CHAPTER ONE
INTRODUCTION
1.0 INTRODUCTION
SIWES was established by ITF in the year 1973 to serve the problem
of lack of adequate practical skills preparatory for employment in industries by
Nigeria tertiary institution graduates. The scheme educates students on industrial
based skills essential for a smooth transition from the classroom to the world
of work. Students of tertiary institutions is given the opportunity of being
familiarized and exposed to the needed experience in handling machinery and
equipment which are usually not available in the educational institutions.
Partaking in SIWES industrial training has become a crucial pre-condition for
the award of diploma and degree certificates in specific disciplines in most
institutions of higher learning in Nigeria in line with the government
education policies. The Operators are; the ITF, the coordinating agencies (NUC,
NCCE, NBTE), employers of labor and various institutions. Funding- the federal
government of Nigeria Beneficiaries are undergraduate students of the following
disciplines: Natural Sciences, Engineering and Technology, Education,
Agriculture, Medical Science, Environmental, and pure and applied sciences.
Duration is four months and one year for polytechnics and colleges of education
respectively, and of course, six months for the universities.
Industrial
training may be defined as the practical experience based on the process of
learning which link the theoretical classroom with the practical work in the
industry as a workshop or laboratory. This is geared toward increasing the
efficiency, effectiveness and hence productivity of the country’s graduate
within its labor market.
OBJECTIVES OF THE
SCHEME
The aims and objectives of the students’ industrial work
experience scheme are as follows:
1.
Provide avenues for students to acquire Industrial Skills for experience
during their course of study.
2.
Expose student to work methods and techniques in handling equipment and
machineries that may not be available in the University.
3. Prepare students for Industrial work
situation they are likely to meet after graduation.
4. Provide students with the
opportunities to apply their educational knowledge in real work situation,
thereby bringing the gaps between theories for practice.
5. To make the transmission from the
schooling to world of work easier through enhancing student contact for later
job placement.
THE SCOPE OF THE SCHEME
The scope of this programme varies from one department to
another. The students from management technology faculty observe the programme
in their fourth year for a period of twelve (12) months.
This is observed by all institutions of higher learning. The
scheme serves as prerequisite for graduating from institutions of higher
learning most especially administrative related courses.
1.1 HISTORY OF JOS ELECTRICITY DISTRIBUTION
PLC
The Power Holding Company of Nigeria (abbreviated PHC or
PHCN), formerly the National Electric Power Authority (abbreviated NEPA) was an
organization governing the use of electricity in Nigeria. The company runs a
football team, NEPA Lagos. It represents Nigeria in the West African Power
Pool.
The history of electricity development in Nigeria can be
traced back to the end of the 19th century when the first generating power
plant was installed in the city of Lagos in 1898. From then until 1950, the
pattern of electricity development was in the form of individual electricity
power undertaking scattered all over the towns. Some of the few undertaking
were Federal Government bodies under the Public Works Department, some by the
Native Authorities and others by the Municipal Authorities.
ELECTRICITY CORPORATION
OF NIGERIA (ECN)
By 1950, in order to integrate electricity power development
and make it effective, the then-colonial government passed the ECN ordinance
No. 15 of 1950. With this ordinance in place, the electricity department and
all those undertakings which were controlled came under one body.
The ECN and the Niger Dam Authority (NDA) were merged to
become the National Electric Power Authority (NEPA) with effect from 1 April
1972. The actual merger did not take place until 6 January 1973 when the first
general manager was appointed.
Despite the problems faced by NEPA, the authority has played
an effective role in the nation's socio-economic development thereby steering
Nigeria into a greater industrial society. The success story is a result of
careful planning and hard work.
The statutory function of the authority is to develop and
maintain an efficient co-ordinate and economical system of electricity supply
throughout the Federation. The decree further states that the monopoly of all
commercial electric supply shall be enjoyed by NEPA to the exclusion of all
other organizations. This however, does not prevent privy individuals who wish
to buy and run thermal plants for domestic use from doing so.
NEPA, from 1989, has since gained another status-that of
quasi-commercialization. By this, NEPA has been granted partial autonomy and by
implication, it is to feed itself. The total generating capacity of the six
major power stations is 3,450 megawatts.
In spite of considerable achievements of recent times with
regards to its generating capability, additional power plants would need to be
committed to cover expected future loads. At present, efforts would be made to
complete the ongoing power plant projects. Plans are already nearing completion
for the extension and reinforcement of the existing transmission system to
ensure adequate and reliable power supply to all parts of the country.
