Thursday, 13 September 2018


It Takes Planning To Provide Logistics Support - Mustapha T. Ibrahim

CCD: Can we have your brief profile?
MTI: My name is Mustapha Tanko Ibrahim, I am an indigene of Sokoto State; I did my Primary and Secondary Schools in Wammako Local Government and Federal Science College, Sokoto respectively. I then proceeded to Kaduna Polytechnic where I obtained my HND in Purchasing and Supply.
CCD: When did you joined Kaduna Electric?
MTI: I joined Kaduna Electric in November 2017, as a Quality Assurance and Revenue Protection Officer before moving to Administration & Security Department. 

CCD: As an Admin & Security Officer, what relationship do you have with the security agencies?
MTI: As the name implies, the Admin & Security Department work hand in hand with the security agencies to ensure adequate protection of the Company’s assets and installations and even the lives of the personnel; we have cordial relationship with all the security agencies; when ever we need any assistance from them, a phone call is enough to get their presence in the particular place they are needed. In a nutshell, our responsibility is to provide conducive business environment for both the staff and the customers and guarantee the safety of the Company’s property and its personnel at all times and this can best be achieved with the full cooperation of all security agencies on ground. I must confess that we have enjoyed wonderful cooperation from the Nigerian Police, the Nigerian Security and Civil Defense Corp, the judiciary, etc. These agencies have been very supportive.

CCD: What do you consider as a major challenge in Admin & Security Department?
MTI: The major challenge we have in Admin & Security Department is that most often, request and demands for logistic supports comes without notice. Whenever anyone or unit needs something from us, they are always in a hurry and failure to do it is unacceptable. Any little lapse may result to a total failure to the department. Providing logistic support require good planning and we can only effectively plan, if we are notified ahead of time. We handle staff healthcare, logistics, protocol, facility etc., so this makes us the engine room of the Company; Another challenge is that, we also experienced delay in the payment of allowances to security personnel engaged to provided security protection to the Company’s personnel on official trip to places with high security risk.

CCD: How can we improve the performance of the Company?
MTI: Revenue generation is the key in improving the Company’s performance because without increasing our revenue we won’t go forward as a Company; training and orientation are also very vital to the productivity of the workers, and also let’s improve customers’ relationship in terms of improved power supply.

CCD: What is your greatest strength?
MTI: My greatest strength is my ability to negotiate and come to common ground with opposing parties and good time keeping. I have this natural persuasive talent and I always patiently pursue a cause I believe in. I am also a good team player.
CCD: What do you consider as your major achievement since you assumed duty? 
MTI: My major achievement after assumption of duties is negotiation with HealthStone to enroll more hospitals in Gusau. Initially there were only few hospitals enrolled in Zamfara Region and the workers encountered difficulty to get medical attention whenever they are in need. I did all I could to get more hospitals enrolled by HealthStone and the staff in Gusau are now happy with this achievement and I also gain more experience on administrative work apart from my area of discipline.

CCD: Any appeal or suggestion to the management or staff?
MTI: My appeal to Staff is we should all be dedicated to our work; we should also make integrity our watch words. The Company can only make progress if the workforce is committed and dedicated. As for the Management, they should reciprocate by showing appreciation to us when the performance is outstanding. A highly motivated workforce is the most valuable asset to any company.

“ our responsibility is to provide conducive business environment for both the staff and the customers and guarantee the safety of the Company’s property and its personnel at all times and this can best be achieved with the full cooperation of all security agencies.”

Thursday, 6 September 2018


We Have the Duty to Serve Our Customers Efficiently -Fatima

CCD: Can you briefly tell us about yourself?
FIM: My name is Fatima Ibrahim Musa, I'm from Argungu L.G.A in kebbi State of Nigeria. I was born in Kebbi State; I had my primary and secondary education in Kebbi State; I studied briefly at Adept Computer School, Argungu were I obtained a certificate in computer; I also studied at Adamu Augie College of Education, Argungu were I obtained a National Certificate Education in English and Hausa Languages.

