MEET THE STAFF SERIES

 

The Management Should Institutionalise Bonding For Staff to Interact and Understand Each Other…..Abdulrahman Wada Usman

 

ABDULRAHMAN WADA USMAN

CCD: Can you briefly share with us your background- school attended and academic qualifications obtained as well as your previous working experience?

AWU: My name is Abdulrahman Wada Usman, I was born and raised in Jos, Plateau State. I had my primary and secondary education in Jos. After my secondary education, I moved to kano where I had my first degree in accounting (BSc) at Bayero University Kano. I did my compulsory national youth service at NTA Network Center, Kaduna.  I obtained my second degree, an MSc in Accounting at Kaduna State University. I had my first job with Etisalat Nigeria, Kano as a Customer Care Representative for only two months. I resigned after getting an appointment with Kaduna Electric.

CCD:  When did you join the service of Kaduna electric and what have you been doing ever since?

AWU: I joined Kaduna Electric in 2015 September. I started as a cashier at Tudun Wada Area Office. I was later transferred to Doka as cashier as well. In 2021, I got my first promotion in the Company and became the Clearing Cashier of the Area Office which is my current role.

CCD: How does your normal day looks like?

AWU: Well, I  come to the office on daily basis, weekends inclusive. We run two shifts because the cash office closes by 10:00pm before it was relaxed to 6:00pm as a result of transportation issue. Depending on the shift I am for the week, if in the morning, I come 7:00am and close by 1:00pm. While during the weekends, I come by 8:00am and close by 5:00pm. But as a clearing cashier I come 8:00am and close by 6:00pm.

CCD: How do you ensure that revenue collected are safely lodge into the Company’s account?

AWU: Daily revenue collections are counter checked and kept safely  taken to the bank for lodgement in the company's bank account. This is done with the cash van allocated to the area office. The cash is taken to nearest bank branch not taking somewhere far.

CCD: What are the challenges in your unit that you are facing?

AWU: The most pressing challenge faced by the unit is lack of UPS or inverter for the systems. At any point light is seized, all the systems go off immediately and causes transaction failure and sometimes leads to cancellation. It also causes the systems to get corrupt or spoilt sometimes. Secondly, the cash van for the Area Offices is in bad shape. It is always having one issue or the other because it's an old vehicle. And this is of course a threat to cash delivery. The van is not properly registered and we get harassed by the FRSC marshals and KASTLEA operatives. The exit door we use to take cash out is locked and don't have key. We can't keep telling security to open for us because cash is not expected to be exposed. We need a copy of the key to the exit door.

CCD: How do we further ensure the safety of the Company revenue?

AWU: Enforcement should be added in order to ensure prompt payment of bills

and bypass checked. Also LOR should be checked regularly to find out defaulters and doubtful debt.

CCD: What are your suggestion to the management and staff?

AWU: Interactive sessions should be created intermittently. Bonding times should be initiated perhaps as end of the year party. This is a way to make staff get familiar with each other and share experiences. Therefore letting the management know challenges peculiar to certain areas and how to overcome them. Also it provides the management an opportunity to communicate with the staff and motivate them.

 

 

KADUNA ELECTRIC NEWSLETTER JANUARY 1ST EDITION

 

Kaduna Electric Board Chairman Visits Emir of Zazzau, Pledges Safe Distribution of Electricity

We shall adopt all international safety measures and best practices in our franchise and around our facilities to protect lives and property.

Called on general public to always maintain appropriate safety distance from pow

er lines.

The Chairman of Kaduna Electric, Alhaji Muhammad Abbas Jega has commiserated with the Emir of Zazzau, Malam Ahmad Nuhu Bamalli over the electrical accident that happened in Gwargwaje, Zaria two weeks ago, pledging the Company's resolve to maintain all necessary safety measures in the Company's franchise all the time.

Alhaji Abbas Jega commended the Emir for what he called "his fatherly role in ensuring that the victims were promptly cared for and consoled".

"We thank Your Highness for the stabilizing role played by the Zazzau Emirate Council in the aftermath of the incident”, he said.

