The task of reviving a patient in intensive care is by no means an easy one. It requires the best brains at work who have the expertise and wherewithal to administer the best possible medical procedures. The same also applies in the world of business. To pull a company out of the doldrums – a near state of bankruptcy – into sound health is not a task for the faint hearted. This arduous task is exactly what Yusuf Usman Yahaya boldly undertook a little over a year ago. While it may not be said that he has succeeded in wholly resuscitating Kaduna Electric back to sound health, the signs are indeed visible that positive steps and initiatives have been put in place for long term growth. In the situation he found himself, the first critical step that needed to be taken was to halt the bleeding. Avenues where the company was suffering serious financial haemorrhage had to be stopped.
People and organisation
The chief executive saw the urgent need to also restructure operations to give a new direction of travel. The organisational restructuring helped to refocus the company into a commercially driven business with regional leadership and area office teams given more autonomy to drive the business. Tied to this is the reorientation of staff to understand the critical role they play in the grand scheme of things. It goes without saying that without a dedicated and committed work force all attempts at transformation would not yield the desired outcome.
He has ensured that staff entitlements such as salaries, pension remittances and other allowances are paid in due time, a situation which has earned him accolades from the two in-house labour unions. The staff performance appraisal system has been digitized and remodeled to give staff the confidence that they are being properly appraised by there respective line managers. He has also spent time in building new operational processes and rejigging and streamlining existing ones to enhance efficiency in service delivery company wide. Additional operational vehicles and work tools such as computers, furniture, ladders, Personal Protective Equipment (PPEs) were purchased to support staff deliver on their tasks. Motorcycles have also been distributed especially to those staff in remote locations to help reach customers with ease. A plan has been rolled out to begin the phased rehabilitation of offices and provision of internet services to boost staff productivity.
Engineering and technical
The backbone of the success in improving power supply is without doubt, the effort that has gone into the rehabilitation of the large, expansive network. Having the longest spanning network in the country, the challenge of rehabilitation is enormous. However, with a strategic plan that targets substations feeding key customer groups and communities, the task is being successfully managed one injection and distribution substation at a time. Some of the completed projects within the past one year include: a complete replacement of 11KV seven board panels and control room rehabilitation at Dawaki Injection Substation. Replacement of two 33KV Outdoor breakers at Abakpa and Unguwan Boro Injection Substations.
Fencing of four Distribution Substations to Kaduna Electric standard (Branded inclusive. habilitation of Kofar Doka Injection Substation and Replacement of 33KV/11KV panels at Zaria. Construction of three Commercial feeders to improve power supply to commercial and industrial customers in Doka, Gusau and Sokoto. Construction of a 33KV feeder dedicated to the Sultan of Sokoto palace at Marina in Sokoto.
Installation of 14 auto reclosers in Sokoto, Kebbi, Zamfara, and Kaduna. Construction of a 33KV feeder to Mothercat Injection substation in Mando, Kaduna. Replacement of Burnt blue phase of the 2.5MVA 33/11KV power transformer in Gwandu, Kebbi state. Repairs and replacement of over thirty failed Distribution transformers within Kaduna Electric’s franchise. Installation of over 10 33KV isolators for network flexibility
Commercial.
With the dust that trailed the implementation of the National Mass Metering Programme (NMMP) and the Meter Asset Provider (MAP) scheme, it became apparent that urgent steps needed to be taken to sanitize the exercises and restore customer confidence. Under his leadership, NMMP Phase Zero was successfully concluded, and renewed commitment extracted from MAP vendors for a better managed scheme following robust engagements with them. Now, customers who have paid for MAP meters are assured of getting metered within the stipulated time frame.
Other laudable initiative successfully championed by the Kaduna Electric helmsman include: Maximum Demand 132KV/33KV meter recertification exercise. 11KV feeder meter recertification exercise. New meter installations for customers. Replacement of faulty meters for customers free of charge to boost collection. Improvement of earthing system of all interface meters. Replacement of all interface meters with AMI compliant meters for easy reading and monitoring. Conversion of feeder meters – 132 KV, 33KV, 11KV – to reflect AMI and AMR possibilities.
MD customers meters were also changed from ring Current Transformers (CTs) operated meters to block Current Transformer (CTs) operated type for accurate energy accountability and minimizing losses. Changing non-MD meter type to Power Line Carrier (PLC) type for effective monitoring and accurate accountability and equitable distribution system.
Changing of problematic customers with panel meters to outdoor VT/CT arrangement with effective earthing system. Rayhan Rice Mill in Kebbi was connected on to a 2.5MVA transformer to guarantee stable power supply for their operations. The Zamfara state Government House, Yariman Bakura hospital and Zamfara Textiles Limited for 24 hours supply after construction of a dedicated 11KV feeder to service their supply needs. A 2.5MVA transformer serving Baba Rice Limited has been connected to UNTL feeder to ensure supply stability and shore up revenue. Improvement in power supply also saw African Natural Resources and Mines Limited, a subsidiary of Abuja Steel Company agreeing to come on to Kaduna Electric’s network where it has been enjoying steady power supply.
In response to customer complaints about sharp practices by some staff, the bold decision to stop sales representatives from directly handing cash was taken. The result has seen customers take ownership of their payments through the many online payment channels available. In addition to Buypower and Irecharge, more third-party vendors including Coral Pay, Ruaban POS, Pay4Power. All cash offices have also been provided card enabled POS devices to ease transactions for customers.
Customer service
Realising the significant role of the customer in the value chain, Yusuf has led from the front in directly engaging with customers across the franchise, with appearances on radio programmes to boot. The aim has been to enlighten and educate customers on the need for prompt payments, supporting the fight against vandalism and energy theft and a better understanding of the power ecosystem in the country. While his peers choose to leave this critical function to subordinates, Yusuf has chosen to lead by example. The strategic engagements has also seen him interface with other key stakeholders such as state governments, religious and socio-cultural groups, security agencies and youth groups.
From the snapshot of initiatives highlighted, it is evident that in spite of the challenges of customer apathy to payments, pressure from the electricity market and poor revenue inflows, the Kaduna Electric’s chief executive is succeeding in repositioning the company onto a sustainable growth trajectory. If the momentum is sustained, surely the company will be soon outpace its peers.
Adewale is a public affairs commentator based in Sokoto.
