Leveraging Technological Advancement, Enforcing Laws Will Unlock Our Revenue Challenges - AM Rigasa Area Office
Ibrahim Sani: Certainly. My primary focus is twofold: aligning our efforts with the mission and vision of Kaduna Electric and ensuring the effective collection of all revenues while upholding the core values of the company.
CCD: Addressing the issue of energy theft is crucial. How do you plan to tackle this challenge?
Ibrahim Sani: Energy theft indeed poses a significant challenge. My strategy involves leveraging technological advancements, enforcing laws through collaboration with Discos and law enforcement agencies, replacing outdated meters, and incentivizing staff to report theft. Additionally, I emphasize intensive monitoring of customers, especially those with low monthly purchases, along with heightened awareness and education about the consequences of energy theft.
CCD: Improving performance is a common goal. What measures do you propose to deploy for this purpose?
Ibrahim Sani: To enhance performance, deploying necessary infrastructure and facilities is pivotal. This strategic approach is aimed at significantly reducing losses and optimizing overall operational efficiency.
CCD: How do you plan to manage resistance to change within your team?
Ibrahim Sani: Addressing resistance to change involves effective communication and education. I structure the team to maximize its potential, set challenging yet achievable goals, identify and monitor grey customers, and promptly resolve conflicts. This creates a positive and supportive work environment.
CCD: Can you share a specific instance where you identified and addressed revenue generation weaknesses upon assuming the role of Area Manager?
Ibrahim Sani: Certainly. Upon assuming the role, I conducted a thorough study of revenue generation in Rigasa. Collaborating with Sales Representatives, we identified weaknesses and implemented strategies to enhance collections, deploy core values in end-to-end processes, address customer complaints, minimize downtime for fault clearing, and implement aggressive debt recovery strategies. A comprehensive list of defaulters is being compiled and issued to the service centers for aggressive debt recovery. This strategy improves our revenue generation immensely vis-a-vis operational efficiency.
This led to a significant boost in revenue generation and operational efficiency in Rigasa Area Office.
CCD: Continuous improvement is crucial. How do you foster a culture of continuous improvement within your team?
Ibrahim Sani: I lead by example, upholding ethical practices for organizational goals. Regular communication emphasizes the importance of small, incremental improvements, and we celebrate achieved results through continuous improvement initiatives.
CCD: Maintaining synergy among departments is essential. How do you ensure consistent communication and collaboration?
Ibrahim Sani: Ensuring consistent communication involves optimizing office meetings, regular follow-ups, and promoting transparency from top to bottom. I actively involve everyone in decision-making processes to maintain the needed synergy among departments.
CCD: Finally, can you outline the key performance indicators (KPIs) you plan to deploy in your role?
Ibrahim Sani: Certainly. The KPIs include strategically guiding achievements toward the company’s mission and vision with a focus on reducing ATC&C losses, emphasizing prudence in revenue collections to meet monthly targets, and operational goals such as capturing all new customers before providing service and aligning all connected PPM customers to their DT.
CCD: Thank you for sharing your insights Mr. Sani.
Ibrahim Sani: It’s my pleasure. Thank you for the opportunity.
No comments:
Post a Comment