CCD: When did you joined the service of the company?
FIM: I resumed duty on 1st of September, 2015 as a Sales Representative in Kebbi Regional Office, Argungu GRA Service Centre. However, I was redeployed to Sokoto Regional Office, kaduna Road Service Centre as a Sales Representative where I spend almost two years; on the 1st of August, 2018, I was  re-designated as Customer Services Representative (CSR) and   transferred to Water Works Service Centre, Unguwan Rogo, in Sokoto.

CCD: Can you brief us on what your primary assignment is?
FIM: Basically, my primary assignment as a Customer Services Representative is handling customers Complaint and ensuring that customers’ needs are met diligently by providing accurate service in a timely and friendly manner. With my about three years experience as Sales Representative, I also serve as an advocate-at-large where I educate and enlighten the customers on issues not clear, persuade them to live up to their obligations, educate the customers on trending issues in the Nigerian Electricity Supply Industry, etc. By and large, the Customer Services Representative ensures that the customers have the most pleasant experience available and enhance the reputation of the Company.

CCD: What are the difficulties associated with being a Customer Service Representative?
FIM: Hmmm. You get to face irate customers almost on daily basis; some at the verge of lunching physical hostility, but we do our best to calm them and resolve their complaints. You also get stuck in situations where complaint taken to a particular department to be resolved may get delayed and you end up with so little when you could have done so much more. So, the most difficult customers to handle is the one whose complaint has remained unresolved for a long period of time; that customer has the tendency of becoming an aggrieved customer, perhaps may likely become abusive or even aggressive; but we are trained to handle such customers.

CCD: What are your plans for Water Works Service Centre Customer Service?
FIM: My plans are, not just for Water Works Service Centre but any service centre I find myself, is building a work force and processes with the aim of resolving customers’ complaints efficiently to ensure maximum customers’ satisfaction. This is the only way the Company can achieve 100% revenue collection. As a satisfied customer is a happy customer and a happy customer is a paying customer.

CCD: Any advice to staff?
FIM: Be steadfast and give your best shots in whatever you do. For whatever that is worth doing, is worth doing well; And Success only embraces those that strives harder.

CCD: What do you do at your leisure?
FIM: Hmm, that depends on my mood at that particular time. I could either be reading or watching educative programs on Television. I am also active in social media, like Facebook and WhatsApp and I do chart.

Monday, 3 September 2018


People Want Good Service Which  We Must Deliver -BDRO Kebbi

The Frontline crew sat down with the BDRO Kebbi where he bears his mind on the operations of the company in Kebbi Region, the challenges confronting the Region and the secret behind the cordial and friendly relationship existing between the Company and Kebbi State Government. These and many other issues makes the Frontline this month...excerpts .

CCD- Sir, can we have your brief profile?
DS- My name is Dogara Saidu, I graduated from Ahmad Bello University, Zaria where I obtained my first Degree in Electrical and Electronics Engineering. I also obtained a PGD in Electrical Engineering at Federal Polytechnic, Birnin Kebbi. I joined the former NEPA in 1999 as a Pupil Engineer,  we under went two years compulsory training under the Generation, Transmission and Distribution respectively. After the pupillage, I was posted to Kaduna Zone. I was a Service Engineer, Distribution Manager and Business Manager at various times. After the privatization of the industry I was  transferred to Barnawa from there to Kebbi Regional Office as Distribution Engineer that was 2016, I worked with Alh. Abubakar Ibrahim Hashim as my able BDRO after him I also worked with Stephen Ajayi and we stayed amicably. I was also assigned as acting BDRO for six months before we were called for interview.

CCD: You are one of the BDRO appointed recently after a rigorous interview process, how do you feel being among the two selected?
DS: Surely, I felt great; we went for interview where we meet with top management of the Company. So to me is another avenue for us to display our talent and experiences in improving the business.