By 1970, the military government appointed a Canadian
Consultant firm "Showment Ltd" to look into the technical details of
the merger. The report was submitted to the government in November 1971. By
Decree No. 24 the ECN were merged to become the NEPA with effect from 1 April
1972. The actual merger did not take place until 6 January 1973 when the first
general manager was appointed. The day-to-day running of the authority is the
responsibility of the managing director.
In the early 1960s, the Niger Dam Authorities (NDA) and
Electricity Corporation amalgamated to form the Electricity Corporation of
Nigeria (ECN). Immediately after the end of the 1967-1970 Nigerian civil war,
the management of ECN changed its name to the National Electric Power
Authority, or NEPA. In the late 2000s, the company became a public limited
company (NEPA plc), and then later the name was changed again from NEPA plc to
the Power Holding Company of Nigeria (PHCN).
For several decades, despite consistent perceived cash
investment by the federal government, local and at times even nationwide power
outages have been the norm instead of the exception. Because of such outages,
over the years the Nigerian public has given the company numerous humorous
backronyms such as "Never Expect Power Always" (NEPA), [1] "No
Electrical Power at All; Please Light Candle" (NEPA plc), and "Please
Hold a Candle Now" (PHCN).
PRIVATIZATION
Major issues within the Nigerian power sector, principally
concerning power outages and unreliable service, compelled the Nigerian
government to take radical action. It enacted the Electric Power Sector Reform
Act of 2005, which called for unbundling the national power utility company
into a series of 18 successor companies: six generation companies, 12
distribution companies covering all 36 Nigerian states, and a national power
transmission company. The act stipulated that ownership of these companies be
granted to the Bureau of Public Enterprises (the privatization arm of the
federal government) and the Ministry of Finance Incorporated. This unbundling
paved the way for an ambitious privatization program to be carried out by the
Bureau of Public Enterprises in Nigeria.
PHCN SUCCESSOR
COMPANIES
Following the 2013 divestiture of the federal government from
PHCN, the company was divided into separate companies or entities called Local
Electric Distribution Companies or Local Distribution Companies (LDC). Each
company will be responsible for handling electricity distribution in each state
or region.
As of May 2016, [5] the structure of the companies was as
follows:
Distribution (11
companies):
- Abuja Electricity Distribution Company plc.
- Benin Electricity Distribution Company plc.
- Eko Electricity Distribution Company plc.
- Enugu Electricity Distribution Company plc.
- Ibadan Electricity Distribution Company plc.
- Ikeja Electricity Distribution Company plc.
- Jos Electricity Distribution Company plc.
- Kano Electricity Distribution Company plc.
- Kaduna Electricity Distribution Company plc.
- Port Harcourt Electricity Distribution Company plc.
- Yola Electricity Distribution Company plc.
Generation (6
companies):
- Afam Power plc.
- Egbin Power plc.
- Kainji Hydro-Electric plc.
- Sapele Power plc.
- Shiroro Hydro-Electric plc.
- Ughelli power plc.
TRANSMISSION (1 COMPANY)
- Transmission company of Nigeria
JOS ELECTRICITY
DISTRIBUTION PLC
Jos Electricity Distribution plc. (or Jos Disco) located in
north eastern part of Nigeria serves a significant industrial customers base in
Bauchi, Benue, Gombe and plateau state as well as Saminaka in Kaduna state.
The Jos zone is subdivided into four district namely: Jos,
Bauchi, Gombe and Makurdi. The Jos Disco is the fourth largest distributor in
Nigeria and its zone covers more than 610,000 sq.km with a population of more
than 13 million.
Jos disco owns and maintain the distribution
network and supports equipment within the zone, manages meter installations,
servicing and building, coordinates consumer credit services and collects
revenue. Jos Disco currently employs 1391 staffs.
In 2006, Jos Disco intensified collection efforts with
installation of pre-payment meters, route sequencing, bulk and feeder by feeder
energy audits. As a result monthly revenue collected to amount billed increased
from a monthly average of N150 million in 2002 to a monthly average of N260
million, a 73% gain in two years. Currently Jos Disco collects 81.62% of amount
billed.
In the Jos Disco service area, demand continues to grow
driven largely by an industrial and a class of consumers who are ready to pay
high rates in exchange for reliable service and adequate supply so as to
eliminate the time and expense of supplying supplemented power long problem in
Nigeria. Jos Disco estimates revenues increasing by as much as 80% in the next
four to five years as a result of new distribution capacity combined with
improved tariff, new metering/billing efficiencies, improved collection and
growing customer base.
Jos Disco is one of eleven such companies comprising the
national distribution grid. The distribution grid in turn is managed by a
separate company; the transmission company of Nigeria (T.C.N) plc. from a National
control center at Oshogbo and a supplementary Centre at Shiroro.
