Our Head Corporate Communication speaking on Liberty TV's on the challen...

MEET THE STAFF SERIES

Adequate Logistics, Prepaid Meter Installation Will Help Collection

CCD: Tell us a bit about yourself.

ID: My name is Iliya Danjuma, I hold a HND in Electrical Engineering (Power & Machine Option) from Umaru Waziru Federal Polytechnic.

As a Service Centre Supervisor (SCS Yauri) my job includes monitoring, overseeing the affairs of the service center, instructing and coordinating.

CCD: As Service Centre Supervisor, what are the challenges you face daily?

ID: Well, the challenges are numerous but we are managing to surmount them. These challenges are not new, I worked with the then NEPA/PHCN at different capacities namely: Electrical Fitter, Service Engineer, Operation and Maintenance Engineer, Planning and Construction, and now with Kaduna Electric as Service Centre Supervisor. 

I operate an open-door policy; I entertain everyone's view. 

CCD: Yauri Service Center has one of the largest coverage areas in the Area Office, how do you manage it?

ID: Yauri Service Center is not only the largest it also has the oldest network compared to other service centers. For instance, we record higher faults levels, most conductors are obsolete, we contend with cases of vandalism and illegal connection.

We have a customer population of 4,206 comprising both potential and active customers. The Service Center has an average monthly collection of 3million with potential to do more if given the necessary support. In fact, with the eventual commencement of the pre-paid meter we can collect N6million monthly. All we ask for is for the management to come and install pre-paid meter and repair our vehicles.

CCD: What message do you have for other Service Centers?

ID: I urge all of us to be committed and re-double our efforts in making our company the best in all ramifications. It is also important to uphold standard practice in the industry, as this will make us excel as a company.

CCD: You get supply from Kontagora (under Niger State). Can you share some of the lessons you have learnt from this experience?

ID: The voltage is very low, and we can only receive 17-19KV, instead of 33kv at our control room. Also, on 11KV, we receive 6-7KV instead of 11KV. Another problem on Nasko/Yelwa Feeder is the 4 to 8 hours load shedding every day. This is largely due to transformer limitation from weak conductor and transformer overload. 

CCD: Do you have any word of advice for management?

ID: There are more marketing challenges facing our company today than before.  I want the management to focus and update its customer database making sure that all end users are dully captured through proper enumeration. By so doing, it is easier for a successor to cope with the challenges usually associated with transfer of new markets and customer identification. Also, the management should invest more in buying more equipment, materials and staff welfare.

CCD: How do you spend your leisure time?

ID: I spend my leisure timed appraising my past activities, revisiting areas that need my attention. I also work on areas of opportunities and threats. 

CCD: what are your hobbies?

ID: I listen to news and I play indoor games.

KADUNA ELECTRIC FRONTLINE MARCH 2018

Why We Are Convening a Judicial Conference-Barrister Abbas

Bar. Abbas Ahmed is the Company Secretary Legal Adviser of Kaduna Electric. He is a goal-getter who believes loyalty is key for achieving results. He narrated to Asma’u Muhammad how strategically positioned the Legal Department is to cope with challenges of the new dispensation for successful performance.

 What are the Management's expectations from you?

Bar. Abbas: We are expected to guide the Board, the Management and the entire company in respect of compliance with rules guiding the power sector, avoidance of unnecessary litigations, avoidance of having to pay damages for infringement of rules and regulations and generally acting as a secretary by taking and keeping minutes of meetings, arranging for the meeting of the Board and committees, keeping record of meetings and making sure the actions taken are conveyed to respective departments and the management in compliance with the directive given by the Board or committee.

  One of the major challenges confronting the company today is the menace of vandalism of power supply assets, how worrisome is the situation now?

Bar. Abbas: It is really worrisome, everybody is worried not only our Disco but all the DISCOs are worried. The Board has approved for the company to conduct a two days seminar for all the judges of states covered by Kaduna and Kano discos to look into the laws and regulations concerning vandalism and power theft. It may likely hold either at the end of March or beginning of April, all the stakeholders will be invited and we brainstorm on the provision of the laws on vandalism and vandalisation of power assets so ensure that the justices and the judiciary in general, Ministry of justice of respective states come to terms with these problem and how worrisome it is to the company especially when you look at the sentences being passed on vandals and power theft,  we feel the sentences are not commensurate with the offenses.

 We are aware that many culprits where convicted and many more cases are pending in court, how many people have been convicted so far and what is the position of those pending cases?

