Zambia is experiencing rapid growth in mining, driven predominantly by copper but also increasing interest in other minerals linked to Electric Vehicle (EV) battery and energy transition demand, including cobalt, nickel and lithium. New mining licences are being granted, and existing mines are being expanded alongside plant upgrades and modernisation initiatives, which have created massive demand for skills across the sector.

However, the local skills base in Zambia has not kept pace with the demand for artisans, technicians and specialist professionals. As a result, mines are under pressure to find and retain the right people while paying rising rates for increasingly scarce skills. The challenge is not just hiring but planning, training and workforce development, which traditional recruitment alone cannot solve. To turn this challenge into an opportunity for future growth, mines need to rethink staffing and skills development across the project lifecycle, with a trusted workforce partner who can bridge immediate gaps while building a more sustainable talent pipeline.

Skills are behind the growth curve

Demand for mining skills has accelerated far faster than both industry and government anticipated, so Zambia is already facing a shortage of technical skills. This challenge is only going to become worse if it remains unaddressed. Zambia aims to significantly increase copper production by 2031, and authorities have recently issued many more mining licenses, particularly in the Copperbelt region.

This is putting pressure on an already limited pool of experienced personnel. It also means that existing skilled workers are now in high demand and can command much higher salaries, which is creating a talent squeeze. A shortage of experienced professionals with specialised skills is making the problem harder to solve and compounding its impact.

Gaps across the board

The skills shortage is not limited to a single category but spans the full mining workforce. At an operational level, there is strong demand for artisans and operators, including diesel mechanics, fitters, riggers and coded welders, as well as heavy equipment operators and drivers with experience in mining environments.

There are also gaps in technical and compliance roles, such as instrument technicians and professionals working in environmental management and health and safety, particularly those with experience in risk assessment and hazard identification.

At a management level, mines are struggling to source experienced supervisors and project personnel, including section and shift bosses, as well as project managers and procurement specialists who understand how to operate in large-scale mining environments.

 More specialised roles are also in short supply, including mine engineers, geotechnical engineers, surveyors and professionals involved in mineral processing, resource estimation and mine planning.

 At the same time, modernisation is creating demand for new skills, particularly in areas such as automation, remote operations, high-voltage systems and data analysis. Zambia currently has very limited capability in this sphere, which must be addressed if the mining industry is to promote sustainable local growth.

 Planning and skills pipelines are critical

One of the biggest issues mines and contractors face is that they often wait too long before engaging on workforce requirements, relying on traditional hiring approaches that do not keep pace with demand. Projects do not go from licence to production overnight; there is usually at least an 18-month period before production begins, which is the ideal window for workforce planning.

 Earlier engagement with a reputable workforce solutions provider helps mines to identify what roles will be needed and when, align hiring to project phases and begin building a candidate pipeline ahead of time. A partner with a presence in the region can also provide better access to local skills and resources.

 Local skills alone will not be enough in the short term, so some expatriate expertise may be required, particularly in specialist roles. However, the skills challenge cannot be solved by importing skills. Bringing in expertise will be necessary, but the focus should be on using that expertise to develop local capability on-site. Structured skills transfer will be the key to placing local workers with basic qualifications onto structured development paths. Over time, this will allow these individuals to move into more specialised roles, helping to reduce reliance on expatriate skills and build a stronger in-country workforce. 

 Building skills alongside capacity

Zambia has a significant opportunity for growth as demand for copper and other minerals continues to grow. However, if the skills shortage cannot be addressed practically, this opportunity will be lost. The answer is not just to recruit more people. Mines need to plan earlier, bring in the right skills and use those skills to develop local workers on site over time.

 Partnering with an experienced workforce provider can support this process by helping mines source the right skills, manage mobilisation, and develop talent in line with project requirements. This allows operations teams to focus on production, while workforce requirements are handled alongside the build-up to execution. The sooner this starts, the easier it is to secure the skills needed on site and to bring local workers into the project early enough to build experience.

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He stated that access to credible geoscientific information enables evidence-based decision-making, which in turn supports informed choices about resource utilisation and economic growth.

Mabuza further noted that sustainable mining extends beyond mineral extraction and relies on skilled people, resilient communities, and institutions capable of adapting to technological change. While global discussions increasingly focus on lists of critical minerals, he questioned whether such narrow definitions fully capture the broader developmental value of mineral resources.

In his view, all minerals are critical, with their value shaped by society’s developmental trajectory and technological ambitions. South Africa’s geology, he argued, remains vastly underexplored despite nearly two centuries of formal mining. As the world moves toward net-zero emissions by 2050, demand for minerals such as copper and lithium is set to multiply. Meeting these targets will require unprecedented exploration success and a far more agile mineral discovery pipeline.

For Mabuza, this underscores the importance of investing in advanced geoscientific skills. From digital mapping and data analytics to integrated geological modelling, the country must deliberately build a critical mass of geoscientists capable of reducing the traditional 20- to 30-year exploration-to-development timeline to seven years or less.

