Libreville, Tuesday 30 June 2026 – For years, the debate over Gabon’s water and electricity crisis has zeroed in on the fallout: constant blackouts, water shortages, load shedding, and public anger. But a fundamental question has been largely ignored: have the people who truly understand the networks, the installations, and the technical constraints been given enough of a say?

This week’s meeting between President Brice Clotaire Oligui Nguema and SEEG employees at the Jean Violas Vocational Centre in Owendo could signal a major shift in how the nation tackles this crisis. For nearly three hours, the head of state listened directly to those who live the day-to-day realities on the ground.

The message from the workers was clear. Beyond ageing infrastructure, one of the deepest problems at SEEG is the steady sidelining of technical expertise from key decisions.

Putting technicians at the heart of the diagnosis

An older technician, who has spent 25 years repairing high-voltage networks, put it bluntly: “Decisions are made upstairs without understanding what happens downstairs.” His testimony echoed what many employees have been saying for a long time. Technicians spot the failures, identify risks, and propose fixes, but their recommendations often get lost in strategic trade-offs.

Behind this criticism lies a pattern seen in many state-owned companies worldwide. When decisions drift away from operational realities, problems pile up until they become structural.

Other workers agreed. Electricians, electromechanics, network engineers, water specialists, and maintenance staff all described a system where technical know-how does not always carry enough weight in the decision chain.

The parallel with some global corporate giants is striking. Boeing’s well-documented crises showed what happens when administrative or financial priorities override technical requirements. Conversely, groups like Mercedes built their success on giving engineers a powerful voice in strategic choices.

Water: a challenge of design as much as production

The discussions also shed light on several aspects the public rarely hears about.

On water supply, the employees explained that the difficulties are not just about cuts or old installations. Water pressure is a decisive factor. When available volumes drop, pressure falls naturally, preventing water from reaching certain neighbourhoods or upper floors of buildings.

This situation worsens during the dry season. The current resource drawn from the Ntoum river experiences low flow, a natural phenomenon that reduces water levels and flow.

This reality reopens a strategic question. Why not use the current overhaul of the sector to explore a larger intake directly from the Kango river, which offers much more abundant and stable volumes year-round?

Such a move would require hefty investments, but it fits the logic of building the kind of large-scale infrastructure a growing country needs.

Reform will only succeed with the right skills

The upcoming creation of the Gabonaise des Eaux and the Électricité du Gabon is a historic opportunity. Rarely has the country had such a chance to rebuild two strategic companies from scratch.

But the success of this transformation will not depend solely on funding or equipment. It will hinge on the ability to put technical skills back at the centre of the system.

The direct exchange between the president and the employees showed one essential thing. The answers often already exist inside the organisations. They lie with the men and women who design, maintain, and operate the infrastructure every day.

The real lesson of this meeting may be that the new entities set to replace SEEG must lean more heavily on their engineers, technicians, and specialists. Because in sectors as critical as water and electricity, the state can finance the infrastructure. But only expertise, on-the-ground listening, and competence can guarantee lasting public service. That is arguably the most important takeaway Gabon can draw today from its energy and water crisis.