Bar. Abbas: We secured about seven convictions so far and there are so many that are ongoing. We got some convictions in Zaria and Kaduna and we have about eleven cases now in court.

 Some people are of the view that the existing laws are not severe enough to deter the perpetrators, what is your view?

Bar. Abbas: It is true that these laws are not severe enough and that is the essence of the conference that we want to hold so that the justices, the State Governments would be in the know that these offences are not ordinary offences, when somebody cuts off an underground cable, or distribution cable certainly is not only affecting the people that enjoy the light it affects security of the country too and so many things,  so we want to see that we project the issue so that the respected state governments should know these are not ordinary offenses,they are serious now, we hope some positive development would came out of it.

 what is your department doing to get states/national assemblies to effect necessary amendment to the laws? 

Bar. Abbas: Not only our company, all the Distributions Companies have made a proposal to the National Assembly we hope to be called upon for public hearing in respect of the National Law to be enacted to take care of this power theft and vandalism. we are still expecting to hear from the National Assembly. All the DISCOs have jointly through ANED made the presentation and we understand at least federal laws are being amended. Kaduna State Government has already done that, they have made necessary amendments and I think these offenses no longer carry light sentences in Kaduna State so we hope to extend to other states as well.

 From legal perspective, can we sue a customer for defaulting on payment of electricity bills? If No, what are the available options?

Bar. Abbas: Yes, we can sue and in fact the Board has given approval now to sort out these customers especially the defaulting ones with very high debt to sue just like any other debt and claim damages. Very soon we would be begging to firm our brief to our external lawyers to pursued these debts for us.

 As a private company, we no longer enjoy government’s protection, now we can be sued by any aggrieved customer, how do we avoid unnecessary litigation?

Bar. Abbas: Is not that we no longer get government protection. Now everything is guided by NERC, there is the Customer Complaints Forum which is like a court a customer can take us there if he/she is not satisfied, we can even be taken to a conventional court but, the preference is you go to our customer care and lay your complaints if you are not satisfied then you appeal to the NERC forum and then after that you can even go to the conventional court. 

 How strategically positioned is the Legal Department to cope with these and other challenges of the new dispensation?

Bar. Abbas:  Yes, unlike before, legal department is so important to the company because you don’t need to give a notice to the company before taking legal action as it is now a PLC (Public limited company ) and we are guided by all sorts of regulations from NERC and BPE and we are regulated by the provisions of companies and allied matters act being a public company, so now the department is so important and crucial. By law we are required to call an AGM every year and to call a board meeting about four times in a year on a normal circumstances or even more.

 Any word of advice to our esteemed customers and staff?

Bar. Abbas: For the customers we just say that when they have issues they should try to exhaust laid down rules before rushing to the court or before rushing to take the law into their hand, if you have any issue either in respect of billing or disconnection, try and follow the normal rules and regulations. Come to the customer complaints unit lay your complaints, if nothing is done, come to the head office, if nothing is done too there is still the NERC forum offices in all our franchise states instead of you to take actions on your own or come directly to legal department whatever complaints you have just say it out and we will make sure that all issues are resolved for you.

For the staff, I will call on them to make sure that every rules and regulations is followed by staff, we caution staff while on duty in the field to make sure that they follow the rules. anything that they are not clear with they can always call the legal department or any other department that carry out their responsibility. We don’t like to be so much exposed to unnecessary litigation, so anything that you are not clear with you should just call the immediate officer and get directives instead of just doing what they feel they want to do in the field. The ‘customer is king’ and Our business is buying and selling of electricity to the customers so without these customers certainly we are not in the business and we cannot be in business so giving the customer what is due to him is a key.                

MEET THE STAFF SERIES

Lack of Adequate Work Tools Hampering Revenue Collection

CCD: Ibrahim Garba Abdulkadir, Quality Assurance and Revenue Protection Department is relatively new. Tell us what your experience is like so far.

IG:  My job involves communicating the company's set standard to customers, calculating the loss of revenue accruing from unpaid bills and other related problems. I also prepare reports on by-pass, meter inspection and many more.

The Quality Assurance and Revenue Protection department role majorly is to improve the organization's efficiency and profitability by reducing losses. That is why we inspect meters of customers to ensure that they are functioning efficiently; where we find compromised meters, such customers are made to face penalty squarely. In summary, our department prevents leakages, detects and recovers revenue for the company.

CCD:  What is the procedure for handling customers found to be compromising meters?

IG: Firstly, we explain the implications of such an illegal act to the customer. 

