Training Assessment Report by USAID 4 Nigeria

NIGERIA POWER SECTOR PROGRAM
TRAINING NEEDS ASSESSMENT

August 2019
DISCLAIMER:
Deloitte Consulting LLP prepared this publication for review by the United States Agency for International
Development. The author’s views expressed in this publication do not necessarily reflect the views of the United
States Agency for International Development or the United States Government.
NIGERIA POWER SECTOR PROGRAM
(NPSP)
TRAINING NEEDS ASSESSMENT
IDIQ Contract No. 720-674-18-D-00003 Power Africa Extension (PAE)
Task Order No. 720-674-18-F-00003 Nigeria Power Sector Program (NPSP)
USAID | Southern Africa
Contracting Officer’s Representative: Edward La Farge
Submitted: August 24, 2019
Comments Received: August 28, 2019
Resubmitted: September 25, 2019
ACKNOWLEDGEMENT:
Deloitte Consulting LLP produced this document for review by the United States Agency for International
Development. It was prepared under Task Order No. 01: The Nigeria Power Sector Reform Program (the “Task
Order”) of the Power Africa Indefinite Delivery, Indefinite Quantity (“IDIQ”) Contract No. 720-674-18-D-00003
implemented by Deloitte Consulting LLP.
Cover Photo: Power Africa-NPSP
TABLE OF CONTENTS
INTRODUCTION ....................................................................................................................... 1
KEY FINDINGS ............................................................................................................................ 3
APPROACH AND METHODOLOGY ................................................................................... 4
KEY CONSIDERATIONS OF THE TNA ............................................................................... 6
TRAINING REQUIREMENTS ..................................................................................................................... 6
TARGET AUDIENCE FOR TRAINING................................................................................................... 6
SUCCESS FACTORS IN KNOWLEDGE TRANSFER AND LEARNING ENVIRONMENT......6
TOOLS & EQUIPMENT ............................................................................................................................... 7
CHANGING CULTURE – BEHAVIORAL COMPETENCIES ............................................................ 7
KEY SUCCESS FACTORS OF TNA ........................................................................................ 9
CURRENT STATE ANALYSIS OF DISCOS............................................................................................ 9
TRAIN THE TRAINER APPROACH ..................................................................................................... 10
CAPACITY TO MANAGE AND EXECUTE CAPACITY BUILDING PROGRAMS ................. 11
PROPOSED TIMELINE .............................................................................................................................. 12
PARTICIPANTS CROSSOVER GRID .................................................................................................... 13
AFFINITY EXERCISE ................................................................................................................. 15
SKILLS GAP ANALYSIS BY BUSINESS AREA ..................................................................... 17
MANAGEMENT FUNCTIONS ............................................................................................................... 17
BUSINESS SUPPORT FUNCTIONS ...................................................................................................... 18
DISTRIBUTION NETWORK AND OPERATIONS .......................................................................... 20
SUPERVISORY AND EMPLOYEE SKILL DEVELOPMENT .............................................................. 21
COMPREHENSIVE RECOMMENDATIONS ....................................................................... 23
PRIORITY INITIATIVES ............................................................................................................................ 23
RECOMMENDATIONS BY BUSINESS AREA..................................................................................... 24
APPENDIX 1 – COMPETENCY MODEL ............................................................................ 44
APPENDIX 2 – LINES WORKER CERTIFICATION PROGRAM .................................. 45
NPSP DISCO TRAINING NEEDS ASSESSMENT i

LIST OF TABLES
Table 1 – Training Timelines .................................................................................................................................. 12
Table 2 – Training Modules with Participant Overlap ..................................................................................... 14
Table 3 – Affinity Exercise Findings ...................................................................................................................... 15
Table 4 – Skills Gap Analysis – Key Management Functions .......................................................................... 17
Table 5 – Skills Gap Analysis – Business Support Functions .......................................................................... 18
Table 6 – Distribution Network Planning and Operations ............................................................................ 20
Table 7 – Supervisory and Employee Skill Development ................................................................................ 21
Table 8 – Priority Trainings .................................................................................................................................... 23
Table 9 – Training Recommendations by Business Area ................................................................................ 24
LIST OF FIGURES
Figure 1 – EKEDC Lines Workers ......................................................................................................................... 3
Figure 3 – Affinity Exercise Participants ................................................................................................................ 5
Figure 4 – Strategic Organizational Competency Model Driving HR Practices .......................................... 7
NPSP DISCO TRAINING NEEDS ASSESSMENT ii

ACRONYMS
Acronym Definition
AEDC Abuja Electricity Distribution Company
ANED Association of Nigerian Electricity Distributors
APUA Association of Power Utilities of Africa
DISCO Distribution Company
DSO Distribution Service Officer
EFR Energy Field Representative
EKEDP Eko Electricity Distribution Company
EMRC Energy Market and Regulatory Consultants
EMS Environmental Management System
ERP Enterprise Resource Planning
ETC Energy Training Centre
ESR Energy Sales Representative
GENCO Generation Company
GIS Geographic Information System
HR Human Resources
HRMS Human Resource Management System
HSE Health, Safety & Environment
IBEDC Ibadan Electricity Distribution Company
IE Ikeja Electric
IT Information Technology
MYTO Multi-Year Tariff Order
NAPTIN National Power Training Institute of Nigeria
NBTE National Board for Technical Education
NERC Nigerian Electricity Regulatory Commission
NESI Nigerian Electricity Supply Industry
NPSP Nigeria Power Sector Program
PATRP Power Africa Transactions and Reform Program
PMO Project Management Office
PPE Personal Protective Equipment
SCM Supply Chain Management
SME Subject Matter Expert
SMS Safety Management System
TNA Training Needs Assessment
TTT Train the Trainer
USAID United States Agency for International Development
WAPP West African Power Pool
NPSP DISCO TRAINING NEEDS ASSESSMENT iii

INTRODUCTION
In April of 2018, the United States Agency for International Development (USAID) selected Deloitte
Consulting LLP to implement the Nigeria Power Sector Program (NPSP), a 5-year effort undertaken
as part of USAID’s Power Africa Initiative. The NPSP will support comprehensive reform within
Nigeria’s power sector, addressing gas to power challenges, competitive procurement of clean and
conventional energy, utility distribution sector reform, and off-grid electricity access. NPSP’s outcome
objectives include enabling 10,000 MW of new/rehabilitated electricity generation capacity, connecting
three million new electricity customers, and improving the liquidity of the power sector.
Outcome 4 of NPSP focuses on building the capacity of electricity distribution companies (DISCOs)
to reduce distribution losses, connect additional customers, and improve power quality and delivery.
NPSP will establish sustainable performance improvements throughout the power sector, working
with DISCOs, regulators and the industry association to improve overall conditions within the sector.
Key experts of the NPSP team collaborated with the Association of Nigerian Electricity Distributors
(ANED), the Abuja Electricity Distribution Company (AEDC), Eko Electricity Distribution Company
(EKEDP), Ikeja Electric (IE), Ibadan Electricity Distribution Company (IBEDC), Energy Markets and
Regulatory Consultants (EMRC) and various human resource (HR) experts to perform a
comprehensive capacity and capability needs assessment. The results of this assessment are contained
within this Training Needs Assessment (TNA), developed to serve as a comprehensive document
guiding NPSP to recommend training and capacity/capability building topics and delivery modalities.
Inputs into the TNA identified critical training requirements in key business areas, including the
capacity and capability of the Distribution Companies (DISCOs) to deal with regulatory issues, file
tariff applications, and improve coordination with the Nigerian Electricity Regulatory Commission
(NERC). This report presents the business area list as key sections in the following order:
• Management
o Board and Senior Management Roles and Responsibilities
o Management and Leadership Skills
o Regulatory and Compliance
o Legal
o Finance and Accounting
o Audit
• Business Support:
o Health, Safety and Environment (HSE)
o Human Resource and Diversity (Gender and Social Inclusion)
o Public Relations
o Procurement
o Information Technology (IT)
• Distribution Network and Operations:
o Distribution Planning, Projects and Design
o Metering
o Technical Operations and Vocations
• Commercial:
o Energy Representatives (previously Commercial Worker)
o Key Accounts management Officer
o Customer Service Officer
o Billing Officer
• Supervisory and Employee Development:
o Supervisory Basics
o General Employee Development
This assessment takes into account the findings of earlier training and capacity building efforts by
USAID Power Africa’s predecessor project Power Africa Transactions and Reform Project (PATRP)
NPSP DISCO TRAINING NEEDS ASSESSMENT 1

as well as interviews and discussions with DISCO utility managers, focus groups (Affinity Exercise) and
the Association of Nigerian Electricity Distributors (ANED).

KEY FINDINGS
All of the DISCOs value training and are in a better position to identify their own training needs now
that they have introduced Performance Management Systems across their operations. However, a
survey of DISCO managers identified the need for improved processes to ensure that training
programs add value in the workplace by prioritizing the highest needs and the right people.
Justifications for training requests are poor and lack expected outcomes or success measures. Training
requests reflect a bias towards more-expensive offshore programs or ISO-levels of certification rather
than trainings that are tailored to DISCO-specific needs and resources. This TNA recommends an
emphasis on in-country training in basic job functions and program development as well as Project and
Change Management.
DISCO management prepared a TNA in 2017 during collaborative workshops hosted by ANED. The
resulting ANED TNA Report DISCOs, 2017 remains highly relevant and is an excellent document.
The TNA discovered that out of the 21,755 total staff of the 10 participating DISCOs, 20,333 staff
member (93% of total) occupied 14 priority jobs or trades. Field staff comprising line workers (36%
of total staff) and energy sales representatives (ESR) (21% of total staff) represented 57% of the total
DISCO workforce. The TNA also uncovered a low participation of women in key utility jobs, finding
that women held only 9% of the total technical trade jobs, 34% of commercial trade jobs, and 36% of
key support function jobs.
Many of the recommendations and findings of this report apply equally to all participating DISCOs,
and any exceptions are noted.
Figure 1 – EKEDC Lines Workers