1.1.1 ORGANIZATION CHART OF JED PLC
Like every other establishment, JED
PLC. is so much organized from the management level down to the least in the
establishment. Below is the structural chart of the organizational chart of JED
PLC.
 |
KARA SERVICE CENTER
Kara service center (substation) is located in Bukuru area of
Jos-South local government area of plateau. The substation is responsible for
supply of electricity to a wide range of customers in Bukuru and a Ratt in
Barkin-Ladi area of Plateau state. The substation consists of various
departments which range from:
The revenue circle manager
The accounts department
The marketing department
The distribution department
1.1.2 DEPARTMENTS AND THEIR FUNCTIONS
Kara service center of JED plc bukuru
has the following departments within its jurisdiction, they are;
ACCOUNTS DEPARTMENT:
The accounts section is saddled with the responsibility of
collection of payment from customers and then registered into the customer
payment register.
The register is filled on a daily basis by the cashier
immediately after payments are made by customers. At the end of each working
day, the clearing cashier will come in, confirm the cash transactions made,
sign and then take the money to the bank.
Payments can also be made by cheque or through electronic
payment. Customers that paid through cheque, will have to avail the teller to
the cashier who will issue them receipt.
The customer payment register image format is shown below in
appendix IV
MARKETING DEPARTMENT:
The marketers are the backbone of the company; they are
saddled with the responsibility of maintaining the good image of the company
and above ensuring prompt payment of electricity bills for the month. This
department is overseen by the marketing supervisor and its functions include:
- Bills registration and distribution
- Customer care
- Public relations
- Customer feedback
- Book keeping and payment record
- Marketing plan and strategies
- Customer persuasion
- Team work.
DISTRIBUTION (LINESMEN)
DEPARTMENT:
They are the technical department of the organization, they
are saddled the responsibility of service drop, tracing of faults as well as
correction of faults so as to ensure efficient and adequate power supply to its
customers.
Other activities of the linesmen/faults men include
disconnection of defaulters, monitoring of meters (analog and prepaid meters)
so as to curb the issue of meter bye-pass by customers.
This department is overseen by the technical engineer
followed by the distribution supervisor.
1.1.3 OBJECTIVE OF THE
ORGANIZATION
JED plc. Team is made up of committed and diligent members of
staffs who strive on a daily basis to meet the challenges of electricity distribution
and retail sales in the company’s area of coverage and continuously develop
themselves to meet evolving technological developments globally.
1.1.4 VISION AND MISSION OF JED PLC
VISION:
Our vision is to be an outstanding well institutionalized,
efficient and competent distribution and retail sales establishment that
enhances the felicity and welfare of our customers in the areas of our
jurisdiction for a better future
MISSION:
Our mission is to distribute and deliver electricity safely,
reliably, uninterruptedly, qualitative and cost effectively to our existing and
future customers
CHAPTERS TWO
2.0 INTRODUCTION
Upon my commencement of the SIWES training I was first
attached in the marketing department of the service centre where I was taught
on activities carried out by the marketers; those activities range from bill
registration, preparing the customer record maintenance document and so on.
2.1
DETAILS OF WORK EXPERIENCE
The work experience learnt at the jos electricity
distribution plc varies in respect of the various departments there, in the
marketing department I was taught on how to go about registering bills, how to
attend to complaints brought in by customers (customer care), public relations, importance of customers
feedback, book keeping and payment record,
Involve in the decisions concerning marketing plan and
strategies, customer persuasion.
In the account section, I learnt how to register payments
made by customers into the customer payment register and how to interpret the
bills to the customers with regards to what they are being charged for the
month.
2.2 DESCRIPTION OF ACTIVITIES
Marketing department is the central pillar of the organization.
Its main activities covers: service marketing, customers’ relations as well as
marketing plans and strategies.
On my first day at JED PLC (Kara substation) I was attached
with the marketing section of the organization and among the activities learnt include:
- BILL REGISTRATION AND DISTRIBUTION;
Is a monthly routine exercise carried out by marketers so as
to update the payment record as well as the outstanding balance of every customer?
Data taken from the bills includes;
|
S/N
|
CUSTOMERS NAME
|
ACCOUNT NUMBER
|
OPENING BALANCE
|
ENERGY CHARGED
|
TOTAL OUTSTANDING
|
LAST PAYMENT DATE
|
|
|
|
|
|
|
|
|
The bill distribution exercise comes up immediately after
bill registration and mostly there is a time lapse given to every marketer for
that purpose.
