The U.S. Department of Energy (DOE) has announced a nearly $1 billion program to strengthen America’s supply of critical minerals and materials. The funding will support mining, processing, and manufacturing within the country. These materials power clean energy technologies and are vital for national security.
This funding builds on President Trump’s Executive Order to Unleash American Energy. It also supports the DOE’s wider Critical Minerals and Materials Program, which focuses on boosting U.S. production, expanding recycling, and strengthening supply chain security.
U.S. Secretary of Energy Chris Wright remarked:
“For too long, the United States has relied on foreign actors to supply and process the critical materials that are essential to modern life and our national security. Thanks to President Trump’s leadership, the Energy Department will play a leading role in reshoring the processing of critical materials and expanding our domestic supply of these indispensable resources.”
From Mines to Magnets: Where the $1B Goes
The DOE’s $1 billion plan targets key minerals like lithium, cobalt, nickel, and rare earth elements. These are essential for electric vehicle batteries, wind turbines, solar panels, and advanced electronics used in defense systems.
The funding is split across several areas:
- $500 million to the Office of Manufacturing and Energy Supply Chains (MESC) for battery material processing, manufacturing, and recycling projects.
- $250 million to the Office of Fossil Energy and Carbon Management to support facilities producing mineral byproducts from coal and other sources.
- $135 million to boost rare earth element production by extracting them from mining waste streams.
- $50 million to refine materials like gallium, germanium, and silicon carbide, which are crucial for semiconductors and high-performance electronics.
- $40 million through ARPA-E’s RECOVER program to extract minerals from industrial wastewater and other waste streams.
By investing from extraction to refining, the DOE aims to reduce reliance on foreign suppliers, especially those in politically unstable regions. The plan also encourages public–private partnerships to scale production faster.
Why Critical Minerals Matter for America’s Future
Critical minerals lie at the heart of America’s economic transformation and defense strategy. In recent years, demand for lithium, cobalt, nickel, and rare earth elements has grown. This rise comes as clean energy technologies become more important.
The U.S. imports more than 80% of its rare earth elements, and most of this comes from one country – China. This heavy reliance creates risks during trade or geopolitical tensions.
The Trump administration has placed strong emphasis on closing this vulnerability. In March 2025, an executive order highlighted critical minerals as vital for national defense. It also set timelines to boost U.S. production and processing capacity. This aligns with broader economic priorities, including clean energy jobs, green infrastructure, and domestic manufacturing.
The Inflation Reduction Act and infrastructure programs have unlocked billions in grants and tax credits. These funds support electric vehicle manufacturing, battery plants, and renewable energy projects.
The DOE’s $1 billion critical mineral fund supports programs by focusing on materials essential for the clean energy economy. Also, by reusing existing industrial facilities to recover minerals instead of building entirely new ones, the DOE can speed up progress and reduce costs.
EV production is expected to grow faster than any other sector, with demand for minerals likely to be more than 10x higher by 2050. This surge will transform the global supply chain and is critical for the global Net Zero aspirations.
The combined impact of industrial strategy, financial incentives, and supply chain investments shows a clear push to:
- Move production back onshore,
- Boost innovation in materials recycling,
- Support the energy transition, and
- Cut down on foreign imports.
Building on Early Wins
The DOE’s new $1 billion investment boosts earlier funding for critical minerals. This aims to strengthen U.S. industrial capacity.
In 2023, the Department gave $150 million to various clean mineral projects. These include direct lithium extraction in Nevada and early-stage nickel processing partnerships in Oregon.
Since 2021, DOE has invested more than $58 million in research. This work focuses on recovering critical minerals from industrial waste or tailings. They are turning by-products into valuable feedstock.
These R&D projects created pilot facilities. They show how to recover lithium from geothermal brines and rare earths from coal ash. This approach models resource use without needing new mining.
Built on these early successes, the new $1 billion fund signals a shift from pilot programs to scaling proven technologies. It allows U.S. manufacturers to pivot from lab-scale experiments to full commercial operations.
For example, lithium recovery projects are moving from test sites to large extraction facilities. This shift is supported by the technical help from DOE’s national labs.
Likewise, battery recycling pilots are set to grow. More recycling centers are being planned in the Midwest and Southwest.
This funding approach provides continuity. It supports U.S. firms from basic research to commercialization. This helps them quickly move from proof-of-concept to production-ready operations. It also reassures private investors that government backing is strategic and sustained.
McKinsey projects that developing new copper and nickel projects will require between $250 billion and $350 billion by 2030. By 2050, the broader critical minerals sector could grow into a trillion-dollar market to support the net-zero or low-carbon transition.
Washington’s Backing, Industry’s Buy-In
Political backing for the domestic minerals strategy is strong. A recent executive order aims to speed up mining permits and provide federal support.
The Defense Department has also invested $400 million in MP Materials, the largest stakeholder in the only U.S. rare earth mine. This deal includes a new plant to produce magnets for electronics and defense applications.
Industry players are moving in the same direction. Battery maker Clarios is exploring sites for a $1 billion processing and recovery plant in the country. These moves show a shared goal between government and industry to rebuild America’s mineral supply chains.
Opportunities—and the Roadblocks Ahead
The DOE’s program offers major opportunities:
- Less reliance on foreign countries for essential materials.
- Creation of high-quality U.S. jobs.
- Growth in recycling and recovery technologies.
However, challenges remain. Mining and processing must be done without harming the environment. Technology costs need to stay competitive. And benefits must be shared fairly with local and Indigenous communities.
Amid all this, the global race for critical minerals is intensifying. Many countries are already securing their own supplies. The U.S. wants to close its supply gap and become a leader in clean energy manufacturing.
