With extensive experience in energy management and grid security, Christopher Hailstone offers a unique perspective on the monumental task facing emerging economies as they balance resource development with sustainable energy infrastructure. We sat down with him to discuss Zambia’s ambitious plan to become a global copper powerhouse and the critical role that a modernized, resilient power sector will play in its success. Our conversation explored the practical strategies for attracting the massive private investment needed, the on-the-ground challenges of developing renewable energy projects, and how recent power shortages can serve as a catalyst for urgent, collaborative action between public and private sectors.
Zambia has set an ambitious goal to significantly increase its copper output by 2031. Beyond the headline numbers, what are the most critical first steps the country must take to build the strong, reliable power system needed to support this mining expansion? Please share some practical examples.
The absolute foundational step isn’t just about pouring concrete for new power plants; it’s about creating a transparent and attractive market. The government’s recent decision to open up access to the national electricity network is a perfect example of this. It’s a game-changer. Imagine telling an investor they can build a solar farm but have no guaranteed way to get their power to a paying customer. That’s a non-starter. By allowing more producers to use existing transmission lines, the government is sending a powerful signal to global capital that Zambia is a forward-looking, reliable place to invest. It’s this kind of practical, structural reform that builds the confidence needed to even begin talking about raising billions of dollars.
The plan to add 10 gigawatts of power by 2030 requires an estimated $12 billion investment. What specific strategies can attract this level of private funding, and what role do recent government reforms, like opening network access, play in de-risking these investments for global partners?
Attracting a sum like $12 billion hinges entirely on de-risking the environment for investors. No one is going to write a check that large based on hope. The government’s move to open network access is a cornerstone of this strategy because it directly addresses the “merchant risk” of not being able to sell your generated power. Another crucial element is the Integrated Resource Plan. This isn’t just a document; it’s a clear roadmap that aligns energy development directly with the mining industry’s needs. When an investor sees a plan that says, “We need X megawatts here to power a mine expansion that is already underway,” it transforms a speculative venture into a bankable project with a guaranteed customer. This alignment is what makes the vast sum of $12 billion feel achievable.
Your company is developing over 250 megawatts in renewable projects. Could you walk us through the primary challenges in getting these projects online? How do investments in cross-border transmission links and participation in the Southern African Power Pool help mitigate local supply pressures?
Getting over 250 megawatts from a plan on paper to a facility generating power is a marathon of details. The primary hurdles are often speed and coordination—ensuring that permitting, grid connection studies, and financing all move in lockstep. Any delay can be costly. This is where a regional approach becomes so valuable. Our investments in cross-border transmission links and active participation in the Southern African Power Pool act as a crucial pressure-release valve. If we face a local generation shortfall or unexpected demand spike from the mines, we don’t have to rely solely on domestic capacity. We can tap into a wider, more diverse pool of energy from neighboring countries, which strengthens our local supply security and provides a buffer while we build out our own long-term projects.
You’ve framed recent power shortages as a “wake-up call” for Zambia. How can both the public and private sectors translate this urgency into faster action on generation capacity and infrastructure modernization? Could you provide a metric for what “faster” should look like in practice?
That “wake-up call” is the feeling of vulnerability when the lights flicker in a mine or a processing plant. It makes the abstract need for power intensely real. To translate that urgency into action, “faster” means shortening the project development cycle from years to months. A key metric would be the time from project proposal to financial close. If we can create streamlined, transparent processes that cut that timeline in half, we are making real progress. This requires a proactive partnership where the government expedites approvals and the private sector comes to the table with fully-prepared, investment-ready projects. The shortages should eliminate any complacency and force both sides to act with the swiftness this economic ambition demands.
Given that Zambia’s Integrated Resource Plan aligns energy development with mining needs, what are the top two or three priorities within that plan that must be executed flawlessly to keep the copper growth strategy on track? Please elaborate on the specific execution details.
First and foremost is the rapid deployment of new generation capacity, specifically renewable projects that can be built relatively quickly. This means flawlessly executing land acquisition, permitting, and grid integration for projects like our own 250-megawatt portfolio. There can be no bureaucratic delays. The second priority must be the modernization of the transmission infrastructure itself. It’s not enough to generate power; we have to be able to move it reliably from where it’s produced to the mines. This requires targeted investments in upgrading existing lines and building new ones to handle the 10 gigawatts of new capacity. Flawless execution here means projects are completed on time and on budget, preventing bottlenecks that could strand all that new power.
What is your forecast for Zambia’s renewable energy sector over the next five years, especially concerning its ability to meet the ambitious demands of the growing copper industry?
My forecast is one of cautious but significant optimism. The next five years will be a period of explosive growth, driven by necessity. We won’t meet the full 10-gigawatt target in that timeframe, but we will see a dramatic acceleration in the deployment of solar and other renewables. The combination of clear government policy, the undeniable demand from the copper sector, and increasing investor confidence creates a powerful tailwind. The key will be maintaining momentum. As long as the public and private sectors continue to work in concert, Zambia’s renewable sector will not only meet the challenge but will become a cornerstone of the nation’s economic transformation and a model for the region.
