KABARAK UNIVERSITY

A REPORT OF THE INDUSTRIAL ATTACHMENT AT THE KENYA POWER AND

LIGHTING COMPANY LIMITED ELDORET

DURATION: 8TH SEPTEMBER 2021 – 30TH NOVEMBER 2021

NAME : SITIENEI C MERCY

REG. NO : EM/MG/0929/05/18

SUBMITTED TO THE SCHOOL OF BUSINESS AND ECONOMICS DEPARTMENT

OF COMMERCE, KABARAK UNIVERSITY

PRESENTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF DEGREE OF BACHELORS OF ECONOMICS AND MATHEMATICS

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 DECLARATION

I hereby declare that the information in this document is my original work and is in accordance

with academic rules and ethical conduct. This report is fully based on truth and I have cited all

activities and duties that I undertook while on attachment.

SITIENEI C MERCY

EM/MG/0929/05/18

Signature ……………………………………………….…… Date …….…….…….…………

DECLARATION BY ATTACHMENT SUPERVISOR

MR. ROBERT ASIMBA

Signature …………………………………………………... Date ………….…………………

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 DEDICATION

I wish to dedicate this work to my parents Mr. Joseph Sitienei and Mrs. Margaret Sitienei whose
moral and financial support has remained unrelenting throughout the attachment.

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 ABSTRACT

The purpose of this report is to provide detailed information of the attachment institution, full

description of all the activities undertaken during the attachment period, lessons learnt and

challenges faced as the essence of attachment is to put all the theoretical work learnt in class into

practice.

According to KPLC structure, finance division at the Region is headed by the Chief Finance

officer who reports to Regional manager. The division has three sections namely management

accounting, financial accounting and revenue section. The attachment took eleven weeks. As per

the company structure there is clear separation of duties and responsibilities within the three

sections, each section is headed by the section head who reports to the chief finance officer.

Management accounts deals with preparation of the budgets yearly; managing or maintaining of

the allocated budgets efficiently through resource allocation to counties and functions; cost

controls; approval of schemes for both customers connection and line maintenance;

capitalization of completed schemes to fixed assets; maintaining asset register where all the

assets of the region are coded and recorded; monitoring of cash movements by comparing daily

collections and banking’s any variation detected is investigated and corrected, finally

management accounting provide various reports to the Regional management for decision

making. Financial accounting deals with payment of both internal and external service providers,

cheque writing, maintaining float cash and ensuring all reports are well reported and maintained

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in books of accounts and are readily available for external users. Finally Revenue section deals

with receiving of cash and cheques from customers and banking all the collections on a daily

basis.

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 ACKNOWLEDGEMENT

First, I am grateful to the Almighty God for bringing me this far and keeping me safe and healthy

during the entire attachment period. Special gratitude extends to all KPLC staffs and

management, especially Finance Department for their moral support and assistance during my

training period. I acknowledge my parents for their moral and financial support throughout the

attachment. I am also thankful to the entire Kabarak University, School of Business and

Economics, Department of Commerce for the constructive and reliable training and knowledge

imparted in me throughout the four-year training.

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ABBREVIATIONS

KPLC - Kenya Power and Lighting Company

MD – Managing Director

CEO – Chief Executive Officer

HR – Human Resource

ICT – Information and Communication Technology

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Table of Contents

DECLARATION...........................................................................................................................ii

DEDICATION..............................................................................................................................iii

ABSTRACT..................................................................................................................................iv

ACKNOWLEDGEMENT...........................................................................................................vi

ABBREVIATIONS......................................................................................................................vii

1.0 CHAPTER ONE......................................................................................................................1

1.1 Introduction..........................................................................................................................1

1.2 Scope of the attachment......................................................................................................1

2.0 CHAPTER TWO.....................................................................................................................2

3.0 CHAPTER THREE.................................................................................................................3

3.1 HISTORY OF THE ORGANIZATION................................................................................3

3.2 MAIN FUNCTIONS OR CORE ACTIVITIES OF KPLC.................................................5

3.3 MISSION STATEMENT, VISION STATEMENT AND CORE VALUES OF KPLC. . .5

3.3.1 Mission Statement.............................................................................................................5

3.3.2 Vision Statement...............................................................................................................6

.....................................................................................................................................................6

3.3.3 Core Values.......................................................................................................................6

Quality Policy.............................................................................................................................6

.....................................................................................................................................................6

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3.4 ORGANIZATION STRUCTURE OF KPLC.......................................................................7

3.4.1 Office of the Managing Director and C.E.O..................................................................9

3.4.2 General Manager – Network Management Division.....................................................9

3.4.3 General Manager – Infrastructure Development........................................................10

3.4.4 General Manager – Human Resource and Administration........................................10

3.4.5 General Manager – Finance Division...........................................................................10

3.4.6 General Manager – Information and Telecommunication Division..........................11

3.4.7 General Manager - Supply Chain Division................................................................11

3.4.8 General Manager - Customer Service Division...........................................................11

3.5 Rules and Regulations...........................................................................................................11

