A Win for the U.S., A Win for Balochistan, A Win for Pakistan
A Win for the U.S., A Win for Balochistan, A Win for Pakistan
A Practical Partnership Platform to Translate EXIM Financing at Reko Diq into Shared Prosperity Through Skills, Suppliers, Safety, Accountability, and Investment Confidence
Mining-Led Entrepreneurship and Economic Development in Balochistan
1) Executive Overview
This report consolidates and strengthens the full opportunity architecture around the newly announced EXIM-backed Reko Diq financing signal.
The public statements create a rare, high-leverage window: $1.25B in EXIM financing tied to Reko Diq, up to $2B in U.S. equipment and services, and a stated expectation of jobs in both the U.S. and Balochistan, while anticipating further U.S.-Pakistan agreements in critical minerals. (Dawn)
Core thesis: Reko Diq can be more than a mine. It can be a structured, measurable transformation platform that converts mineral development into:
bankable local enterprise growth,
mining-grade workforce pipelines,
safety and health systems,
transparent governance and grievance handling,
credible research, monitoring, and evaluation,
long-term regional economic diversification.
Proposed flagship vehicle: the Reko Diq Inclusive Growth and Integrity Partnership (RIGIP), a decision-grade partnership architecture anchored by the mine ecosystem, co-delivered through a potential practical alliance between Feel Worldwide Foundation Inc. (FWF) and University of Massachusetts Amherst (UMass), aligned with Pakistani public institutions, regulators, industry, and communities. (UMass Amherst)
2) Context Snapshot and Area/System Identity
System identity
Anchor investment: Reko Diq copper-gold project with major procurement, construction, and long-term operations demand. (Reuters)
Public diplomacy signal: EXIM financing framed as a “win-win” model that benefits U.S. exporters and local Pakistani communities. (Dawn)
Macro environment: global competition for critical minerals and supply chain security is elevating strategic attention and scrutiny on major deposits. (ET Edge Insights)
Primary geography boundary (working)
Balochistan, with emphasis on Chagai district, supply corridors, and the national supply base that will participate in procurement and services.
Reality Map: how the system works (flows and friction points)
Money flows: lender financing, equity injections, procurement payments, taxes and royalties, community investment. (Reuters)
Goods flows: imported heavy equipment and services (U.S. and others), construction materials, fuel, spare parts, food supply, logistics. (Dawn)
Labor flows: construction labor surges, specialized mining technicians, security personnel, contractors, services workforce.
Information flows: tenders, hiring criteria, community commitments, environmental monitoring data, grievance reporting.
Friction points: supplier qualification gaps, skills mismatch, trust deficits, misinformation cycles, security constraints, water and environmental risk, procurement integrity risks.
3) Stakeholder Map and Incentives
A) Pakistan public sector (national and provincial)
Government of Pakistan stakeholders relevant to mining governance, fiscal policy, and investment facilitation (examples: mineral investment platforms, fiscal authorities, relevant ministries, regulators). (AP News)
Government of Balochistan (equity stakeholder and primary local legitimacy anchor). (Reuters)
District administration and service delivery agencies (health, education, water, labor).
B) Project company and contractors
Operator and EPC, major subcontractors, security contractors, logistics providers. Incentive: schedule certainty, productivity, safety, bankability.
C) Communities and social leadership ecosystems
Local communities directly affected (employment, services, water, environment, security realities).
Political and community stakeholders: elected representatives, local councils, tribal leaders, religious leaders, youth and women influencers, labor unions.
D) U.S. ecosystem
EXIM and U.S. exporters: equipment and services, repayment security, project credibility. (Dawn)
U.S. diplomatic mission: stability, mutual benefit story, reduced conflict risk.
