What was the first step in the turn-around process?
Our initial priority was financial turnaround. When we came onboard, Tanesco was virtually bankrupt. Suppliers were not getting paid because the utility was not receiving revenue from its largest customers. Our goal was to increase monthly revenues, averaging around TSH 10 billion per month, to TSH 14 billion per month. This was achieved in a very short period by imposing strict financial discipline on the revenue side and embarking on a well-organised customer disconnection campaign. High-level technical audits were conducted on suspect large customer installations to ensure accurate measurements. Further ongoing audits are undertaken for both large and small customers. The relatively large number of illegal and faulty meter connections found and rectified further strengthens Tanesco’s cash position. In this process a culture of payment, and zero tolerance against theft of electricity and vandalism of Tanesco’s assets, is being established amongst the customer base. With regards to ex