THE KNOW YOUR CUSTOMER
EXERCISE (K.Y.C)
The exercise was an initiative brought by the organization to
enable it collates information of their customers. The format of the KYC form
is shown below in appendix I
THE CUSTOMER ENUMERATION DATA SHEET FOR PPM INSTALLATION PROGRAMME
This was an initiative was introduced
with the aim of providing free prepaid meters to customers so as to improve
payments of services rendered. The PPM installation programme is not meant for
all customers but to customers that have little or no outstanding on their
bill.
The customer enumeration data sheet
for ppm installation programme format is shown below in appendix II
CUSTOMERS RECORD MAINTENANCE DOCUMENT
(C.R.M.D)
The customers record maintenance
document is raised mainly with the aim or purpose of updating information of
new or existing customers. The customers record maintenance document is raised
or prepared
on a monthly basis and it is usually compiled
for purposes among which are
- C.R.M.D for tariff reclassification
- C.R.M.D for change of name
- C.R.M.D for long-time disconnected customers
- C.R.M.D for non-existing customers
- C.R.M.D for new queue in customers
- C.R.M.D for tariff reclassification
The C.R.M.D for tariff
reclassification is raised so as to update the tariff of customers based on
expansion; this is done mostly to residential premises that erected new shops
in front of their
C.R.M.D FOR NEW CAPTURED CUSTOMERS
This C.R.M.D is raised the sole aim
of capturing data of people that wishes to use the services of JED plc. The
C.R.M.D is prepared so as to enable the company process their bills and to have
them in their database.
The format of C.R.M.D for new
queued-in customers is shown below
 |
- C.R.M.D FOR CHANGE OF NAME
The C.R.M.D for change of name is
raised for customers that choose to change the names on the bills mostly as a
result of change of occupancy or change of ownership. The format for change of
name is shown below
- C.R.M.D FOR LONG TIME DISCONNECTED CUSTOMERS.
This C.R.M.D is raised with the sole
aim of suspension of customers that have been disconnected for a long time. This
is done so as to stop all charges on their bills
 |
4.
C.R.M.D
FOR NON-EXISTING CUSTOMERS
This C.R.M.D is raised for customers
that are deemed to be non-existing either as a result of demolition or burnt resident
 |
Customer persuasion; is an activity of carried out by
marketers with the sole aim of persuading customers to try and offset their
bills (outstanding). It is during such moments that marketers notify the
customers when the disconnection will take place. It is during such exercise
that marketers create good rapport with customers.
THE CUSTOMER CARE
SECTION
is another sub-section of the marketing department that are
saddled with the responsibility of taking-in complaints brought in by customers
and making sure those complaints are duly addressed.
Other activities includes registration of new customers that
wishes to use the services of JED plc. and also ensuring that new customer have
their bills processed on time. The name of the form issued is called form 74
and the format is shown
ACCOUNTS DEPARTMENT
The account
department of JED PLC Bukuru business unit has the responsibility of receiving
and reporting cash flow of payments to the organization for the service
offered. The payment comes in two modes; prepayment and post payment. The
prepaid mode of payment is for the digital metering system and the postpaid is
for the analogue metering system. Furthermore payments can be made using cash,
cheque, or other electronic payment system using ATM, POS or going online using
online payment portals.
·
Cashier;
all service stations has a designated cashier charged with the responsibility
of receiving payments payment of electricity bills. The bill could be either
prepaid or postpaid. The payments could be in cash, cheque, or use smart card.
·
Cash
payments register; all cash received are record on a cash payment register.
Upon payments customers are issued with receipts for amount paid. At the end of
daily recordings cumulative amount is arrived and compare with total sum
arrived on the cash payment register to ensure accuracy.
·
Cash
register machine; the cash register machine is used to record payments made on
a daily basis and after produce receipt which is to be issued to the customer.
The image of the cash register machine is shown in appendix III
CHAPTER
THREE
3.0 INRODUCTION
The Student Training has made me
understand more about my course of study; business management and other courses
relevant to my field of study; such as accounts and marketing.
3.1 DIFFICULTIES ENCOUNTERED
·
There were issues of harassment made by customers due to the
billing system made by the company and it was one of the major constraints I
faced.
·
Inefficient practical knowledge in school resulted to poor
performance at first exposure in my place of attachment. It took me time to
adjust fully to the working principles of administrative block.
·
Financial constraint – finance is indeed a determining factor in
every successful venture, lack of it could pose a hindrance in achieving
desired result. It’s quite a distance from my place of residence to my place of
attachment.