APPROACH AND METHODOLOGY
A TNA defines the gap between the current and desired state of an individual and/or organisation’s
performance. Additionally, it highlights the needs and potential solutions that offer the greatest impact
on organizational performance. A TNA should not be limited to addressing conditions and needs at a
single point in time. To be successful, HR practitioners must undertake regular reviews to update
conditions and needs as well as chart performance improvements resulting from the training and
capacity building programs.
Factors relevant to ensuring effective implementation of training and capacity building programs
include:
• Organizational opportunities & constraints that may enable or inhibit the activities or
outcomes of key training concepts;
• Available tools and equipment for staff to carry out their jobs in a safe and efficient manner;
• Skills gap analysis by business area(s) to ensure that training resources are allocated and lead
to the greatest return and that the greatest deficiencies or risks are addressed promptly;
• Proposed requirements & recommendations so that training has the maximum impact and
is timed appropriately;
• Development options and modalities to ensure that all available options and training
providers are considered to ensure the right modalities and the right results;
• Ability of target audiences to absorb, apply and retain new skills and techniques.
A number of specific assessment techniques are effective at assessing current versus desired states.
The selection of which to use is dependent on the availability of information, the means to validate
findings, and urgency. A combination of two or more techniques generally improves the detail and
reliability of the results. Common assessment techniques include:
• Observation: Observing individuals and teams in the field to compare to desired state or
best practice skills, knowledge and attribute requirements.
o Advantages: First-hand knowledge and understanding of the job and the strengths
and weaknesses of the relevant worker.
o Disadvantages: Time constraints; Observations must be in a general functional way
vs. individual.
• Interviews: Engaging in face-to-face discussions with individuals or teams to provide
individual view of training needs.
o Advantages: Ability to explore in depth, seek clarification and obtain a full
understanding of performance deficiencies.
o Disadvantages: One-on-one approach; Time consuming; Limited generalization to
others in the same role; Input is one sided and may not align with industry best
practice and organizational requirements.
• Questionnaires: Issuing a standardized questionnaire to solicit input from all relevant
sources (management, employees, those directly impacted by the job outputs, etc.)
o Advantages: Readily identifies common needs; Supports buy-in; Completed at the
respondent’s convenience.
o Disadvantages: Data may be incomplete as well as difficult to compile and analyze.
• Focus Groups: Facilitating group meetings designed to gather input from employees.
Employees are encouraged to express training needs.

o Advantages: Opportunity for individuals to express views; Addresses big picture and
individual views; Improves buy-in.
o Disadvantage: May raise unrealistic expectations for identified development
opportunities.
DISCOs in Nigeria do not actively compete with one another, and thus welcome the opportunity to
share information and lessons-learned. The DISCO industry association, ANED coordinates regular
meetings that include the Chief Executive Officers (CEO) and Chief Human Resources (HR) Officers
from each of the DISCOS. Over the course of 2017 and 2018, ANED held multiple workshops to
identify and prioritize common training needs for 2018, 2019 and beyond.
DISCOs involved in the recent PATRP Assessments by NPSP also provided useful insights into their
training needs, which NPSP has supplemented with information gained through group discussions and
focus groups with management/HR.
In developing this TNA NPSP took advantage of the ANED-facilitated initiative with DISCO HR
practitioners. NPSP held an interactive Affinity Exercise with each of three (3) DISCOs. This
provided an interactive opportunity for individual attendees to interact with their peers to cluster
training needs themes and identify the approaches and modalities best suited to address these needs.
The Affinity Exercise activity allowed broad participation across organizational hierarchies and business
silos in identifying training needs while granting participants reasonable anonymity in identifying
corporate challenges, capacity gaps and training needs.
After the submissions of individuals are clarified and categorized, the training needs become apparent,
and the facilitators encourage participants to note the frequency, and therefore potential priority, of
the training need. The exercise also presents an opportunity to correlate and validate findings of other
reports and TNA findings.
Figure 2 – Affinity Exercise Participants

KEY CONSIDERATIONS OF THE TNA
TRAINING REQUIREMENTS
It is common practice for a TNA to state training requirements in terms of observable outcomes at
the business department/section level versus mere activities, e.g., how the training will affect workplace
performance.
TARGET AUDIENCE FOR TRAINING

Unless otherwise noted, the principal intended audience for training would be functional staff, senior
and middle management in each business category. Where relevant, NPSP will focus on training middle
and senior management given their ability to coach, mentor and influence the performance of their
staff, thereby creating a flow-down or ripple effect.
The aim of all training initiatives is to empower, enable and encourage sustainable impact on
organizational performance.
SUCCESS FACTORS IN KNOWLEDGE TRANSFER AND LEARNING

ENVIRONMENT
The following items are key factors in knowledge transfer and the learning environment:
1. Alignment with business and workplace culture transformation, and the degree to
which accountability is valued, strongly influence training effectiveness. To create a culture of
accountability, DISCOs should connect the training regime with larger business transformation
goals and process improvement efforts and monitor performance after training to ensure new
practices become the new norm. This is especially critical in the area of technical trades where
non-compliance results in compromised safety conditions.
2. Relevancy to job profile and job requirements. The opportunity to use the skills on the
job, either during or immediately after training, is a critical element in knowledge transfer. For
example. basic computer skills training is of little value if the trainee does not have access to
a computer nor routine tasks that involve using computers. Careful alignment of training with
job requirements, and selection of candidates for maximum on-the-job impact, are important
practical considerations for delivering the training.
3. Mentoring, apprenticeship and twinning arrangements. Training is most effective
when someone who holds the supervisory role has not only good technical skills but also the
desired work ethic and leadership skills. Selecting two or three individuals and developing their
coaching/training skills is imperative for this style of program. DISCOs should consider training
methods appropriate to each type of skill profile, and tailor delivery according to proven
practices.
4. Build on job profiles and job descriptions. Documented job procedures are often lacking,
which in turn limit effectiveness, consistency, and the ability to set associated performance
standards for use during training and/or the employee appraisal processes. DISCOs should
develop job profiles as a prerequisite to designing and delivering training. This process should
include validated, functionally accurate job descriptions that include education & experience
requirements to ensure that any training developed includes all necessary components.
5. Align hiring practices with training regimes. A long-term view of staff and management
development strategies would consider desired hiring practices that align with the broader
objective of business process and culture transformation, including recruiting new staff with
the background and motivation to progress the for-profit orientation of DISCOs.
6. Value engineering. Training is expensive, and training modalities can vary in cost and
impacts. Careful selection of training modality, provider and participants is essential to
maximize benefits relative to costs. The cheapest provider is not necessarily the best option.

TOOLS & EQUIPMENT
In addition to the requisite knowledge, skills and attitude, employees must have the necessary tools
and equipment to carry out their duties in a safe and efficient manner.
Financial constraints limit the ability of DISCOs to provide the equipment and resources for many
operations. Items missing or in short supply include basic equipment such as ladders, personal
protective equipment (PPE), & vehicles as well as sophisticated items like test equipment, computers,
printers, plotters and engineering/commercial software. Further, technological solutions are not
always able to deliver the anticipated benefits due to limited internet connectivity and secure
information systems. Ultimately, poor functionality, ICT security and inconsistent practices may inhibit
both personal and overall organizational performance.
The lack of the proper tools, equipment and/or systems limit employee effectiveness regardless of the
training provided.
CHANGING CULTURE – BEHAVIORAL COMPETENCIES

All of the participating DISCOs identified the need to change the corporate culture from a public to
private mindset with greater individual accountability. It is important to note that staff shared this view
across all functional areas and levels within the organisation. Training alone cannot create and sustain
the desired attitudinal shift.
In addition to effective leadership at the executive and board level, behavioral competencies are an
effective way to change culture by influencing the non-technical skills necessary for desired job
performance. In an affective competency framework, core competencies, as well as those associated
with leadership, correlate to roles in terms of the level and complexity of the skill requirement.
Behavioral competencies are a useful and objective tool to discuss and benchmark behavior across HR
practices. In other words, you cannot train people on culture, or on the desired culture that you want,
but can carefully curate culture by focusing on and developing the necessary competencies and
behaviors congruent with the desired state.
For example, to encourage a culture of accountability, an organization can teach skills regarding
decision making or achieving results.
To further encourage a shift in culture, DISCOs can consider those who exhibit desired behaviors and
competencies for increased compensation, succession, rewards and recognition.
Figure 3 – Strategic Organizational Competency Model Driving HR Practices

NPSP recommends implementing a competency model that supports behavioral competencies at all
levels of the organization (core competencies) plus additional competencies for management
(leadership competencies). The benefits of this approach include:
• A clear link between business goals and individual performance;
• A consistent and objective means to assess and discuss workplace behaviors across the
organization;
• A foundation for succession planning and candidate development;
• Increased effectiveness of training plans.
Ultimately, the rollout of a robust competency framework presents organizations with a tool to
change corporate culture to one of greater individual empowerment and initiative.
Appendix 1 is a detailed sample of a competency model that serves to clarify how behavioral
competencies drive change and clarify expected individual performance.

KEY SUCCESS FACTORS OF TNA
Successful implementation of a TNA and training plan is dependent on a number of factors. This
includes the current state of the DISCO’s operations, their future goals and corporate strategy, the
degree to which the DISCOs and practitioners integrate sustainability into their approach, and the
capacity of the various stakeholders to develop, execute and absorb capacity-building programs. In
addition, the following factors will influence a positive outcome:
• Training Tracking and Staff Development: Each DISCO should record and monitor
the training provided to its staff and its impacts on individual staff development and
performance.
• Access to Tools/Technology: With the introduction of new technology and systems and
provision of necessary tools, especially to the trades, training and access to technology
should be coordinated and provided in tandem.
• Job Descriptions: Job descriptions must be kept up to date and reflective of business
process transformation efforts. DISCOs should integrate training and its relationship to
competency models into job descriptions, including in some cases as requirements for
advancement.
• Advancement and Succession Planning: Formal advancement and succession planning
programs should identify individual requirements (including trainings) within a time-centered
framework.
• Cultural Change: A clear definition of the desired corporate culture and of the required
competencies should be made foundational elements in designing training programs to
enhance the level of behavioral skills.
• Business Process Transformation: Business processes must be clearly articulated and
aligned with best practices. Where possible, DISCOs should align training with established
processes and revisit the training periodically to align with emerging practices.
CURRENT STATE ANALYSIS OF DISCOS

This section describes the thought process used to develop the training recommendations provided
in the balance of this report.
Opportunities
• Create a workplace culture focused on equipping staff to meet the business needs of the
organization that values training and development.
• Drive changes in corporate culture to support emerging business needs. Lack of progress in
realizing the benefits of the 2013 DISCO privatization are partly due to a failed shift in
mindset from a publicly owned to a private, entrepreneurial organization. DISCOs should
address this overdue cultural transformation through recruitment of professionals from the
private sector, introduction of improved business practices, and encouragement of a for-
profit business culture through training, staff advancement, and performance compensation.
• Build knowledge and required skills to adopt new, improved standards, tools/technology and
business processes.
• Integrate staff training into the procurement and adoption process for new technology and
systems, including provision of necessary training as part of contracts with outside vendors
(ERP, SCADA).
• Encourage basic computer literacy and systems software training – where feasible and where
there are opportunities to apply the skills in the workplace.
• DISCOs are implementing new performance management initiatives, which will encourage
adherence to required workplace practices and safety standards.

