In a move that sent shockwaves through parliament and beyond, the newly appointed interim minister of Mines, Hon. Frans Kapofi, announced that the government intends to urgently amend the Petroleum Act of 1991. The proposed changes, we are told, would grant significantly greater powers to the President in matters of petroleum licensing and oversight, an area already fraught with political tension and public scrutiny.
On the surface, the intention might be practical: to streamline decision-making, enhance accountability at the top, and ensure strategic control over Namibia’s increasingly vital oil and gas sector. But the reaction in Parliament and among the public reveals something deeper: a growing unease about how power is being centralised and, more importantly, how poorly that process is being communicated to the Namibian people.
This unease is not unfounded. The announcement comes on the heels of a recent controversy in which President NNN briefly appointed herself as Minister of Mines and Energy, a move many questioned as unconstitutional. The subsequent reversal of that decision was welcome, but it also underscored a troubling pattern: a presidency that appears reactive rather than proactive in explaining its decisions. The silence or vagueness that follows such announcements leaves citizens, commentators, and opposition members to fill the vacuum with speculation and conspiracy. In politics, silence is never neutral; it is quickly weaponised.
Intentions are not enough
We must acknowledge that President NNN may well have noble intentions. The oil and gas industry is new terrain for Namibia, brimming with promise and risk. It is understandable that the Head of State would want to ensure that the country’s resources are managed with utmost integrity and national interest at heart. However, good intentions are meaningless if they are not accompanied by good communication. In governance, perception is often as important as policy.
If the public perceives these amendments as an attempt to consolidate power, rather than strengthen oversight, the political cost will far outweigh any administrative efficiency gained. As history has shown across Africa, once the perception of autocracy begins to take root, it is exceedingly difficult to uproot.
The comparison many observers are already drawing with countries like Equatorial Guinea is particularly dangerous. Namibia’s hard-won reputation as a stable democracy, where transparency and constitutionalism are valued, cannot be taken for granted. The Presidency must remember that managing perception is part of managing power.
Communication is governance
The oil industry, more than most sectors, operates on confidence and clarity. Investors want to know that the rules of engagement are transparent, that the political leadership is consistent, and that policy will not shift with the political winds.
Citizens, on the other hand, want assurance that their natural wealth will not become another cautionary tale of mismanagement and elite capture. In such an environment, communication is not a public-relations accessory; it is a governance imperative.
The presidency needs to institutionalise a culture of explanation. That means more than press releases and photo opportunities. It requires timely, substantive engagement with the public, the media, and Parliament. When major policy shifts are contemplated, the presidency must lead the conversation, not follow it.
It is not enough for an interim minister to make a surprise announcement in Parliament about “urgent amendments” to a law as critical as the Petroleum Act. The rationale, implications, and safeguards must be clearly explained before the bill reaches the floor. The public should hear directly from the President or a designated spokesperson capable of communicating both the technical and constitutional reasoning behind such moves.
What the presidency should do differently
First, transparency must precede decision-making. Before any amendments are tabled, the Presidency should commission a white paper or policy brief outlining the motivations, expected benefits, and potential risks of granting expanded powers to the Head of State. Let experts, civil society, and industry voices comment on it. Consultation does not weaken leadership; it strengthens legitimacy.
Second, the presidency needs a clear communication framework. Decisions affecting national resources should not be communicated through fragmented channels or hurried press statements. Instead, establish a dedicated Presidential Communications Unit staffed with professionals trained in crisis communication, public policy, and media strategy. This team should ensure that all government messaging is coherent, fact-based and consistent across ministries.
Third, embrace the media as a partner, not an adversary. The press is the bridge between State House and the public. By engaging the media openly and regularly, the presidency can reduce misinformation and build trust. Scheduled briefings, background sessions for journalists, and the release of factual explanatory notes on sensitive policies would go a long way toward closing the gap between government intentions and public understanding.
Fourth, the President herself must lead from the front in communication. When controversies arise, as they inevitably will, silence is not an option. A calm, reasoned address to the nation outlining the government’s thinking can defuse anxiety and reframe the narrative. Namibians are reasonable people; they respond to honesty, not secrecy.
Lastly, language matters. The tone of government communication should be inclusive, not defensive. When explaining complex policy changes, officials should avoid jargon and legalistic phrasing. The aim should be clarity, not cleverness. Every Namibian deserves to understand what is being done in their name.
A time to reassure, not retreat
Namibia stands at the dawn of what could be a transformative oil era. The choices we make now, about transparency, accountability, and communication, will shape the legacy of this administration and the nation’s economic trajectory for decades to come.
President NNN has a rare opportunity to lead with clarity and conviction. But leadership today is as much about how decisions are explained as about how they are made.
The Presidency must tighten its communication, open its doors, and trust the people with the truth. Only then will it protect both its legitimacy and Namibia’s democratic integrity.
