• 6 min read
• Published on 25 July 2025
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View the full Basket:Resource Nationalism Portfolio
For decades, we were told a rather lovely story. The world was one big, happy marketplace. Need something? Just order it from halfway across the globe, it’ll be cheaper and arrive just in time. It was a beautiful theory, and for a while, it seemed to work. Then, the music stopped. A global pandemic and a few geopolitical squabbles later, we all looked around and realised our supply chains were about as resilient as a chocolate teapot.
Suddenly, relying on potentially unfriendly nations for the materials that power our entire way of life seemed, well, a bit daft. And so, the great unwinding begins. I’m talking about resource nationalism, a rather grand term for a simple idea. Countries are deciding that controlling their own essential resources, right here at home, is more important than saving a few quid on shipping. To me, this isn't just a political shift, it’s a profound change in the investment landscape.
View the full Basket:Resource Nationalism Portfolio
Think about it. If you’re trying to build a secure, domestic supply chain for, say, electric cars, you need lithium. Lots of it. You can’t just magic it out of thin air. You need companies that are already digging it up in politically stable, friendly places. Suddenly, a company like Albemarle, with its vast operations in sensible jurisdictions, doesn't just look like a miner. It looks like a strategic national asset.
The same goes for rare earth elements, the secret sauce in everything from iPhones to fighter jets. For years, China has had a near monopoly on processing them. Now, as the West scrambles to catch up, a company like MP Materials, operating the only integrated rare earth facility in North America, finds itself in an incredibly powerful position. It’s no longer just a company, it’s a cornerstone of American industrial strategy. These businesses control finite, irreplaceable assets in the right postcodes, a combination that I think creates a formidable competitive advantage.
View the full Basket:Resource Nationalism Portfolio
Beyond the shiny metals that grab the headlines, there's an even more fundamental resource, water. In places like the American West, where populations are growing but the rain isn't, owning water rights is like owning the ultimate monopoly. You can’t innovate your way out of thirst. Companies that control this lifeblood possess an asset whose value is almost certain to increase as scarcity bites harder. It’s the kind of simple, brutal logic that often makes for a compelling long term case, though nothing is ever guaranteed.
View the full Basket:Resource Nationalism Portfolio
Now, let’s not get carried away. Investing in companies that dig things out of the ground comes with its own set of headaches. Commodity prices can swing about wildly, a mine can run into technical problems, and governments, even friendly ones, can change tax laws or environmental rules. These are not "get rich quick" schemes, and anyone who tells you otherwise is selling something. The risks are real and need to be understood.
However, the fundamental trend seems undeniable. The move towards securing domestic supply chains is a powerful, long term tailwind. It’s driven by a hard-won lesson in strategic vulnerability that I don’t think politicians will forget quickly. When you add the soaring demand from the green energy transition, you have a compelling confluence of factors. This collection of strategically positioned companies, the modern gatekeepers of essential materials, is the core idea behind an investment theme like the Resource Sovereignty. It’s a bet not on a single commodity, but on the broader, structural shift towards bringing it all back home.
View the full Basket:Resource Nationalism Portfolio
View the full Basket:Resource Nationalism Portfolio
View the full Basket:Resource Nationalism Portfolio
View the full Basket:Resource Nationalism Portfolio
View the full Basket:Resource Nationalism Portfolio
View the full Basket:Resource Nationalism Portfolio
This article is marketing material and should not be construed as investment advice. No information set out in this article be considered, as advice, recommendation, offer, or a solicitation, to buy or sell any financial product, nor is it financial, investment, or trading advice. Any references to specific financial product or investment strategy are for illustrative / educational purposes only and subject to change without notice. It is the investor’s responsibility to evaluate any prospective investment, assess their own financial situation, and seek independent professional advice. Past performance is not indicative of future results. Please refer to our Risk Disclosure.
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