Vous êtes sur la page 1sur 66

Ethiopian Electric Power Corporation

Transformation Program

Electric Power Utility Business


Processes and Organization Design

Organization sizing
Addis Ababa, May 24th 2011

Ethiopian Electric Power Corporation business processes and organization design project

Contents
INTRODUCTION................................................................................................................................................. 6
1. TOP MANAGEMENT ................................................................................................................................... 8
1.1

Main drivers and assumptions ..................................................................................................................... 8

1.2

Sizing ........................................................................................................................................................................ 8

2. ENGINEERING .............................................................................................................................................. 9
2.1

Main drivers and assumptions ..................................................................................................................... 9

2.2

Sizing ........................................................................................................................................................................ 9

2.3

Lower levels sizing .......................................................................................................................................... 10

3. STRATEGY AND INVESTMENTS .................................................................................................... 11


3.1

Main drivers and assumptions ................................................................................................................... 11

3.2

Sizing ...................................................................................................................................................................... 11

3.3

Lower levels sizing .......................................................................................................................................... 12

4. EXTERNAL RELATIONS ....................................................................................................................... 13


4.1

Main drivers and assumptions ................................................................................................................... 13

4.2

Sizing ...................................................................................................................................................................... 13

4.3

Lower levels sizing .......................................................................................................................................... 14

5. LEGAL ............................................................................................................................................................... 15
5.1

Main drivers and assumptions ................................................................................................................... 15

5.2

Sizing ...................................................................................................................................................................... 15

5.3

Lower levels sizing .......................................................................................................................................... 16

6. ADMINISTRATION, FINANCE & CONTROL .......................................................................... 17


6.1

Main drivers and assumptions ................................................................................................................... 17

6.2

Sizing ...................................................................................................................................................................... 17

6.3

Lower levels sizing .......................................................................................................................................... 19

Organization Sizing

Page 2 of 42

Ethiopian Electric Power Corporation business processes and organization design project

7. PROCUREMENT, LOGISTICS & WAREHOUSING .............................................................. 21


7.1

Main drivers and assumptions ................................................................................................................... 21

7.2

Sizing ...................................................................................................................................................................... 21

7.3

Lower levels sizing .......................................................................................................................................... 23

8. TARIFFS & EEA RELATIONS ............................................................................................................ 24


8.1

Main drivers and assumptions ................................................................................................................... 24

8.2

Sizing ...................................................................................................................................................................... 24

8.3

Lower levels sizing .......................................................................................................................................... 25

9. ICT ...................................................................................................................................................................... 26
9.1

Main drivers and assumptions ................................................................................................................... 26

9.2

Sizing ...................................................................................................................................................................... 26

9.3

Lower levels sizing .......................................................................................................................................... 28

10. HR .................................................................................................................................................................... 29
10.1

Main drivers and assumptions ............................................................................................................... 29

10.2

Sizing.................................................................................................................................................................. 29

10.3

Lower levels sizing ...................................................................................................................................... 31

11. EHS & QUALITY ..................................................................................................................................... 32


11.1

Main drivers and assumptions ............................................................................................................... 32

11.2

Sizing.................................................................................................................................................................. 32

11.3

Lower levels sizing ...................................................................................................................................... 33

12. PROPERTY & GENERAL SERVICES .......................................................................................... 34


12.1

Main drivers and assumptions ............................................................................................................... 34

12.2

Sizing.................................................................................................................................................................. 34

12.3

Lower levels sizing ...................................................................................................................................... 36

13. ENERGY MANAGEMENT ................................................................................................................... 37


Organization Sizing

Page 3 of 42

Ethiopian Electric Power Corporation business processes and organization design project

13.1

Main drivers and assumptions ............................................................................................................... 37

13.2

Sizing.................................................................................................................................................................. 37

13.3

Lower levels sizing ...................................................................................................................................... 39

14. GENERATION ........................................................................................................................................... 40


14.1

Main drivers and assumptions ............................................................................................................... 40

14.2

Sizing.................................................................................................................................................................. 41

14.3

Lower levels sizing ...................................................................................................................................... 42

15. TRANSMISSION..................................................................................................................................... 43
15.1

Main drivers and assumptions ............................................................................................................... 43

15.2

Sizing.................................................................................................................................................................. 44

15.3

Lower levels sizing ...................................................................................................................................... 46

16. DISTRIBUTION ...................................................................................................................................... 48


16.1

Main drivers and assumptions ............................................................................................................... 48

16.2

Sizing.................................................................................................................................................................. 49

16.3

Lower levels sizing ...................................................................................................................................... 51

