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.