E) International financiers and standards setters
DFIs and ECAs (IFC, ADB and others reported) with ESG, safeguards, and reputational constraints. (Reuters)
F) Civil society and watchdog networks
Human rights and environmental advocacy groups can influence lending behavior, reputational risk, and operational continuity. (Friends of the Earth)
G) Knowledge and delivery partners
FWF and UMass: policy, entrepreneurship, training, research, surveys, MEAL, exchange programs, and linkages development capacity. (UMass Amherst)
4) Needs, Problems, Demands, and Constraints
1) Workforce readiness and job access
Mining-grade safety and technical standards require structured training and credentialing.
Transparent recruitment pathways are essential to maintain credibility around the “7,500 jobs in Balochistan” expectation. (Dawn)
2) Local supplier capability and local value capture
SMEs face gaps in HSE systems, QA documentation, financial controls, bid readiness, and working capital.
Risk: procurement locks in external vendors early, causing long-term leakage of value.
3) Governance, integrity, and trust
Need for procurement integrity, transparent benefit reporting, and a grievance redress mechanism that communities believe.
4) Community engagement and social cohesion
Need structured engagement with political and community stakeholders, tribal and religious leaders, influencers, and unions to reduce rumor cycles and conflict escalation.
5) Health, safety, and operational standards
Strong HSE training, equipment, and facilities are required to protect workers and communities and reduce productivity shocks.
6) Environmental and water management
Water security is a frequent flashpoint in mining contexts. Independent monitoring and shared data reduce conflict risk.
7) Policy and institutional coordination
Cross-agency alignment needed: investment facilitation, tax administration, labor standards enforcement, safety compliance, and regulatory approvals.
5) Root Causes and System Dynamics
Capacity gaps
Skills pipelines not scaled to mining-grade needs.
SMEs not equipped for compliance, documentation, and quality assurance.
Information gaps
Lack of visibility into upcoming tenders, standards, and hiring criteria.
Coordination failures
Fragmentation across agencies, mine planning, and community expectations.
Incentive mismatches
Pressure for procurement speed and cost control can undermine local inclusion and long-term stability.
Trust deficit
Without credible grievance systems and transparent reporting, misinformation and conflict risk rises.
Political economy realities
High-stakes investment in a sensitive region increases the importance of neutral, trusted delivery partners and auditable systems. (Friends of the Earth)
6) Asset Map and Competitive Advantage
Anchor demand pull
EXIM-backed flow implies a procurement surge and long-run operations demand, including maintenance ecosystems and service markets. (Dawn)
Financing momentum
Multi-lender activity indicates broader capital formation, increasing the value of strong safeguards and delivery readiness. (Reuters)
Human capital base
Pakistan has a large base of tradespeople and graduates who can be upgraded via employer-led curricula and certification pathways.
UMass institutional capacity
Public policy training and leadership development, data analytics orientation, entrepreneurship support through Berthiaume, and exchange infrastructure through global affairs. (UMass Amherst)
FWF institutional readiness
U.S. 501(c)(3) status and documented public charity classification support credible partnership and fundraising engagement.
7) Opportunity Portfolio (Opportunity Cards)
Opportunity Card 1: Local Supplier Acceleration Program (Mining-Grade SME Upgrade)
Problem solved: local firms fail pre-qualification, spend leaks to external contractors.
Beneficiaries and payer: SMEs and workforce; payer mix: operator enablement, CSR, donors, SME cost-share.
Why now: procurement patterns will harden as EXIM-backed equipment and services flow ramps. (Dawn)
How it works: vendor bootcamps, HSE and QA templates, anti-bribery controls, audited vendor registry, bid support.
Partners needed: chambers, TVETs, operator procurement, third-party auditors, banks for working capital.
Risks and mitigations: favoritism and capture. Mitigate with published criteria, scoring rubrics, random audits, complaints channel.
Success metrics: % local spend, # certified SMEs, delivery performance score.
First 7/14/30:
7: spend category map and tender forecast request.
14: onboard first cohort (50 to 150 SMEs).
30: first audit pass list and contract-ready vendor registry.
