Speaking at the launch of the new Maduo26 strategy last week, the BPC board chair, Professor Oboetswe Motsamai said the corporation was unable to achieve goals set in the previous strategy for various reasons.
Masa 2020 strategy, which ended on March 31, 2021, envisaged the BPC as a profitable entity free from reliance on government.
The five-year strategy was a transformation journey to realize BPC’s vision of being a leading power utility in the region by 2020. It was aimed at turning the corporation into a profitable and efficient entity by 2020. The themes incorporated within the strategy included financial turnaround, service delivery, SHERQ culture, organisational efficiency, and service power supply.
However, the corporation CEO David Kgoboto said they took the failure as a lesson and they are now in a better position to leverage their strengths, capitalize on available opportunities and address the corporation’s weaknesses amid all the identified external threats.
“The learnings from the preceding strategy were crucial as they provided an opportunity for us to envision a new direction for the corporation. We then began formulating a new strategy to lead BPC into the future. The strategy development process also included a review of the preceding Masa 2020 strategy. These allowed us to introspect and reflect on our achievements and shortcomings,” he said.
The new strategy focuses on delivering results aimed at ensuring that BPC achieves its vision of being "a regional benchmark in electricity supply".
Some of the key priority areas espoused in the five-year Maduo26 strategy are to achieve zero harm, attain financial sustainability, improve employee experience, asset management, and project management and generate excess power for us to become a net exporter of power for the region. These focus areas will be realized through undertaking predictive maintenance, effective execution of projects, digitalization of processes, and thus creating a high-performance culture that will ultimately make BPC a regional benchmark.
“Implementation of Maduo26 strategy started last year, soon after board approval and we have already made notable progress. Some of the noteworthy improvements that have been realized so far are improved safety performance, improved internal control environment, and improved performance of our Morupule B Plant,” he said.
In addition, Kgoboto said they have also established a Projects Department to develop project execution capabilities and drive effective project implementation.