Other Directors of the Company who accompanied the Chairman on the visit are, Alhaji Aminu Abubakar, Alhaji Umar Abdullahi and the Managing Director/CEO, ENGR. Yusuf Usman Yahaya

In his response, the Emir of Zazzau, Alhaji Ahmad Nuhu Bamalli commended the Management of Kaduna Electric for the prompt response and care given to the victims.

He appealed to the Management of Kaduna Electric to ensure early restoration of supply to Gwargwaje area to assist the small businesses in the community whose business is almost grounded.

 

Kebbi State Government Reiterates Support to Kaduna Electric

The Kebbi State Government has pledged to continue to support Kaduna Electricity Distribution Company to ensure steady power supply and attain greater efficiency in service delivery in the State.

The Special Adviser to the Governor on Power, Alhaji Yusuf Haruna Rasheed made the assertion during a joint meeting between the State Government Officials and Kebbi Regional Management of Kaduna Electric held recently at the Cabinet Office, Birnin-Kebbi.

Yusuf Haruna stated that Kaduna Electric and Kebbi State Government has been partners for years and a lot of progress has been recorded. 

He further reiterated that State Government’s willingness to continue to provide adequate support to Kaduna Electric to ensure effective service delivery in the state as a whole.

According to him, “the State Governor is very kin on electricity supply and can render whatever support it takes to ensure efficient supply is guaranteed”.

He however advised the management of Kaduna Electric to ensure constant customers’ engagement to educate and enlighten the public on the operations of the Company.

In his contribution, the Head of Operations, Sokoto Region, Mr. Sunday O Yahaya commended the Kebbi State Government for what he called “the positive disposition of the State on electricity issues” and called on the Special Adviser to continue assisting the Company in ensuring regular payment of bills by general public and government institutions.

“Poor commercial performance as a result of non-payment of bills is one of the key factors hindering steady and adequate supply of electricity”, he said.

“Kaduna Electric has an obligation of settling the market operator through the collections made from customers; as such, constant payment to electricity bills is the only to guarantee the sustainability of supply across the State”, he said.

  

Zamfara Regional Manager Laments Poor Collection in the State, Calls on Community and Religious Leaders to Educate Subjects.

The Zamfara Regional Manager, Comrade Abdulrasheed Muhammad has lamented the poor commercial performances of the Region saying that the development is adversely affecting the operations of the Company in the State.

Comrade Abdulrasheed stated this during an engagement with traditional rulers, Islamic scholars and security agencies recently in Gusau.

He further stressed that, the meeting was organized to provide avenue for solving problems on electricity and strengthening relationships between the Company and host communities which have vital roles to play in the success of the organization.

The Regional Manager stated that the organization is losing over 300 million on 500 million distributed energy across the state every month.

"The Company generally prefer to avoid business loses if possible and the Company will surely take action to eliminate or minimize the amount of the loss it incurred on monthly basis. This cannot be successful without the inclusion of traditional rulers and Islamic scholars", he stated.

On the importance of bill settlement, Comrade Abdulrasheed sought for the help and involvement of the traditional rulers. He said the public should be enlightened on the need to upheld Trust (amana) and on its part, while the Company will reciprocate through better service delivery.

On his part, the Emir of Katsinan Gusau, Alhaji Ibrahim Bello, OFR who was represented by the Secretary of the Emirate, Alhaji Sambo A. Sambo described Kaduna Electric as a "new privately owned enterprise " which came with the intention of providing adequate power supply and also to being customers very close to the Company in order to enhance their relationship which will translate into the development of the State.

He further stressed that the organization should improve on the capability, capacity and performance of its staff which he said should be done through giving staff training in accordance with industry’s best practice and procedure.

"The Emirate is ready to offer its possible assistance to Kaduna Electric in order to accomplish its objective", he noted.

High points of the engagement were presentations by the Area Managers of Zamfara Central and North, Mustapha Ahmad Muhammad and Lawal Adamu respectively where they disclosed that the organization has re-strategized its business plan in order to attain sustainable development. They stated that electricity business’ landscape today is dynamic and all stakeholders must be alive to their responsibilities.

