Reforming an African electricity company requires
tough love, persistence -- and a little luck. Just ask
Jean-David Bile, a civil engineer in the central African
country of Cameroon. Bile runs AES Corp.'s electricity
operation in Cameroon, a national grid that is chiefly
powered by two large dams and was formerly fully owned by
the infamously corrupt government of Cameroon.
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G. Pascal Zachary
Guest Editor |
Bile is rooting out corruption at the electricity
company, cracking down on customer theft, improving the
flow of electricity -- and ending the practice of hiring
people to satisfy the demands of politicians and
traditional chiefs. His achievements don't always endear
him to his fellow Cameroonians. Once, the chief of a
village near his biggest dam implored him to hire some of
his relatives. When Bile refused, the chief hurled a juju
curse against him, but Bile still refused. "To implement
dramatic reforms you have to be tough on your own people,
or you'll never make it," he says.
When Bile first got his job two years ago, he was the
first African to run an AES operating unit (the company
runs electricity systems in Brazil, the Dominican
Republic, the Ukraine, and many other farflung places). In
Cameroon, AES faced perhaps its biggest challenge anywhere
because no American company has ever run an entire African
electricity grid before.
In Cameroon, Bile faces problems that might drive many
utility executives into early retirement. Customers can
only pay their bills in person. Even after a new billing
system has sped up the process, long lines at the
company's offices are common. While Bile has halted price
increases, AES raised rates by about one-third prior to
his tenure, prompting frequent customer complaints about
high prices. Theft of electricity is so common that even
Bile has donned a hard hat and joined his inspectors --
and armed police -- on midnight raids of
electricity-stealing night clubs. "It takes some courage
even for the common man to live in this country," he says.
"Every day is a hard day."
At one recent staff meeting, Bile is told about the
death of a customer killed while trimming an avocado tree.
The customer accidentally severed a power line. Bile, who
can be jocular and relaxed despite invariably wearing a
suit and tie, sternly declares that the company had to
better protect its customers. "Their safety," he says,
"will be improved."
"Things are getting better," says Titi Manyaka,
managing director of AES's largest customer in Cameroon, a
subsidiary of Alcan, the Canadian aluminum maker, "and not
only for AES's customers." Manyana credits AES with
realizing that an African chief executive brings crucial
benefits to management. He praises Bile for solving
problems that stumped earlier executives.
Born in 1947, Bile is the son of a civil servant and
government minister. He attended college in Paris, earning
a doctorate in engineering from the Sorbonne. Then,
against the advice of his French professors, he returned
to Cameroon. It was 1977 and this country's once-booming
economy was starting a slow, steep decline. Bile worked
for decades at the electricity company, rising to a senior
position. But political interference and corruption were
rife at the company, and Bile only went so far.
When AES bought the company five years ago, most senior
Cameroonians were dismissed. Bile was kept and tapped as
an adviser to an American chief executive and later a
Scottish one. Both executives disappointed, partly because
a serious drought curtailed electricity output in this
hydro-heavy country.
Almost in desperation, AES turned to Bile in 2004. Not
long afterwards, the rains returned, hydro generation
soared, and the electricity outages declined. While some
call the end of the drought a lucky break for Bile, most
Africans view it as poetic justice. They see Bile as a
local hero.
Bile feels his work is only beginning and that
reforming electricity in Cameroon remains an urgent matter
made all the more difficult because people tend to have
low expectations of what's possible in Africa. "We know we
need to do things quickly," Bile says. "The clock is
ticking. We have to go fast, fast" to keep up with
customer expectations.
"It's never too late to do the right thing in Africa,"
he adds. "It's never too late."
G. Pascal Zachary is a former foreign correspondent
for The Wall Street Journal.
This article is reprinted from the May/June issue of
EnergyBiz magazine.
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