A quiet but profound shift is underway in Zimbabwe’s mining sector, driven by a simple yet powerful question: why are foreign investors bringing their own chief executives, finance directors, and technical managers when Zimbabwe has a deep pool of qualified professionals?
By Rudairo Maparanga
Speaking at a workshop on energy minerals co-hosted by ActionAid Zimbabwe and the Parliament of Zimbabwe, the Ministry of Mines and Mining Development Permanent Secretary, Pfungwa Kunaka, put the issue squarely on the table, declaring that the era of imported management must end if the country is to truly benefit from its mineral wealth.
“Currently, we have concerns, Chairman, that in some mining projects, they are not employing our own people at senior levels. The chief executive officers, the operating officers, and those in finance, some of them are being brought from abroad,” Kunaka told lawmakers and civil society representatives.
His remarks strike at the heart of a tension that has long simmered beneath Zimbabwe’s mining boom: high levels of foreign investment have not translated into high-level local employment. While thousands of Zimbabweans work as miners, truck drivers, and general labourers, executive positions remain largely occupied by expatriates.
“We are looking at coming up with a policy, Chairman, so that employment in those areas recognises our skills. It is an area that we want to examine very critically,” Kunaka said.
Kunaka’s concerns are not theoretical. The platinum group metals (PGM) sector provides a strong counterexample of what is possible when companies commit to localisation.
At Zimplats, Zimbabwe’s largest platinum producer, the executive management committee reflects significant local expertise. Chief Executive Officer Alexander Mhembere leads a team that includes Chief Finance Officer Patricia Zvandasara, Managing Director Dr Stanley Segula, Chief Technical Officer Amend Chiduma, Human Resources Director Takawira Maswiswi, and Corporate Affairs Head Sibusisiwe Chindove.
The same trend is evident at Mimosa Mining Company and Unki Mine. These operations demonstrate that world-class mining standards do not require imported leadership. Zimbabwean professionals can and do run complex, multi-billion-dollar operations efficiently and profitably.
“Throughout the value chain, including laboratories and technical services, these issues need to be addressed,” Kunaka added, signalling that the localisation drive extends beyond executive roles to specialised technical functions where expatriates still dominate.
The gap between investment and local employment has not gone unnoticed by industry observers. Mining economist Lyman Mlambo emphasised that localising technical services must be a priority.
“Industry needs to reduce imports of technical services and utilise local resources. This includes Environmental Impact Assessments, Social Impact Assessments, Mine Closure Plans, feasibility studies, and repair and maintenance services,” Mlambo said.
He acknowledged that building local capacity requires strengthening educational institutions.
“Employing locals requires that our educational and training institutions produce high-quality graduates who are employable at all levels. Industry and government share the responsibility to strengthen mining training institutions and review curricula to align with industry needs.”
Government is already moving in this direction. Minister of Mines and Mining Development Polite Kambamura recently announced plans to compel mining companies to take students on industrial attachment.
“Graduates and undergraduates are not finding attachment opportunities, so we are going to make it mandatory for mining companies to absorb students. We will also strengthen skills and knowledge transfer,” Kambamura said.
The Caledonia Model: 100% Local Workforce
Caledonia Mining Corporation provides another compelling example. The company reports that its entire workforce at Blanket Mine consists of Zimbabwean nationals, with 92% of its 2023 procurement sourced from Zimbabwean-owned companies.
“100% of employees at Blanket Mine are Zimbabwean. All employees are paid in U.S. dollars, and all undergo safety training,” the company said in its latest ESG report.
Caledonia’s approach demonstrates that local employment is not merely a compliance requirement but a strategic advantage that strengthens community relations and operational stability.
The demand for local employment continues to gain traction in mining communities. The Association of Junior Mining Professionals of Zimbabwe (AJMPZ), through Secretary General Hazel Karoro, has called for policies that prioritise skills transfer and local employment across the mining value chain.
Karoro emphasised the need to empower local human resources managers to make independent hiring decisions, rather than having recruitment dictated by foreign headquarters.
At a recent minerals governance dialogue in Manicaland, workers echoed similar concerns. Proud Nyakunu of the Zimbabwe Diamond and Allied Workers Union stressed the importance of policies that favour local employment and procurement.
“This creates jobs and stimulates the local economy. Meaningful community participation in decision-making processes related to mining projects is essential,” Nyakunu said.
The ESG Dimension
Environmental, Social and Governance (ESG) considerations are increasingly shaping investor expectations around local employment and community benefit. Namib Minerals recently highlighted its community investments at How Mine, including staff housing, a school block, and healthcare support.
These initiatives reinforce the importance of strong community relationships in de-risking mining operations and ensuring long-term sustainability.
Kunaka’s intervention signals that government is preparing to move from concern to action. A policy framework that promotes local employment at senior levels, strengthens skills transfer, and ensures Zimbabweans occupy decision-making roles across the mining value chain is now under consideration.
The PGM sector has shown it can be done. Caledonia has shown it can be done. The question remains: why should every mining investor in Zimbabwe not meet the same standard?
“When you look at the ban, these are the opportunities it will create,” Kunaka said, linking export restrictions to a broader vision of a mining sector that delivers not only revenue, but also skills, jobs, and industrial capacity.
The implementation of that vision, he acknowledged, will be critical. But the direction is clear: investment without meaningful local participation at senior levels is no longer sufficient. Zimbabweans must benefit—not only as labourers, but as leaders.
