KMDC’s transformation shifting from dormant entity

By Agatha Emeadi

Mr Shuiabu Kabir Bello, an engineer, is the Managing Director, Kaduna Mining Development Company (KMDC), Kaduna state. He studied Metallurgical and Materials Engineering with a Master’s Degree in Business Administration (MBA), Postgraduate Diploma in Management and a Certificate in “Adaptive Leadership for 21st Century Africa 2018” from the Kennedy School of Government, Harvard University, USA. In this interview, Bello gave an update on the state of KMDC’s transformation, realignment of strategic objectives, and how to unlock Kaduna State’s mineral potential, among other issues.

What is the update on KMDC Transformation?

Kaduna Mining Development Company (KMDC) is currently undergoing a comprehensive transformation process aimed at repositioning it as a credible, transparent, and technically proficient player in Nigeria’s solid minerals sector. This transformation is anchored on three core pillars. “Professionalism, improved governance, and enhanced technical capacity.”

Now, over the past months, we have worked diligently to redefine KMDC’s operational framework. We focused on strengthening institutional structures, and improving internal processes. We also did not play down on promoting accountability in our operations. A key part of this transformation has been the realignment of our strategic objectives with the broader goals of the Kaduna State Government and Nigeria’s mining sector reforms. We are also ensuring that KMDC’s activities contribute to sustainable economic diversification and job creation.

To achieve this, we have fostered stronger partnerships with key regulatory and geological institutions, which includes the Nigeria Mining Cadastre Office (MCO), the Nigerian Geological Survey Agency (NGSA), and the Ministry of Solid Minerals Development. These partnerships have enhanced data access, improved exploration accuracy, and positioned the company to participate actively in federal and state-level initiatives promoting responsible mining practices.

Our exploration programmes are being guided by sound technical methodologies, emphasising data generation, geo-scientific mapping, and the documentation of Kaduna State’s mineral assets. We are investing in modern technologies and adopting global best practices to enhance our operational efficiency. Beyond exploration, KMDC is also evolving into a project development and investment facilitation company, connecting credible investors to viable mineral assets under transparent arrangements.

In summary, KMDC’s transformation journey represents a deliberate effort to shift from a largely dormant entity into a proactive, development-driven organisation that contributes meaningfully to Kaduna’s economic growth. Today, KMDC is gradually emerging as a credible, professional, and forward-looking institution within Nigeria’s solid minerals landscape.

What did you meet on ground upon assumption into the office?

Upon assuming office as Managing Director of Kaduna Mining Development Company (KMDC), it was evident that the company possessed significant untapped potential but required comprehensive restructuring and clearer strategic direction to effectively deliver on its mandate. The organisation needed improved technical documentation, stronger internal co-ordination across departments, and a more deliberate alignment with the evolving reforms within Nigeria’s solid minerals sector.

At the time, KMDC operated largely as a passive institution, with limited visibility and insufficient technical data to attract serious investors or meaningfully engage within the mining value chain. There were gaps in modern geological information, weak project pipelines, and the absence of standardized operational and governance frameworks. These challenges constrained the company’s ability to position itself as a development-focused mining institution for Kaduna State.

It was against this backdrop that Senator Uba Sani, Executive Governor of Kaduna State, demonstrated remarkable foresight and leadership by reposing confidence in professional competence and technical capacity through my appointment. His decision reflected a clear commitment to reform-driven governance, institutional rebuilding, and the strategic use of expertise to unlock Kaduna State’s mineral potential.

For us, the mandate was clear. We are to rebuild KMDC from its foundation, transform it into a proactive and professionally run organisation. We are also to align its operations with the development objectives of the Kaduna State Government. This necessitated an immediate organisational diagnosis, followed by the introduction of clearer operational frameworks, strengthened governance structures, and a renewed focus on technical credibility.

First, we began by instituting standard operating procedures, improving documentation, strengthening compliance with regulatory requirements, and fostering a culture of accountability and teamwork. Capacity development was prioritised to ensure staff alignment with modern mining, exploration, and project management practices. These reforms laid the groundwork for repositioning KMDC on a sustainable path that reflects His Excellency’s vision of building institutions that work and deliver value to the people of Kaduna State.

What has been the unique style and skill you brought to the organisation?

The opportunity to lead KMDC came with a clear responsibility to justify the confidence placed in me by Governor Uba Sani. My appointment was not merely administrative; it was a strategic decision rooted in the belief that technical competence, professionalism, and results-oriented leadership are essential for institutional transformation.

I brought to the role a unique blend of engineering expertise, structured project management experience, and pragmatic leadership. This multidisciplinary background has been instrumental in addressing both the technical and institutional challenges facing KMDC. From an engineering standpoint, I emphasised accuracy, feasibility, and evidence-based decision-making, ensuring that exploration and project development initiatives are grounded in sound geological and technical data.