·
Lack of proper job description for
staff’s, this led to over-working of students on industrial training
3.2 POSSIBLE SOLUTION
·
The company should create channels
within the company (JED PLC) which may ease movement and also to have immediate
contact among the staff workers
·
Incentive such as transport allowance
should be made available by the company (JED PLC) to motivate students.
·
The company should avoid or minimize
their billing system so as to avoid harassment or attacks from the customers on
its staffs.
CHAPTER FOUR
4.1 SUMMARY
Chapter
one of this report welled on the introductory part of the report in which a
brief outlook of the SIWES was done. These include the constitutional
provision, its composition and structure. It goes further to highlight the main
objectives of the scheme, which expected to be achieved at the end of the
training. Furthermore, the second chapter of the report went further to
describe the mission, vision, structure and function of the organization by
outlining the responsibilities of various departments.
Chapter three explains vividly on the
job performed during the industrial training. These include the work procedure
that has been carried out in the department which I was placed.
Chapter four explained some of the
various challenges encountered and possible solutions during the programme and
proffer recommendations.
4.2 RECOMMENDATIONS
Having followed the trend of events
during my industrial training, I recommend the following:
1. The
company should create channels within the company (JED PLC) which may ease
movement and also to have immediate contact among the staff workers.
2. The
company (JED PLC) should have an internal library containing the necessary
materials. I believe, present age of technology calls for adequate research
information and knowledge. This will create room for improvement and effective
learning.
3. Intensive
and comprehensive class should be organized time to time by the senior workers
as this will go a long way in equipping students with adequate knowledge and
good understanding of the industrial process and laboratory activities.
4. ITF
should also assist students in searching for places by making necessary contact
with organizations. Also they should devote their time by going round to
supervise the work of students.
5. Incentive
such as transport allowance should be made available by the company (JED PLC)
to motivate students.
6. The
company should avoid or minimize their billing system because the heat is
usually felt by the lower cadre staffs or those on training.
CONCLUSION
The industrial training
has broadened my knowledge on management and its application in administrative
work; I was privileged to work in both marketing and accounts section. I learnt
relevant skills regarding book keeping, bills registration and distribution;
preparing customers record maintenance document and above all how to approach
customers in dire situation.
Indeed the training at
Jos electricity distribution PLC was a success because of the mutual
understanding and cordial relationship with the staffs of JED plc. (Kara
service centre, Bukuru).
REFERENCE
Ifedi, V. (2005, 21st
March). Power reform and electricity generation.
Nuhu Y. I. (2015) SIWES
Training technical report. ATBU Bauchi.
APPENDIX I
SAMPLE OF THE
KNOW YOUR CUSTOMERS FORM
KNOW YOUR CUSTOMER (KYC)- Customer reference number: …………………………………………………..
- Account number: ………………………………………………………………
- Surname: ………………………………………………………………….........
- First name: …………………………………………………………………......
- Middle name: …………………………………………………………………...
- Date of birth: …………………………………………………………………...
- Mobile number: ………………………………………………………………...
- Email address: …………………………………………………………………..
- Physical address: ………………………………………………………………..
- Customer state: …………………………………………………………………
- Customer city: ………………………………………………………………….
- Customer occupation: …………………………………………………………
- Local government area: …………………………………………………………
i.
Customer’s signature:
…………………………………………………………
ii.
Marketer’s signature:
………………………………………………………….
iii.
Customercare supervisor:
……………………………………………………..
iv.
Customer
care service officer: ………………………………………………..
APPENDIX II
SAMPLE OF THE
CUSTOMERS ENUMERATION DATA SHEET FOR PPM INSTALLATION PROGRAMME FORM
CUSTOMERS ENUMERATION
DATA SHEET FOR PPM INSTALLATION PROGRAMME
1.
Sequence
number: ……………………………………………………….
2.
Account
name: …………………………………………………………..
3.
Account
number: …………………………………………………………..
4.
Existing/newly
captured/separated customers: ………………………………
5.
Present
tariff: ………………………………………………………………..
6.
Recommended
tariff: ……………………………………………………….
7.
Phone
number: ……………………………………………………………….
8.
Type
of meter; Credit/PPM/Manufacturer: ……………………………………
9.
Name
of feeder: ……………………………………………………………….
10.
DT
number: …………………………………………………………………..
11.
Upriser
number: ………………………………………………………………
12.
Pole
number: ………………………………………………………………….
13.
Type
of service pole: ………………………………………………………….
14.
Status
of service pole: …………………………………………………………
15.
Remarks: ………………………………………………………………………
APPENDIX
III
IMAGE SAMPLE OF THE CASH REGISTER MACHINE
APPENDIX
IV
IMAGE SAMPLE OF THE CUSTOMER PAYMENT REGISTER
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