KE – Pre & Post Privatization
From a troubled utility having sustained years of losses along with old and dilapidated infrastructure, KE at the time of privatization in 2005, was in dire need of investments across the value chain to be supplemented with process improvements in all business verticals
Investments of over PKR 280 Billion since privatization, with accelerated investments in last 10 years, resulting in significant operational improvements across the value chain
Customer Centricity at the Core of KE’s Turnaround
Having customer centricity at the core of its business model, KE has been a pioneer in several initiatives taken in the sector focusing on improved customer experience
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Implementation of SAP – ISU for greater transparency into the billing system – one of the first utilities in Pakistan to do so
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State-of-the-art 118 Call Center and KE Live App providing customers 24/7 access along with strong presence on digital platforms (Facebook, Twitter etc.)
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First utility in Pakistan to integrate digital platforms with SAP – enriching the range of customer care touch points
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Payments for New Connections through alternate payment channels
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Universal Customer Care Center – one stop solution for customers regardless of their power connection’s physical location
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Community Engagement Initiatives – Project Ujala, Project Sarbulandi, Engaged with 16 philanthropic institutions
HR Initiatives
Enhanced workforce effectiveness through creation of a performance-driven culture and workforce optimization
Rightsizing & Accountability with identification of areas of cost optimization
Change Management – Roll out of “AZM” Change Management Program (one of the largest organizational development initiatives in private sector)
Performance Monitoring and Target based KPIs
Learning & Organizational Development with targeted training interventions at all levels
Cultural Revamp and focused approach towards becoming a more inclusive organization
Diversity and Inclusion and providing an enabling environment
Key Achievements
Along side operational improvements and technological advancements, enhanced workforce effectiveness through creation of a performance driven culture and workforce optimization were pivotal in KE’s turnaround
Over 70% service territory exempt from load-shed
Capacity additions across the Value Chain
Process Improvements & Technological advancements (introduction of SAP-ISU, MDMS Project etc.)
HR Restructuring / Target based KPIs
Setting up of IBCs – One stop solution for customers
Improved Customer Centricity – Launch of KE Live App