Former Managing Director of the Electricity Company of Ghana (ECG), Samuel Dubik Mahama, has called for a measured approach in handling the controversy surrounding the missing ECG containers.
Speaking on the Asaase Breakfast Show on Friday (4 April), Mahama addressed allegations of over-procurement and mismanagement while highlighting the significant strides made under his leadership to increase revenue generation for the state-owned power distributor.
Mahama expressed concerns over how ECG is often treated, insisting that it should not be viewed as a “cottage industry” but rather as a major corporate entity with substantial revenue potential.
“Let’s not treat ECG like a cottage industry when it’s actually one of the biggest,” he asserted. “ECG’s monthly revenue can be likened to, what do you call it, MTN now. The minister in his own interview said it’s making 1.5 billion. When I came into office, it was 450, 500 million. In long months, maybe 700 million, but as we are speaking, revenue has tripled to 1.5 billion. How did we do it? We changed how we worked.”
Addressing procurement concerns, Mahama explained that ECG follows a stringent pricing model that prevents arbitrary negotiations.
“ECG works with something that they call engineering pricing. So our pricing is kind of unique. ECG has a set price for set goods. Whether you like it or not, this is the price. Take it or leave it. You can’t negotiate the price,” he stated.
On the issue of stalled projects, he revealed that ECG had been grappling with a backlog of critical projects long before his tenure. “I came to see 722 projects that predate me, needing critical equipment, and then 98 civil infrastructure projects, and then 12 customer service-related projects. This showed me that the company was not thinking as a commercial entity, but rather as an engineering company.”
Mahama highlighted ECG’s loss reduction project as one of the key interventions during his leadership. “When I got to ECG, the data showed that meter installations were at 2,500 per month. Under the loss reduction project, as of the time I was leaving, ECG could install 100,000 meters a month.”
On the issue of the missing ECG containers, Mahama called for a united effort to locate and retrieve them.
“I said I will support the minister, and I want all of us to support the minister for those containers to be identified and retrieved. Because they belong to all of us. It’s critical for what we intend to do.”
He also questioned why ECG as a company had remained silent on the matter, shifting the burden of communication solely to the energy minister. “ECG itself is a limited liability company with its own management and communications directorate. Why is the company quiet? Why are we being the subject of a matter like this?”
Mahama called for a thorough and fair investigation into ECG’s procurement processes, emphasising that proper scrutiny should involve assessing the entire decision-making process.
“If you are not given the full picture or you are given a half-baked picture, you will get to this kind of conclusion. There are documents lying down that if they had picked up, they wouldn’t say there’s over-procurement.”
Mahama, however, insists that ECG’s financial recovery should not be overlooked in discussions about its challenges. “The whole aim of the company is to generate revenue,” he emphasised.
“Let’s assist the minister. That’s all I’m saying.”
As investigations continue, Mahama remains resolute, stating that he is willing to account for his stewardship. “I haven’t done anything wrong. I went to serve, and if I have to account for my stewardship, I’m here to account for my stewardship.”
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