Opportunity Card 2: Mining Skills Fast-Track Academy (Trades, Safety, Supervisors)
Problem solved: skills mismatch and safety risk prevent local hiring at scale.
Beneficiaries and payer: youth, workers, women entrants; payer mix: operator training, government skills funds, donors.
Why now: the “7,500 jobs” expectation must be made accessible through readiness. (Dawn)
How it works: 8 to 16 week pathways, apprenticeship linkages, instructor certification, safety culture training.
Partners: TVET authorities, OEMs, mine HSE, certification bodies, labor unions.
Metrics: graduation rate, placement rate, incident reduction, female participation.
First 7/14/30:
7: workforce demand forecast request and curriculum sprint.
14: recruit trainers and open transparent applications.
30: cohort 1 begins with guaranteed interview slots.
Opportunity Card 3: OEM Maintenance and Spare-Parts Localization (Capturing the $2B Flow)
Problem solved: downtime and costs spike when maintenance and spares remain offshore.
Beneficiaries and payer: project productivity, local workshops; payer: service contracts, OEM dealership models, inventory finance.
Why now: statement anticipates up to $2B in U.S. equipment and services. Localization is easiest if designed early. (Dawn)
How it works: certify local workshops, set up parts hubs, train technicians, quality control, warranty compliance.
Metrics: mean time to repair, local service share, cost reduction.
Opportunity Card 4: Community Benefits Compact + Grievance Redress Platform (Model Project Standard)
Problem solved: trust deficit, rumor cycles, slow dispute resolution.
Beneficiaries and payer: communities and project stability; payer: operator social investment, provincial support, donors.
How it works: community compact with measurable commitments, hotline and in-person intake, case tracking, independent ombuds, quarterly public KPI summaries.
Metrics: grievance resolution time, satisfaction, escalation reduction.
Opportunity Card 5: Political and Community Stakeholder Engagement Architecture
Problem solved: fragmented engagement fuels misunderstanding and politicization.
Beneficiaries and payer: all stakeholders; payer: blended governance budget (operator + provincial + donor).
How it works: mapped engagement calendar, structured dialogues, trusted conveners, influencer briefings, conflict-sensitive facilitation.
Includes:
elected representatives briefings,
tribal and religious leaders councils,
community influencer convenings,
labor unions engagement and joint safety committees.
Opportunity Card 6: Executive Leadership and Bureaucracy Development Program
Problem solved: delivery failure due to institutional bottlenecks and low cross-agency coordination.
Beneficiaries and payer: ministries, regulators, district administration; payer: capacity grants, CSR, scholarship sponsors.
How it works: executive leadership training, implementation bootcamps, procurement integrity modules, policy labs with real project constraints.
Delivery advantage: co-designed with UMass public policy capacity. (UMass Amherst)
Opportunity Card 7: Labor Union Leaders Master Trainers Program
Problem solved: weak safety culture and labor-management mistrust increases incidents and shutdown risks.
Beneficiaries and payer: workers, contractors, operators; payer: HSE budgets, donor workforce funds.
How it works: master trainers on HSE, worker rights, conflict de-escalation, joint problem-solving.
Metrics: incident rates, training replication count, dispute resolution speed.
Opportunity Card 8: Health, Safety Training, Equipment, and Facilities Upgrade Package
Problem solved: inadequate HSE infrastructure increases fatalities, injuries, reputational risk.
Beneficiaries and payer: workforce and communities; payer: project HSE budgets, CSR, grants for community-facing upgrades.
How it works: training + equipment readiness + emergency response capacity + audit cycles.
Metrics: TRIR proxies where applicable, emergency response time, audit compliance rate.
Opportunity Card 9: Water Security Co-Investment and Transparent Monitoring
Problem solved: water stress becomes a conflict trigger and operational risk.
How it works: water audits, leak reduction, treatment, shared monitoring dashboards, community oversight committees.
Metrics: safe water access, quality compliance, downtime avoided.