4.0 CHAPTER FOUR: ACTUAL ATTACHMENT EXPERIENCE.....................................13

4.1 Duties in the office.................................................................................................................13

4.1.1 Data entry....................................................................................................................13

4.1.2 Data analysis................................................................................................................13

4.1.3 Report writing.............................................................................................................13

4.1.4 Organization of Office Files.......................................................................................13

4.1.5 Field Work Activities..................................................................................................14

4.1.6 Other duties.................................................................................................................14

4.2 Skills acquired....................................................................................................................14

4.3 Challenges faced.................................................................................................................15

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 4.4 How I overcame the challenges........................................................................................15

4.5 Advice to Future Attachés.................................................................................................15

5.0 CHAPTER FIVE: RECOMMENDATIONS......................................................................16

6.0 CHAPTER SIX: CONCLUSION.........................................................................................17

7.0 CHAPTER SEVEN...............................................................................................................18

REFERENCES..........................................................................................................................18

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 1.0 CHAPTER ONE

1.1 Introduction

Industrial attachment exposes students to necessary practical oriented work that equips the

student to what they are supposed to perform on completion of their studies. The attachment also

introduces the students to the working environment hence making the students productive

individuals. Therefore, Kabarak University has organized a two months of training in relevant

institutions to provide every student an opportunity to apply the skills and knowledge acquired

during the course of study and to acquire new skills most importantly in work environment.

1.2 Scope of the attachment

This report is a summary of my undertakings during the attachment period. It shows a clear

picture of the duties I carried out, skills and experiences that I acquired and also the challenges

that I faced during my three-month industrial attachment.

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 2.0 CHAPTER TWO

2.1 Objectives of the Industrial Attachment

Some of the objectives of industrial attachment are as follows:

 To link industry and training institutions for placement of students at the work place for

acquisition of practical skills and appropriate work ethics before entering the labor

markets.

 To provide students the opportunity to meet and network with people in the industry and

the industry to identify talents and potential skilled workers.

 To assess the interest of the student in the occupation he or she plans to undertake.

 To expose the students to work methods not taught in the University and to provide

access to products equipment not normally available in the environment of the

University.

 To provide the students with an opportunity to apply knowledge in real work situation

thereby closing the gap between University work and the actual practice.

 To enlist and strengthen employer’s involvement in institutional activities and in the

entire educational process of preparing the students for employment in industry.

 To enhance industry´s satisfaction with the graduate of the faculty in particular and the

University at large.

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 3.0 CHAPTER THREE

3.1 HISTORY OF THE ORGANIZATION

Kenya Power is a public company listed in the Nairobi Securities Exchange whose headquarters

are at Stima Plaza, Kolobot Road in Parklands. The company is a national electric

utility ,managing electric metering, licensing, billing, emergency electricity service and customer

relations. In addition to electricity distribution KPLC also offers optic fiber connectivity to

telecommunication companies through its optical fiber cable network that runs along its high

voltage power lines across the country mainly to manage the national power grid.

Kenya Power traces its origins to 1875 when Seyyied Barghash, the Sultan of Zanzibar, acquired

a generator to light his palace and nearby streets. This generator was acquired in 1908 by Harrali

Esmailjee Jeevanjee, a Mombasa-based merchant, leading to the formation of the Mombasa

Electric Power and Lighting Company whose mandate was to provide electricity to the island. In

the same year, Engineer Clement Hirtzel was granted the exclusive right to supply Nairobi city

with electricity. This led to the formation of the Nairobi Power and Lighting Syndicate.

In 1922, the Mombasa Electric Power and Lighting Company and Nairobi Power and Lighting

Syndicate merged under a new company known as East African Power and Lighting

Company (EAP&L). The EAP&L expanded outside Kenya in 1932 when it acquired a

controlling interest in the Tanganyika Electricity Supply Company Limited (now TANESCO)

and later obtaining a generating and distribution licenses for Uganda in 1936, thereby

entrenching its presence in the East African region. EAP&L exited Uganda in 1948 when the

Uganda Electricity Board (UEB) was established to take over distribution of electricity in the

country.

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On February 1, 1954, Kenya Power Company (KPC) was formed and commissioned to construct

the transmission line between Nairobi and Tororo in Uganda This was to transmit power

generated at the Owen Falls Dam to Kenya. KPC was managed by EAP&L under a management

contract. In the same year, EAP&L listed its shares on the Nairobi Securities Exchange. Making

it one of the first companies to list on the bourse.

EAP&L exited Tanzania in 1964 by selling its stake in TANESCO to the Government of

Tanzania. Due to its presence in only Kenya, EAP&L was renamed the Kenya Power and

Lighting Company Limited (KPLC) in 1983.