17. SUPPLY ........................................................................................................................................................ 53


17.1

Main drivers and assumptions ............................................................................................................... 53

17.2

Sizing.................................................................................................................................................................. 53

17.3

Lower levels sizing ...................................................................................................................................... 55

18. UEAP .............................................................................................................................................................. 57


18.1

Main drivers and assumptions ............................................................................................................... 57

18.2

Sizing.................................................................................................................................................................. 57

18.3

Lower levels sizing ...................................................................................................................................... 59

19. CONSTRUCTIONS ................................................................................................................................. 60


19.1

Main drivers and assumptions ............................................................................................................... 60

Organization Sizing

Page 4 of 42

Ethiopian Electric Power Corporation business processes and organization design project

19.2

Sizing.................................................................................................................................................................. 60

19.3

Lower levels sizing ...................................................................................................................................... 62

20. EQUIPMENT PRODUCTION ........................................................................................................... 63


20.1

Main drivers and assumptions ............................................................................................................... 63

20.2

Sizing.................................................................................................................................................................. 63

20.3

Lower levels sizing ...................................................................................................................................... 65

21. ORGANIZATION OVERVIEW ........................................................................................................ 66


21.1 Sizing ....................................................................................................................................................................... 66

Organization Sizing

Page 5 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Introduction
In order to create a world class electric utility company, the organizational
structure for the new EEPU has been developed on the basis of international best
practices.
The present document is aimed at defining the sizing of EEPU organization to allow
the implementation of the new structure by the new management.
The estimation of the organization sizing has required the definition of main general
drivers for the new company, like:

growth of the electricity consumption from 3.3 TWh (2009/2010A) to18.9 TWh
(2014/2015E);
increase in installed capacity from 2.0 GW (2010-17 plants) to 7.86 GW (201536 plants);
increase in the transmission network from 11,369 Km (2010A) to 15,326 Km
(2015E);
increase in the distribution network from 126,000 Km (2009/2010A) to
282,000 Km (2014/2015E);
increase in the nr. of customers from M 1.9 to M 4.0;
growth of total revenue to $M 800;

On the basis of the above mentioned drivers, main assumptions have been
developed and applied to EEPU organization to estimate the dimension of each
function of the new structure.
These assumptions have been defined on the basis of Bain expertise in organization
design projects and referring to international benchmarks for electric utilities
companies, mainly from:

APQC Open Standards Benchmark;


Market data.

Assumptions are directly related to international benchmarks and best practices.


APQC Benchmarks have been analyzed and adapted on the basis of data taken from
other comparable Electric Utility organizations analyzed in B&C previous projects1. In
this way we managed to take the most of APQC standards and B&C experience in
Best in Class corporations.

APQC Benchmark data have been provided to TPO in the deliverable Process Benchmarks Database. External companies
data from B&C experience cannot be disclosed due to confidentiality agreement.

Organization Sizing

Page 6 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Changes on organization sizing could occur as a consequence of a change in the


company general drivers (e.g. electricity consumption growth, increase in
transmission network, etc) and will be performed following the assumptions
defined for each function. As an example: following an increase of 5 in the # of
generation plants (driver) the # of Maintenance and Works managers will increase of
5 units following the assumption Plant Maintenance and Works Manager per plant:
1.
The following sections are dedicated to EEPU organizational functions, describing
main drivers and assumptions employed and the estimated size of the division.
Since, as requested from TPO management, the organizational sizing has been
estimated on the basis of international benchmarks without considering the as-is
organization, it could be necessary to adjust the provided values to consider
Ethiopian regulations and eventual current constraints. As a general assumption the
sizing model requires a proper implementation of the proper IT systems and the
right mix of managerial capabilities and professional skills

Organization Sizing

Page 7 of 42

Ethiopian Electric Power Corporation business processes and organization design project

1. TOP MANAGEMENT
1.1 Main drivers and assumptions
The sizing for the top management has been estimated on the basis of the
following assumptions:
Nr. of chiefs for each top position: 1;
Secretary for each chief: 1.
1.2 Sizing
The top management is composed of 6 resources, distributed as shown in the
Figure 1:
CEO: 2 FTE (Chief and secretary);
CFO: 2 FTE (Chief and secretary);
CSM: 2 FTE (Chief and secretary).