They noted that when given maximum cooperation by the community through revenue generation, the Company will achieve its objectives and achieve make great milestone in a very short period.

 

 

 

 

MEET THE STAFF SERIES

 As Custodian of the Company’s Asset We Advice Against Over or Under Stocking

Bashar Sabo, Store Officer

CCD: Can you briefly tell us about your self?

BS: My name is Bashar Sabo, I attended LEA Primary School, Tudun wada, Kaduna; Government Day secondary School, Kurmin Mashi (NDA) Kaduna and Hannat College respectively. I attended Staff training school kakuri where I obtained certificate in supply Assistance 111 and certificate in store administration respectively, I graduated from Kano state polytechnic department of Purchasing and supply, I moved to Bayero University Kano where I obtained PGD in Accounting and finance, I am currently a chartered Member of Chartered Institute of Purchasing and Supply Management of Nigeria (CIPSMN).

CCD:  When did you join the service of Kaduna electric, and what have you been doing ever since?

BS: I joined Kaduna electric on 1st September 2015 as a stores officer and I am still in store.

CCD: As a store officer, what does you daily routine looks like?

BS: My daily routine include-

To  Store, Control and issue all tools, equipment and related materials and services to ensure continuation of the operation of the Company. Bearing in mind the need for proper authorization and strict clerical control of all stock.

To check all the deliveries made to stores, to check the documentation (delivery note) and also inform the asset Unit of all goods received.

To ensure adequate health and safety precautions are taken in relation to whole stores operation.

To receive, store, control and document all scrap and excess returned to the store.

CCD:  In what way can we say a store officer adds valve to the operations of the Company?

BS: Almost 85% of the Company assets are kept in stores which reflect in the Company's balance sheet as a stock while a store officer is responsible for receiving, recording, inspecting, arranging and storing all kinds of materials needed in the whole company for maintenance, new project, servicing until when required by the users department or company's customers. For that, the store officer contribute directly to profitability and be concern with lead time, storage cost, acquisition cost material handling etc, for that store officer is considered as a contributor towards profit earning of the Company.

 .

CCD: At times material are requested from the store only to be told that the materials are unavailable, why are we having such disconnect between the store and the user departments?

BS: Stores are the custodian of the materials, the moment materials reach re-order level, the store officer use to notify the authority for order therefore unavailability of materials occurs as a result of unforeseen circumstances.

CCD: As member of the Company's supply chain management, what do you think need to be done to ensure smooth operations?

BS: We should avoid situations where there could be excessive investment on materials leading to capital being tied down, over stocking and under stocking materials and stock out problem.

Enhancing Quality control of goods and services into the stores and the company.

To reduce number of scraps, waste, surplus, obsolescent, obsolete and damage materials and equipment in the company e.t.c.

To give effective training and development of store personal e.t.c

CCD: Any appeal or suggestion to the Management/staff?

BS: The management should be committed on all staff’s remuneration and welfarism to enable smooth operation

While Staffs remain committed with their duties as per condition of service.

 

Kaduna Electric Frontline December Edition

 

We Shall Mobilise all Human and Material Resources to Make Zamfara Region a Reference Point - RM Zamfara

CCD: Congratulations on your new appointment as Regional Manager in-charge of Zamfara, how do you feel being given such a much higher responsibility?

AM: I feel elated to be appointed as Regional Manager. It is both an honour and a call to more dedicated service to the Company. I shall continue to pull together a collection of individuals that are committed to win against all odds. We shall mobilise all human and material resources to make Zamfara Region the standard bearer.

CCD:  Although you have at various times being an Area Manager, but the responsibility of a Regional Manager is much more challenging given the fact that a Regional Manager is supervising three or more Area Offices, how do you intend to lead the Region?

AM: First, I will ensure that every member of the Team, starting with the Area Managers, understand the business; what we are doing are doing and why we are doing it. The Area Managers as the drivers of the business must understand their respective franchises very well; they must know their customers characteristics; where is the energy going and must be ready to account for the energy delivered to their Area Offices. I also intend to share best practices with them on how to judiciously allocate the scare resources allocated to them. The Commercial Managers, Service Centre Managers and even the Sales Representatives too would not be left out.