Opportunity Card 10: Research and Development, Surveys, and Evidence Lab (FWF + UMass)
Problem solved: decisions made without trusted data lead to misallocation and conflict.
How it works: baseline surveys, local economy leakage analysis, skills mapping, perception tracking, independent evaluation.
Relevant institutional assets: UMass capacity for survey and assessment work and evaluation services. (UMass Amherst)
Opportunity Card 11: International and In-Country Exchange Programs (Two-Way Value)
Problem solved: limited exposure to best practices in mining governance, safety, and local content.
How it works:
Pakistan-to-U.S. exchanges for regulators, educators, and community leaders.
U.S.-to-Pakistan technical missions for curriculum, evaluation, entrepreneurship support.
Institutional pathway: UMass global affairs exchange infrastructure. (UMass Amherst)
Opportunity Card 12: Communications and Public Accountability Studio
Problem solved: misinformation spikes and trust erosion.
How it works: bilingual explainers, monthly dashboards, myth-busting, community radio, open meetings, verified procurement and jobs updates.
Metrics: engagement, trust perception, rumor incidence decline.
8) Prioritized Recommendations (Start Now / Pilot Next / Watchlist)
Start Now (highest urgency, highest leverage)
Local Supplier Acceleration Program.
Mining Skills Fast-Track Academy.
OEM Maintenance and Spare-Parts Localization.
Community Benefits Compact + Grievance Redress Platform.
Stakeholder Engagement Architecture (political, tribal, religious, influencers, unions).
Pilot Next
6) Water Security Co-Investment and Monitoring.
7) Health and Safety equipment and facilities upgrade package.
8) Research and Evidence Lab baseline surveys + leakage analysis.
Watchlist (prepare feasibility while building foundations)
9) Downstream value-add pilots (repair/refurb, labs, fabrication components), conditional on power, industrial policy alignment, and demand certainty. (Financial Times)
9) Implementation Roadmap (0–90 days, Year 1, Years 2–3, Years 4–5, 10+ vision)
0–90 days: Build the delivery spine and trust infrastructure
Establish a neutral Program Management Office (PMO) under RIGIP with technical working groups:
Local Content and SMEs
Workforce and Skills
HSE and Emergency Readiness
Community Compact and Grievance
Water and Environment
Integrity and Procurement Controls
Communications and Transparency
Research and MEAL
Publish (at minimum) clear and simple documents:
supplier onboarding criteria,
training intake criteria,
grievance access points and rules,
quarterly KPI definitions.
Launch cohort 1 of SMEs and cohort 1 of training academy.
Begin structured engagement calendar: political stakeholders, tribal and religious leaders, unions, women and youth groups.
Year 1: Convert commitments into measurable pipelines
Multi-cohort training with apprenticeship and job placement agreements.
Audited vendor registry with tiers and upgrade pathway finance links.
Grievance system fully operational with independent oversight and monthly KPI releases.
Water pilots and baseline environmental monitoring with community participation.
Launch first exchange cycle and in-country leadership program modules. (UMass Amherst)
Years 2–3: Scale the ecosystem and lock in resilience
Expand SMEs into maintenance, labs, logistics, camp services, civil works, and safety services.
Digitize procurement transparency (aggregate reporting) and case management dashboards.
Expand education linkages and research outputs to inform policy and investment promotion.
Institutionalize labor-management safety committees and master trainers replication.
Years 4–5: Diversify beyond the mine
Mature a regional services economy that can serve additional projects and sectors.
Launch 1–2 downstream pilots if feasibility is strong and safeguards are in place.
10+ year vision: A durable corridor of capability and trust
A Balochistan economic corridor where mining is a catalyst, not the only engine:
skilled workforce institutions,
resilient SMEs,
transparent governance,
measurable community benefits,
reduced conflict risk,
credible investor confidence.