Top Management
Overview
Tot. FTE:
6

1+1

CEO

1+1

1+1
Corporate Service
Manager

CFO

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 1

Organization Sizing

Page 8 of 42

Ethiopian Electric Power Corporation business processes and organization design project

2. ENGINEERING
2.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Average % of function FTE on total FTE: 0.6%;
Equal distribution of resources among Generation, Transmission and
Distribution projects.
2.2 Sizing
On the basis of the described references and assumptions, the sizing for the
Engineering division has been estimated in 57 resources, distributed in the
following way (Figure 2):
Engineering: 2 FTE (Director and secretary);
Generation: 19 FTE;
Transmission: 18 FTE;
Distribution: 18 FTE.

Engineering
Overview
Tot. FTE:
57
CEO

1+1
Engineering

19

18

18

Generation

Transm.

Distrib.

Project
Mgmt
Office

Project
Mgmt
Office

Project
Mgmt
Office

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 2

Organization Sizing

Page 9 of 42

Ethiopian Electric Power Corporation business processes and organization design project

2.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Engineering Director
Secretary
Engineering Generation Manager
Generation Electrical Engineer
Generation Environmental Engineer
Generation Civil Engineer
Generation Electro-Mechanical Engineer
Generation Geologist
Engineering Transmission Manager
Transmission Electrical Engineer
Transmission Environmental Engineer
Transmission Civil Engineer
Transmission Electro-Mechanical Engineer
Transmission Geologist
Engineering Distribution Manager
Distribution Electrical Engineer
Distribution Environmental Engineer
Distribution Civil Engineer
Distribution Electro-Mechanical Engineer
PMO Manager

# FTE
1
1
1
7
1
5
2
3
1
7
1
4
2
3
1
10
1
4
2
*

*PMO Managers sizing depends on the number of ongoing projects.

Organization Sizing

Page 10 of 42

Ethiopian Electric Power Corporation business processes and organization design project

3. STRATEGY AND INVESTMENTS


3.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Average % of function FTE on total FTE: 0.2%.
3.2 Sizing
Using the above mentioned drivers, the requirement for the Strategy and
Investments function has been estimated in 17 resources (Figure 3), employed
in:
Strategy and Investments: 2 FTE (Director and secretary);
Business Divisions: 15 FTE.

Strategy and Investments


Overview
Tot. FTE:
17

CEO

1+1
Strategy and
investments

15
Business
Divisions

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 3

Organization Sizing

Page 11 of 42

Ethiopian Electric Power Corporation business processes and organization design project

3.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.

ROLE
Strategy and investments director
Secretary
Strategy and investments energy management manager
Strategy and investments Sr. business analyst (En. Man)
Strategy and investments business analyst (En. Man)
Strategy and investments energy generation manager
Strategy and investments Sr. business analyst (Gen.)
Strategy and investments business analyst (Gen.)
Strategy and investments energy transmission manager
Strategy and investments Sr. business analyst (Transm.)
Strategy and investments business analyst (Transm.)
Strategy and investments energy distribution manager
Strategy and investments Sr. business analyst (Distr.)
Strategy and investments business analyst (Distr.)

Organization Sizing

# FTE
1
1
1
1
1
1
2
1
1
2
1
1
2
1

Page 12 of 42

Ethiopian Electric Power Corporation business processes and organization design project

4. EXTERNAL RELATIONS
4.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Average % of function FTE on total FTE: 0.25%;
Average nr. of function FTE per $B1 revenues: ~30;
Average % of function FTE involved in Institutional Relations: 65%.
4.2 Sizing
On the basis of the described assumptions, the estimated size of the function
External Relations is 26 resources (Figure 4), distributed in the following way:
External Relations: 2 FTE (Director and secretary);
Institutional Relations: 16 FTE;
Public Relations: 8 FTE.

External Relations
Overview
Tot. FTE:
26

CEO

1+1
External
Relations

16

Institutional
Relations

Public Relations

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figura 4

Organization Sizing

Page 13 of 42

Ethiopian Electric Power Corporation business processes and organization design project

4.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
External Relations Director
External Relations Directors secretary
Institutional Relations Manager
Strategy and planning officer (sr.)
Strategy and planning officer (analyst)
Strategy and planning officer (jr.)
Communication officer (superintendent)
Communication officer (analyst)
Communication officer (jr.)
IR analyst (superintendent)
IR analyst (analyst)
IR analyst (jr.)
Public Relations Manager
Communication officer (senior)
Communication officer (community specialist)
Communication officer (media specialist)
Event coordinator

Organization Sizing

# FTE
1
1
1
1
1
1
1
4
1
2
2
2
1
2
2
2
1

Page 14 of 42

Ethiopian Electric Power Corporation business processes and organization design project

5. LEGAL
5.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Average % of function FTE on total FTE: 0.3%;
Average % of function FTE on staff FTE: 1.7% (to be comprised between
0.9% and 5.8%);
Average % of legal FTE involved in Staff & Projects offices: 35%.
5.2 Sizing
On the basis of the applied drivers and assumptions, the legal function is
composed of 30 resources, distributed among the offices in the following way
(Figure 5):
Legal: 2 FTE (Director and secretary)
Staff & Projects: 9 FTE;
Business Divisions: 18 FTE.