• Where appropriate, potential training partners should be mobilized, notably ANED, National
Power Training Institute of Nigeria (NAPTIN), Association of Power Utilities of Africa
(APUA) and West Africa Power Pool (WAPP).
• Recognizing the long-term nature of training programs, DISCOs and stakeholders should
focus their efforts on securing long-term funding support that sustains the ongoing ability of
the training sector to meet Nigeria’s training needs and requirements.
Constraints
• Financial constraints affect staff development and the supply of tools & equipment. Funding
for critical equipment is as important as funding for training.
• DISCOs must overcome the prevailing view that training must be done out of country and
is an entitlement rather than an integral part of business transformation and performance
improvement.
• Institutional and individual resistance to change have a spill-over effect, preventing
recognition of the benefits of training.
• Confusion regarding the relationship of training and performance management. Determining
factors for the provision of training should be whether the employee is willing but unable to
execute the task.
• Lack of an Enterprise Resource Planning (ERP) system or proper Human Resource
Management System (HRMS) restricts data flow, reporting, and record retention of training
needs, plans and status and affects the ability of the DISCO to plan, manage, and monitor
the impact of training programs across the organization.
• Labor shortages affect DISCOs throughout all levels of the organization. To compensate,
DISCOs often assign staff tasks outside of their skill and specialty to address for the lack of
resources or labor in another functional area of the organization. Shortages also limit the
DISCOs’ ability to re-assign staff from ongoing functions to training programs.
• Security challenges in parts of the DISCO’s operating area makes procuring training from
international and local training providers difficult, and results in the added time and cost of
staff travelling to secure locations for training. Further, security challenges render certain
types of training programs (on-the-job, shadowing, etc.) impractical.
TRAIN THE TRAINER APPROACH

To maximize impact and sustainability, it is essential that any capacity-building program contemplated
over the course of NPSP include a strong train-the-trainer (TTT) component. TTT equips trainers in
any field to have a significant impact and effectively impart critical knowledge for business success.
Train the trainer at the very core ensures that:
• Training objectives are clear and on point.
• Methodologies are appropriate to the content and audience.
• Evaluations meaningfully assesses knowledge/skills acquired.
This is achieved through an understanding of and ability to apply appropriate learning principles, styles
and techniques to meet the needs of the audience and ensure results.
All training provided by NPSP will incorporate strategies for effective program continuance once the
training event or NPSP has concluded. Prior to the start of formal training, NPSP, in collaboration with
the DISCO or beneficiary organization, will identify an appropriate trainer or subject-matter expert
to participate in the program with the explicit purpose of championing subsequent trainings. Involving
this champion early in the development of training materials also presents NPSP an opportunity to
further refine and customize its materials to meet the needs of its audience. To minimize the impact
if, and when such a trainer leaves the organization, NPSP will consider training multiple trainers in one
session. Before concluding any formal program, it is essential that NPSP evaluate and confirm the skills

and capacity of the local champion to develop others and effectively manage programs in the absence
of outside intervention or support.
CAPACITY TO MANAGE AND EXECUTE CAPACITY BUILDING PROGRAMS

NAPTIN
NAPTIN is a vocational training institute that operates numerous campuses across Nigeria. The centre
organizes and executes training programs for power sector stakeholders on an as-needed basis.
NAPTIN is government-backed and as one of 1 of 8 Centres of Excellence in Africa, has the ability to
collaborate with third party organizations and service providers to deliver training. Subject to meeting
program criteria, the centre is recognized by the Nigerian National Board for Technical Education
(NBTE) enabling students to receive a nationally recognized certification.
NAPTIN has a unique operating model unlike training centres in other leading sectors. While the
centre employs some full time staff to support operations, they do not have a core technical staff
responsible for the ongoing development of content and delivery of vocational training. They do offer
courses requested by the government, utilities and other stakeholders, but do not have a set course
offering or schedule. Given that NAPTIN does not have regular programming, the organization
requesting and sponsoring the initiative identifies and nominates the student to attend the training.
Thus, the centre does not have a typical intake or student body.
Until now, NAPTIN has had few opportunities to establish ongoing programs. Going forward, NAPTIN
will need to establish anchor programs that operate on a continuous basis to entrench its curriculum,
support full time trainers, and institutionalize programs to meet the demand for utility vocation
workers. NAPTIN is a good candidate to develop and host a number of the trainings recommended
in this report. However, structural challenges remain for long-term initiatives and therefore
sustainability. These include the availability of funding, variable demand for programming, and a lack of
dedicated and full time trainers.
ANED
Part of ANED’s mandate is to identify and resolve issues and work with DISCOs to advance high-
potential training initiatives. ANED has unified the DISCOs, and been largely successful at creating a
single voice for concern across the sector. As such, ANED has the potential to use its network and
platform to bring together high potential training initiatives and to date has successfully brought
together HR practitioners from the DISCOs, NAPTIN and NBTE to outline curriculums that meet
certification standards. ANED recognizes that training initiatives must be self-sustaining, and to that
end, their proposals suggest a phased financial support for the program and/or student sponsorship.
ANED exhibits a high degree of capacity to collaborate with and support the DISCOs and other
agencies in establishing capacity-building programs. However, ANED is temporary initiative financed
entirely by AFD, and does not operate as a going concern.
DISCOs
HR practitioners of the DISCOs have largely focused on offshore management training and played a
lesser role in the training of functional staff. DISCOs evaluated as part of the NPSP DISCO assessment
reports were largely able to coordinate successful training events on short notice and exhibited a
modest capacity to manage large-scale programs. Some DISCOs offer in-house training; however, the
general approach has been to outsource to third party training providers. Given the significant overlap
that exists in training requirements across the DISCOs, there is an opportunity to standardize many
of the training programs and realize economies of scale, improve quality and efficiency, and promote
consistency. In order to promote excellence and sustainability, NPSP recommends offering a formal
TTT refresher to existing staff to ensure that the program becomes a fundamental concept for all
trainers going forward.

PROPOSED TIMELINE
The following table contains a training program timeline that prioritizes the delivery of various trainings
over the immediate, short, medium, and long term, as well as on-going training.
Table 1 – Training Timelines
NPSP
Training Support,
Immediate Short Medium Long On-going
Module Potential
Provider
Months 1-3 4-6 6-12 12+
Industry
Knowledge
Industry
NPSPS -
Awareness
OC4
(Off-Shore)
Regulatory
Affairs
Financial
NPSPS -
Planning and
OC4
Management
Legal
Leadership &
NPSPS -
Management
OC4
Skills
Supply Chain NPSPS -

Management OC4
NPSPS -
HR Training
OC4
Health, Safety,
NPSPS -
Environment &
OC4
Social
Public Affairs
NPSPS -
ICT Training
OC4
Change NPSPS -
Management OC4
Project NPSPS -
Management OC4
Distribution
Planning, NPSPS -
Design & OC4
Projects

NPSP
Training Support,
Immediate Short Medium Long On-going
Module Potential
Provider
Technical
NPSPS -
Vocational
OC4
Training
NPSPS -
Commercial
OC4
Long Term ANED,

Lines Worker ETC
Long Term
ANED,
Commercial
ETC
(Energy Rep)
Basic NPSPS -
Supervisory OC4
General
NPSPS -
Employee
OC4
Development
PARTICIPANTS CROSSOVER GRID

Many positions require similar skills and training requirements and may result in overlap and efficiencies
in delivery. As such, the following table includes, but is not limited to training modules with more than
one potential audience. The exact scope of the training may or may not need customization to ideally
meet the audience requirements and, depending on job responsibilities, only select staff may need the
training (i.e. advanced computer training).