10) Resource Map and Gap Map
Resources already visible
EXIM financing signal and the related equipment and services flow expectations. (Dawn)
Multi-lender engagement and disclosed financing activity. (Reuters)
Institutional capacity from UMass in public policy and entrepreneurship support. (UMass Amherst)
FWF legal and operational credibility as a 501(c)(3) public charity.
Key gaps to close
Mining-grade instructor capacity and certification partnerships.
SME working capital and compliance upgrade financing.
Trusted independent monitoring and grievance oversight.
Reliable data baselines for jobs, procurement, safety, water, and perceptions.
11) Financing and Partnership Architecture
A) Who pays for what (fit-to-instrument logic)
Public goods (grants): grievance systems, independent monitoring, community water, public safety training assets, baseline surveys, civic engagement facilitation.
CSR and sponsorship: scholarships, women’s inclusion, leadership programs, community compact delivery pilots, HSE community outreach.
Revenue models:
training academy: employer co-funding + outcome-based donor tranches,
maintenance and spare parts: service contracts and inventory finance,
logistics services: anchor contracts plus user fees.
Blended finance:
partial guarantees for SME working capital,
matching grants for compliance upgrades,
performance-based disbursements tied to audited results.
B) Partnership roles (clear division of labor)
FWF: convening, on-ground program execution partnerships, diaspora and stakeholder outreach, integrity systems, MEAL leadership, donor engagement.
UMass: policy labs, leadership training, entrepreneurship accelerator support, research design, survey and evaluation systems, exchange program scaffolding. (UMass Amherst)
Pakistan stakeholders: alignment, approvals, institutional adoption, scaling, and public legitimacy.
Operator and contractors: procurement access, hiring demand signals, safety standards, co-funding for workforce and supplier upgrading.
C) Scam and fraud protection (non-negotiable)
Reject anyone requesting upfront “processing fees” for funding access.
Reject claims of “guaranteed funding” or pressure tactics.
Verify identities only through official domains, written mandates, and board-approved MoUs.
Use milestone-based disbursement, audit trails, and procurement complaint channels.
12) Governance, Operations, Procurement, Controls, Maintenance Systems
Governance
Steering Council: provincial and federal representation, operator, community representation, independent observers.
PMO: delivery management, milestone tracking, decision gates, risk register updates.
Procurement integrity and controls
Conflict-of-interest declarations for all decision makers.
Clear scoring rubrics and published eligibility rules for SME support programs.
Random audit sampling and a procurement complaints mechanism.
Maintenance-first systems
Any community or safety asset funded must include:
O&M budget lines,
spare parts plans,
local caretaker training,
periodic maintenance audits.
Transparency mechanisms
Quarterly public KPI summaries (aggregate):
local procurement share,
trainees enrolled and placed,
grievances received and resolved,
safety training completion,
water quality summary indicators where feasible.
13) Risk, Resilience, Safeguards
Core risks
Security disruptions and access constraints.
Elite capture of contracts and jobs.
Environmental and water impacts triggering conflict.
Reputational risk amplified by civil society scrutiny. (Friends of the Earth)
Skills programs failing to place graduates.
Early warning indicators
Grievance backlog increases and repeated unresolved complaints.
Declining local procurement share.
Safety incidents increasing or audit non-compliance.
Social media rumor spikes and community meeting boycotts.
Safeguards
Independent grievance and ombuds function.
Community compact with measurable commitments and timelines.
Third-party environmental and water monitoring processes where feasible.
Inclusion-by-design: transparent criteria for local hiring and supplier onboarding.
14) MEAL Framework (Monitoring, Evaluation, Accountability, Learning)
Outputs (deliverables)
SMEs trained, audited, and certified.
Trainees graduated, placed, and retained.
HSE master trainers certified and replicated trainings delivered.
Grievances logged, resolved, and publicly summarized.
Baseline and follow-up surveys completed.
Outcomes (behavior and system change)
Increased local procurement share.
Increased local employment and wage outcomes.
Reduced conflict escalation and faster dispute resolution.
Improved safety culture and reduced incidents.
Improved water security indicators for priority communities.