Legal
Overview
Tot. FTE:
30
CEO

1+1
Legal

10
Staff &
projects

Business
Line
Divisions
functions

18

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figura 5

Organization Sizing

Page 15 of 42

Ethiopian Electric Power Corporation business processes and organization design project

5.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Legal Director
Legal Directors secretary
Staff & Projects Manager (Legal)
Legal Clerk
Staff & Projects Lawyer (sr.)
Staff & Projects Lawyer (jr.)
Business Divisions Manager (Legal)
Business Division Lawyer

Organization Sizing

# FTE
1
1
1
2
2
5
7
11

Page 16 of 42

Ethiopian Electric Power Corporation business processes and organization design project

6. ADMINISTRATION, FINANCE & CONTROL


6.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Average nr. of payroll FTE per 1,000 employees: 4.6;
Average nr. of Finance & Treasury FTE per $B1 revenues: 32.5;
Average nr. of Administration FTE per $B1 revenues: 193.8;
Average % of Administration FTE involved in Staff & Projects offices:
19%;
Average nr. of Planning & Control FTE (director, staff & projects,
business divisions) per $B1 revenues: 31.2;
Average nr. of Project Control FTE per $B1 revenues: 7.5;
Average nr. of Taxes FTE per $B1 revenues: 12,5;
Average % of Administration, Finance & Control FTE on staff FTE: 16%;
Nr. of manager for Credit Management function: 2.
6.2 Sizing
The previous assumptions lead to an estimated need of 274 FTE for the
Administration, Finance & Control function, employed in (Figure 6):
Admin. Finance & control: 2 FTE (Director and secretary);
Finance, Treasury and Payroll: 1 FTE;
Payroll: 47 FTE;
Finance & Treasury: 26 FTE;
Administration: 1 FTE;
Administration Staff & Projects: 30 FTE;
Administration Business Divisions: 124 FTE;
Planning & Control: 1 FTE;
Planning & Control Staff: 12 FTE;
Planning & Control Business Divisions: 12 FTE;
Project Control: 6 FTE;
Taxes: 10 FTE;
Credit Management: 2 FTE.

Organization Sizing

Page 17 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Administration, Finance and Control


Overview
Tot. FTE:
274
CFO

1+1
Admin. Finance
& Control

Finance,
Treasury &
Payroll

47
Payroll

26
Finance &
Treasury

30
124
Business
Staff &
Business
Divisions
projects
Divisions

10

Planning &
control

Administration

12
Staff

12
Business
Business
Divisions
Divisions

Taxes

2
Credit
management

6
Project
control

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 6

Organization Sizing

Page 18 of 42

Ethiopian Electric Power Corporation business processes and organization design project

6.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Administration, Finance & Control Director
Secretary
Administration Manager
Administration Staff & Projects Supervisor
Administration Staff & Projects Senior Accounting Analyst
Administration Staff & Projects Senior Financial Officer
Administration Staff & Projects Financial Officer
Administration Staff & Projects Administrative Clerk
Administration Business Divisions Supervisor
Administration Business Divisions Senior Accounting Analyst
Administration Business Divisions Senior Financial Officer
Administration Business Divisions Financial Officer
Administration Business Divisions Administrative Clerk
Finance, Treasury and Payroll Manager
Payroll Supervisor
Payroll Analyst
Payroll Financial Officer
Payroll Assistant Accountant
Finance & Treasury Supervisor
Finance & Treasury Analyst
Finance & Treasury Senior Officer
Finance & Treasury Officer
Planning & Control Manager
Planning & Control Staff Supervisor
Planning & Control Staff Analyst
Planning & Control Staff Senior Financial Officer
Planning & Control Staff Financial Officer
Planning & Control Business Divisions Supervisor
Planning & Control Business Divisions Analyst
Planning & Control Business Divisions Senior Financial Officer
Planning & Control Business Divisions Financial Officer
Project Control Supervisor
Project Control Senior Project Accountant
Project Control Project Accountant
Taxes Manager
Taxes Senior Financial Officer
Organization Sizing

# FTE
1
1
1
1
2
4
15
8
7
7
7
77
26
1
1
3
8
35
1
3
5
17
1
1
2
2
7
7
1
1
3
1
1
4
1
1
Page 19 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Taxes Assistant Accountant