Table 2 – Training Modules with Participant Overlap
Key Accounts
Management
Procurement
Regulatory &
Commercial
Compliance
Finance and
Supervision
Warehouse
Accounting
Lineperson
Planning &
Functional
Resources
Employee
Vocations
Technical
Relations
Projects
General
Human
System
Mgmt.
Public
Legal
Staff
IT
The Distribution Industry X X X X
Understanding Tariffs X X X X X
Working with Tariffs X X X X
Understanding Tax Implications X X X X
Working with Taxation X X X X
Basic Electrical Theory X X X X X X X
Customer Service X X X X X
Business Writing (Reports) X X X X X X X
Report Writing X X X X X X
Basic Computer skills X X X X X X X X X
Advanced Computer Skills X X X X X X X X
Distribution Standards X X X
Advanced Distribution Engineering X X
Project Management Fundamentals X X X X X X
Project Management Certification X X X
Policy Development X X X X X X X X
Train the Trainer X X X X X X X X
Communication Skills X X X X X X X X X X X X X X X X X
Time Management X X X X X X X
Effective Meetings X X X X X X X X X X X
Performance Management & Accountability X X X X X
Documenting Job Procedures X X X X X X X X X X
Managing Revenue Protection & Loses X X X X X

AFFINITY EXERCISE
The Affinity Exercise undertaken by NPSP identified challenges facing the DISCOs and the business
areas within the DISCO seen as responsible for addressing the challenge/need. This approach focused
on improving company performance by building the department or individual skills rather than creating
a “wish list” of what is often seen as desirable, but expensive (i.e. off-shore training).
The majority of findings were consistent across all three participating DISCOs. The following table
summarizes each finding along with a brief gap description. It is important to note that attendees
consistently viewed the need to change Corporate Culture as a priority to reflect the new dynamic
business environment in which the DISCOs operate.
Table 3 – Affinity Exercise Findings
Area or Business Area

Gap NPSP Observation
Challenge Responsible
Board and Executive lack clarity
Lack of strategic guidance on the roles and responsibilities
Governance Board & CEO to the operations of the of Board members.
business. Independent Board members are
required.
Insufficient guidance and
Pressure to meet short-term
leadership
Management & targets can override the
Senior Management (communication,
Leadership implementation of strategic
motivation, coaching,
business plans.
delegating, etc.).
There is a basic lack of industry
Lack of ability to secure knowledge including Nigerian
Management investors. Electricity Supply Industry (NESI),
Finance &
Nigerian Electricity Regulatory
Accounting Finance Shortage of funds to Commission (NERC), tariffs, etc.
supply tools/equipment. and the resulting operational
implications.
DISCOs have introduced new
KPI-based performance
Stuck in legacy attitudes of management systems.
Corporate Management public service.
Culture All Lack of personal of
initiative and accountability Lack of behavioral competencies
associated with job requirements
undermines performance.
Management Obsolete Equipment Management lacks an
Distribution Distribution Failing infrastructure understanding and appreciation of
Network Regional Operations Lagging technology the engineering requirements of
Technical Vocations Vocational skill gaps the distribution business.
Financial Constraints Despite an apparently strong

Management desire to use appropriate
prevent introduction of
IT Network beneficial technology. technologies, there is often an
IT inability or unwillingness to use
Skill gaps. what is available.

Area or Business Area
Gap NPSP Observation
Challenge Responsible
DISCOs are undertaking
Poor community relations. initiatives to address the gaps.
Regions Public misunderstands A disconnect exists between
nature of DISCOs. stated values and accepted
Commercial
Customer Care Lagging technology norms.
Public Relations
(metering, billing, record Improved metering and billing
Safety management). practices will help mitigate.
Lack of trust. Public safety needs to be a
priority.
Lack of appreciation of the
contribution made by staff
to the operations of the Management continues to be
business other than distant from front line & regional
Management
collections. staff.
Employee Care HR
Employee emolument. Improvements in 2-Way
Safety communication are required.
Health & Safety risks.
Staff safety needs to be a priority.
Lack of tools & resources
to do the job.
DISCOs do not adequately
Employees do not feel
communicate or uphold
Supervisory Management they have a voice of that
supervisory roles. There are gaps
Support and their operational insights
Frontline Supervisors in mentoring, 2-way
Guidance are taken forward to
communication, holding others
management.
accountable.
Underdeveloped business
skills are prevalent
throughout technical and
Employees exhibit a general
General All staff are potential non-technical areas such
eagerness to upgrade and/or
Employee members of the as report writing,
learn new skills to stay abreast of
Development target audience Microsoft Office,
advancing technology.
communication, use of
new technologies, and
more.

SKILLS GAP ANALYSIS BY BUSINESS AREA
A skills gap analysis is a typical approach taken by training needs assessment practitioners to assess
the current on-the-job skill levels and identify development needs. This assessment identified both
training and performance management issues requiring attention. Some DISCOs are already
implementing training programs, allowing for a greater focus on staff monitoring and management to
identify and close remaining performance gaps.
The Affinity Exercise validated the ANED and DISCO TNA reports and identified commonalities, gaps
and other training and/or development needs. Additionally, NPSP interviews and observations rounded
out the overall gap analysis. The business area skills gap analysis presented here covers:
• Management functions;
• Business support functions;
• Distribution network and operations;
• Supervisory and employee skill development.
The section later in this report on comprehensive training recommendations by business area repeats,
summarizes and expands upon many of the training recommendations identified in the skill gap analysis.
MANAGEMENT FUNCTIONS
Table 4 – Skills Gap Analysis – Key Management Functions
Board & DISCO Executive
The ability of the Board to provide effective governance is dependant on mutual understanding of and
agreement to the roles, functions and responsibilities of its various members and the CEO, together with a
commitment by all parties to meet requirements outlined before each meeting.
Training Requirements:
1. Effective Governance.
Management & Leadership Skills
Management of the DISCOs is going through an evolution from one of a strictly hierarchical style with siloed
information to one of greater individual empowerment and collaboration. Understandably, business activities
focus heavily on the commercial function. However, the subject matter experts (SME) involved in the
assessment process expressed concern that gaps in understanding of the core business (Electrical
Distribution) are resulting in a lack of attention to distribution network infrastructure and systems. Core and
leadership behavioral competencies need to be developed that can be modeled and cascaded to all levels of
the company to overcome the challenges in corporate culture and performance management that currently
inhibit organizational performance.
1. Understanding the Industry (Distribution, Regulators, Compliance, Customer Service);
2. Delegation;
3. Communication Skills;
4. Leadership Skills;
5. Change Management Fundamentals;
6. Strategic Business Planning;
7. Project Management;
8. Finance for non-Financial Managers.
Regulatory and Compliance
Both the NPSP team and the Regulatory Departments of each DISCO identified the need for additional
training in the following areas to improve organisational effectiveness.
1. Understanding the Market Settlement process in the Nigerian Electricity Supply Industry (NESI);
2. Understanding Multi-Year Tariff Order (MYTO) & the tariff setting process;
3. Overview of commercial arrangements for the supply of power;

4. Filing tariff applications;
5. Addressing compliance issues.
Legal
The following areas for development are common across all NPSP participating DISCOs. DISCOs also
identified several of the following items in their ANED-led TNA.
1. Regulatory issues;
2. Tax issues;
3. Dispute resolution;
4. Critical analysis of contract agreements;
5. Contract management & negotiation skills;
6. Energy theft prosecution.
Finance & Accounting
Finance is responsible for high level financial monitoring, planning and reporting that both align with and
support strategic goals.
1. Treasury operations;
2. Tariffs;
3. Taxes;
4. Investments;
5. Multi-year financial planning;
6. Understanding Internal and External auditing requirements;
7. Budget preparation and monitoring;
8. Advanced computer skills.
Audit
Audit departments were candid in expressing the need to align their practices with industry best practices.
To meet international standards and expectations, development is required in the following areas:
1. Internal audit practices and operations control;
2. Techniques for process audit;
3. Risk assessment assurance strategy development;
4. IT audit.
BUSINESS SUPPORT FUNCTIONS

Table 5 – Skills Gap Analysis – Business Support Functions
HSE
Health & Safety
Fatalities are all too common and safety records are poor. The participating DISCOS each had a safety
department. However, possibly due to financial constraints, safety equipment, programs and concepts are
lagging for both employees and the public in terms of general safety awareness. Standards are far behind best
practices in the industry today.
1. Policy & Program Development;
2. Safe Handling of Hazardous Materials (i.e. PCBs);
3. Data monitoring and record keeping;
4. Basic First Aid (CPR, burn treatment, etc.);
Environment & Social Responsibility

This emerging area in DISCOs requires further attention to comply with international best practice and ISO
requirements.
1. Environmental Management System (EMS);
2. Social Responsibility: Understanding of the core subjects, principles and practices;
3. Hazardous Materials: Understanding of the core subjects, principles and practices of requisite skills
for high level analysis of large datasets;

Emergency Response
Though some environmental response processes are in place, the area requires further attention and
development.
1. EMS;
2. Hazardous Materials: Understanding of the core subjects, principles and practices of requisite skills
for high-level analysis of large datasets.
HR, Training and Diversity (Gender & Social Inclusion)
The overall HR function is to provide the right people with the right skills and knowledge to achieve business
goals in response to current and future strategic objectives. Corporate culture (legacy staff carried forward
from a public to private organization) has systematically undermined performance. Delayed action in
establishing job descriptions and KPIs, performance management systems and reward and recognition
programs further compound performance issues. In 2018, AEDC, EKEDP and Ikeja Electric revamped job
descriptions, established KPIs, implemented new performance management systems and are revisiting or, in
some cases, have updated rewards and recognition programs. The impact of these changes is not yet known.
1. HR metrics;
2. Gender & social Inclusion; (EKEDP is an exception; the Chief Human Resource Officer (CHRO) has
extensive knowledge);
3. Succession planning;
4. Developing TTT programs;
5. Computer skills (basics required by some, others need more advanced skills or mastery);
Public Relations & Communication
Public perception of the DISCO’s role and responsibilities is a major and persistent challenge. The resulting
impact on the DISCOs includes increased safety risks and overall poor community relationships given many
customers’ sense of entitlement to free power and open hostility to DISCO staff. DISCOs are working to
improve the relationship. However, training and support in the following areas would be of additional benefit.
1. Understanding the industry;
2. Strategic business communication and reporting;
3. Corporate ambassador/customer service skills;
4. Project Management; planning through implementation
5. Crisis management;
6. Media relations & protocol.
Procurement and Supply Chain Management (SCM)
1. Tender development and process support;
2. Supply chain management
3. Dispute resolution (Arbitration & Conciliation)
4. Advanced computer skills.
IT
1. Network security;
2. Communication/network systems;
3. User support;
4. Emergency response (business continuity);
5. Digital transformation;
6. Enterprise integration.