The DOE’s nearly $1 billion plan is a key step toward reshoring America’s critical minerals industry. It builds on earlier successes and aligns with private investments and new policies. If successful, it could make U.S. supply chains more secure, support the clean energy transition, and strengthen national security.
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Most businesses that decide to act on their net-zero targets reach the same point of friction. Buying carbon credits has meant tracking down brokers, sitting through sales calls, and requesting a quote just to learn a price, sometimes with limited proof of what you are buying.
The earnings calls that quietly reframed climate from sustainability question to operating risk.
Three earnings calls in the last 18 months tell the story without any help from a press release.
Hershey, May 2024: cocoa price exposure compresses margin, and the company attributes part of the cost shock to West African weather. Olam, July 2024: coffee climate exposure quantified in the annual report. JBS, January 2025: supply chain climate disclosures expanded materially in response to investor pressure and regulatory expectation. None of these companies issued the announcement as climate news. They issued it as financial news. The climate-linked supply chain risk did not arrive with a sustainability framing; it arrived as a P&L line.
You are probably reading this article because you suspect the same thing is happening to your business. This piece walks through what is showing up on which earnings calls, how procurement and finance leaders are quantifying the exposure, and what serious corporates are doing about it before the regulator asks.
Where climate risk has already appeared in earnings
The pattern is consistent across resource-intensive sectors. A weather event compresses supply, the price spikes, the cost flows through the income statement, and the analyst on the call asks whether the event is anomalous or structural. Increasingly, the honest answer is the second one.
Cocoa is the cleanest example. The 2023 to 2024 West African harvest fell sharply on the back of erratic rainfall and disease. Cocoa futures more than tripled. Companies with concentrated West African sourcing absorbed the cost; companies with diversified sourcing absorbed less. The exposure was not climate as ESG topic. It was climate as cost of goods.
Coffee follows the same pattern. Brazilian and Vietnamese harvests have moved on weather more sharply across the last several seasons. Roasters with long-tenor supplier relationships and origin diversification have managed the volatility; roasters with spot-market exposure have not. Wheat, sugar, palm oil, beef: the same dynamic in different commodities, a pattern the IPCC AR6 Working Group II report projects will intensify across agricultural systems through mid-century.
What this means: climate risk is no longer a footnote in the 10-K. It is a line item the CFO has to explain on the call.
The three commodity exposures that hit margin first
For most companies with material Scope 3 exposure, three exposures dominate the near-term P&L risk.
- Concentrated single-origin sourcing in a climate-vulnerable region. If your tier-one supply for any material commodity sits in one geography, you have a concentration risk that climate amplifies. Diversification across origins is the obvious hedge, but it takes years to build and requires relationships you cannot acquire by tender.
- Supplier financial fragility under climate stress. Smallholder farmers, who supply a large share of the global cocoa, coffee, and palm oil market, do not carry the balance sheets to absorb yield shocks. When yields collapse, they exit. When they exit, your supply base shrinks, and the surviving suppliers raise prices. The risk is structural, not cyclical.
- Logistics and storage exposure to extreme weather. Hurricane disruptions to Gulf shipping, drought-driven Panama Canal restrictions, flooding in European inland waterways: each of these has moved input costs in the last three years, a pattern documented in Munich Re’s natural catastrophe data. The exposure shows up as a one-quarter event in the financial press but accumulates over time on the cost line.
TCFD and ISSB disclosure changes
The disclosure architecture has now caught up with the risk. The Task Force on Climate-related Financial Disclosures, whose recommendations are now embedded in the ISSB’s IFRS S2 climate standard, requires companies to disclose climate-related risks across physical and transition categories, with quantification where possible.
For physical risk specifically (the climate-linked supply chain risk you are reading about), the disclosure must address both acute exposures (extreme weather events) and chronic exposures (gradual changes in temperature, precipitation, and growing seasons). The disclosure must address the time horizon over which the risk is material, the parts of the value chain exposed, and the financial impact under different scenarios.
The CSRD imposes similar requirements under European law, with double materiality (both financial and impact materiality) embedded in the assessment. The practical effect: your auditors and your investor relations team now need a defensible answer to the climate-linked supply chain risk question, and the answer needs to be quantified.
What procurement and finance can do now
Three actions matter near-term.
Map your exposure. Most companies do not have a clear view of which tier-one and tier-two suppliers sit in which climate-vulnerable geographies. Without the map, you cannot quantify the risk, and without the quantification, you cannot disclose it credibly. The map is the foundation, and World Resources Institute climate risk research provides useful public tooling to start.
Diversify and deepen, in that order. Diversification across origins reduces concentration risk, but the deeper move is to invest in the resilience of the suppliers you already have. Regenerative practices, agroforestry, soil health interventions: these reduce yield volatility under climate stress and protect your input cost trajectory.
Embed the climate spend inside procurement, not outside it. Treating climate risk as a sustainability cost line subordinates it to the ESG budget. Treating it as a procurement and resilience investment puts it in the budget that matters, which is the cost-of-goods budget that the CFO defends quarterly.
Nature-based supply chain investments are the asset class designed for exactly this purpose. They sit inside the value chain, they reduce climate-linked supply risk, they generate verifiable Scope 3 reductions, and they produce the documentation an auditor and a regulator can both test.
If you are quantifying climate-linked supply chain risk in advance of the next earnings cycle or the next disclosure period, the carbon and sustainability experts at Carbon Credit Capital can help you map your exposure and structure a Dual-Value Model response that addresses reduction, resilience, and disclosure-readiness in a single program. Schedule a consultation.
More and more small and medium-sized businesses are hearing the same question from their larger customers: What is your carbon footprint? That question now travels down entire supply chains, and it arrives next to tender requirements, certification criteria, and rising customer expectations.
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