AML CEO Praises Workforce After Leadership Training-Van Der Merwe highlights maturity of staff and production expansion plans.

For countries rich in natural resources but still striving to translate extraction into broad-based development, the internal culture of major concessionaires matters almost as much as the contracts they sign. Liberia’s mining sector—dominated by large foreign investors such as ArcelorMittal Liberia—has long faced scrutiny over local employment, skills transfer, and long-term economic impact. As the company moves into an expansion phase following the signing of its amended Mineral Development Agreement, signals from management about workforce training and production growth carry wider policy implications. When a mining giant invests in leadership capacity among local managers, it not only shapes corporate performance but also influences Liberia’s institutional maturity and industrial trajectory. THE ANALYST reports.

The Chief Executive Officer of ArcelorMittal Liberia, Michiel Van Der Merwe, has praised the progress and professionalism of the company’s workforce following the completion of a senior leadership development programme, describing the transformation within the organization as both rapid and encouraging.

Speaking last week in Yekepa at the conclusion of the SUCCEED-1 Leadership Training and Talent Acceleration Programme (TAP), the AML CEO commended senior managers who successfully completed the training, noting that their performance reflected growing institutional maturity within the company’s Liberian operations.

“This actually gives me a very warmed feeling to see some of you over the short period that I have been here into what we have become from where we were and how quickly we have accelerated maturity,” Van Der Merwe said, addressing participants and staff gathered at the ceremony.

The SUCCEED-1 initiative is part of AML’s broader human-capital strategy aimed at strengthening leadership capacity among its workforce, improving operational efficiency, and preparing Liberian managers for expanded responsibilities as the company increases production and infrastructure investments across its concession areas.

Van Der Merwe said the quality of engagement and professionalism demonstrated during the programme exceeded expectations.

“I think the level of warmness and maturity from the workforce is just exceptional. It’s absolutely amazing to see you people go through this training, and congratulations to each of you. The thing what each of you are doing is amazing,” he told the managers.

He added that leadership development within AML was essential not only for corporate performance but also for building sustainable mining operations in Liberia, particularly as the company expands iron-ore production and associated rail and port infrastructure under its amended Mineral Development Agreement.

Van Der Merwe also thanked staff and partners involved in the signing of AML’s third amended MDA, noting that the agreement signaled confidence by Liberia’s government and citizens in the company’s continued presence.

“We are working for a great company and we are in a great country,” he said. “This is a real indication from the government and people of Liberia that they want to do business. This is a business-friendly environment.”

The AML CEO noted that ArcelorMittal has operated in Liberia for more than two decades and remains committed to long-term investment in the country.

“ArcelorMittal has been in this country for more than 20 years now, and the commitment to Liberia and its people I think is really paying off. We are proud to be here. It’s fun to be here. I am happy to be here,” he said.

Industry observers say AML’s continued expansion, including its Phase II development programme, has positioned Liberia as a significant iron-ore exporter in West Africa, while also raising expectations about job creation, local content development, and infrastructure improvements.

Van Der Merwe disclosed that the company achieved production of about 10 million tons last year and expects to significantly increase output.

“Last year we ended up making 10 million tons, and this year minimum 23 million tons. We already have the plans… the 30 million is inevitable,” he said, outlining AML’s growth projections.

Mining sector analysts note that production increases of that magnitude would require not only expanded mining capacity but also improved logistics along the Yekepa-Buchanan rail corridor and upgrades to port facilities, developments that could generate employment and stimulate ancillary industries if managed effectively.

They also caution that sustained production growth must be matched by environmental safeguards, community engagement, and transparent revenue management to ensure mining benefits are broadly shared across Liberia’s economy.

At the ceremony, Van Der Merwe reiterated that workforce training and leadership development would remain central to AML’s strategy as the company moves into its next phase.

He encouraged participants to apply their newly acquired skills to strengthen teamwork, operational discipline, and safety performance across AML’s operations.

Company officials said the SUCCEED-1 Leadership Training and Talent Acceleration Programme is expected to be followed by additional phases targeting middle-level managers and technical staff, part of AML’s effort to build a pipeline of Liberian leaders capable of managing complex industrial operations.

For Liberia, where natural-resource concessions often serve as pillars of economic growth, initiatives that combine corporate expansion with local capacity building are closely watched indicators of whether extractive industries can support long-term national development.