CCD: How have you been coping with the challenges of this assignment?
DS: This is one of the challenges we took to our mind, but the vibrant colleagues here with me we make it happen. The mandate is not only to me alone, when we came on board the collection was around one hundred and eighty or there about; we look at the supply we are getting and revenue which is far below expectation, we improve it by almost thirty percent. I always believe in team work and transparency; let your colleagues know that you have confidence in their ability and you are ready to put them through, this will surely galvanise them and bring out the best in them. Team work is the key to achieving most of your set target if not all. We also analysed Kebbi which is predominantly rural and agrarian in nature and strategized on how to move from where we used to be, we made our customers to know that it is not business as usual, these and many more are the  driving forces that took us to where we are now.

CCD: What is the performance of the Region in terms of collection Vis-à-vis the energy received?
DS: This is another big challenge, the energy we receive in Birnin Kebbi Region is not small, when we say 24hrs power supply is not a small energy compare to what we are collecting as revenue. We only make reasonable collection  from our Green Feeders and some part of Yellow Feeders, but the Red Feeders are only giving just about 10%. So with this, you can simply say we are losing 70% from Yellow Feeders and 90% from Red Feeders and on Green Feeders we only collect 50%.

CCD: Record has shown that total customer population of Kebbi Area Office is 45 thousand, don’t you think that there are still many electricity consumers out there yet to be brought into the system, and if you agree with this narrative, what are you doing to bring such unregistered customers into the system?
DS: I agree that what we have on record is not the true reflection of the number of electricity users in the Region. Looking at population, there are still some consumers not captured by mere looking at the houses in Kebbi Regional Office, we should have more than fifty thousand customers on our data base and I believe with what we are doing, before the end of this year, we are going to record significant number on our data base, we are working on that very hard, any two houses that are sharing one service drop we  will bill all the houses for them to pay their individual bills.

CCD: Our investigation also revealed that only 70% of customers billed response to payment, what do you think is the cause of this poor customer’s response and what are you doing to reverse the trend?
DS: As I have said earlier, if you look clearly only our Green Feeders that are responding to up to 50-60% and you see we are losing almost 40-50% of our revenue is not that these customers are not there but, because of the bad attitude of some Sales reps who are not seeing this business as theirs, if you disconnect a customer you need be very vigilant for them not to reconnect themselves or tap from their neighbours in some cases; in some areas they know it is no more government property but they will still do as they want, but such issues are now being address decisively. Another issue here is rural areas where you will find thirty to hundred customers using one service drop and some of them will even abundant their bills because they cannot afford to pay it. Couple with all such challenges we were able to improve our collection from where we meet it around 120m to 130m and with what we are doing before the end of this year we will be able to move our customers’ response to 70%

CCD: You are a qualified engineer, and now you are largely a business manager, how do you manage the demand of these two callings?
DS: In fact, I feel great. My background and the demand of the business has made me more innovative and flexible. When I came to Kebbi, I find out  about nine local governments were out of supply and I took the challenge, I thought of how I can bring back these customers back into the network, I carried-out inspection in the site and came up with creative solution and within two weeks, supply was restored at Zero cost through recovery from other areas. We have also networked the whole feeders in which no customer will remain up to two hours without supply because of fault or any other related issues like vandalism; if  we have  problem with one substation, we definitely know how to supply them immediately. I have a very good team that supports me in this regard. We need to deliver excellent services to our customers and I want the customers to attest to Kaduna Electric’s commitment to discharging its obligations. That is why some people are saying Kebbi is the best Regional Office.

CCD: It is being canvassed in some quarters that the present regional offices as they are, are too wide for one BDRO to effectively manage, what is your take on this?
DS: Yeas I agree that some Regional Offices are two wide for one BDRO, because our business needs to go closer to our customers so, for you to achieve your outcome you really need to go closer to your customers and as well closer to your staff as head. You see like Kebbi if you want go and supervise areas like Yauri- Zuru axis it will take the whole day and that means you need to stay a while to oversee that axis. Problem of our people if they don’t see you often they will relax, these and many more reasons warrant us to go closer to our customers.

