Lupupa Siulapwa is the Manager Project Planning at the Rural Electrification Authority (REA) in Zambia. He attended the EMP-Global this year at the ICTP where he worked with Katebe Sakala from Zesco Ltd and Michelo Choongo of ZamStats on a Data Governance Plan for Zambia. Their participation in the training was part of SEforALL’s support to the Government of Zambia, funded by the Rockefeller Foundation. Here Lupupa talks about his work and the objectives for clean energy in Zambia.
At REA, our mandate is to increase electricity access in rural communities in an equitable and sustainable manner that drives socio-economic transformation. To achieve this, we deploy a mix of technologies, grid extension, solar mini-grids, solar home systems (SHS), and other off-grid solutions, depending on the unique needs and geographic context of each area.
My role involves GIS‑based planning, end‑to‑end project preparation including technical, financial, economic, environmental, and social impact assessments as well as coordinating the development and update of the Rural Electrification Master Plan (REMP). The REMP is our national blueprint for rural electrification. We are currently finalising its updated version, which is built on a least-cost geospatial electrification modelling approach aimed at achieving universal access by 2030.
So you’re a very busy man with a lot of responsibility. Obviously they must think you’re very able because you’ve been entrusted with the job, so that’s a real vote of confidence in your abilities. How big is your team?
At the moment, we are still in the process of building the full team, but I am fortunate to work with a growing group of dedicated professionals. Our core team brings together expertise in environmental and social safeguards, project planning, financial and economic analysis.Even though we are not yet at full capacity, the team has consistently stepped up to the demands of the work. They handle a wide range of responsibilities with commitment and professionalism, and I genuinely appreciate the effort they put into ensuring that our projects are well-designed, sustainable, and impactful.
Their support makes it possible for us to deliver on the Authority’s mandate, and I consider myself privileged to lead such a capable and driven group.
How easy is it to build energy modelling skills in your team?
Energy modelling is still a relatively new area for our Project Planning team, so the capacity is not yet where we want it to be. What I have learned through this process is that energy modelling is not a skill one acquires overnight, it requires continuous learning, exposure, and hands-on practice. Short training programmes, like the two-week EMP-Global course, provide a strong foundation, but they are just the starting point. The real depth comes from sustained learning and practical application over time. That’s why REA is now taking deliberate steps to build long-term capacity within the team. This includes creating a structured capacity-building plan, identifying specialised training opportunities, and ensuring that our staff are equipped with the skills needed to support the updated REMP and future energy planning work.
That’s excellent and part of what I think CCG recommends: people from different ministries or organisations working together because you all have so many things in common.
When we began the EMP-G course, I expected the Data Governance track to focus mainly on database management. Instead, it went much deeper, covering how to design a full data governance plan, define roles, improve data quality, and make use of open-data platforms. That was eye-opening for me. What stood out is that many of the things we have already been doing in Zambia, like forming the GIS Technical Working Group are key components of a proper data governance framework. The course helped us recognise that and guided us on how to formalise it.
Now that you as an individual have had this training, you also need to broaden it across more people. What kind of support would you want to have for your team in moving as fast as you can to create the access plan for 2030?
Going forward, the biggest support we need is building real, hands-on capacity in energy modelling, especially using open-source tools like ONSSET. When we updated the REMP, most of the modelling work was done by consultants, which means our internal team didn’t get the full opportunity to understand or run the entire process themselves.
This experience has shown me how important it is to use transparent, open modelling tools. With the current geospatial model, it’s sometimes difficult for the team to dig deeper, refine assumptions, or make updates on their own. Learning open-source tools would change that.
My goal is to ensure that REA develops strong in-house expertise, so we are not overly dependent on consultants and can continuously update our electrification scenarios as new data comes in. That is the kind of support that would make the biggest difference, training that empowers the team to confidently run and improve the models themselves.
What would you like to see that would guarantee you hitting that target? You know, would it be additional investment? Would it be more people? Would it be more training? What kind of thing? In an ideal world would you want to see coming together to ensure that you hit that target of 100% access?
That’s an excellent question. When you look at a goal as ambitious as universal access by 2030, it’s easy to jump straight to funding or infrastructure. But from my perspective, the real foundation is people. Before any major investment can be absorbed effectively, we need to ensure that we have the right human capacity in place. I have realised that sometimes we focus on securing more resources without first asking whether we have the internal capability to deliver at the scale required. If the people who are meant to implement the electrification plan are overstretched or under-resourced, even the best-funded programmes will struggle.
So, for me, the starting point is twofold: Strengthen staffing levels and build adequate human capital, especially in areas like planning, modelling, project preparation, and implementation. Further, invest in long-term capacity building, ensuring that teams are equipped with the technical skills needed to execute the national electrification plans effectively. Once these foundational elements are in place, additional financing, new technologies, and ambitious targets become much more achievable. If we get the people side right, everything else can follow.
One of the things we haven’t mentioned is policy. What is the policy situation in Zambia?
When we talk about reaching universal access by 2030, policy becomes a critical part of the conversation. Energy policies are led by the Ministry of Energy, but as REA, our focus is on how those policies shape the off-grid space, where private sector participation is essential.
In recent years, Zambia has introduced measures such as licensing exemptions for mini grids under 5 MW. While these changes aimed to reduce delays and encourage investment, the practical results have been mixed. On one hand, removing regulatory hurdles has made it easier to deploy donor-supported projects. On the other hand, many private developers and financiers still prefer a clear, predictable regulatory framework because it protects their investments and improves bankability.
What we have learned is that neither full deregulation nor heavy regulation works on its own. Developers need a balanced approach, something flexible enough to support innovation and fast deployment, but structured enough to give investors confidence. That is why the sector is now discussing light-handed regulation.
With the right balance of policy clarity and regulatory flexibility, the private sector can become a powerful partner in achieving universal access.