Credit Manager (Finance)
Credit Management (Finance) Financial Accountant

Organization Sizing

8
1
1

Page 20 of 42

Ethiopian Electric Power Corporation business processes and organization design project

7. PROCUREMENT, LOGISTICS & WAREHOUSING


7.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Number of Regional Unit: 15;
Number of plant: 36;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Average staff purchasing FTE as a % of purchasing FTE: 20%;
Procurement FTE per plant: 1,0;
Procurement FTE per Regional Unit: 4,5;
Average Logistics & Warehousing FTEs as a % of purchasing: 5,0%;
Average Purchasing FTE as a % of total company FTE: ~1,6%.
7.2 Sizing
The previous assumptions lead to an estimated need of 152 FTE for the
Procurement, Logistics & Warehousing function, employed in (Figure 7):
Procurement, Logistics & Warehousing Director: 2 FTE (Director and
secretary);
Procurement Manager: 1 FTE;
Procurement Staff and Projects Supervisor : 31 FTE;
Procurement Business Divisions Supervisor : 4 FTE;
Buyer Generation: 36 FTE;
Buyer Distribution: 23 FTE;
Buyer Transmission: 23 FTE;
Buyer Supply: 23 FTE;
Logistics & Warehousing Manager: 1 FTE;
Logistics & Warehousing Central Warehouse Supervisor: 8 FTE.

Organization Sizing

Page 21 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Procurement, Logistics & Warehousing


Overview (1/2)
Tot. FTE:
152
CFO

1+1
Procurement,
Logistics &
Warehousing

1
Logistics &
Warehousing

Procurement

31
Staff and
projects

109
Business
Business
Divisions
Divisions

8
WareWarehouse
house

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 7

Organization Sizing

Page 22 of 42

Ethiopian Electric Power Corporation business processes and organization design project

7.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Procurement, Logistics & Warehousing Director
Secretary of Procurement, Logistics & Warehousing Director
Procurement Manager
Staff and Projects Supervisor (Procurement)
Staff and Projects purchase planner
Staff and Projects supplier portfolio management officer
Staff and Projects buyer
Staff and Projects tender officer
Business Divisions Procurement Supervisor
Business Divisions purchase planner
Business Divisions supplier portfolio management officer
Business Divisions buyer
Business Divisions tender officer
Logistics & Warehousing Manager
Central warehouse supervisor (Logistics and Warehousing)
Warehouse officer (Logistics and Warehousing)
Incoming material officer (Logistics and Warehousing)
Material return administrator (Logistics and Warehousing)
Logistics officer (Logistics and Warehousing)

Organization Sizing

# FTE
1
1
1
1
3
3
19
5
7
10
10
67
15
1
1
3
1
1
2

Page 23 of 42

Ethiopian Electric Power Corporation business processes and organization design project

8. TARIFFS & EEA RELATIONS


8.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Nr. of estimated required FTE to perform tariffs regulation requirements
and manage relations with EEA: 9.
8.2 Sizing
On the basis of the illustrated assumptions, the Tariffs & EEA Relations
function is constituted of 10 resources (Figure 8):
Tariffs & EEA Relations: 10 FTE (1 Director, 1 secretary and 8 officers).

Tariffs and EEA relations


Overview
Tot. FTE:
10

CFO

1+9
Tariffs and EEA
relations

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 8

Organization Sizing

Page 24 of 42

Ethiopian Electric Power Corporation business processes and organization design project

8.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Tariffs and EEA relations director
Secretary
Senior pricing analyst
Pricing analyst

Organization Sizing

# FTE
1
1
2
6

Page 25 of 42

Ethiopian Electric Power Corporation business processes and organization design project

9. ICT
9.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Number of Regional Unit: 15;
Number of plant: 36;
Total EEPU Annual Sales (estimate): 800 M$;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
IT FTEs for developing, maintaining and deploying IT solutions per $1
billion revenue: 45;
IT FTEs for developing, maintaining and deploying IT solutions per $1
billion revenue: 30;
IT FTEs for IT security and compliance per $1 billion revenue: 18;
IT Operations & Support FTE per Regional Unit: 1,5;
IT Operations & Support FTE per plant: 1;
IT Operations & Support FTE per Regional Unit: 1;
IT Operations & Support FTE per Regional Unit: 1;
IT Operations & Support FTE per Regional Unit: 1.
9.2 Sizing
The previous assumptions lead to an estimated need of 181 FTE for the ICT
function, employed in (Figure 9):
ICT Director (Director and secretary): 2 FTE;
IT Applications Manager: 36 FTE;
IT Infrastructure Manager: 24 FTE;
IT Security and Compliance Manager: 14 FTE;
IT Operations & Support Manager: 1 FTE;
IT Operations & Support Staff Supervisor: 23 FTE;
IT Operations & Support Line Functions Supervisor: 81 FTE.

