.”
Draft a claims register. For each proposed sentence, record the period, boundary, data owner, calculation method, reviewer, and whether the result is measured, estimated, or still a goal. If the evidence supports only “we funded a pilot with 200 farms,” say that. Do not turn a funding fact into a verified emissions reduction.
What good looks like by year three
Treat year three as a review point, not a promised payback date. A mature pilot should have mapped participating supply volumes, a stable supplier agreement, a repeatable data collection process, and a comparison of commercial and environmental results against the baseline. It should also have a documented answer for outcomes that cannot be included in the buyer’s inventory.
Scale only where the pilot improves a sourcing decision and the evidence can follow the product. If neither condition holds, redesign the intervention or change the corridor. A disciplined program can conclude that a site is unsuitable. That is useful procurement intelligence.
Discuss your insetting program with CCC
Carbon Credit Capital designs nature-based supply chain investments around sourcing needs and measurable sustainability outcomes. Schedule a consultation with our carbon and sustainability experts to map your tier-one supplier network, FLAG exposure, and first pilot decision.
Sources
[1] GHG Protocol, Land Sector and Removals Standard, version 1.1, and companion Guidance, June 2026: https://ghgprotocol.org/land-sector-and-removals-standard ; https://ghgprotocol.org/land-sector-and-removals-guidance
[2] Science Based Targets initiative, Forest, Land and Agriculture Science-Based Target-Setting Guidance, version 1.2, March 2026, especially pp. 16–17, 37, and 41: https://sciencebasedtargets.org/resources/files/SBTiFLAGGuidance.pdf
[3] Accountability Framework initiative, Accountability Framework and guidance for companies: https://accountability-framework.org/
[4] GHG Protocol, Frequently Asked Questions: Land Sector and Removals Standard, questions 10 and 18: https://ghgprotocol.org/blog/frequently-asked-questions-land-sector-and-removals-lsr-standard