Libreville, Tuesday 30 June 2026 – Faced with a company that has become a symbol of the difficulties in accessing drinking water and electricity in Gabon, Brice Clotaire Oligui Nguema has chosen a method rarely used in managing major public crises. Rather than speaking from a distance or through administrative communiqués, the head of state went to meet the employees of the Water and Energy Company of Gabon (SEEG).
For nearly three hours at the Jean Violas training centre in Owendo, he listened, questioned, reframed and set a course. This approach marks a new step in handling a file that has become highly strategic for the country’s economic and social future.
The meeting, organised on Monday at the request of the employees themselves, comes at a time when the quality of SEEG’s services has been causing public exasperation for several years. Recurring power cuts, water supply difficulties, ageing infrastructure and questions about the company’s governance have gradually placed the energy issue at the centre of national debate.
Beyond a simple institutional exchange, this presidential initiative reflects a desire to restore direct dialogue between decision-makers and those in the field, in order to identify the root causes of the dysfunctions and accelerate solutions.
A frank discussion on SEEG’s challenges
The exchanges allowed employees to express without filter the realities they face daily. Dysfunctions accumulated over the years, organisational difficulties, technical constraints and managerial shortcomings were addressed with frankness.
During the meeting, the employees themselves admitted that a lasting turnaround for the company cannot be achieved without a collective questioning. They stressed the need for a general mobilisation, a deep change in management practices and greater commitment at all levels of responsibility.
This internal recognition of the difficulties is an important element. It shows that the debate now goes beyond the sole question of investments or infrastructure. The issue also touches on governance, work organisation and the culture of performance within the company.
For many observers, this sequence marks a break with a logic where responsibilities were often shifted exclusively to the state or technical constraints. It opens the way to a more comprehensive approach to recovery.
Governance at the heart of reform
Taking note of the observations made, the president placed the question of governance at the centre of his intervention. His message was clear: no reform can produce lasting results without rigour, transparency, accountability and a sense of the general interest.
Through this position, the head of state recalled that modernising SEEG does not depend solely on financial investments or infrastructure projects. It also relies on the quality of management and the ability of leaders to fully assume their missions.
This demand for accountability comes at a time when the authorities are multiplying reforms aimed at strengthening the effectiveness of public services. In the case of SEEG, it aims to rebuild trust between the company and users, which has been severely shaken by accumulated difficulties. The stated goal is to create a company more focused on performance, service quality and citizen satisfaction.
Water and electricity as pillars of development
During the meeting, Brice Clotaire Oligui Nguema recalled the fundamental nature of access to drinking water and electricity. For him, these services are not solely a matter of technical management. They are essential levers for economic development, public health, education and improving living conditions.
This vision explains the particular attention given to the energy file since the beginning of the transition and after the presidential election. The authorities now consider water and electricity as one of the main determinants of national competitiveness and the well-being of the population.
The visit to the workshops of the Jean Violas training centre also allowed the head of state to assess the capacities of this infrastructure, which is set to play a major role in strengthening technical skills. Training human resources now appears as one of the pillars of the desired transformation.
At the end of the exchanges, the employees reaffirmed their willingness to actively participate in this recovery dynamic. Their commitment matches that of the authorities in a common ambition: to create a modernised SEEG capable of providing reliable service and meeting the growing expectations of Gabonese people.
In a country where energy challenges largely condition growth prospects, this meeting goes far beyond the social framework. It symbolises a strong conviction of the executive: the most complex crises are not resolved solely by administrative decisions. They also require listening, shared responsibility and collective mobilisation around the general interest. This is precisely the message the president chose to carry by placing dialogue at the heart of SEEG’s transformation.