Kenya Power Company de-merged from KPLC in 1997 and rebranded to Kenya Electricity

Generating Company (KenGen) and in 2008, the electricity transmission infrastructure function

was carved out of KPLC and transferred to the newly formed Kenya Electricity Transmission

Company (KETRACO). Kenya Power and Lighting Company (KPLC) was re-branded Kenya

Power in June 2011 to only carry out distribution of electricity to the final consumer.

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3.2 MAIN FUNCTIONS OR CORE ACTIVITIES OF KPLC

The key mandate of Kenya power is to plan for sufficient electricity distribution to meet the

demand of the final consumer; to build and maintain the power distribution and transmission

network and retail electricity to its customers efficiently.

The Company's main functions are conducted by the following 12 divisions:

 Commercial services and sales division

 Corporate affairs and company secretary

 Finance

 HR and Administration

 ICT

 MD and CEO

 Network management

 Regional coordination

 Supply Chain

 Internal audit

 Business Strategy

 Infrastructure Development

3.3 MISSION STATEMENT, VISION STATEMENT AND CORE VALUES OF KPLC

3.3.1 Mission Statement

Powering people for better lives by innovatively securing business sustainability. That is by

striving to provide world-class products and services that delight our customers and transform

lives as we ensure viability of our business. 

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3.3.2 Vision Statement

Energy solutions provider of choice that’s by becoming the preferred energy solution for

businesses and individuals, we empower our customers to achieve more and reach their full

potential.

3.3.3 Core Values

We put our customers first as they matter most

We work together as one team to achieve our goals

We are passionate about powering the nation

We believe in integrity and delivering on our promises

We strive for excellence in all that we do

We are accountable to our customers and stakeholders

Quality Policy

Kenya Power & Lighting is committed to provide cost effective, reliable and quality power that

delights customers and betters people’s lives, in pursuit of this undertaking, suitable technologies

and innovations shall be embraced to improve power network and customer service. Quality

objectives based on the Corporate Strategic plan shall be established at relevant functions, levels

and processes within the organization. The Board, Management and staff of Kenya Power are

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committed to effective implementation and continuous improvement of the Quality

Management System that complies with ISO9001:2015 standard and other applicable

requirements.

3.4 ORGANIZATION STRUCTURE OF KPLC

Board of Directors

Managing Director and Chief Executive Officer

General Manager- Corporate affairs and Company

General Manager- Internal Audit

General Manager - Finance

General Manager -Network Management

General Manager- Regional Coordination

General Manager- Human resource & Admin

General Manager-Supply Chain

General Manager-ICT

General Manager-Customer Service

General Manager-Regional operation

General Manager-Business Strategy

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General Manager-infrastructure development

Regional manager-North Rift

Regional manager-North Eastern

Regional manager-West Kenya

Regional manager-Nairobi North

Regional manager-Nairobi south

Regional manager-Mount Kenya

Regional manager-Central Rift

Regional manager-Coast Region

Regional manager-Nairobi west

Regional manager-South Nyanza

Functional head- Commercial service &sales

Functional head-Finance

Functional head-ICT

Functional head-Network Management

Functional head-Human Resource

Functional head-Supply Chain

Functional head- infrastructure development

Functional head-Transport

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 Functional head-Security

Sectional Heads

3.4.1 Office of the Managing Director and C.E.O

The main duties and responsibility of MD and CEO are:

 To develop and execute the company's business strategies in order to attain goals

 Provide strategic advice to the board and Chairperson

 Prepare and implement comprehensive business plans & to Plan cost-effective operations

and market development activities

3.4.2 General Manager – Network Management Division

The general manager network management is mandated to introduce new technologies that

will help reduce power losses, operational cost savings, lowered peak demand, new or

increased revenue streams, improved long term growth prospects and improved customer

satisfaction.

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3.4.3 General Manager – Infrastructure Development

One integral part of infrastructure development is the transmission infrastructure

development, with the other being distribution infrastructure development. The former aims

to provide an additional 3,178MVA of transmission substation capacity and 3,325kms of

new transmission power. The latter is concerned with improving the quality of supply,

reduction of technical losses and expanding the network.

3.4.4 General Manager – Human Resource and Administration

Kenya Power is a key catalyst in the economic development of the country and as enabler

of the social economic pillar of vision 2030. The Company through its Human Resource

and Administration division has the right mix of human capital to facilitate the country's

vision. The division focuses on n developing a new organization structure that aligns

business processes to the corporate strategy, enhancing leadership capacity & technical

competencies to improve business performance among many others.

3.4.5 General Manager – Finance Division

Kenya Power has extensive financial relationships internally and externally, it is the job of

the financial division to manage these relationships. Here the finance division is able to

oversee the company's investments, the modest regulated returns, and the long investment

recovery period. In addition the Company in partnership with the World Bank has agreed to

undertake a comprehensive evaluation of the Company's operations and finances.