DISTRIBUTION NETWORK AND OPERATIONS
Table 6 – Distribution Network Planning and Operations
Distribution Planning, Projects and Design
As the core business function and the basis for all revenue, it is imperative to maintain a highly functioning
reliable distribution network that enables billable service. The DISCOs inherited aging infrastructure with
little opportunity to improve equipment and continue to upgrade and train staff. In addition to refurbishing
old equipment and installing new technologies, training is required in the following areas.
1. Distribution engineering;
2. Distribution standards;
3. System/network studies and modeling (load flow analysis, short circuits);
4. Asset management;
5. Project management;
6. Maintenance management and planning;
7. Energy economics;
8. Survey and line routing;
9. Engineering systems and/or software (SCADA, PSSE, Geographic Information System (GIS),
AutoCAD);
10. Computer skills (basics required by some, others need mastery at advanced levels).
Technical Operations & Maintenance
DISCO staff have gaps in basic electrical theory knowledge in addition to gaps in specific job skills. Also, as
the public face of the DISCO, training needs are diverse as it is important for all regional and field staff to be
skilled in those behaviors that support safety and improve customer relations. Through the ANED facilitated
TNA, the DISCOs recommend establishing a National Board for Technical Education (NBTE) approved
certification program for line workers. DISCO staff also require additional metering training to understand
the implications of MAP, and to support the implementation of new processes surrounding the initiative.
Technical Skills Training Requirements:
1. Distribution design standards and Service drop assessments;
2. Line trades training (installation and maintenance);
3. Cable jointers: operations and maintenance;
4. Emergency response/preparedness.
5. Safety awareness (i.e. safety practices and PCB Awareness)
6. Electrical technology for troubleshooting and repair;
7. Switching, closing, and opening breakers;
8. Maintenance engineering.
9. Plant security
Metering Training Requirements:

1. Prepay meter technology;
2. On-site Meter testing;
3. Service drop training;
4. Primary metering;
5. Meter installation;
6. Meter testing;
7. MAP;
8. Validating and inspecting meter installations done by a third-party;
9. Initiating and managing services calls done by a third party;
10. Meter testing and audit (includes CT&VT testing).
Customer Care Training Requirements:

1. Customer service skills and office/telephone etiquette
2. Basic computer skills.
Technology Training Requirements:

1. Computer skills for data monitoring and record keeping;
2. Timely training and updates on new equipment, software, etc.

Commercial
Commercial is the term used to describe all aspects of customer care and service from arranging for initial
connection to issuing and collecting of billings. Through the ANED facilitated TNA, the DISCOs
recommended establishing a NBTE approved certification program for workers in the career stream. At a
minimum, this report recommends addressing the following needs.
1. Corporate ambassador/customer service skills;
2. Customer policy development;
3. Marketing/new customer connections;
4. Detection of energy theft, bypasses, illegal consumers, and other issues causing energy loss;
5. IT user skills;
6. Customer enumeration data analysis;
7. Customer enumeration data management;
8. Basic GIS training;
9. Analysis and data management of GIS;
10. Estimated billing methodologies.
SUPERVISORY AND EMPLOYEE SKILL DEVELOPMENT

Table 7 – Supervisory and Employee Skill Development
Basic Supervisory Skills
Supervisory training does not currently exist at any of the DISCOs. Properly trained and skilled supervisors
enhance overall corporate performance.
1. Roles and responsibilities;
2. Time management and personal effectiveness;
3. Supervising others: Performance Management;
4. Communication & managing conflict.
General Employee Development
Individuals repeatedly brought up the need to address corporate culture and performance accountability.
DISCOs should consider adding documented, objective descriptions of required behavioral competencies.
Training and/or development options for closing gaps would include but are not limited to the following.
1. Time Management & prioritizing work;
2. Communications skills;
3. Dealing with change;
4. Report writing;
5. Effective meetings;
6. Project management:
o Basic introductory;
o Advanced or certificate program for selected staff;
Succession Planning Development Plans
Succession planning requires direct correlation between key positions and those individuals seen as having
the necessary potential to assume unique responsibilities. This requires one-to-one assessment and
development plans. NPSP, through ANED has provided the Chief HRs with support in terms of basic process
knowledge and resources.
1. EKEDP has engaged an external consultant in addition to assigning this task to the HR Head of
Performance Management and Succession Planning. The scope of work will include identifying critical
positions, high potential candidates, development requirements and training plans.
2. AEDC and IE have created a framework. However, formal plans, complete with candidate and
training plans, are not yet in place. NPSP can provide continued support and resources, preferably
in conjunction with ANED.

Once DISCOs adopt a “training path” document as a standard, training topics should include:
1. Strategic visioning and planning;
2. Finance for non-financial managers;
3. Understanding the distribution industry (includes regulation, compliance, tariffs, taxation)
4. Project Management (based on the American Project Management Body of Knowledge (PMBOK))
5. Communication skills.

COMPREHENSIVE RECOMMENDATIONS
Extracting data and analysis from the Affinity Exercise, discussions with DISCO management, previous
TNAs, as well as NPSP’s appraisal of DISCOs and the PATRP program, the following section details
NPSP’s recommendations for training programs and initiatives across the Nigerian DISCO sector.
PRIORITY INITIATIVES
NPSP identified several high-impact and priority-training requirements recommended for action within
the next 3-12 months. The following table, repeated in the following section, is an extract and highlight
of these initiatives, which NPSP should consider for immediate support under Outcome 4.
Table 8 – Priority Trainings
Training Area of NPSP Support
Audience Responsibility Sustainability
Requirement Impact Opportunities
Governance Executive Regulatory & All DISCOs Available as Consider
Senior compliance required in Vendor:
Management Strategic keeping with Institute of
planning & appointment to Directors
implementation position. Nigeria
Lines Worker Lines Worker Safety All DISCOs 3 Level Partnership with
(21% of ATC&C losses program, ANED &
DISCO staff) designed to NAPTIN
Network
operations become self Financial &
sustaining technical
Train-the-
trainer advisory
Gender equity
Core Functions Key Account Enhanced skills All DISCOs Data is accurate NPSP OC4
of Key Account Managers & in data resulting in
Management & Officers management, decreased loss
Officers customer reduction and
analytics. higher revenue.
Business Key Account Acquire All DISCOs Increased NPSP OC4
Proposal and Managers & necessary income due to
Justification Officer technical skills 24/7 power
Development to identify supply to key
for New requirements clients.
Technologies and prepare
and project
Commercial proposals and
Arrangements justifications.
The DISCOs, with assistance from ANED, identified two career streams that would benefit from
standardized knowledge and skills, and cover 57% of DISCO jobs (Lines Worker and Energy Field/Sales
Representative (EFR)). The DISCOs established the Lines Worker program as a priority and
approached NAPTIN to co-develop and provide training based on the curriculum outline put forward
by the DISCOS and accepted by NBTE standards for certification (see Lines Worker Training Proposal
in Appendix 2).
Other suitable training providers are able to provide basic, non-certified training for both Lines
Workers and EFRs.

RECOMMENDATIONS BY BUSINESS AREA
Table 9 – Training Recommendations by Business Area
Target Audience: Logistics, Tools
Business Area Training Skills & Training Success Provision for
by Dept. (unless Expected Outcome(s) & Other
Requirement Objectives Measures NPSP Support
otherwise noted) Requirements
Board & Executive
i. Effective Governance Gain mutual Board Members Effective strategic focus, Clarity of roles N/A For consideration:
understanding of the decision-making, and time and Institute of
respective roles and DISCO CEO management. responsibilities. Directors
responsibilities
DISCO Executive as
identified by CEO
Management
Distribution Industry
i. Understanding the Identify best practices Senior to Mid- Able to identify attributes of Company Workshop Outcome 4 team in
Industry re: Distribution and Mgmt. a well-run distribution attains best collaboration with
the Power Sector company. practice Off shore ANED
tour(s)
Management & Leadership
i. Delegation Able to use various Senior to Mid- Adjusts communication Improved two- Offsite venue or Outcome 4 able to
ii. Communication Skills leadership attributes, Mgmt. behaviors (i.e. active way web based provide
iii. Leadership Skills communication tools, listening, adjusting style to communication. training. Management &
iv. Change Management change management specific communication Employees are Leadership
Fundamentals skills, and strategic situations) to build trust. motivated, held Program.
v. Strategic Business visioning to motivate, accountable.
Planning inspire and build a Knows attributes of great
highly effective leadership and uses them to Entrepreneurial,
workforce that hold others accountable and accountability
achieves inspire & motivate staff. centered
organizational goals. corporate
Champion change, able to culture.
adjust personal style for
improved outcomes, Smoothly
inspires others to adopt introduced
change in a positive manner. initiatives.

Employees at all
levels recognize
the link
between the
work they do
and corporate
goals.
Project Management
i. Basic Project Understands the Basic: Mid- Able to develop, monitor Remedial Consider Outcome 4 team
Management project management Management and implement a structured strategies more software that for fundamentals.
ii. Project Management process and uses the path from concept to full readily available may already be
Certification appropriate tools and Certification - Job implementation of the plan when needed. in use at the Project
iii. User skills for project interventions for high Specific in a cost effective and timely Cost effective, DISCO. Management
management software impact results. manner. timely results certification by
achieved. recognized body.
Financial
i. Improve understanding Finance for non- Mid-Management Understands industry Improved Access and user Outcome 4 team in
of corporate financial financial managers related financial implications. budgeting and skills for collaboration with
position and budgetary asset relevant DISCO CFO.
controls. management. software.
Regulatory and Compliance
Regulatory Understanding
i. Understanding the To increase Senior to Mid- Able to use the knowledge Market Delegating, Factors for optimal
Market Settlement understanding of the Mgmt. to ensure the DISCO works settlement Coaching, & support.
Process Market Settlement effectively with Market process is Mentoring Skills.
process in the Settlement process. smooth.
Nigerian Electricity
Supply Industry
(NESI) and the
implications for
DISCOS.
ii. Working with the Those staff actively Those working on Able to use the knowledge Results are Data Factors for optimal
Market Settlement preparing MYTO Market Settlement to meet the requirements correct based Telemetry/ support.
Process submissions, Process of the Market Settlement on accurate telecommunicat
monitoring the data process. data, good ion equipment.

going to the MO, demand
dealing with the forecasting, and Systems to
regulator timely data read/ aggregate
transmission. data to
protocols.
Estimation
methodology.
iii. MYTO & Tariff Setting Understanding Senior to Mid- Able to explain and comply The disco can Ideally a Factors for optimal
MYTO & the tariff Mgmt. with the tariff setting successfully common model support.
setting process process. argue for of assumptions
sufficient & calculation
revenues by basis.
understanding
its costs over
the medium
term.
Mutually
acceptable
agreements are
in place.
iv. Supply of Power Overview of Regulatory Senior Recognizes opportunities Achieves Internal Factors for optimal
Agreements Commercial to Mid-Mgmt. and limitations to influence positive results commercial support.
Arrangements for the arrangements for the supply in capitalizing on lawyer
Supply of Power of power. opportunities.
Disco performs its An in-house
obligations and understands contract
what obligations it can “owner”
expect the generation responsible
company (GENCO) to
perform – and insists upon
its rights

