STAFF WRITER
AFTER steering NamPost for the past 15 years, overseeing company strategy with the mandate to be a modern, vibrant, customer centric company , outgoing Chief Executive Officer, Festus Hangula, is ready to live his long-held dream of nurturing plants and animals in agriculture.
Connecting Namibians since 1992, NamPost is the country’s national postal operator offering comprehensive financial, mail, logistics and retail services for individual customers, businesses and communities nationwide.
“I still have a lot to offer because of the experience that I have attained in the past few years. I’m completely not ready to leave the professional space as yet, but I’m glad settle home for the time being and do what I love most, nurturing plants and agriculture.Hangula told Namibia Business Review this month on the eve of his departure.
NamPost started its transformative journey in 1992 with 92 Post Offices, today there are 136 customer points serving communities from all walks of life. Unique to the entity, a Biometric SmartCard was introduced in 2006. Subsequently, automated mail sorting, prepaid courier products, insurance products, inter-operable VISA SmartCard, PostPay Money Transfer Service, Banking App and Internet Banking platforms were introduced at the helm of Hangula’sleadership as he retires in August 2025.
Hangula says he leaves the parastatal equally satisfied to have contributed to the digitisation of the company and its subsidiaries.
A STORY OF RESILIENCE
Hangula says life has not been a bed of roses at NamPost. “I had to eat what I killed”.
This was during an era when State-Owned Enterprises (SOEs) were known for repeatedly seeking bailouts in a seemingly never-ending cycle that only shifted plotlines like a 1990s romantic soap opera.
Many parastatals in Namibia have not broken even, let alone made a profit. However, NamPost is proud to be reckonedas a different breed among many that have struggled to survive.
According to the latest figures, the NamPost Group had 699 workers on its payroll in 2024, a fleet of 102 vehicles, 1.8 Million mail items handled, 251,455 VISA SmartCardcustomers, approximately 22,100 customers served per Post Office and a 85% customer satisfaction rate. The consolidated figures also show that its micro-financing arm, PostFin, extended N$671 million in micro-loans to small businesses and pensioners, with its niche market in women-run businesses. The annual report also shows that about 151,290 people at the low-end market are insured via NamPost.
While many parastatals have been accused of draining billions in taxpayer-funded bailouts, Hangula says the NamPost Group tried to live within its means.
“The secret to self-sustainability lies in diversification and operating within budget”, says Hangula.
The company was commercialised at its formation in 1992, Hangula said, meaning it had to be able to operate and generate value for the shareholder, he explained. “So we knew we had to grow and generate revenue through mail.
“We sat down and saw that mail alone will not be the way forward, so we decided to diversify. We have turned our loss-making bank into a profitable entity. We have grown into microlending and expanded it in a way that is profitable,” Hangula said.
“We are very proud that over the time that we have existed, that is about 33 years, we have not received a bailout from the government.”
A soft-spoken Hangula, who reflects the character of a man who prefers his work to speak for itself, says one of his significant challenges at NamPost was retaining staff in a cutthroat industry that has many competitors.
“It has not been easy to retain staff. This industry is very competitive. Sometimes you nurture someone, and your competition pounces and gets that person. The best way is to groom internally. Whenever we needed a manager, we would look among the middle managers to see who had the potential to grow and fill the void. We would then groom that person”.
“I believe we have done exceptionally well in skills development and succession planning,” Hangula said.
TEAM WORK MAKES THE DREAM WORK
While cognisant that his leadership has been instrumental in driving the company to greater heights, NamPost would not have been where it is now if it were not for a dedicated team.
“We do not work in isolation and I am very thankful for the colleagues I have worked with at both the management and the floor levels. These are a group of dedicated members who are committed to give their all. I remember that we were the first to introduce Visa cards with the chip ahead of everyone, including the banks. I was a bit sceptical that we were bringing in all this technology and it might scare our people, but look where we are now,” he said.
Hangula said he cherishes the fact that Namibians who bank with NamPost can access all the services offered by other banks.
“Over the years, we have observed our clients needs and introduced digital banking and internet banking services (electronic funds transfers) with all Namibian commercial banks.
“You can now transfer funds instantly and can actually see NamPost Bank among the recipients list. This is an achievement that took a long time to come, but we are here now,” he said.
Hangula said that while his 15 years at the helm of NamPost saw him achieving both personal and professional milestones, he anticipates other opportunities in the future.
“I am glad to have worked with the board members that we have.
In most cases, what causes challenges in SOEs is the misunderstanding between the CEO and the board. I am glad that the board here at NamPost understands the vision of the company and has allowed us to execute our duties without interference. We have worked very well together, and that is one of the reasons we have accomplished,” he said.
SCRATCHING THE SURFACE
According to Hangula, NamPost can boast of being the largest courier service company in the country.
“When it comes to growing our footprint beyond Namibia, we are still scratching the surface. There are opportunities to grow, and we must continue to take them. I am glad to mention that we can deliver parcels anywhere in the world, working with other partners,” he said.
OUTSIDE THE BOARDROOM
Although usually tucked in boardrooms and seeking ways to keep the NamPost machinery oiled, Hangula is an avid sports lover.
“Currently, I have not followed much of the local league, however my number one team in Namibia is the Brave Warriors. I support them unconditionally”.
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