Taking responsibility for the reliable supply of a vital utility is not without its risks and potential pitfalls. Speaking with Gordon Molefe, Director of Customer Services and Supply at Botswana Power Corporation, we find out what steps they take to remain ahead of the competition and why they are the premier choice for electricity distribution.

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POWER FOR THE PEOPLE

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BOTSWANA POWER CORPORATIONWWW.BPC.BW267 360 3000

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By remaining so focused on its original core mandates, BPC has been able to not only streamline processes, but hone a remarkable reputation within the industry, but Gordon makes

it clear that diversification has not been entirely ruled out,“Renewable energy, through Subsidiary Company BPCL is

something we will be looking at and the model is being reviewed for better sustainability.

BPC also plans to enter the ICT space by leasing fibre cables within its network. This will be implemented through a joint venture telco company, which is yet to be formed and established.”

It’s refreshing to encounter a company that has dedicated a substantial amount of time to fine tuning its expertise within one industry, while also keeping an eye on the future without planning to stray too far. It’s always sad to witness a company that had formerly been the very antithesis of quality in its industry diluting the stock by moving into unfamiliar territory too soon, but there is no chance of that happening to BPC.

Discussing the daily activities undertaken by BPC, Gordon is clearly delighted by the productivity being demonstrated,

“BPC is heavily involved in projects geared towards increasing generation capacity, transmission expansions and rural electrification. Distribution network reinforcement is another significant area of focus.”

He goes on to further clarify,“Our first coal fired power station is undergoing refurbishment,

so the company has implemented a 600MW Morupule B coal fired power station (in stabilisation phase) co-located at the old plant. In

addition, the company has plans to expand its transmission grid in the north-western part of the country. The company manages more than 20,000 km of distribution network spread across the entire country, but as a result of the implementation of rural electrification projects, the spread of the network grows every year.”

What a fantastic position to be in. Not only is there an unrelenting customer base, but that base is growing significantly every year, offering not only company profit, but welcome job security for the expansive team in situ at BPC. We asked Gordon to tell us about the company’s attitude towards its staff,

“The total workforce at BPC is 1939 and the corporation takes staff development very seriously with emphasis given to management/leadership, commercial and technical training programmes. Being a client oriented organisation, customer service training programmes are regularly instigated as well as technical training around energy management, metering, fraud investigation and mitigation, contracts and many more topics vital to the continuation of our great work.”

Gordon goes on to state just how critical the staff at BPC are to successful operations, citing them as one of the greatest resources that drive the company forward and help to secure both long and short-term contracts with respected clients.

It is clear that customer service ranks high on the priorities list at BPC and as such, measurable standards have been put in place, as Gordon explained,

“Regional Customer Service Champions are the service quality assurance representatives and they work closely with Key Account

BOTSWANA POWER CORPORATION

It was thanks to an Act of Parliament in 1970 that Botswana Power Corporation (BPC) came into being and it did so with a rigid and set agenda; to be responsible for the simultaneous production, transmission and distribution of electricity to areas within Botswana that had been given approval by the Ministry of Minerals, Energy and Water Resources. Taking this charge extremely seriously, these are still the only directives of the organisation, almost 50 years later.

BOTSWANA POWER CORPORATION

Management Officers who take care of the top 100 customers, to give them special attention. The top 100 customers are high revenue earners for the company, essential service providers and VIPs. We also have a Quality Cycle Committee (a quarterly operational cross functional committee) in place to identify service impediments and develop solutions to overcome them.”

No shortcuts or brush-offs here, in fact the adage that the customer is king is not just a saying at BPC, it is woven into the very fabric of the company and used as a yardstick for every step that is taken and every service that is implemented.

“It is important for the service rendered to be of a consistent high quality, while offering value for money. This underscores the value of critical care to ensure that the customer is happy with the offerings we make. In a competitive environment, exceptional after-sales support and customer commitment offers an opportunity for customer retention strategy development.”

With a firm grasp on best business practices, as well as a genuine affinity for providing exemplar customer service, BPC is consistent in its determination to keep powering ahead, which is why it has a number of strategic policies in place, with each designed to keep them ahead of its competitors,

“We strive to offer accessibility to services through various forms, like systems driven service provisioning/self-service, network expansions, adequate customer service resources, a large footprint across the country and customer service seminars.”

Seeing these contingencies n paper, it becomes clear just how difficult it would be to compete with a giant such as BPC. Even if an organisation were able to compete on a similar scale, there would be little to no chance of it matching the exceptionally high standards of client care and technical expertise, while offering comparable value. BPC really has cornered the market by listening to its customers and actively responding.

With value in mind, Gordon drew attention to some interesting developments regarding BPC’s supply chain,

“The company supply chain is reviewed periodically. With stores having been insourced since BPC establishment, the company plans to outsource it by 2017. The value chain also involves prequalified contractors who are reviewed from time to time. The company’s long-term strategy around this area is to be a wholesale provider and do further outsourcing of distribution works. Outsourced maintenance is also seriously being considered.”

It would be so easy to try to retain a tight grip on everything,

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but herein lies the risk of standards slipping due to time and cost constraints. It is a forward thinking and progressive company that can accept outsourcing as a potentially beneficial development and there is little doubt that BPC will be able to vet potential partners vigorously to prevent a drop in quality levels.

Moving forward, the planned expansions and rural electrification investments are drawing a huge amount of managerial and administrative focus and Gordon told us a little bit more to finish the interview,

“An investment of P55 million has been secured for implementation during the 2015/16 financial period, to improve distribution network reliability, reduce technical losses and ensure safety. In addition, it is planned that P100 million worth of projects will be implemented for rural electrification during the year 2015/16. On the commercial side, new concepts of Key Account Management, Regional Champions and revenue protection frameworks shall be operationalised to improve customer satisfaction, as well as reduce revenue losses.“

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CENER has cutting-edge technological infrastructures, with the most modern laboratories and facilities in the world. The Wind Turbine Test Laboratory (the only one of its kind in the world), the Experimental Wind Farm, the 2nd Generation Biofuel Centre and a Microgrid deserve a special mention.

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