Organization Sizing

Page 26 of 42

Ethiopian Electric Power Corporation business processes and organization design project

ICT
Overview
Tot. FTE:
181

Corporate
general
manager

1+1
ICT

1
IT operations &
support

23
Staff

36
Applications

24
Infrastructures
(HW & network)

14
IT security and
compliance

81
Line
Line
functions
functions

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 8

Organization Sizing

Page 27 of 42

Ethiopian Electric Power Corporation business processes and organization design project

9.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
ICT Director
ICT Director's secretary
IT Applications Manager
IT Applications Officer sr.
IT Applications Officer analyst
IT Applications Officer jr.
IT Infrastructure Manager
IT Infrastructure Officer (sr.)
IT Infrastructure Officer (analyst)
IT Infrastructure Officer (jr.)
IT Security and Compliance Manager
IT Security and Compliance Officer sr.
IT Security and Compliance Officer analyst
IT Security and Compliance Officer jr.
IT Operations & Support Manager
Staff Supervisor (IT Operations and Support)
Staff Officer (sr.)
Staff Officer (analyst)
Staff Officer (jr.)
Staff System Administrator
Line Functions Supervisor (IT Operations and Support)
Line function Officer (sr.)
Line function Officer (jr.)
Line function System Administrator

Organization Sizing

# FTE
1
1
1
8
12
15
1
7
8
8
1
4
4
5
1
1
4
6
8
4
7
18
44
12

Page 28 of 42

Ethiopian Electric Power Corporation business processes and organization design project

10. HR
10.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Number of Regional Unit: 15;
Total EEPU Annual Sales (estimate): 800 M$;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Number of employees per "Hiring and Development" Staff FTE: 143,75;
Number of employees per "Hiring and Development" Function FTE:
143,75;
Number of Organization FTEs per $1 billion revenue: 10;
Labor Relations FTE per Regional Unit: 1;
Number of employees per "HR administration" FTE: 236,6;
HR-to-Employee Ratios: 1,4%;
Number of employees serviced by HR function FTEs: 75.
10.2 Sizing
The previous assumptions lead to an estimated need of 141 FTE for the HR
function, employed in (Figure 10):
Human Resources Director (Director and secretary): 2 FTE;
Hiring and Development Manager: 1 FTE;
Hiring and Development Staff & Projects Supervisor : 12 FTE;
Hiring and Development Line Functions Supervisor : 59 FTE;
Organization Manager: 8 FTE;
Labor Relations Manager: 15 FTE;
Administrative Activities Manager: 1 FTE;
Administrative Activities Staff & Projects Supervisor: 7 FTE;
Administrative Activities Line Functions Supervisor: 36 FTE.

Organization Sizing

Page 29 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Human Resources
Overview
Tot. FTE:
141

Corporate
Service
Manager

1+1
HR

Hiring and
Development

12
Staff &
Projects

Line
Line
functions
functions

15
Labor
Relations

Organization

59

1
Administrative
activities

7
Staff &
Projects

36
Line
Line
functions
functions

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 9

Organization Sizing

Page 30 of 42

Ethiopian Electric Power Corporation business processes and organization design project

10.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Human Resources Director
Human Resources Directors Secretary
Hiring and Development Manager
Staff & Projects Supervisor (Hiring and Development)
Staff & Projects - Clerk
Staff & Projects - Administrative Officer (control)
Staff & Projects - Administrative Officer (hiring)
Staff & Projects - Administrative Officer (career m.)
Staff & Projects - Administrative Assistant
Line Functions Supervisor (Hiring and Development)
Line functions - Clerk
Line Functions - Administrative Officer (control)
Line Functions - Administrative Officer (hiring)
Line Functions - Administrative Officer (career m.)
Line Functions - Administrative Assistant
Line Functions Development Officer
Organization Manager
Senior Analyst
KM Officer
Administrative Officer
Labor Relations Manager
Administrative officer
Lawyer
Administrative assistant
Secretary
Administrative activities manager
Staff & Projects Supervisor (Administrative Activities)
Staff & Projects Administrative officer (sr.)
Staff & Projects Administrative officer (jr.)
Staff & Projects Administrative assistant
Staff & Projects Data officer
Line Functions Supervisor (Administrative Activities)
Line Functions Administrative officer (sr.)
Line Functions Administrative officer (jr.)
Line Functions Administrative assistant
Line Functions Data officer
Organization Sizing