Impact (long-term)
Durable enterprise growth beyond mining cycles.
Strengthened governance capability and trust.
Learning loops
Quarterly learning reviews, community feedback loops, and program redesign cycles.
Stopping rules
Pause or redesign programs that fail minimum targets for two consecutive quarters (placement, audit pass rates, grievance resolution time).
15) Immediate Next Actions (7/14/30 days)
Next 7 days
Issue a one-page “Opportunity Trigger Brief” summarizing EXIM signal, local value capture plan, and governance model. (Dawn)
Nominate PMO lead and working group leads.
Request from stakeholders:
procurement category forecast,
workforce demand forecast,
existing community engagement structures.
Next 14 days
Publish SME onboarding criteria and open intake.
Publish training academy intake criteria and launch recruitment.
Launch grievance MVP: hotline plus in-person intake points with clear rules.
Next 30 days
Deliver SME bootcamp cohort 1.
Start training cohort 1 with safety-first curriculum.
Publish Dashboard v1 (aggregate): SMEs enrolled, trainees enrolled, grievances received and resolved, next milestone dates.
16) Verification Checklist and Sources Used (or Data to Collect)
Highest priority verification checklist
Confirm EXIM financing details: instrument type, conditions, disbursement timeline, procurement implications.
Confirm job estimate methodology: direct vs indirect vs induced, timeframe, and skill mix.
Obtain a procurement category and tender schedule forecast for the first 12 to 24 months.
Obtain a workforce demand plan by quarter and by occupation.
Confirm safeguard requirements from all lenders and align the grievance and monitoring systems accordingly.
This report is provided strictly for informational and discussion purposes only. It presents a conceptual idea and a potential proposed plan. It is not legal advice, financial advice, investment advice, tax advice, regulatory advice, or professional consulting advice, and it should not be relied upon as a basis for decisions, transactions, or actions. All concepts, recommendations, and statements in this report are proposed solely by Arbab Naseebullah Kasi in his personal capacity. They are presented based on his professional knowledge, practical field experience, and informed perspectives developed through extensive work across Balochistan and Pakistan, as well as more than two decades of involvement in U.S.-based projects and programs across multiple sectors and industries. These proposals also reflect his professional networks and stakeholder connections in both the United States and in Balochistan and Pakistan. However, these ideas remain conceptual and are not representations of any official position by any institution. Nothing in this report creates or implies any partnership, endorsement, affiliation, sponsorship, contract, commitment, obligation, or agency relationship with Feel Worldwide Foundation Inc. (FWF) or the University of Massachusetts Amherst (UMass Amherst), unless and until expressly confirmed through a separate written agreement signed by authorized representatives of the relevant parties. To the fullest extent permitted by applicable law, Arbab Naseebullah Kasi, Feel Worldwide Foundation Inc. (FWF), and the University of Massachusetts Amherst (UMass Amherst) disclaim any and all responsibility and liability for any claims, demands, complaints, objections, losses, damages, costs, or expenses of any kind, whether direct or indirect, that may arise from or relate to this report or to any reliance on, use of, or action taken based on this report. No claims or objections may be asserted against Arbab Naseebullah Kasi, FWF, or UMass Amherst based on this report or its contents. Arbab Naseebullah Kasi was born and raised in Balochistan and is a Pakistani-American professional with more than 20 years of experience supporting U.S.-based projects and programs across multiple sectors and industries. If a future collaboration is formally agreed in writing, the partnership model described here is intended to create shared benefits for people in the United States and in Balochistan and Pakistan.
17) Partnership & Collaboration Invitation (FWF)
Feel Worldwide Foundation Inc. welcomes collaboration with stakeholders who wish to explore, pilot, or scale the opportunities outlined above.
Website: https://www.feelworldwidefoundation.org/
Contact: info@feelworldwidefoundation.org
Founder & CEO: Arbab Naseebullah Kasi — akasi@feelworldwidefoundation.org
