Factors contributing to gender-inclusive procurement practices in Zambia’s mining industry: A case study of Konkola copper mines PLC

Resumo

The study evaluated gender-inclusive procurement (GIP) practices in Konkola Copper Mines Plc (KCM) to assess the level of implementation, identify the hurdles faced by women-owned businesses (WOBs), and provide evidence-based recommendations for enhancing women’s economic empowerment in Zambia’s mining industry. WOBs receive less than 2% of procurement expenditure from big mining companies. Statutory Instrument No. 68 of 2025 demands women inclusion in procurement. The study addresses the policy-practice gap. The stakeholder theory, institutional theory, and Kabeer’s theory guided the research. A mixed methods, single-case design was applied. Data was collected from a target demographic of 914 KCM procurement professionals, management, end-users, and registered WOB suppliers. A purposive selection included 200 respondents, comprising procurement professionals, management, and WOB vendors. Quantitative data were obtained through structured questionnaires, while qualitative data were collected via semi-structured interviews with key informants selected purposively. Quantitative data were evaluated using descriptive statistics, Independent Samples t-Test, and One-Way ANOVA in IBM SPSS v26 to compare perceptions across stakeholder groups. Qualitative data were examined thematically to provide context to statistical results. KCM has a defined procurement system, although gender-responsive provisions remain aspirational. The most highly ranked impediments were limited access to financing (M=3.92, SD=0.98) and difficult procurement procedures (M=3.60, SD=1.02). Weak institutional mechanisms were observed, with gender officer training (M=2.52, SD=1.15) and gender audit processes (M=2.54, SD=1.11) scoring the lowest. Substantial disparities were seen between KCM personnel and WOB suppliers (p<0.05), with suppliers perceiving barriers more, indicating information asymmetry. WOBs expressed high interest in participating (M=3.84, SD=0.89), indicating that there is demand, but it is unsupported. The cause of GIP failure at KCM is weak enforcement, lack of supplier development, and no disaggregated monitoring, rather than the absence of policy or supplier interest. The study recommends: 1) mandatory gender spend targets; 2) structured supplier development programs, including pre-bid training and simplified documentation; and 3) operationalization of SI No. 68 of 2025 through regular gender audits and accountability frameworks to translate policy into measurable economic outcomes.