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NamPower’s 2030 renewable energy target carries strategic weight far beyond the electricity sector. Backed by major infrastructure investment and a growing digitalisation agenda, Namibia’s national power utility is treating electricity security as a foundation of industrial competitiveness. Reaching 70% renewable generation capacity and 80% self-sufficiency in electricity will be central to Namibia’s ambitions in mining, mineral processing and emerging energy industries, while reducing exposure to imported power. The stakes run from operating costs and project viability to the country’s capacity to process more of its mineral wealth at home.
Electricity is becoming an increasingly important determinant of investment competitiveness. As the country pursues greater mineral beneficiation, new mining developments and emerging energy-intensive industries, the capacity to deliver dependable power at sustainable cost will influence how much economic value can be retained domestically.Mining investment decisions are shaped by more than the quality of an orebody. NamPower’s 2026–2030 Integrated Strategic Business Plan sets out the utility’s response. Its priorities include expanding domestic generation, increasing renewable capacity, strengthening the electricity network and incorporating technologies that improve operational efficiency.
The strategy also seeks to reduce Namibia’s exposure to regional electricity markets, which remain essential to meeting national demand. Moreover, the scale of the challenge is considerable as Namibia currently imports approximately half of its electricity requirements on average, with dependence rising to as much as 70% during dry seasons. While regional power-purchase agreements provide an important supply buffer, greater domestic generation could improve energy security and reduce exposure to external supply constraints.
NamPower Managing Director Kahenge S. Haulofu has indicated that regional electricity trading will remain part of the supply strategy while the utility develops additional domestic capacity. He said, “NamPower will continue to tap into regional trading opportunities, through power purchase agreements and otherwise, to ensure a least-cost electricity supply mix and ultimately, security of supply until we put in place a baseload power plant.” The approach reflects a pragmatic transition: strengthen domestic generation without compromising supply reliability while larger projects progress through development and implementation.
The immediate priority is translating the strategy into operational capacity. NamPower’s project pipeline spans solar, wind and hydropower, supported by battery storage and network infrastructure intended to accommodate a more diversified generation mix. Among the near-term developments is the 100MW Sores Gaib Solar PV Project outside Rosh Pinah. The project represents a significant addition to Namibia’s solar generation pipeline and is strategically located in a region with an established mining economy. Its contribution will depend on commissioning, grid integration and the system’s ability to absorb the additional output.
The 44MW Diaz Wind project is another near-term addition to the country’s generation mix. Developed by independent power producer InnoVent, it demonstrates the role private-sector investment can play in expanding electricity supply alongside NamPower’s own projects. Further capacity is planned through the 20MW Khan Solar PV plant and the 80MW Omburu PV II project. Building on existing renewable infrastructure, these developments would increase the contribution of solar power to domestic generation while diversifying the sources available to the national grid.
The longer-term pipeline includes the proposed 300MW Mega Wind project and the Baynes hydropower development, planned for 2032–33. Baynes, a proposed joint Namibia–Angola project, could provide an important source of firm generation to complement weather-dependent renewables. Its longer development horizon, however, means it will not resolve near-term supply constraints. Together, the projects illustrate the scale of the infrastructure programme required to reduce import dependence and accommodate future electricity demand. Their commercial significance extends beyond installed capacity: the timing of delivery, cost of generation, financing arrangements and readiness of transmission infrastructure will determine how effectively the additional power supports industrial growth.
Increasing renewable generation introduces a parallel challenge. Solar and wind output varies with weather conditions and time of day, requiring flexibility within the electricity system to maintain supply-demand balance and grid stability. Battery energy storage is therefore becoming a central component of NamPower’s plans. The programme includes the 51MW Omburu Battery Energy Storage System and the 45MW Lithops Battery Energy Storage System near Arandis. These installations are intended to help manage fluctuations in renewable output, support grid stability and provide additional flexibility during periods of changing demand.
Storage can also improve the usefulness of renewable generation by making electricity available at times when solar or wind output is lower. Its value will depend on how the systems are integrated into grid operations, their charging and dispatch strategies, and the economics of the electricity they store and deliver. Digitalisation offers another route to improving performance. At the 2026 Namibia Electricity Supply Industry Forum, NamPower Chief Operating Officer Ben Mingeli outlined how the utility’s existing network, asset-management, energy-trading and market systems support operational decisions. He also identified opportunities to apply artificial intelligence to predictive maintenance, grid performance analysis, fault detection and supply forecasting. “It’s still one of those things that we are investigating. We have a system for forecasting renewables in our energy trading, but we can do a lot more in terms of embedding AI in our operations,” said Mingeli.