# FTE
1
1
1
1
2
1
1
1
6
7
7
7
7
7
14
10
1
2
3
2
1
2
4
7
1
1
1
1
1
1
3
7
7
7
8
7
Page 31 of 42

Ethiopian Electric Power Corporation business processes and organization design project

1 EHS & QUALITY


11.
11.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Average % of function FTE on total FTE: 0.2%;
Average % of function FTE on staff FTE: 1.2%;
Average % of function FTE involved in Quality office: 20%;
20
Average % of function FTE involved in Environment office: 20%;
Average % of function FTE involved in H&S office: 55%;
55%
Number of H&S FTE to manage H&S for staff functions and projects: 1
11.2 Sizing
On the basis of the described assumptions, the EHS & Quality function is
composed of 21 resources, distributed among the offices
offices as illustrated in
Figure 11:
EHS & Quality: 2 FTE (Director and secretary);
Quality: 4 FTE;
Environment: 4 FTE;
Health & Safety: 1 FTE;
H&S Staff and Projects: 1 FTE;
H&S Line Functions: 9 FTE.

EHS and Quality


Overview
Tot. FTE:
21

Corporate
Service
Manager

1+1
EHS and
Quality

4
Quality

Environment

Health & Safety

1
Staff and
projects

Line
Line
functions
functions

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 11
Organization Sizing

Page 32 of 42

Ethiopian Electric Power Corporation business processes and organization design project

11.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.

ROLE
EHS and Quality Director
EHS and Quality Directors Secretary
Quality Manager
Quality Analyst
Environment Manager
Environmentalist
Economist
Administrative Officer
Health & Safety Manager
Staff & Projects Supervisor (Health and Safety)
Line Functions Supervisor (Health and Safety)

Organization Sizing

# FTE
1
1
1
3
1
1
1
1
1
3
7

Page 33 of 42

Ethiopian Electric Power Corporation business processes and organization design project

12. PROPERTY & GENERAL SERVICES


12.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary for the director of the function: 1;
Secretary for each manager with responsibility on more than 100
employees: 1;
Average % of General Activities FTE on total FTE: 0.6%;
Average % of Facility Management FTE on staff FTE: 1.7%;
Average nr. of Fleet Management FTE per $B1 revenues: 140;
Average % of Asset Management FTE on staff FTE: 0.3%;
Average nr. of Asset Management FTE per $B1 revenues: 140;
Average % of Security Management FTE on total FTE: 5%.
12.2 Sizing
The property & General Services function has been estimated to require 825
resources, distributed among function offices in the following way (Figure 12):
Property & General Services: 2 FTE (Director and secretary);
General activities: 60 FTE;
Facility Management: 30 FTE (1 Manager, 29 officers);
Fleet Management: 113 FTE (1 Manager, 1 Secretary, 111 employees);
Property Management: 2 FTE (Director and secretary);
Asset Management: 5 FTE;
Asset Maintenance: 112 FTE;
Security Management: 501 FTE (1 Manager, 1 secretary, 499
employees).

Organization Sizing

Page 34 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Property & General Services


Overview
Tot. FTE:
825

Corporate
Service
Manager

Property &
General
Services

60
General
activities

30
Facility
Management

1+1

1+
1+
112
1
Fleet
Property
Management
management

5
Asset
management

1+
500
Security
Management

112
Asset
maintenance

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 12

Organization Sizing

Page 35 of 42

Ethiopian Electric Power Corporation business processes and organization design project

12.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.

ROLE
Property and general services director
Secretary
General activities manager
Mail service officer
Mail clerk
Archive officer
Archivist
Facility manager
Facility site officer
Facility site operator
Property manager
Secretary
Asset management supervisor
Technical asset officer
Civil asset officer
Asset maintenance supervisor
Asset maintenance officer
Asset maintenance operator
Fleet manager
Secretary
Fleet administration officer
Fleet administration clerk
Automotive superintendent
Automotive inspector
Security manager
Secretary
Security officer
Security guards
Administrative officer
Economist
Risk analyst
Geologist

Organization Sizing

# FTE
1
1
1
5
30
5
19
1
15
14
1
1
1
2
2
1
11
100
1
1
5
16
15
75
1
1
10
466
16
2
4
1

Page 36 of 42

Ethiopian Electric Power Corporation business processes and organization design project

13. ENERGY MANAGEMENT


13.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Nr. of director of the function: 1;
Secretary for the director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Expected annual production (GWh): 29.000;
Number of ICS fuel based plant: 5;
Number of SCS fuel based plant: 10;
Contract FTE per contract type (i.e. energy purchase, energy sale, fuel
purchase): 2;
Energy produced (GWh) per Energy Portfolio FTE: 1.841;
Fuel Logistic FTE per ICS fuel based plant: 1;
Fuel Warehouse FTE per ICS and SCS fuel based plant: 1;
Contract administration FTE per contract type (i.e. energy purchase,
energy sale, fuel purchase): 1.