Regulatory Issues
i. Filing tariff applications Improve knowledge Senior to Mid- Demonstrated ability to file Tariff Advanced Excel; Factors for optimal
and practices relating Mgmt. successful tariff applications. applications are a ‘tariff model’ support.
to tariffs and improved. to guide
compliance issues. Regulatory process,
a chart of
Legal accounts with
sufficient
separation to
understand cost
drivers of the
business.
ii. Addressing compliance Company recognizes Senior to Mid- Company recognizes and Company TBD Factors for optimal
issue and addresses Mgmt. addresses compliance gaps compliant with support.
compliance gaps and and issues. all regulatory
issues. agencies.
Legal
Regulatory Issues
i. Improve knowledge and Those staff actively Senior to Mid- Works effectively with Multidisciplinary Multi- Factors for optimal
practices relating to preparing MYTO Mgmt. Market settlement process. collaboration disciplinary support.
tariffs and compliance submissions, (Regulatory, approach.
issues monitoring the data Regulatory Legal,
going to the MO, Operations, ERP would be
dealing with the Legal Maintenance, an asset.
regulator. Commercial)
Network Ops. working
cooperatively to
improve quality
of submissions
for improved
results.
ii. Roles of the Nigerian Understanding Senior to Mid- DISCO understands its Senior TBD Factors for optimal
Electricity Regulatory MYTO & the tariff Mgmt. obligations under the management are support.
Commission's (NERC) setting process. legal/regulatory framework factoring

rules, Regulations and and has put in place / is regulatory
directives in litigation putting in place systems and requirements
procedures to minimize risk into business
of non-compliance decision-
(including dedicated making and
regulatory unit) proactively
Middle and Senior Managers consulting with
routinely consider internal
regulatory issues along with regulatory team
all other factors including to ensure
technical, financial, legal, etc. business
decisions are
compliant.
Contract and Tax Issues
i. Nigerian Tax issues Improve Legal Senior to Mid- Thorough knowledge of Decreased TBD Deloitte Nigeria
understanding of tax Mgmt. relevant tax laws, incidents of
laws and resulting exemptions, and approved failure to
implications for the practices. comply with
company. government
taxation.
ii. Contract Management & Enhance skills in Senior to Mid- Better negotiation and Improved TBD Outcome 4
Negotiation skills negotiation and Mgmt. preparation of contracts for business results.
contract management easier management and
enforcement.
Theft & Dispute Resolution
i. Energy Theft Continue PATRP led Legal Department Legal Dept. has the Increased rate TBD Outcome 4
prosecution emphasis on necessary skills and of success in
prosecuting theft and knowledge to present prosecuting
building the necessary effective prosecution of electricity theft.
skills to win cases. energy theft.
ii. Dispute Resolution Develop skills and Legal Department Legal Dept. has the Improved TBD Outcome 4
strategies for necessary skills to resolve success in
resolving disputes. disputes quickly and cost dispute
effectively. resolution.

Finance & Accounting
i. Banking, Treasury and Improve Senior to Mid- Improved ability to produce Company can TBD Outcome 4 Team
Cash Management understanding of cash Mgmt. timely and accurate cash produce highly
and liquidity flow forecasts and manage accurate weekly
management, interest interest rate and foreign cash flow
rate and foreign exchange risk. forecasts every
exchange Monday and
management and cash monthly cash
flow forecasting. flow forecasts
within 3
business days of
the prior
month-end.
ii. Tariffs Improve Senior to Mid- DISCO has the ability to DISCO submits TBD Outcome 4 Team
understanding of tariff Mgmt. prepare accurate tariff quality NERC
models and the model and navigate the tariff application
overall tariff NERC tariff application and receives
application process. process. cost reflective
tariff revision.
iii. Nigerian Taxation Improve Functional Staff Company has the ability to Company has TBD Consideration:
understanding of submit timely and accurate no overdue tax Detail Solicitors
applicable taxes and corporate tax, VAT, PAYE obligations or
the implications for and NSSF returns. IFRS audits and
financial planning and does not incur
reporting. any taxation
related interest
and penalties.
iv. Accounts Payable Improve Functional Staff Company only makes Company pays TBD Outcome 4 Team
understanding of the payments to duly approved vendors in a
accounts payable vendors and are in timely manner
process. accordance with the terms (subject to
of signed contracts. DISCOs available funds)
record invoices in ERP and can prepare
system. an accurate
payable

schedule for
cash
management
purposes.
v. Strategic Financial Develop skills in long Senior Management Department has skilled staff The TBD Outcome 4 Team
Planning; term/multi-year able to prepare a multi-year institutionalized
financial planning. financial model which use of the
becomes integrated into the corporate
corporate decision-making financial model
process. This model should and no major
be capable of performing a corporate
sensitivity analysis to key decisions are
factors and should contain undertaking
pro-forma income without using
statements, balance sheets the financial
and cash flow projections. model to model
the underlying
effect in the
company’s
financial
situation.
vi. Financial Reporting Increase knowledge Senior to Mid- Company prepares timely Company TBD Outcome 4 Team
and skills in Power Mgmt. and accurate financial receives an
Sector Accounting statements in accordance unqualified audit
requirements. (IFRS, with IFRS standards and opinion on their
NBET, industry complies with all NBET and annual financial
policies) industry reporting statement audit
requirements. and complies
with all NBET
and industry
standards.
vii. Internal Control Increase Senior and Mid Company has robust system Company’s TBD Outcome 4 Team
understanding of the Management, of internal control including robust system
purpose of internal Functional Staff corporate policies and of internal
control and the procedures, approval controls leads

implications for the authority levels and to an unqualified
finance and segregation of duties. audit opinion on
accounting processes. the company’s
annual financial
statement audit.
viii. Billing, Collections and Increase the Functional Staff Company issues timely and Company sees TBD Outcome 4 Team
Revenue Recognition understanding of the accurate bills to customers, improvement in
revenue cycle and which are properly its collections
associated financial recorded in its accounting ratio and level
reporting impacts. system. Company has an of customer
effective collections process satisfaction with
to follow-up on and collect billing timeliness
overdue receivables. and accuracy.
Audit
i. Auditing Practices: To gain knowledge Audit Department Audit staff have a clear Audit functions TBD Deloitte Nigeria
Internal and External and skills needed for understanding of the role according to
monitoring and See Crossover Grid and responsibility of international
operations control. corporate audit function best practices.
and the skills necessary to
implement best practices.
ii. Techniques for process To develop skills in Audit Able to assess and select Processes are TBD Deloitte Nigeria
audit process audit. appropriate technique(s) for streamlined and
a given situation. effective.
iii. Risk assessment To develop strategies Audit Improved ability to assess Risk prevention TBD Deloitte Nigeria
for risk assessment and mitigate risk. and mitigation
and assurance. Risk Dept. strategies are in
place.
Business Support
Health & Safety
i. Develop a Safety Culture Improve safety Sr. Mgmt. & Safety Effective role modeling of Staff and the PPE’s, fencing, Outcome 4
awareness and Department and appreciation for, safety. public are risk safety
practices for both Credibility is key. aware and equipment
staff and public. practice
electrical safety.

ii. Internal & External Adopt rigorous, well- Safety Dept. Necessary skills to develop Policies and PPE’s, fencing, Outcome 4
Policy & Program defined policies and policies and programs that programs are in safety
Development programs to reduce reduce incidents. place; Incident equipment
incident rate. rate declines.
iii. Data monitoring and Introduce an online Safety Dept. and Data is current and used Incident rate PPE’s, fencing, Assist in developing
record keeping Safety Management Operations Mgrs. effectively to monitor and declines. safety strategy for
System (SMS) to revise safety practices. equipment sourcing
track, identify and equipment;
address gaps. ICT Provide support re:
SMS development;
Outcome 4
iv. Incident Investigation Develop skills to Safety Dept. Ability to identify risk and Decline in TBD Outcome 4
identify cause and avoid incidents. repetition of
avoidance to improve incident.
future safety practice.
v. Safe Handling of Staff unaware of Safety Dept. and Employees aware of Staff take Gloves, Assist in developing
Hazardous Materials (i.e. health risks and Regional Ops Mgmt. hazardous materials and appropriate hand/eye wash strategy for
PCBs) recommended recommended safety steps when stations. sourcing equipment
practices for dealing practices. dealing with NPSP has access to
with hazardous hazardous presentations and
products common in materials. resources.
the industry.
Outcome 4
Environmental & Social Responsibility
i. Environmental Able to introduce an Dept. and Regional An Environmental DISCO staff ICT Provide coaching &
Management System effective ICT Ops Mgmt. Management system is in manage guidance support
(EMS) monitoring system place. environmental re: SMS
incidents/ development
situations Outcome 4
appropriately.
.
ii. Social Responsibility: To understand the Dept. Able to recognize areas Social TBD Outcome 4
core subjects, requiring action and suitable responsibility
principles and ways for dealing with given issues dealt with
practices. situation. effectively.

iii. Hazardous Materials: To improve Dept. Able to identify high-risk Policies and TBD Outcome 4
understanding of the materials and develop the Guidelines for
core subjects, necessary programs and dealing with
principles and related guidance for Hazardous
practices. handling/disposal. Materials are in
place.
iv. Requisite skills for high To develop skills in Dept. Able to interpret large sets Critical issues TBD Outcome 4
level analysis of large data analysis. of data and identify critical identified and
datasets issues. dealt with.
v. Train the Trainer (TTT) To develop skills for Environment Dept. Able to use a variety of Training is TBD NPSP can provide
effective transfer of and Regional Ops training techniques aligned effective. materials and
knowledge across the Mgmt. with adult learning resources to assist
DISCO. principles. with developing
TTT programs.
Human Resources
i. HR metrics To develop skills in Senior HR staff HR Planning meets staffing HR metrics ERP/HRIS Outcome 4
establishing and requirements and support implemented.
monitoring policies sufficient to meet
meaningful HR emerging corporate
metrics strategic goals.
ii. Policy Development To build skills in HR Staff have the skills to Successful TBD NPSP Outcome 4
policy, procedure and develop and implement new implementation
program See Crossover list policies, procedures and of new policies
development. programs of all types. and initiatives.
iii. Gender & Social To entrench gender Policies and practices HR Connectivity NPSP team
Inclusion; (EKEDP is an & social inclusion in addressing Gender and targets/metrics Access and
exception, CHRO has all HR practices. Social Inclusion are in place. met. support re:
extensive knowledge) Gender & Social
Inclusion Action
Plan.
iv. Succession Planning To increase Chief of HR HR Dept. has the requisite Time bound Event NPSP to facilitate
understanding of the knowledge, skills and Succession plans Coordination workshop at
succession planning resources to act as are in place. ANED event on
process. owner/coordinator of the July 4, 2019.
succession planning process. Outcome 4