What exactly are you going to do differently in your Regional Office?

AM: What we are going to do differently is getting the right people with the right mind-set “on the bus” by committing every staff of the Regional Office to a common goal and demanding total dedication to the set goal and making sure the Region live up to expectations of the Management. Team spirit and shared responsibility in the Regional Office shall not be promoted under my watch, but shall be institutionalized.

CCD: Can we say you shall leverage on your previous experience as an AM to make a giant stride within a short time?

AM: Of Course, being there before was an added advantage because on the job experience is key; but in addition to that, I shall leverage on my ability to build a high-level commitment to deliver with the right staff attitude and team members understanding how individual inputs and contributions are paramount to the success of the Regional Office.

CCD: In what way will the Promotion motivates you for more outstanding performances?

AM: Indeed, my recent elevation to the position of a Regional Manager is like a morale booster to increase the drive for productivity. And for the Zamfara Region team, we now have our eyes fixed on the challenge ahead and ready to Zamfara Region a Reference point. We shall continue to put in our best in the discharge of our responsibilities.

CCD: In order of importance, what are the five (5) KPIs of a Regional Manager?

AM: Smooth running of the Regional Office effectively by overseeing all Area Offices under my jurisdiction and keeping close supervision on the performance of the Area Offices.

To provide and enforce Kaduna Electric business models, process & procedures.

To making sure all electrical installation are adequately maintained for optimal customer service delivery.

Performance monitoring, assigning target and ensuring a collection target of minimum 80% is achieved in each Area Office.

Ensuring ATC&C reduction month on month through improved commercial and technical performance.

So far, with respect to the above KPIs, we are working hard to ensure sustainable improvement on the Regional Office’s performance.

CCD: Why are we finding it difficult as a Company to reduce our ATC&C losses to an acceptable level?

AM: little or no investment on our aging network lines and improper maintenance, over burden transformer’s, exposure of our lines to tampering which result to energy theft and our inability to deploy smart meters to curb meter bypass and slow process of replacement of defective meters. These are largely the factors responsible for the huge energy and financial losses being incurred by the Company.

CCD: As an RM, you may no longer have direct contact with customers, how will you ensure that the AMs do not sheer away from their responsibility of managing both your subordinates and the customers?\

AM: As a Regional Manager, my conduct, character and integrity will either strengthen or weaken the people under my supervision. So, I am always cautious of my action and inaction because my subordinates’ productivity is a reflection of who I am. As such, I shall continue to lead by setting good examples; I will teach and urge the Area Managers to lead by example and to continuously engage with our esteem customers and all stakeholders under their feeders.

CCD: It is strongly believed that for the Company to remain afloat we should be generating between 6–10-billion-naira revenue monthly, what strategy or suggestions can you give to enable us attain this target?

AM: The strategy is to first get all frontline staff committed to their job by ensuring incentives are put in place as a motivation for staff who are ready to go extra mile, provision of consumables and enablers to drive the business, improvement in timely bills production and reduction of direct cash handling. Metering is also key and automation of our non-economic viable feeders by deploying auto reclosures to reduce energy radiating through some of our 33KV rural feeders. More so is improvement on existing customers’ complaints and managing downtime effectively.

CCD: With the benefit of hindsight, is there anything you did in the past that you will do otherwise if similar situation present itself today?

AM: If am to reflect, I had the opportunity of leaving the shore of this country earlier in my days after school but choose to stay back. I wished I have done otherwise.

CCD: What is your message to members of Team Zamfara Region and the staff in general?

AM: To my team, just sustain the tempo and never lose sight on your strategy. You guys are my greatest asset because I can perceive loyalty, in return I shall remain loyal.

CCD: Who is Abdulraheed Mohammed and what brings out the best in him?

AM: Abdulrasheed Mohammed is a gallant comrade who always aspire to lead, on the job a team builder who is always committed to turning around poor performance, challenge his challenges and play to win, at home a father to four lovely kids and a husband to 2 beautiful wives.