If the meter is tempered with externally, it is corrected but if it is tempered with internally we include the cost of replacing a new meter as part of the fine; a fifty thousand Naira fine for a single phase and a hundred thousand Naira for a three phase.

Lastly, the customer is expected to pay for loss of revenue and reconnection fee.

CCD: Lately, there have been cases of burnt meters. How do you differentiate between an accidentally burnt meter and one done intentionally?                                    

IG:  If a meter gets burnt due to looping, it is not considered an intentional act because the person does not know how to detect whether the connection is right or wrong as per set standards.  But when a meter is burnt due to a bye-pass or tempering, it is regarded as an intentional act; in that case, the customer would be responsible for all the damages and settle all the penalties according to laid down procedure. 

CCD: You mentioned "upholding standards" as one of your responsibilities. How do you ensure that these standards are adhered to?

IG: The department is designed to ensure that all staff and customers comply with the laid down rules and regulations of the company.

CCD: What are the challenges you face in the course of discharging your duties?

IG: We need additional working tools such as ladders and belts for effective monitoring and cash collection. We lack adequate safety materials (Boots, Overalls, Helmets etc), and also do not have enough vehicles to transport all our staff. If all of these can be made available, we can achieve more.

MEET THE STAFF SERIES

It Would Pay Us More To Increase Supply To MD Customers

CCD: Aliyu Sa'idu, you work in the Maximum Demand (MD) Unit, tell us what your typical day is like? 

A: Mostly, I do monthly meter reading, bills distribution, cash/drive collection, monitoring and all other aspects as it concerns MD customers.

CCD: What would you consider the most difficult part of managing Maximum Demand Customers?

A: One of the most frequent complaints is supply interruption. They mostly complain of non-supply/short hours of supply from their Feeders, which sometimes results in huge losses to them or sometimes when a power surge leads to damaged equipment. This, in many cases, has a resulted in delayed payment.

CCD: Which other class of customer do you cater to?

A: We only attend to MD customers and no other class of customer.

CCD: What would you consider your major achievement since you assumed duty?

A: One major achievement is maintaining a good relationship with our customers, which has resulted in prompt settlement of bills. 

CCD: How prepared is the MD Unit in meeting the 2-billion-naira target?

A: Of course, we can do it, there is huge potential and we are working towards harnessing it at the MD Unit. 

We have put strategies in place to make sure that the set target by the MD/CEO is not only realizable but also accomplished within the time frame. 

On our part, we would ensure timely reading of our Grid allocation and all our MD meters, proper documentation of all meter related issues, ensure timely billing, proper tariff placement of all our MD customers.

Other strategies include, prompt attendance to customers' complaints regarding metering, proper load assessment, analysis and periodic review of all high consumption customers; this would enable us to know if a customer needs to be converted to an MD customer.

We would also ensure that we mobilize our MD representatives to give disconnection notice as early as the middle of the month to enable the customers pay as quickly as possible so as to avoid disconnection.

 I believe all these would enable us to boost our collections.

I would also like to use this medium to advise my colleagues to be proactive and work with initiative on their day-to-day activities, as it will go a long way in reducing some of the losses we incur.

 They should shun all acts of indiscipline and corruption or anything capable of tarnishing the image of the company. They must also remember that there are new rules and regulations guiding the execution of any job, which must be strictly adhered to you if you are ready to stay and move forward together. 

CCD: The MD customers are no doubt the cash cows of the company, what do you think the management should do to improve revenue from this class of customers?

A: Management should look into those Feeders that solely supply MD meters and increase the hours of supply, as this would directly reflect on our revenue collection. When supply increases, the figures on the bills will increase, our ATC&C losses will reduce. 

MEET THE STAFF SERIES

Work Challenges Sharpen My Leadership Skills

CCD: May we meet you?
AD: My name is Ahmad Danjuma Sulaiman.  I am an indigene of Bida Local Government, Niger State. I was born and brought up in Kaduna state. I schooled in Kaduna, Abuja, Kano and Niger states. I have OND in Banking and Finance and BSc in Economics.

CCD: Tell us what it is like supervising a Service Center?

AD: As a supervisor I oversee the whole Service Centre, which includes staff and the customers. Generally, a supervisor puts the resources, people, money, information, facilities, and equipment in to the best/profitable use in order to help the company achieve its goals. 

CCD: A 150-million-Naira target has just been set for Gusau Area Office for the month of February, how do you intend to achieve that?

