Samuel Dubik Mahama, the former Managing Director of the Electricity Company of Ghana (ECG), has called for a more balanced perspective on the narrative surrounding the missing ECG containers, emphasizing the remarkable strides the company has made under his leadership in terms of revenue generation and operational efficiency. He argues that the focus should shift from the missing containers to the significant financial turnaround ECG has achieved, urging the public and media to recognize the company’s transformation into a major player in the Ghanaian economy.
Mahama underscored the substantial increase in ECG’s monthly revenue, comparing its financial performance to leading corporations like MTN. He highlighted that upon assuming office, ECG’s monthly revenue hovered around 450 to 500 million cedis, sometimes reaching 700 million in peak months. However, under his stewardship, this figure tripled to an impressive 1.5 billion cedis monthly. Mahama attributes this remarkable growth to a fundamental shift in the company’s operational strategies and a renewed focus on commercial viability. This transformation, he asserts, demonstrates the company’s potential and should be the primary focus of public discourse rather than the isolated incident of the missing containers.
Central to ECG’s revenue growth strategy is its adherence to a rigid engineering pricing model. Mahama explained that ECG employs a fixed pricing structure for its goods and services, determined by engineering principles and cost calculations. This approach, he emphasizes, leaves little room for negotiation and ensures consistent pricing across the board. While this model might not always be popular with customers, it provides a transparent and standardized framework for pricing, which contributes to the company’s financial stability and predictability.
Upon taking the helm at ECG, Mahama inherited a significant backlog of projects and a company grappling with structural inefficiencies. He discovered a staggering 722 projects requiring crucial equipment, further compounded by 98 pending civil infrastructure projects and 12 customer service-related projects awaiting attention. This backlog, in Mahama’s view, highlighted a fundamental flaw in ECG’s operational approach – a tendency to prioritize engineering over commercial considerations. He believed that this mindset hindered the company’s ability to function effectively as a commercially viable entity and contributed to operational bottlenecks.
A key area of improvement under Mahama’s leadership was the installation of electricity meters, a critical aspect of revenue generation and loss reduction. He revealed that when he joined ECG, the monthly meter installation rate was a mere 2,500 units. However, through the implementation of the loss reduction project, this figure dramatically increased to an impressive 100,000 meters per month by the time he departed. This significant improvement not only enhanced revenue collection but also contributed to a more accurate and efficient billing system, benefiting both the company and its customers.
Mahama’s emphasis on the positive strides made by ECG during his tenure underscores his belief that the narrative surrounding the company should be more balanced and comprehensive. He argues that the focus on the missing containers, while important, should not overshadow the substantial progress made in revenue generation, operational efficiency, and customer service. He urges a broader perspective that recognizes the transformative changes implemented under his leadership, ultimately positioning ECG for continued growth and success. His appeal is for a more nuanced understanding of the company’s journey, recognizing the challenges faced, the solutions implemented, and the significant achievements attained, rather than fixating solely on a single negative incident.
