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Introduction
Before the establishment of AES in Nigeria, the country experienced enormous challenges concerning the distribution of power supply. The National Electric Power Authority (NEPA) was the major stakeholder in Nigeria power industry. On the other hand, due to monopoly granted by the government, the body was not able to utilize its potential factors in the area of adequate service and maintenance.
In line with this, the overall power transmission lost an average of 30 to 40 percent and only 36 percent of the population had access to regular power supply. The nation main power distributor, National Electric Power Authority (NEPA) also experienced political manipulations that were meant to serve the interests of a few politically connected individuals. These challenges had a negative effect in the distribution of power supply to citizens (Zhang, 2013, p.2).
With the entry of the AES in Nigeria certain positive changes occurred. These changes led to the formation of a new electricity policy whose purpose was to privatize the energy sector completely and enhance competition and proper distribution of electricity in Nigeria. With this move, the government privatized most of the state owned enterprises (Azubuike, 2009, p.233).
Measuring AES success in Nigeria
The measure of success by the AES should run directly proportional to its core principles and objectives. The AES can claim to succeed only if its projections in Nigeria are actualized. According to the core principles of the organization, four major values can be noted. The first value is integrity, this means the company values integrity in its operation and expects its personnel to carry out their duties with integrity (Zhang, 2013, p.2).
This fact however poses a huge challenge in implementing, because just like many African countries with bad reputation in fighting corruption, Nigeria is not an exception. However, integrity can be achieved by AES, if they strive to inculcate it into the organizations day-to-day operations and introducing incentives to those who maintain the true spirit of the company’s objectives (Azubuike, 2009; Zhang, 2013, p.2)
The second principle that the company holds dear is Fairness towards its customers, suppliers, personnel, government, and communities in which they operate. The organization maintains the policy against taking advantage of situations to gain profits and at the same time affecting others. This is a strategy by the organization that aims at gaining public confidence and trust.
Although most organizations that are profit driven usually ignore the importance of fairness whenever their interests are at stake, Fairness has proved to build good reputation for companies that practice this virtue. Fairness is achievable and AES can achieve this easily as part of their strategy (Zhang, 2013, p.2).
The third principle is Fun. AES desires that its employees have fun while working with the organization. However, this aspect depends on an individual, because most people end up being overwhelmed with work rather than enjoying what they do. If the organization can employ people who love what they do rather than what is being offered as payment, then this aspect will be fully actualized and they would consider themselves on the way to success (Zhang, 2013, p.2).
The fourth core principle is social responsibility. This aims at providing affordable services to customers and ensuring high degree of safety and reliability. This also includes providing employment to the surrounding community and ensuring a clean environment. If the company achieves its goal of replacing foreign expatriates with local skilled personnel, then, they can consider themselves as being successful (Zhang, 2013, p.2).
If the survey carried out in the case study is anything to go by, we would consider AES to be on the way to success since it had achieved some of its principles in its first year of operation in Nigeria (Zhang, 2013, p.2).
Reference List
Azubuike, L. O. (2009). Privatization and Foreign investment in Nigeria. Boca Raton, Florida: Universal Publishers.
Zhang, D. (2013). AES in Nigeria. Marketing Management Seminar 1 (8), 2-8.
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