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3.4.6 General Manager – Information and Telecommunication Division

Moving with the trend of the digital age, the ICT division is to ensure the company applies

appropriate technology to automate businesses process which will eventually increase

production. Initiatives within this division that deserve special mention include the

providing mobile solutions for both internal and external communication, and putting

proper security controls to safeguard the company from internal and external threats .

3.4.7 General Manager - Supply Chain Division

The Supply Chain Division broadly speaking is required to optimize the critical operations

and implement the best possible operating models and supply chain strategy. This includes

but is not limited to inventory optimization to improve the procurement process of

materials and goods in addition to works and services. Using a clear roadmap the Supply

Chain will assist the company to become a significant player by meeting customer demands

and improve efficiencies.

3.4.8 General Manager - Customer Service Division

In order for Kenya Power to distinguish itself as an industry leader a customer service

division has been created to inform customers and stakeholders of changes within the

company. This division has been tasked to analyze the electricity unit sales growth in the

plan period, sales from new and existing customers, innovations and service reforms to

enhance sales growth and customer satisfaction just to name a few.

3.5 Rules and Regulations

 Working hours are from 7.45 AM to 5 PM, Monday to Friday

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 Members will not, without the consent of the Company disclose any of its secrets or other

confidential matters to anyone not authorized to receive them.

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 4.0 CHAPTER FOUR: ACTUAL ATTACHMENT EXPERIENCE

4.1 Duties in the office

During my attachment period, I was assigned duties to perform, duties which I performed with

diligence. The following are some of the duties;

4.1.1 Data entry

I was frequently being assigned the duty of data entry. The main software used for data entry was

Microsoft Office Excel. However, some other software like SAP and IBM SPSS were also used.

4.1.2 Data analysis

I did data analysis of various variables using Statistical data analysis software. The data analysis

packages used were; Microsoft Office Excel, SAP and IBM SPSS for Statistics.

4.1.3 Report writing

Preparation of financial reports and forwarding them to County heads and Regional manager for

decision making

4.1.4 Organization of Office Files

I was constantly updating office files accordingly and updating file folios with relevant

information for easier access and tracking.

4.1.5 Field Work Activities

 Data collection

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  Revenue collection

 Meter reading and recording

4.1.6 Other duties

 Typing, scanning and printing of document.

 Stock taking

 Data posting

 Recording cheques

 Approval of customer jobs

 Running batches for accounts

 Clearing of cash management accounts, imperest accounts, cash in transit accounts and

cheques.

4.2 Skills acquired

 Better communication skills.

 My computer literacy has improved.

 I am able to work effectively under pressure to meet deadlines.

 The ability to use organization and planning skills.

 Ability to maturely work effectively even without supervision.

 Teamwork.

 The ability to detect potential threats within the organization and come up with workable

mitigation plans.

 To effectively analyze large data.

 Proper time management skills.

 Peaceful coexistence with workmates.

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4.3 Challenges faced

 Financial challenges.

 Adapting new lifestyle

4.4 How I overcame the challenges

I did my best to adapt to the workplace culture. I learnt to adhere to the rules and regulations of

the office.

4.5 Advice to Future Attachés

 Make yourself available. Do the work you are assigned but also seek other things to help

with if you have the bandwidth.

 Find people you look up to and follow them.

 Be memorable and make a lasting contribution that people will associate with your name.

 Have fun and make friends.

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5.0 CHAPTER FIVE: RECOMMENDATIONS

To KPLC

 KPLC should financially consider attachés to help with the financial challenges.

 KPLC should purchase more computers to reduce the ratio of persons depending on one

computer.

To Kabarak University

 The university should do frequent assessments to ensure students are on track.

 The university should restructure the logbook to avoid repetition by the students as the

weekly summary is just a repetition.

 The allocated time for attachment is so short. Enough time should be allocated for the

same.

 The university should make prior arrangement with various companies and organization

to allow their students to join those organizations when period for attachment arrives this

will reduce the hustle for students looking for attachments.

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6.0 CHAPTER SIX: CONCLUSION

I am happy that I had an opportunity to go for attachment and put into practice what I have been

taught in class. The experience has impacted me a lot, not only in my career but also my personal

development. Having an opportunity to interact with people on a daily basis gave me a feeling of

fulfillment as it was a direct service to the community.

I have gained a lot of skills, learnt many lessons from KPLC and my economics prowess has

been enhanced.

KPLC is surely the ideal place for any student of Economics and any related discipline. This is

due to the rich knowledge and skills the organization imparts on the students as they work

towards the awards in different study levels.

7.0 CHAPTER SEVEN

REFERENCES

KPLC website – https:// www.kplc.co.ke

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