Candidates
identified.
Development
plans aligned.
v. Train-the-Trainers To develop skills to HR Training Dept. To equip Trainers with the Trainers are HR Training NPSP has materials
Train Trainers. necessary skills and effective; Department and resources to
See Audience Cross knowledge to deliver trainees are assist HR in
Over effective training based on highly skilled. developing TTT
Adult Learning Principles. programs.
Outcome 4
vi. Employee Performance To build skills in HR Performance Ability to assess, revise and Perf. Mgmt. Computers Outcome 4
Management System assessing, designing Management & implement KPI Performance system meets
and implementing KPI Training Depts. Mgmt. system and DISCO Connectivity
based Perf. Mgmt. resources for best results. requirements.
systems.
vii. Computer skills To develop necessary HR Staff All HR staff have basic Company uses Computers Consider external
skills for evolving computer skills; some with technology for vendor.
online processes. advanced skills/mastery. maximum HR HR Software
benefit and ERP
diagnostics.
Public Relations
i. Understanding the To ensure facts are Public Relations Able to represent all Communication Access to Outcome 4
Power Sector accurate and reflect Dept. aspects of the DISCO as a viewed as appropriate
situation. part of the Power Sector. trustworthy. modalities.
ii. Strategic business To develop strategies Public Relations Department is able to Uses Access to Outcome 4
communication and for anticipating Dept. anticipate requirements and appropriate various
reporting; communication and also create and implement communication modalities.
reporting information campaigns. strategies and
requirements. venues to satisfy Connectivity
public Social Media
accessibility and

demand
requirements.
iii. Crisis Management To develop strategies Public Relations Dept. has the skills for Public is kept Connectivity Outcome 4
for dealing with Dept. timely intervention during informed and Social Media
situations high in crisis or and incidents of reassured.
emotion and stress. high stress.
iv. Corporate To develop skills and Public Relations DISCO is able to align Improved Public Access to Outcome 4
ambassador/customer strategies for Dept. public expectations to the understanding appropriate
service skills improving public DISCOs actual role in the and perception modalities.
perception. power sector. of DISCOs.
v. Project Management To build skills in Dept. is able to design and Campaign has TBD Outcome 4
Fundamentals developing and implement a successful desired impact
implementing a media campaign. I.e. Public Safety. and results.
campaign.
IT
i. Network security To acquire skills and IT Dept. Able to identify and Network is Financial Deloitte Nigeria
knowledge of security recommend necessary secure. constraints to
requirements, security interventions based implement.
security on best practices and
infrastructure and standards.
plans for
implementing
procedures.
ii. Communication/network Targeted skills on IT Dept./Network In-house capability to Available and CISCO Deloitte Nigeria
systems network and identify adequate network reliable internal switches and
virtualization and Communications tools for seamless and external routers access
CISCO (or other communication network. points
third party) Ability to virtually separate
communication EKEDC Local networks as
devices. additional layers of
embedded security for
applications.

iii. User support To build skills in IT Dept. Able to quickly and End User able Connectivity Deloitte Nigeria
guiding end users in effectively guide end user in to perform task.
the use of specific use of technology. Financial
software or IT in Service meets constraints
general. or exceeds end
user Remote access
expectations.
iv. Emergency Response Increasing capacity IT Dept./ relevant Improved Business Knowledgeable Financial Deloitte Nigeria
(Business Continuity) and readiness to functional Continuity plan, procedures teams on constraints
avoid major business departments/ and practices responsibilities
disruption. Communications Identified and selected during a disaster Resource
department capable emergency availability
To enable select response team Comprehensive
resources to manage Tested DRP (Disaster BCP/DRP Connectivity to
crisis. Recovery Plan) in remote failover
preparation for a disaster. sites
Ensure weaknesses in
the system detected
and gaps are closed.
Procurement
i. Tendering Process To gain Procurement Tendering process and Tender and TBD NPSP has access to
understanding and procedures documented. SCM practices a training program
efficiencies in improve. addressing these
working with the gaps.
tendering process.
Outcome 4
ii. SCM Improved Knowledge Procurement/ DISCO introduces changes Supply Chain TBD NPSP has access to
of supply chain Stores to improve supply chain management a training program
management and the management. practices aligned addressing these
implications for the with best gaps.
tendering process. practices.
Outcome 4

iii. Dispute resolution To develop skills and Procurement & Dept. has appropriate skills Disputes are TBD Outcome 4
(Arbitration & strategies for Legal and strategies for resolving quickly
Conciliation) effective resolution of disputes while building resolved.
disputes. relationships.
iv. Advanced computer See Crossover Grid Staff have required level of Staff have TBD Local Vendor
skills. skill. required level of
skill.
Distribution Network & Operations
Distribution Planning, Design & Projects
i. Distribution Planning, To develop skills Design Skillset to plan their Based on the AutoCAD Outcome 4
Design & engineering required to meet network and design it on quality of software.
(AutoCAD); engineering AutoCAD. designs they
requirements and develop on
draft proposals. AutoCAD.
ii. Distribution standards; To recognize and Design Ability to ensure compliance Based on N/A Outcome 4
ensure Procurement with standards adherence to
implementation of the standards
global standards.
iii. System/network studies To effectively analyze System Planning Skillset to carry out Based on the Appropriate Outcome 4
and modeling (Load Flow network data and network studies output data and software (PSSE,
Analysis, Short Circuits, make Selected Network configuration of NEPLAN)
PSSE) ; recommendations. Operations the network
iv. Quality Assurance and To build skills for QA & I Team Ability to recognize and Quality norms TBD Outcome 4
Inspection adhering to quality Maintenance Team implement quality norms and standards
norms and standards Project and standards across all are in place and
across the Management Team projects. adhered to.
organizations.
v. Maintenance To develop skills to Maintenance & Able to plan and carry out Reliability GIS software Outcome 4
management planning effectively maintain Planning regular maintenance and improves. Documented
and Emergency network equipment effectively respond in procedures for
Response under both normal GIS Team emergencies. equipment
and emergency maintenance.
situations. Test equipment

vi. Survey and line routing; To streamline Construction Network lines documented. A “Roadmap” of AutoCAD Outcome 4
AutoCAD identification and lines for each software.
routing of lines. project.
vii. Network Operations: To equip operation Operations Enhanced ability to ensure Improved SCADA is of Outcome 4
SCADA/Energy engineers with best network stability and reliability & benefit
economics; practices on power Control Centre maximize returns. returns.
system network staff
operation and
control.
viii. Asset Management To improve Warehouse/Materia To improve record Materials Appropriate Outcome 4
monitoring and l Management team management, storage, in-out accurately asset mgmt.
managing the supply tracking of materials and recorded and software (MIS).
chain process. reporting/MIS. . controlled.
ix. Project management; To understand the Construction To improve project delivery Projects MS Project or Outcome 4
overall PM process while adhering to quality completed on other DISCO
and improve skills in Procurement and standards guidelines. time and in pm software
MS Project for better budget. tool
results with new
projects in
construction and
expansion/rehabilitati
on of network.
x. Computer skills (basics To develop user skills ALL Staff have required l level of Staff have Laptops Consider Local
required by some, in all required usages skill. required l level Mobile Phones vendor
others need mastery at for on-line of skill. Hand held
advanced levels). applications, etc. devices
Metering
i. Network knowledge One metering Metering staff Improved technical Improved Secure Test Assist in developing
ii. Prepay meter technology program to develop knowledge and skills in all metering and equipment strategies for
iii. Meter testing , skills for improving in aspects of metering and its analytics result Access MAP sourcing test
iv. Service drop training, end-to-end metering relation to corporate in loss Program equipment
v. Primary metering that will identify success. reduction and
losses and promote increased Consider: Momas
accurate billing. revenue. Metering School

& Energy Training
Centre (ETC)
vi. Quality Control of To develop skills for Metering staff Improved technical Decreased Meters Outcome 4
Meter installation improving in end-to- knowledge and skills to losses.
vii. Meter Testing & Audit end metering that will Commercial Field identify issues affecting Meter clamps to
(includes CT & VT identify losses and representatives losses (meter tampering, determine
testing) promote accurate etc.) energy flow.
billing.
viii. Industrial meters: Meter To develop Metering engineers Able to conduct annual System Require Assist in developing
Testing & Audit (includes specialized skills in audit and recognize any functions at portable meter strategies for
CT & VT testing) auditing and testing of inaccuracies or system optimal level. test equipment sourcing test
industrial metering. faults. and CT & VT equipment
analyzers.
Outcome 4
Technical Operations & Vocation(s)
i. Lines Worker Basic electrical & All Line Workers Workers have the Successful job PPE, Tools & ANED requests
network knowledge, require some necessary skills and performance. equipment NPSP sponsor or
DISCOs and ANED identify this use of tools, safety training dependent knowledge to perform all provide financial
as #1 training need and procedures, identify on initial aspects of the job in a safe Safety records Training support on a
recommend certification faults assessment. manner and a customer improve. Proposals: funding attrition
program. centric focus. ANED basis.
ETC See Proposal
Details
ii. Cable Jointer As above As above PPE, Tools & Assist in developing
equipment strategy for
sourcing equipment
Outcome 4
iii. Protection Control & Relay coordination As above As above PPE, Tools & Assist in developing
Metering Communication with equipment strategy for
Distribution Service sourcing equipment
Officer (DSO); Outcome 4
Safety