In line with His Excellency’s development-driven governance philosophy, I introduced structured project management frameworks that prioritise planning, execution, monitoring, and accountability. Projects are now guided by clear milestones, performance indicators, and reporting mechanisms which have significantly improved efficiency, transparency, and institutional credibility. Leadership has equally been about building trust within the organisation and with external stakeholders. I have focused on cultivating a professional work culture that values teamwork, innovation, and continuous improvement. By empowering technical teams and encouraging inter-departmental collaboration, KMDC has become more agile and responsive in delivering its mandate.

Furthermore, my approach to stakeholder engagement aligns closely with the Governor’s emphasis on collaboration and inclusivity. We have strengthened relationships with federal institutions, investors, host communities, and development partners through transparent communication and shared objectives. This has enhanced KMDC’s standing as a credible intermediary between government policy and private sector investment.

Ultimately, the skills and values I brought to KMDC are a direct reflection of the trust placed in me by His Excellency. The progress recorded so far underscores the importance of leadership choices anchored on competence and integrity, and it reinforces the belief that institutions thrive when empowered by visionary political leadership and professional management.

What was the achievement of the recently held 10th Edition of Mining Week 2025?

The 10th edition of Mining Week 2025 was a landmark event for Nigeria’s solid minerals sector, and KMDC played a central role in its success. The event served as a convergence point for policymakers, investors, professionals, and stakeholders across the mining value chain. Its achievements can be viewed from multiple dimensions, dialogue, visibility, collaboration, and investment promotion.

First, it strengthened national and sub-national dialogue on mining governance. The conversations during the event bridged the gap between federal agencies, state governments, and members of the private sectors. Key topics such as environmental sustainability, value addition, and investment financing were thoroughly explored, leading to actionable policy insights that will shape the sector’s future.

For KMDC, the Mining Week provided a platform to showcase Kaduna’s rich mineral potential to both local and international investors. Our presentations and exhibitions highlighted the progress of ongoing exploration projects, the availability of verified mineral data, and the enabling environment that Kaduna State provides for responsible mining. This exposure has already translated into renewed investor interest and several preliminary partnership discussions.

Another notable achievement was the strengthening of collaboration between KMDC and federal institutions. Through meetings and networking sessions, we explored joint initiatives with the Nigerian Geological Survey Agency, the Solid Minerals Development Fund, and the Mining Cadastre Office. These collaborations are critical in ensuring technical accuracy, regulatory compliance, and access to national geological databases.

Finally, Mining Week 2025 reaffirmed KMDC’s reputation as a professional and strategic player in Nigeria’s mining ecosystem. It demonstrated our commitment to aligning state-level initiatives with national reforms, mostly those focused on transparency, local content, and sustainability. Overall, the event was both a validation of our progress and a catalyst for future partnerships and investments.

What would you be remembered for when your tenure is over as Managing Director?

Legacy is not about personal achievement. It is about the systems, values, and culture one leaves behind. My aspiration as Managing Director is to be remembered for laying a solid institutional foundation for KMDC, one that is built on professionalism, transparency, and progress.

I want my tenure to be seen as the turning point when KMDC transitioned from a concept into a credible institution capable of delivering real value. This involves institutionalising processes rather than personalities, ensuring that the company’s operations are guided by defined structures and standards that can outlive any single administration.

In the same vein, my goal is to leave behind a company that embodies efficiency, technical competence, and good governance. A company that does not just participate in the mining sector but leads by example, promoting ethical practices, environmental responsibility, and inclusive growth. I envision KMDC as a model for other state mining companies in Nigeria, demonstrating that with the right leadership and structure, sub-national entities can play a transformative role in national development.

Equally important is the human capital legacy. I hope to be remembered for investing in people, building a skilled, motivated, and forward-thinking workforce that can sustain KMDC’s vision into the future. The systems we are putting in place today include data management frameworks to investor engagement protocols. All are designed to ensure continuity, sustainability, and accountability.

Again, I want to be remembered for transforming KMDC into a development-oriented organisation that drives value creation and foster innovation. I will also contribute meaningfully to Kaduna State’s economy and Nigeria’s mining sector at large. By the end of my tenure as Managing Director of KMDC, it will be stronger, more respected, and more impactful than when I met it. Then, I would consider that as the most meaningful achievement of all.

Please tell us a bit about Engr. Shuaibu Kabir Bello

Engr. Shuaibu Kabir Bello is an accomplished professional with a unique blend of technical expertise and strategic leadership. His career spans multiple sectors, including engineering, governance, ICT and policy development. He has consistently demonstrated a forward-thinking approach to solving complex challenges. His educational background and diverse global training reflect a deep commitment to continuous learning and innovation, which equipped him with skills to navigate the evolving landscape of public service and infrastructure development.

Then, throughout his professional journey, he has held notable positions such as Senior Special Assistant on ICT to the Governor of Kaduna State and Senior Corrosion Engineer at the Nigerian Ports Authority. His involvement in high-level committees and certifications, including Council for Regulation of Engineering in Nigeria (COREN) and Project Management Professional (PMP), along with memberships in key engineering societies, underscores his versatility and leadership within Nigeria’s public and professional sectors.