By Mahmoud Muhammad Kano, also media aide to Jamilu(Print)
The media team of Jamilu Gwamna has responded to allegations by former Minister Isa Ali Pantami that Gwamna left KEDCO in bankruptcy, describing the claims as unfounded and driven by frustration.
The team stated that Gwamna assumed leadership of Kano Electric, KEDCO, at a time when the company was already in a collapsed state, with operational and financial challenges inherited from previous management.
One of the first steps taken was to address Aggregate Technical, Commercial and Collection losses, ATC&C, which had been a major drain on the company’s revenue and efficiency.
To improve financial performance, Gwamna recruited professionals with technical and managerial capacity to strengthen operations and revenue generation across the franchise area.
A task force was inaugurated early in his tenure to tackle energy theft, which had contributed significantly to revenue losses and service instability.
In addition, a Joint Task Force, JTF, was introduced to address vandalism of electricity infrastructure, a persistent problem affecting power supply and customer confidence.
The media team noted that KEDCO, formerly known as PHCN, is a complex organization with structural, technical, and commercial challenges that require consistent management attention.
Managing such a utility demands strong leadership to enforce discipline, improve collection efficiency, and rebuild customer trust in the system.
Under Gwamna’s management, the company worked to raise monthly collection figures to N3.5 billion, a target aimed at stabilizing operations and reducing dependence on external support.
The team argued that Pantami should consider measurable performance indicators before making public allegations about Gwamna’s record at KEDCO.
They stated that during his time at the helm, Kano Electric was rated among the best-performing Distribution Companies, Discos, in the country.
According to the team, Gwamna was ranked as the overall best among all Discos based on operational and commercial benchmarks used by regulators and industry stakeholders.The improvement in ATC&C losses was cited as a key achievement, reflecting better network management and reduced leakages in revenue collection.
The improvement in ATC&C losses was cited as a key achievement, reflecting better network management and reduced leakages in revenue collection.
The recruitment of capable personnel was aimed at creating a workforce that could respond to technical faults, billing issues, and customer complaints more effectively.
Energy theft and infrastructure vandalism were identified as two of the biggest challenges inherited, and both were addressed through targeted interventions and collaboration with security agencies.
The team said that turning around a distressed utility requires time, investment, and policy support, not just administrative decisions.
They added that the reforms introduced under Gwamna laid a foundation for improved service delivery and financial discipline within KEDCO’s operations.
The media office maintained that public officials should rely on verifiable data and regulatory reports when commenting on the performance of public and private utility managers.By the time
Gwamna exited, the company had made measurable progress in collection efficiency and operational control compared to the condition in which it was received.The team concluded that the record of performance at KEDCO stands as evidence of Gwamna’s capacity to manage complex organizations and deliver results under difficult conditions.
MAHMOUD wrote this piece via indagi3792@gmail.com, also media team of Jamilu Gwamna.
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