CCD: The Company is obviously having a good relationship with Kebbi State Government, what is the secret and what call do you have to other BDROs on how to improve relationship with critical stakeholders in their areas of operation?
DS: Well, there is no secrete, it is something practical. Electricity industry is service industry, what people want is good services. You as a service provider must be ready to render qualitative service always. Let your customers understand your business and be ready to attend to any problem with passion. One need to maintain and respect his integrity which is one of the goals of Kaduna electric, if they understand that all your mission is to provide service to them without any compromise they will respect you and the company at large. In Kebbi, we don’t have any issue with the State Government because they know I am always there for them; if they have any issue at whatever hour, I will be there to solve it and any moment they need our attention we definitely answer to their call.
Another advise to my colleagues BDROs is to ensure that your relationship with these politicians is purely professional and be humble always.

CCD: Sir, do you have any appeal or advice to the Management?
 DS: My advice to the Management is motivation which the Company have already started like this issue of shining star and another one is training which will keep adding value to general outcome of the company.
To the staff, we should all own this company; we can do it by doing what is expected of us and give out our best for the development of our Company.

Thursday, 30 August 2018


The Reward and Recognition Policy Should be Sustained to Create Healthy Competition Among Staff - James Friday

CCD: Can we have your brief profile Sir?
JI: I am James Ikedichi Friday, an indigene of Benue state, a graduate of Economics from Benue State University Makurdi. I did my one year compulsory National Youth Service Programme with the Research Department of Central Bank of Nigeria (CBN), Lagos Branch in 2009. I got my first post graduation job with Guinness Nigeria Plc, as a distributor admin clerk in 2012. I worked in different capacity with the Company before joining Kaduna Electric in 2015 as a Sales Representative. Presently I am the Kakuri Service Centre Manager under Makera Regional Office.

CCD: Tell us what it is like supervising a Service Centre?
JI: I see it as a privileged to serve the Company in this capacity as a Service Centre Manager.  Though It has never being an easy task supervising your colleagues and friends, but it only takes humility, tolerance, patience and understanding to be able to get the best out of my subordinate and get the office up and going. 

CCD: What do you consider as the challenging part of supervising people and managing customers?
JI: Being a supervisor may appear to be an easy job that requires one to only gives instruction to his subordinate but this is not the case, as a supervisor, I faces a lot of challenges in running the affairs of the Service Centre effectively. For instance, my superior may require an urgent report from me and I need inputs for the report from my subordinate and that at same subordinate happened to be my good friend, he may not understand the urgency of that report and failure to meet deadline attract a query for me as the supervisor so, I am in a fix because query awaits me and my friend is not responding; it is a big challenge and also the medium of communication between me and my subordinate often pose some challenges. However, most time  I fine a common ground for effective communication for work to move forward.
CCD: What is your total customer population and their classification?
JI: Our total customers population is Seven thousand four hundred and fifty five, Total post-paid customers is One Thousand eight hundred and ninety one, while total prepaid customers are five thousand five hundred and sixty four.
CCD: One tough challenge facing the company is poor collection, what is your contribution to that?                                                                                     
JI: Well, poor collection has being a major challenge to the Company as of today, even though from our end we are doing our best to achieve 70% to 85% collection of our given target. The Company has to first engage in human capital development, pro-active investments and preventive maintenance of all the networks and installations of the Company.
The Company also have to do more in community engagement and public awareness about electricity, people should know electricity is not free, it doesn’t belong to the government  and when you pay your bills, it help the company to serve you better; reward and recognition for Staff that are outstanding to create healthy competition within the system. I think by so doing, collection in itself will automatically begin to take a new shape for good.