iv. Distribution Service Network knowledge; As above As above PPE, Tools & Assist in developing
Officer (DSO) coordination of rules equipment strategy for
sourcing equipment
v. Network Planner Network and As above As above Updated Assist in developing
planning; project equipment strategy for
management, safety sourcing equipment
standards & New software Outcome 4
procedures
vi. Electrical Fitter Network knowledge; As above As above PPE, Tools & Assist in developing
isolation procedures, equipment strategy for
multiple fault clearing, sourcing equipment
earthing of electrical Outcome 4
installation, safety
standards &
procedures
vii. IT User Skills Basic user skills for all All Computer Consider local
trades. Specialized access vendor
skills job dependent.
Commercial
i. Energy Sales or Field To expand skills in All untrained or Staff understand scope of Skilled GIS ANED requests
Representative core Field underperforming role, required tasks and are workforce NPSP sponsor or
(formerly Commercial Representative job staff. capable of adjusting to new Hand held units provide financial
Representative) functions, gain technologies, etc. that support on a
knowledge of impact job function. funding attrition
DISCOs and ANED Identified network distribution basis similar to the
as the 2nd highest need and system & basic Lines Worker
recommend certification technical skills. proposal.
program; role is changing to
include new tasks, more Customer Service:
technology, and greater Communication;
customer focus. Results oriented
customer service
skills

i. Gathering loss recovery Improve evidence ALL field Able know the Improved rate Computers Outcome 4
evidence gathering to satisfy representatives. requirements and provide of recovery and
customer and legal Commercial and adequate supporting prosecutions. Checklist
requirements. Technical documentation when
dealing with loss recovery.
ii. Key Account Client See requirements for All Key Account Enhanced skills in data Data is accurate Computer Outcome 4
Management Officer field reps. Officers management, customer resulting in
a. Core Function analytics. decreased loss Customer
reduction and Billing or
higher revenue. Record System
b. Expand job function Acquire skills in All Key Account Acquire necessary technical Increased Cross functional
to include developing developing proposals Officers skills to identify income due to team support
proposals and and commercial/ requirements and prepare 24/7 power
justifications for technical project proposals and supply to key
client dedicated line justifications. justifications. clients.
installations.
iii. Customer Service Basic knowledge of All Customer Demonstrate ability to use High customer Computer Basic Network: See
Officer & Call Centre network and Service Officers & DISCO network, billing & satisfaction General Employee
distribution system Call Centre staff vending records system. rating Access to Development
including Dispatch. relevant
Customer Billing, etc.:
Billing or
Record Systems
iv. Customer Service Thorough knowledge New employees and Demonstrate ability to carry High customer Computer Customer Service:
Excellence and skills in the areas under performers. out core functions and satisfaction Behavioral
of effectively dealing provide customer service rating Access to competencies
DISCO management wants with customer billing, that builds positive, mutually relevant would be beneficial;
customer service staff to be debt, collections, beneficial customer Customer
professional, pleasant and disconnection, relationships. Billing or NPSP able to
responsive to customer needs. vending platform Record Systems facilitate creation &
while using implementation of
appropriate a Competency
communication & Model
negotiation skills Outcome 4

(phone/office
etiquette; etc.)
v. Billing Officer To improve skills in All untrained or Enhanced skills in data Data is accurate Computer Outcome 4
billing/vending data underperforming management, customer resulting in
DISCOs need to introduce analysis; usage trends, staff. analytics, reporting and decreased loss Customer
centralized, automated billing billing reports, Identification of potential reduction and Billing/ Record
to avoid estimated and estimated billing; fraud situations for general higher revenue. System
duplicate bills. tracking energy loss; customers.
verification of data
for billing;
Lead MAP process

support
vi. Billing Clerks To improve skills in All untrained or More accurate billing and Increased Computer Outcome 4
billing/vending data underperforming reporting. customer
analysis; usage trends, staff. confidence. Customer
tracking of metered Database/ Billing
& estimated billing; & Record
meter changes, System
verification of data
for billing,
vii. Energy Accounting To develop advanced Billing Officer Accurate energy accounting Identify and Multi- Outcome 4
Energy accounting and loss calculations. improve loss disciplinary data
skills. reduction. gathering and
confirmation
Basic Supervisory
i. Basic Supervisory Supervisors gain an Mid-Management Able to use appropriate Performance TBD NPSP is able to
Training (Roles and understanding of the and Front Line skills, knowledge, goals are provide this
Responsibilities) role and Supervisors communication and achieved training program.
responsibilities, leadership attributes to
No training currently exists. improve clarify job roles and hold Mutual Outcome 4
effectiveness, are themselves and others understanding
better able to accountable for policy or of job
supervise and manage program compliance as well expectations
staff through as performance outcomes. and

enhanced performance
communication skills. measures.
Issues resolved
in a timely and
appropriate
manner.
Reduce
turnover cost.
General Employee Development
i. Industry Overview See Audience Benefits of Providing staff Skilled and loyal Just in time, Outcome 4
ii. Time Management & Crossover Grid development: workforce. cost effective
Prioritizing work • Skilled workforce; online training Academy of online
iii. Communications skills • Improve performance; available for the training available
iv. Dealing with Change • Builds trust; majority of for some of the
v. Business Report writing • Shows appreciation; these training proposed general
vi. Effective meetings • Develop succession needs. requirements.
vii. Basics of Project pool.
management
viii. Computers skills
ix. Basic electrical theory
Notes:
Logistics & Requirement: summarizes tools, equipment, or specialty needs.
NPSP Support: indicates opportunities and resources available to fulfil training needs and close gaps.
Asterisk (*): Certificate Option Recommended.
Asterisk (**): DISCO supports Certification proposal(s)

APPENDIX 1 – COMPETENCY MODEL
See attached

APPENDIX 2 – LINES WORKER CERTIFICATION PROGRAM
See attached

Training Assessment Report by USAID 4 Nigeria

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Training Assessment Report by USAID 4 Nigeria

Uploaded by

Copyright:

Available Formats

NIGERIA POWER SECTOR PROGRAM

TRAINING NEEDS ASSESSMENT

NPSP DISCO TRAINING NEEDS ASSESSMENT i

NPSP DISCO TRAINING NEEDS ASSESSMENT ii

NPSP DISCO TRAINING NEEDS ASSESSMENT iii

NPSP DISCO TRAINING NEEDS ASSESSMENT 1

NPSP DISCO TRAINING NEEDS ASSESSMENT 2

NPSP DISCO TRAINING NEEDS ASSESSMENT 3

NPSP DISCO TRAINING NEEDS ASSESSMENT 4

NPSP DISCO TRAINING NEEDS ASSESSMENT 5

TARGET AUDIENCE FOR TRAINING

SUCCESS FACTORS IN KNOWLEDGE TRANSFER AND LEARNING

NPSP DISCO TRAINING NEEDS ASSESSMENT 6

CHANGING CULTURE – BEHAVIORAL COMPETENCIES

Figure 3 – Strategic Organizational Competency Model Driving HR Practices

NPSP DISCO TRAINING NEEDS ASSESSMENT 7

NPSP DISCO TRAINING NEEDS ASSESSMENT 8

CURRENT STATE ANALYSIS OF DISCOS

NPSP DISCO TRAINING NEEDS ASSESSMENT 9

TRAIN THE TRAINER APPROACH

NPSP DISCO TRAINING NEEDS ASSESSMENT 10

CAPACITY TO MANAGE AND EXECUTE CAPACITY BUILDING PROGRAMS

NPSP DISCO TRAINING NEEDS ASSESSMENT 11

Supply Chain NPSPS -

NPSP DISCO TRAINING NEEDS ASSESSMENT 12

Long Term ANED,

PARTICIPANTS CROSSOVER GRID

NPSP DISCO TRAINING NEEDS ASSESSMENT 13

NPSP DISCO TRAINING NEEDS ASSESSMENT 14

Area or Business Area

Financial Constraints Despite an apparently strong

NPSP DISCO TRAINING NEEDS ASSESSMENT 15

NPSP DISCO TRAINING NEEDS ASSESSMENT 16

NPSP DISCO TRAINING NEEDS ASSESSMENT 17

BUSINESS SUPPORT FUNCTIONS

Environment & Social Responsibility

NPSP DISCO TRAINING NEEDS ASSESSMENT 18

NPSP DISCO TRAINING NEEDS ASSESSMENT 19

Metering Training Requirements:

Customer Care Training Requirements:

Technology Training Requirements:

NPSP DISCO TRAINING NEEDS ASSESSMENT 20

SUPERVISORY AND EMPLOYEE SKILL DEVELOPMENT

NPSP DISCO TRAINING NEEDS ASSESSMENT 21

NPSP DISCO TRAINING NEEDS ASSESSMENT 22

NPSP DISCO TRAINING NEEDS ASSESSMENT 23

NPSP DISCO TRAINING NEEDS ASSESSMENT 24

NPSP DISCO TRAINING NEEDS ASSESSMENT 25

NPSP DISCO TRAINING NEEDS ASSESSMENT 26

NPSP DISCO TRAINING NEEDS ASSESSMENT 27

NPSP DISCO TRAINING NEEDS ASSESSMENT 28

NPSP DISCO TRAINING NEEDS ASSESSMENT 29

NPSP DISCO TRAINING NEEDS ASSESSMENT 30

NPSP DISCO TRAINING NEEDS ASSESSMENT 31

NPSP DISCO TRAINING NEEDS ASSESSMENT 32

NPSP DISCO TRAINING NEEDS ASSESSMENT 33

NPSP DISCO TRAINING NEEDS ASSESSMENT 34

NPSP DISCO TRAINING NEEDS ASSESSMENT 35

NPSP DISCO TRAINING NEEDS ASSESSMENT 36

NPSP DISCO TRAINING NEEDS ASSESSMENT 37

NPSP DISCO TRAINING NEEDS ASSESSMENT 38

NPSP DISCO TRAINING NEEDS ASSESSMENT 39

NPSP DISCO TRAINING NEEDS ASSESSMENT 40

NPSP DISCO TRAINING NEEDS ASSESSMENT 41