AD: My vision and strength towards achieving the target of 150m Naira is already in progress. Firstly, there is an ongoing re-enumeration of illegal and/or uncaptured customers to enable us record their payments, correction of over/under billings, enhanced personal marketing, strengthened collaboration with the LG chairman, traditional leaders and other stakeholders, among others, to help us increase our collection.

CCD: The State CID, Zamfara State, recently detained you; tell us what happened?

AD:  I was detained at State CID on Monday, 22nd January 2018 on account of the disconnection of the private residence of His Excellency, Alhaji AbdulAziz Yari Abubakar, Governor of Zamfara State. This detention, we were told, was carried out on his instruction. I think he was told that some hoodlums disconnected his residence, thereby endangering him and his family.

I have taken the experience as a challenge, because challenges are inevitable in life and we must always learn from it; in fact, I am prepared for any other form of challenge.  It is part of the experience of growing as a leader.

Challenges only come to make us better and stronger. If I am given directive to disconnect any customer who has refused to pay his bills, whatever his position, I will gladly do it.

CCD: There are speculations that a lot marketing staff are not committed to their job, how true is this?

We are often misjudged that we do not treat this business as if it is ours.  That is a misconception. I tell my colleagues in Mafara that they should not allow our efficiency to be affected by inadequate resources or by situations when we are faced with threats.

CCD: You just mentioned threats as some of the challenges you face. What then is your relationship with the security agencies?

AD: We have a cordial relationship with the various security agencies, such that whenever we need their assistance, they respond as quickly as possible.

Even though, my recent experience with the DPO was not palatable, he was acting under an instruction to arrest us from where we were taken to the state CID. Otherwise, we have a good relationship with the police and on our part we try not to be on the wrong side of the law.

CCD: Any appeal or suggestions to staff and management?

AD: My advice to management is to give staff welfare a priority alongside their efforts to achieve the mission and vision of the company.

They should provide them with a peaceful, conducive and safe working environment because it is with the workforce that a vision can be achieved; 'without the goose, there would be no golden eggs'.

Recognition and encouragement should be given to deserving staff. 

Lastly, to my colleagues: they should be dedicated, passionate and have positive attitude in the discharge of their duties.

MEET THE STAFF SERIES

Interaction with customers is gradually moving to Social Media Platforms

CCD: Nasiru Isah, as a staff of the Customer Care Unit, how would you describe your functions?

NI: Our major objective is to create value for the company by practicing our marketing philosophy of being customer-centric. The idea behind this philosophy is putting the customer first. 

Also, because the customer is the reason why we are in business, we have to treat him as king. 

Customer complaints are handled by providing appropriate and professional solutions. To achieve our set objective, we bring our experience, knowledge and expertise in resolving complaints. These we combine with the recent improvement in processes and technology as introduced by the company. Our major objective is to ensure that the customer is happy and satisfied with our services.

CCD: Obviously, complaint resolution is a major part of what you do. What would you say is the most frequent complaints you get from your area?

NI: Basically, there are three kinds of complaints we receive at the Kaduna Road Service Centre. We have complaints on prepaid meters (PPM), complaints on billing and complaints that are technical in nature.

But the most frequent complaints are those on prepaid meter, maybe because the Service Center has the highest number of PPM customers compared to other service centers.

CCD: What is the difficult part of being a customer care representative?

NI: Undoubtedly, it is handling of a dissatisfied customer whose complaint has remained unresolved for a long period of time.

Such a customer is likely to become abusive thus, difficult to handle. 

For me, the way out is to remain calm, focused and professional in handling such a customer.

CCD: Teamwork is one of the company's core values; do you consider yourself a team player?

NI:  Yes, I do. When you see teams that succeed, it is because when members have a commitment to common objective, within defined roles and responsibilities a lot can be achieved.                                                                                           

I believe I am a team player because I have the ability to work in a team and influence a positive result. An area office may perform better than another just because team members have agreed to work together.

CCD: Do you have any suggestion on how we can improve relationship with our customers?

NI: More of today's marketing is moving from the market place into cyberspace. I will suggest that we implement the strategy for managing all the company's relationship and interaction by optimizing our social media accounts. This strategy offers opportunity to interact with customers 24/7. Multinationals, such as Tata Power and General Electric are using it to add value to their services.

CCD: What Advice would like to give to management?

NI: My advice to management is to implement total quality excellence in all aspect of our operations, especially technical and human resources. We need to invest more in people and processes; we need personnel that have the required skills, a workforce that has zeal to work.

The mentality of the workforce has to be such that they understand the company's   values of Teamwork, Integrity, Excellence and Sustainability.