CCD: What are you doing in terms of relationship management with staff and customers as well?                                                                                       
JI: I have good relationship with my staff over time, though we usually have our difference but then I give room for constructive criticism to my leadership style as long as it is to the interest of the Company. And for the customers in my services centre, I enjoy good relationship with our host community through our engagement mechanism with the heads of the community and the locals which has reduce harassment to our staffs when carrying out their lawful duties.  I also try as much as I can to listen to all customers  that have complaints or letters address to my table, I make sure I proffer immediate solution  to their complaints. I also go out of my way to check the registered complaints  to make sure that  the engineers attends to all the customers complaints of the previous day. We try as much as we can to give quick response to our customers complaints because  by doing that the customer gain our confidence and he/she will be satisfied at the end of the day.
On the Company’s career progression, I think I am on the right part in my career growth because I love what I am doing right now and the position I currently occupy owing to the fact that I started as a Sales Rep and today I am a Supervisor’ one thing I know for sure is that with dedication and hard work sky will surely be my starting point.   
CCD: What would you consider as your major achievement as a Supervisor?                                                                                                 
JI: I have been able to improve my Service Centre collection for post-paid customers from  4 Million Naira as at last year August when I took over to 7 Million Naira as at today. I also increase the customers’ base by 15% owning to the fact that the service centre is already saturated.                                                                                            
CCD: Any appeal or suggestions to staff or management?
JI: Frequent training and re-training of staff by Management, improve welfare package to meet up with standard of the electricity sector.

Thursday, 16 August 2018


Building Customers’ Loyalty is Hard, But Key to Business Success

CCD: Sir can we briefly have your profile?
IH: My name is Iliyasu Hussaini , I am  an indigene of Kebbi State, I was born on 5 April 1989 at Kalgo local government of Kebbi state. I attended Simterlex  Primary School in  Kaduna State and  later proceeded to Science  Secondary School Sokoto from 2003 to 2009. I hold a Bachelor of Science degree in Physics from  University of Ilorin, Kwara State.

CCD: When did you join this company, and what are your assigned responsibilities?
IH: I joined Kaduna Electric on 1st September, 2015 and my responsibilities  includes developing  good, strong and sound marketing strategy to enhance revenue collection; enhance customers relations and to make the customers to pay their electricity bills seamlessly without resorting to confrontation or any primitive approach.

CCD: How do you ensure fairness in dealing with your customers.
IH: As a Sales Representative of this Company, my responsibility starts with ensuring that the customers are billed accurately and deliver the bills timely. As you are aware, marketing  is the backbone of the Company as all revenue come to the Company through the activities of the Sales Reps who are always interacting with the customers. It is therefore essential that these business interactions should  be done with fairness to both parties.

CCD: What are the challenges?
IH: Initially, we faced so many challenges, but  we have to come down and faced all the challenges squarely. Many a times, customers insults us, shout on us; call us names; make uncomplimentary remarks about us and even express hostilities against us, but we have to bear it, lower yourself no matter your status or background to make your customer happy. We are now ready to face the challenges frontally, be it positive or negative that may arise in the course of discharging our official duties.

CCD: How is it working under pressure or  stressful situation?
IH: Stress  and pressure, it’s all begins in our minds via our thought or belief. Thus, an important key to neutralizing stress is to fuel our minds with more positive, happy, gratitude-filled thoughts in order to trigger our stress responses less often.Here are some of my favourite tips to make this happen: Cultivate the habit of being gratitude irrespective of the situation. Things may go wrong during the course of our work day, or at least, may not go according to our plan, situations like this are inevitable; remain calm and thankful to God. Then meditate regularly; consistent meditations, even if it is only for five minutes in a day, will help lower your blood pressure. Lastly, learn to say “ YES” if you agree and “NO” if you disagree. Being over booked, over worked and over committed will lead to Stress. You must learn to politely express your feelings and get spiritual, regardless of what “spirituality” means to you.