The recent characterisation of lithium-bearing rock in the Northern Cape, he noted, illustrates how technological progress can unlock previously overlooked resources.

During a panel discussion at the Lekgotla on advancing technological skills in the mining sector, Mustak Ally, Head of Skills Development and HR at the Minerals Council South Africa, who acted as moderator, highlighted that automation, artificial intelligence, robotics, and advanced sensing technologies are creating new demands for skills training in the mining industry.

The panel emphasised that the sector’s technological transition is characterised by augmentation rather than replacement, with traditional mining roles evolving rather than disappearing. From mine managers to artisans and technicians, existing occupations are being reshaped by digitalization.

Production supervisors are increasingly required to interpret data-driven dashboards, engineers and geologists must operate within autonomous and remotely managed systems, and artisans are expected to become digitally fluent, capable of working with predictive maintenance tools and sensor-based technologies.

The panel stressed that curriculum reform is therefore urgent. Qualifications and skills programs must integrate automation, systems integration, cybersecurity, and remote operations. At the same time, soft skills such as leadership and adaptability are equally vital to steering technological transition responsibly.

Collaboration was identified as non-negotiable, with industry, training institutions, government, and quality assurance bodies required to co-own curriculum design, workplace training, and assessment.

Technical and Vocational Education and Training (TVET) colleges must also be encouraged to deepen partnerships with mining companies to ensure learners gain meaningful workplace exposure and lecturers remain current with industry practices. Importantly, the conversation extended beyond compliance and clean audits.

The need to measure impact was stressed, specifically, whether training translates into competence, productivity, and broader economic resilience. Skills development must strengthen not only mine-site performance but also adjacent economies within mining communities, from supplier development to digital service platforms.

The Lekgotla, which also marked the 30th anniversary of the Mining Qualifications Authority (MQA), concluded with the signing of a pledge by organised labour, community representatives, employers, and the state. In its preamble, the social partners of South Africa’s mining and minerals sector reaffirmed their commitment to building a capable, inclusive, and future-oriented skills ecosystem that supports growth, social justice, and economic transformation.

Recognising technological change, the Just Energy Transition, and persistent inequalities affecting workers, women, youth, and mining-affected communities, the signatories entered a renewed social compact anchored in partnership, accountability, and shared value creation.

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This high-impact, two-day consultative event will bring together key stakeholders across the mining and minerals sector, offering a unique opportunity to collectively shape the future of skills development in the industry.

The Mining Skills Lekgotla was first conceptualised during the 2022/2023 financial year as a strategic platform to enable structured engagement between the MQA and its stakeholders on the advancement of skills development in the sector.

The inaugural Lekgotla, successfully hosted in November 2023, attracted more than 1 000 delegates. As a result, the MQA has committed to convening the Lekgotla every alternate year as part of its strategic stakeholder engagement programme.

Aligned with the National Skills Development Plan (NSDP) 2020-2030, the Mining Skills Lekgotla provides a formal platform for the MQA to account to stakeholders on its performance, engage on sector priorities, and facilitate dialogue on challenges and opportunities affecting skills development in the mining and minerals sector.

The 2026 Lekgotla is particularly significant, as it will commemorate 30 years of the MQA’s contribution to skills development excellence, while reinforcing its mandate to support transformation, sustainability, and inclusive growth in the sector. The 2025–2026 Mining Skills Lekgotla will be integrated with the Mining and Minerals Sector Recognition Awards and a career exhibition, creating a comprehensive forum for engagement, reflection, and recognition.

A Two-Day Programme Designed for Impact

The Lekgotla’s two-day programme is structured to maximise participation and outcomes:

• Day One: Plenary session, keynote addresses, panel discussions on contemporary and future-focused issues, career guidance exhibitions, and the Mining and Minerals Sector Recognition Awards gala dinner.

• Day Two: Feedback from panel discussions, continued engagement on identified priorities, and continuation of the career exhibition.

A key objective of the Lekgotla is to celebrate and commemorate the 30-year milestone of the MQA, while promoting the work of the skills development sector and highlighting the central role played by the MQA in the implementation of the NSDP 2030. The event will also formally introduce newly appointed MQA Chairperson Dr Nomusa Zethu Qunta, along with newly appointed Board and Committee Members serving during the NSDP 2025–2030 term.

Among the expected outcomes are enhanced stakeholder engagement, deeper understanding of automation and digitisation in mining, and agreement on entrepreneurial programmes that support job creation for mine communities and youth.

The Lekgotla will also guide reskilling and upskilling plans aligned to future world-of-work demands, strengthening the MQA’s responsiveness to clearly defined stakeholder training needs. Both employees and unemployed youth will gain access to relevant, practical skills essential for the evolving sector.

A dedicated career exhibition, targeting high school learners from disadvantaged communities, will run concurrently with the event, benefiting learners over the two days. Interactive sessions, mentorship opportunities, and guidance will help learners make informed decisions about future careers in mining.

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