Restoring operational performance in electrical utilities Importance of sharpening OM skills and sales forces - The example of Congo

摘要

Given the growth of the electrical demand in all sub Saharan countries, stress is often put on generation capabilities erection, as well as network facilities development. This is mandatory, but not sufficient. Despite large investment programs, funded on both State basis or with the help of international funding, quality of supply is usually not good enough (black outs, voltage collapse, plant shut downs etc...). This major issue tends to mitigate the economical growth of numerous countries in Africa. It is to be noted that there is no systematic linkage between large investment in electrical assets, and a good quality of supply. Operational and maintenance performance have also to be targeted. Sub-Saharan utilities, even granted with new facilities, are not sufficiently backed with proper financial resources, as well as technical skills. Tariffs are too low, and losses (technical and non technical) too high, thus preventing a correct funding of operational expenses. Since technical know-how and preventive maintenance are also too scarce, major failures frequently occur and lead to heavy extra expenses that worsen the financial unbalance. In order to escape from this vicious circle, and move towards a balanced corporate scheme, restoring operational capabilities is crucial, especially dealing with 2 major issues: sales and O&M This path is the one chosen by the Republic of Congo, which is committed to restore the electrical utility, SNE (Societe Nationale d'Electricite) through a comprehensive performance restoration plan that particularly stresses on sales and O&M performance. Sales restoration program focuses on 3 key issues: comprehensive tariff metering implementation, billing processes strengthening and customer fraud chasing with the help of dedicated task forces. The targeted goal is to significantly increase the cash flow. Renewed financial capabilities will thus enable to procure spare parts and heavy maintenance tools on a broader scale, and also to fund personnel training. The improvement of technical performances targets short term actions, as well as long term restoring measures: Short term issues mainly deals with major disturbances reduction. The chosen way is a combination of network studies dealing with real cases (steady state, dynamic, protection issues), aimed at focusing the network's weak points, and, following any disturbance occurrence, systematic trouble shooting. Once weaknesses and failures correctly diagnosed, remedial plans are set up and enforced, step by step. Long term achievements mainly deal with technical skills sharpening and personnel empowerment. Comprehensive training, focused on know-how transfer to O&M personnel is a key lever. SNE's corporate Training Centre restoration is also part of the plan. In order to help SNE's restoration, and bring additional skills, Congo's government decided to commit to a specific partnership with a major European utility, EDF, which helps renewed SNE's managing board in achieving the fore mentioned goals. A dedicated team of EDF managers has been appointed in Congo and advises SNE's board. It is backed with a team of corporate experts and technical coaches who interact with SNE's O&M personnel and field managers. Beyond assessments and recommendations, the bunch of managers embedded in SNE helps in targeting concrete action plans and goals achievements. After one year, SNE's operational performance is on the rise again, in both sales and O&M fields (technical disturbances reduction).