CCD: It is being argued that the challenges being encountered in the field are largely due lack of awareness on the part of the customers and lack of customers engagement from our part, what do you have to say?
IH: Building customers’ loyalty is hard, but it is one of the important ingredients for the success of a business. It can cost nearly seven times more efforts and resources to keep existing customers than to acquire new customers.
In enlightening my customers, I do take the following ways; Let the customers know what you are doing for them. This can be done via a quick informal phone call or  a friendly text messages either way.
Visit them from time to time to tell them how important they are to your business and how you can serve them better.
Remember their special occasions by sending regular customers birthday and holiday cards. Try not to make it boring (like other companies). If you can make this special cards unique in your way, that will go a long way to building customer loyalty; tie the cards ideas into your business; make sure it contain passion information which is relevant to improving the services your offer.
When you talk to your customer, make sure you take an open approach  to every contact you have with each of your customer.
CCD:  What is your definition of success and how do you measure success?
IH: My definition of success is the outcome of hard work and sustaining the hard work, keep on going so as to maintain your balance. I measure my success through my out put, whether they are qualitative and not necessarily qualitative, If the quality is up to standard then success is achieved.
CCD:  What are your strengths?                                  
IH: My strengths are the ability to use my own initiative to take on challenges. I am always proactive at what I do and that keeps my mind simulated and focused.
My greatest strengths would be my intelligence and thoughtfulness. I believe that in every work environment, you need to process every step and be detailed in your work.
My time management skills are excellent and I'm organized, efficient, and take pride in excelling at my work.
I always understand the value of time and I am always able to innovate. I listen to advice from others.
My greatest strength is my ability to focus on my work. I'm not easily distracted, and this means that my performance is very high.
CCD:  What do you sincerely feel is your weak-point in term of your job?
IH: I intended to be a perfectionist; therefore I didn't like to delegate to others. But I have found out that in order to develop any organization, everyone in the organization must be experienced with many tasks and this is very good for an efficient team work.

Monday, 13 August 2018


Engr. Umar Faruk BDRO Doka
CCD: You are one of the BDROs appointed recently after a rigorous selection process, how do you feel being among the two selected?
UF: Well, I feel delighted and I believe the right thing was done and I really appreciate the process; I believe  if such a standard is maintained, surely the best hands are going to emerge in the right place.

CCD: Doka Regional Office is one of the money-spinning region in the company, how have you been coping with the challenges of this assignment?
UF: (laughs...) challenges. Just like you just mentioned, Daka Area Office is the cash cow of the company. When we came we actually met so many challenges which we have been tackling, these challenges ranges from customers response, the network itself and the issue of energy theft; these are issues that we are focusing on and even the staff attitude to work is one of the things we tackled. The truth is that there are challenges and we are doing our best to address them. As somebody that feels he his capable and has the experience, when you have challenges normally you prioritized them in the sense that this is the business environment, the first thing you need to focus on is how to move the business forward so, we have been tackling them based on priority and God have been helping us.

CCD: What is the performance of your office Vis-à-vis the energy received and the collections?
UF: When we talk about the energy received in relation to the collection, the Region is not fairing well. We have twenty-three feeders, out of this, eight are priority feeders. As you know,  our feeders are categorized into three; first one  we call it a Green Feeder, that is our priority feeder; then Amber, which is the Yellow Feeder, and then the Red Feeder. Now with nine Green feeders in Doka supplying almost twenty  hours a day, you should know that huge energy is being dispatched and if you are to convert it to Naira, to be honest with you, the collection is just 32-33% so far. When we came on board, it was around 22%, so  we are hopping to take it to 75%  before end of the year, God willing.