The statement reflects an emerging area of development rather than a claim that AI is already embedded throughout NamPower’s operations. Its potential value lies in improving the quality and speed of operational decisions: identifying emerging equipment problems, anticipating supply shortfalls, forecasting renewable output and reducing avoidable emergency electricity purchases. Such capabilities could become increasingly important as the generation mix grows more complex. Better forecasting and asset management may help the utility coordinate different sources of electricity more efficiently, while digital monitoring can support maintenance planning and improve visibility across the network.
Technology, however, is an enabler rather than a substitute for physical investment. New generation must be supported by adequate transmission capacity, substations, control systems and grid connections. Without those complementary assets, additional installed capacity may not translate into electricity that can be delivered reliably to the places where demand is growing. NamPower’s programme creates opportunities across the electricity value chain, including renewable generation, battery storage, transmission infrastructure, electrical equipment, engineering, construction and long-term operations and maintenance.
For investors and suppliers, the potential extends beyond individual projects. A sustained programme of infrastructure development can support local technical capacity, build demand for specialist services and create opportunities for Namibian businesses to participate in the electricity sector’s expansion. The utility’s existing asset base provides an indication of the scale of infrastructure it manages. NamPower has reported that its assets reached approximately N$59 billion in 2025, while profit after tax stood at N$1.4 billion. Its transmission and distribution network extends to approximately 25,000 kilometres and includes more than 200 substations.
These figures demonstrate the scale of the existing system, although they should not be confused with the value of the planned investment programme. The financing requirements of the 2026–2030 strategy, alongside the allocation of capital between generation, transmission, storage and digital infrastructure, will be important measures of its implementation. Project financing and procurement will also determine where opportunities emerge. Developers require clarity on timelines, grid-connection arrangements and power-purchase structures, while suppliers need visibility over procurement requirements and delivery schedules. For NamPower, disciplined capital allocation will be essential to balancing expansion with affordability and long-term financial sustainability.
The economic rationale extends directly to mining. Reliable and competitively priced electricity can support mine development, expansion and the processing of mineral resources within Namibia. As the country seeks to retain more value from its natural resources, power infrastructure will influence the viability of energy-intensive activities that can create jobs, strengthen domestic supply chains and broaden the industrial base. The relationship is reciprocal. Mining and other large industrial users can create substantial demand for electricity, helping underpin investment in generation and network infrastructure. That demand must nevertheless be matched with sufficient capacity and appropriate commercial arrangements to avoid placing additional pressure on supply or pushing costs higher for other consumers.
The strategic ambition is clear, but the pace and quality of execution will determine its impact. Financing, procurement awards, construction schedules, grid-connection readiness and coordination with independent power producers will all influence how much new capacity becomes operational by 2030. NamPower must also navigate the changing economics of regional electricity markets, the variability of renewable generation and the need to maintain reliable supply as demand grows. Longer-term projects such as Baynes hydropower will require sustained development and cross-border coordination, while nearer-term solar, wind and storage investments must deliver tangible gains within the current planning cycle.
The utility’s strategy also sits within a wider national imperative to improve electricity access and support economic participation. Expanding generation and strengthening the grid must ultimately contribute to a system that can serve households and businesses affordably, as well as meet the requirements of large industrial consumers. NamPower Board Deputy Chairperson Paulina Elago has framed the strategy as a response to changing markets, technology and operating risks. “In a world where geopolitics shift, markets evolve and technology reshapes industries, standing still is not an option. This plan is our proactive response: a coordinated, company-wide strategy that leverages our strengths, confronts our weaknesses and mitigates the risks that lie ahead,” concluded Elago.
In the mining sector, the implications are significant. A stronger domestic electricity system could improve supply resilience, support investment in mineral processing and help create the infrastructure conditions needed for new industrial value chains. Achieving those outcomes will require more than adding renewable megawatts, it will depend on the coordinated delivery of generation, storage, transmission and digital capabilities. NamPower’s 2030 targets provide a clear direction of travel.
