1. Presented by: Florence Mwele Eastern Hydros
UNHEALTHY COMPETITION IN ACHIEVING KENGEN’S STRATEGY
Presented by: Florence Mwele
Eastern Hydros
2017 G2G INNOVATION SEMINAR, ENASHIPAI RESORT & SPA
3RD JULY - 7TH JULY 2017

2. PRESENTATION OUTLINE 1.0 Introduction 2.0 Problem Statement
JOH-KGN JvW-X1
PRESENTATION OUTLINE
1.0 Introduction
2.0 Problem Statement
3.0 Solutions
4.0 Recommendations
5.0 Conclusion

3. 1.1 KenGen’s Vision Statement
Our Vision is to be the market leader in the provision of Reliable, Safe, Quality and Competitively priced electric energy in the Eastern African Region.
Due to technological changes, we are operating in a very competitive environment and thus each of us has to “Up their Game”

4. 1.3 KenGen’s Revamped Horizon II Strategy
JOH-KGN CA-P1
1.3 KenGen’s Revamped Horizon II Strategy
*Improve returns of current plants (OPEX)
*Ensure profitability of future projects (CAPEX)
*Improve PPAs and tariff regulations
*Pursue new financing approaches (e.g., partnerships-SPV, asset monetization)
*Establish new structures to execute and finance projects (KenGen A/B/C)
*Deliver current pipeline and access new geothermal fields (e.g., Magadi, Suswa, Longonot)
*Improve organizational health and build required skills/ capabilities (e.g., SPV creation, motivation) 1 2 3 4 5 6 7
7 Key Priority initiatives
Vision:
To be the market leader, in the provision of reliable, safe quality and competitively priced electric energy in the East African region
Strategic pillars
Organisational health
Enhance annual plan- ing and budget
Foster innovation and continuous improvement `
Upgrade IT support/ enablers
Capital planning and execution
Operational excellence
Regulatory and financing
Optimise maintenance practices and increase availability
Reduce operational and overhead costs
Improve operational processes and structure
Drive performance management1
Improve leadership health
Achieve people readiness for growth2
Improve PPAs/ tariff regulation
Implement new CAPEX planning and execution processes
Effectively deliver current projects
Expand geothermal capacity, incl. new fields
Establish new models
Pursue new financing approaches
+4,100 MW by 2025
1 Incl. talent management, promotion/succession planning, women’s motivation
2 Incl. FTE growth and skill/capability building
SOURCE: Team analysis

5. 2.0 Problem Statement
The existence of some negative sub - cultures create unhealthy competition within the KenGen workplace.

6. 2.1 Sub-Culture - “What's In It For Me?”
Wrong Motivation
Selfishness
Driven by an Individualism element
Employees’ motivations are driven by monetary benefits
Employees shun tasks that do not financially benefit them directly
Employees abusing the privilege of overtime claims as part of their income

7. 2.2 Sub-Culture-“Them Versus Us”
Disconnect exists between employees in Areas and Central Office.
Some employees do not see KenGen as their own business hence there is a lack business sense.
Some employees only work to please the superiors and not to achieve an objective.
Seeking favors or selfish recognition from superiors and creating fear and tension amongst fellow employees.

8. 2.3 Sub-Culture- “Blame Game”
Exists as a result of employees not taking responsibility.
Exists between departments, divisions and among employees
Lack of ownership leading to unnecessary delays in work processes

9. 2.4 Sub- culture of “Inaction or non-implementation”
Failure to follow through with agreed upon activities e.g. attending meetings, conferences, seminars
Lack of interest in company activities e.g. social events (wellness programs
Not meeting agreed upon deadlines
e.g. performance appraisals, surveys

10. 2.5 Competition
Competition among employees in the workplace is a double-edged sword that can benefit or harm workers
A competitive work environment increases production, efficiency, focus, employee motivation & profits.
On the other hand, a competitive work environment can create a stressful, pressure-packed environment
This can promote infighting among the employees, that can hinder quality of work and affect employee’s self- esteem

11. 2.6 What is Unhealthy Competition among Employees?
It is negatively focusing on pointing out individual flaws within employees
It is a detrimental activity to the progress in an organization
Creates tension and hostility among employees.

12. 2.7 Impact of Unhealthy Competition in Business Management
It can lead to a toxic culture.
It can hinder the quality of work.
It can create a pressure-packed environment.
Promote infighting among the employees.
It increases the employees’ stress level.
Decreases productivity and efficiency.
Result-oriented individuals gradually become less productive.

13. 2.8 Examples of Unhealthy Competition in KenGen
Hoarding information/ideas –not sharing for fear others shall catch up; steal our ideas
Not taking Leave –fear that others shall take up their tasks & may be outshine them, and they get out of lime-light
Never seeking opinions/advice –seeks to identify with superiors only; or prefer one-man show

14. 2.9 Examples of Unhealthy Competition in KenGen
JOH-KGN JvW-X1
2.9 Examples of Unhealthy Competition in KenGen
Underhand tactics –use negative gossip; rumour mills, information lock-up; unwarranted blame-game
Remain sulky, gloomy when others accomplish their tasks
Downplay events, not celebrating others’ achievements
Opiniated employees who feel they are always the best (know-it-all attitude)
Saboteurs deliberately destroying other colleagues’ projects, presentations, reports e.t.c

15. We need to focus on the Company’s goals and objectives.
3.0 Solutions
We need to change our mind-set while working individually and collectively
We need to focus on the Company’s goals and objectives.
We all need to strive to achieve a shared vision in terms of our actions and deliverables

16. 3.1 Solutions
Our Leaders should therefore also :-
Be the example of the desired change for the implementation of KenGen’s strategy
Build impactful relationships with team members and external parties
Communicate expectations clearly to their teams
Endeavour to be effective and efficient leaders in all circles

17. 4.0 Recommendations
Benchmarking should be carried out within and outside the Company
Staff motivation and appropriate recognition (awards) at individual level and area level
Revive and emulate Change Management from Kipevu
Encourage the culture of openness and fair criticism
Identifying and shaming unhealthy competition culprits
Encourage cross functional activities and programs within the different divisions through mixed team building activities to break the silos 1 2 3

18. Unhealthy competition adversely affects the delivery of our strategy.
5.0 Conclusions
Unhealthy competition adversely affects the delivery of our strategy.
The Management should consider implementing appropriate interventions
KenGen’s competitiveness and shared direction will only be strengthened through the elimination of unhealthy competition among the employees

19. ENASHIPAI OATH / DECLARATION
JOH-KGN JvW-X1
ENASHIPAI OATH / DECLARATION
‘I (Everyone mentions their name), do hereby confirm and solemnly state that I shall not participate in unhealthy competition whatsoever, and I shall strive to work towards achieving the Company’s objectives’

20. Thank you