CCD: Record has shown that total customer population of Doka Area Office is 101,000, don’t you think that there are still many electricity consumers out there yet to be brought into the system, and if you agree with narrative, what are you doing to bring such unregistered customers into the system?
UF: Yes, I concur  that the total customers’ population of the Company on record does represent the actual number of electricity users in our franchise area. Doka Region is not an exception. It is in response to this challenge  that the Management initiated a customers and assets enumeration programme called Project 415 in the past. This project has produced almost twenty five thousand bills, largely due to separation. There is actually some customers that need to be separated, like you meet a compound with ten or twenty  tenants and they are using a single supply and that really affect our collections. Another strategy adopted to fish out those illegal consumers is through the  newly created Enforcement teams. Henceforth, any customer that we are not able to capture and he is enjoying our energy out there, we called him or her an energy thief and the enforcement teams are basically saddled with the responsibility of these energy thefts. I can tell you this year alone, we have arrested more than three hundred of such energy thieves in Doka, some are registered while some are unregistered, some are using meters and decided to abundant the meter; these are the energy issues we are talking about.
Then when you are talking about those that are not captured, I believe  this project 415 has done enough to capture them, it is just that there are some irregularities and human errors; some  maybe due to  poor understanding of the  terms of reference given to those that undertook the project or they were not clear with what is the project was expected to achieve. For example, there are instances where an  empty plot of land was allocated an account and billed, these are some of the challenges I met as regard that project, but honestly speaking, the project succeeded in getting so many customers but there could be a few unidentified ones left in some scattered areas and those are the people that I am telling you are stealing our energy, they are not ready to be part of us and like I mentioned earlier, the Enforcement unit taking care of such issues and they are doing their best.

CCD: Our investigation also reveals that only 34-35% of customers billed response to payment, what do you think is the course of this poor customers response and what are you doing to reverse the trend?
UF: Before my assumption here, the customers’ response is not even up to that, it was just 22-27%.  This is largely due to the mindset of the customers, the customers still believes that it is business as usual, it is a government thing and we own it, so we should enjoy it for free. This is one thing we are working to change. 
Now with nine Green feeders in Doka supplying almost twenty  hours a day, you should know that huge energy is being dispatched and if you are to convert it to Naira, to be honest with you, the collection is just 32-33% so far. When we came on board, it was around 22%, so  we are hopping to take it to 75%  before end of the year, God willing.
I have set a six months time frame to see  how we can change the mindset of these customers, let them believe that this is a business, somebody uses his own money to get this thing done, so, it has to be paid for, people should pay for the service is one of the things  we are doing to increase our customers response toward the payment of energy consumed and that is why within the period of three to four months, we have succeeded in attaining 34% customers’ response. Like I said earlier, within the period of six months, we shall review the strategy to see how far have gone in changing  the customers mindset.

CCD: You are a qualified engineer, and now you are largely a business manager, how do you manage the demand of these two callings?
UF: I would say at this point that I am lucky  to have a good taste of the two callings; I am an electrical engineer by training and have also gained experience in business management during my eight years sojourn in the banking industry. If you look at the business here, a Distribution Company is the combination of engineering and marketing. So, that is why I said I am very lucky, this is what I read as a discipline and this is what I am practicing, a perfect balance of the two. Therefore, finding myself in an industry like this is like home coming, it is an definitely an advantage to me and I am not finding much difficulties managing the two callings.
CCD: It is being canvassed in some quarters that the present regional offices as they are, are too wide for one BDRO to effectively manage, what is your take on this?
UF: You know this is a personal opinion, but to my understanding and the time I have been in to this company for the past three years, to me, it is not much. When I was in the bank, I covered more than four states under my own supervision and is slightly  more than what I’m having here, so if somebody said the Regional Office is too big for one person to manage, I don’t really know on what basis he/she is talking about; is it the human management, the monitoring aspect or what? But to me and to my own personal understanding and experience, Regional Office is not much for one person to manage, especially with the reform and having so many teams to work with, you have the HRB, HCB, and the CM that is a commercial manager all in your team, what do you need again, there should be delegation of powers and duties; before you know it, everything will move fine, that is my own understanding. I believe in Kaduna Electric, I can fit in everywhere.

CCD: Sir, do you have call to the staff?
UF: We should believe in ourselves and in the Company, Kaduna Electric. Some of the staff  have this mindset of, you know this company is not serious, it is that, it is not doing this and so on, we take that mindset out of our plans, We should have the belief that this is a baby company that is trying to grow up and if you put your best and be part of it, you grow up together; that is my belief, so everybody should work towards achieving the goals of the Company.