The conversation around Namibia’s energy sector is changing. The question is no longer whether the opportunity exists, but whether businesses are preparing now to participate when it arrives.
By Olavi Hangula, and Naftal Akweenda
28 August 2026 – For the past few years, Namibia’s energy story has been dominated by discovery. Exploration results in the Orange Basin put the country firmly on the global energy map and brought with them a wave of interest from operators, investors and service providers.
The next milestones are equally well known: Final Investment Decisions, development and, eventually, first oil.
At the Namibia Oil and Gas Conference 2026, however, the conversation had clearly moved on.
Attention is shifting towards readiness. For businesses, that means understanding what will be required to participate in an industry where technical standards are high, contracts can be complex and the cost of being unprepared may only become obvious once opportunities start moving at pace.
The businesses that benefit most from Namibia’s petroleum sector are unlikely to be those that start preparing when production begins. The work starts much earlier.
That preparation looks different depending on where a business sits in the value chain. For some, it means investing in equipment or improving working capital.
For others, the priority will be governance, health and safety standards, financial controls, specialist skills or the ability to meet the procurement requirements of large international operators and contractors. For many Namibian businesses, partnership will also be part of the answer.
One of the developments evident at this year’s conference was the growing interest in joint ventures between local businesses and experienced international companies.
Done well, these partnerships give Namibian firms access to technical expertise, track records, systems and technology while giving international businesses local knowledge and market access. They can also reduce risk for both parties.
Access to finance will be critical to enabling meaningful local participation, but it is most effective when it supports businesses that have invested in becoming ready. Preparation is about more than securing funding.
It is about building the governance, financial discipline, operational capability and commercial partnerships that give businesses the confidence to grow sustainably. Businesses that begin this journey early are often better positioned to access capital when opportunities arise and to scale alongside the industry’s development.
Oil and gas presents a significant opportunity for Namibian enterprise, but participation will not be automatic. International operators work to demanding technical, safety and commercial standards.
Local businesses wanting to compete for work will need to understand those requirements early enough to close gaps before procurement starts. The discussion around local content is therefore becoming more practical.
The recently approved National Upstream Petroleum Local Content Policy is an important step towards greater clarity on how Namibians can participate across the petroleum value chain.
The larger test will be whether participation results in businesses that are stronger, more capable and able to compete beyond a single contract. A contract can create revenue for a year. Capability can create a business that lasts much longer.
That should shape how companies prepare now.
Building capability also widens the opportunity beyond the most obvious oil and gas services. Petroleum development can generate demand across logistics, marine services, engineering, transport, aviation, warehousing, professional services, training, environmental services, power and hospitality. Some of the businesses that benefit from Namibia’s energy sector may never work directly on an offshore asset.
For them, understanding the wider supply chain will matter as much as understanding the upstream industry.
The same principle applies to the country as a whole. Walvis Bay and Lüderitz will need to continue developing as service and logistics centres. Supporting infrastructure has to keep pace. Skills need to be developed before shortages become constraints.
Regulation has to provide enough certainty for companies to invest with confidence.
None of this requires businesses to bet recklessly on first oil. It requires informed preparation.
There is still uncertainty around timelines, project sanction and the precise scale of future demand.
That makes disciplined decision-making more important. Businesses need to know where they have a credible role, what investment that role requires and which capabilities can serve them across more than one project or sector.
The companies asking those questions now will be better placed when procurement accelerates.
Namibia’s petroleum industry will take years to develop. That time should be treated as an advantage.
It gives local businesses an opportunity to strengthen before demand peaks, build relationships before tenders are issued and make measured investments before the market becomes more crowded.
First oil will be an important milestone for Namibia. Business readiness will determine how widely its value is shared.
Olavi Hangula, Coverage Manager: Oil & Gas & Energy, RMB Namibia, and Naftal Akweenda, Relationship Manager: FNB Commercial, Enterprise Banking