13.2 Sizing
On the basis of the described assumptions, the Energy Management function is
composed of 42 resources, distributed among the offices as illustrated in
Figure 13:
Chief of Energy Management: 2 FTE (Director and secretary);
Energy and Fuel Contracts Director: 9 FTE;
Energy Portfolio & Logistics Director: 2 FTE;
Energy Portfolio Manager: 16 FTE;
Fuel Logistics & Warehousing Manager: 15 FTE;
Fuel Warehouse Supervisor: 5 FTE;
Administrative Support Manager: 3 FTE.

Organization Sizing

Page 37 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Energy Management
Overview
Tot. FTE:
52
CEO

1+1
Energy
Management

6+3
Energy and fuel
contracts

1+1
En. Portfolio &
Logistics

16
Portfolio
Management

3
Administrative
support

5
Fuel logistics &
Warehousing

15
Warehouse

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

15

Figure 10

Organization Sizing

Page 38 of 42

Ethiopian Electric Power Corporation business processes and organization design project

13.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Energy Management
Secretary of Chief of Energy Management
Energy and Fuel Contracts Director
Secretary of Energy and Fuel Contracts Director
Energy and Fuel contract managers
Energy Portfolio & Logistics Director
Secretary of Energy Portfolio & Logistics Director
Energy Portfolio Manager
Senior portfolio management Engineer
Fuel Logistics & Warehousing Manager
Fuel Warehouse Supervisor (ICS & SCS)
Administrative Support Manager

Organization Sizing

# FTE
1
1
1
1
7
1
1
1
15
5
15
3

Page 39 of 42

Ethiopian Electric Power Corporation business processes and organization design project

14. GENERATION
14.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Number of plant: 36;
Number of Regional Unit: 15;
Expected annual production (GWh): 29.000;
Total installed capacity (MW): 7.860;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Average logistic FTEs as a % of generation FTEs: 2,35%;
Installed capacity (MW) per generation engineering FTE: 260;
Plant director FTE per plant: 2;
Energy produced (GWh) per plant Operation Control & Planning FTE:
185;
Energy produced (GWh) per plant operations FTE: 28;
Warehouse FTE per Plant: 1,5;
Plant Maintenance and Works Manager per plant: 1;
Installed capacity (MW) per plant Electrical Works FTE: 44;
Installed capacity (MW) per plant Mechanical Works FTE: 36;
Installed capacity (MW) per plant Construction Works FTE: 56.

Organization Sizing

Page 40 of 42

Ethiopian Electric Power Corporation business processes and organization design project

14.2 Sizing
The previous assumptions lead to an estimated need of 1.544 FTE for the
Generation function, employed in (Figure 14):

Chief of Generation Operations (Chief and secretary): 2 FTE;


Generation Logistics & Warehousing Manager: 36 FTE;
Generation Technical Area & Engineering Director: 30 FTE;
Plant Director: 72 FTE;
Plant Operation Control & Planning Manager: 102 FTE;
Plant Operations Manager: 675 FTE;
Plant Warehouse Supervisor: 54 FTE;
Plant Maintenance and Works Manager: 36 FTE;
Plant Electrical Works Supervisor: 179 FTE;
Plant Mechanical Works Supervisor: 218 FTE;
Plant Construction Works Supervisor: 140 FTE.

Generation
Overview
Tot. FTE:
1.544

CEO

1+1
Generation
operations
36

30
Technical Area &
Engineering

Logistics &
Warehousing

36+36
Plant
Plant

675
Operations

102
Op. Control &
Planning
54

36
Maintenance and
works

Warehouse

179
Electrical works

218
Mechanical
works

140
Construction
works

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 11

Organization Sizing

Page 41 of 42

Ethiopian Electric Power Corporation business processes and organization design project

14.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Generation Operations
Secretary
Generation Logistics & Warehousing Manager
Logistics officer
Generation Technical Area & Engineering Director
Generation Operations Electrical Engineer
Generation Operations Environmental Engineer
Generation Operations Electro-Mechanical Engineer
Generation Operations Civil Engineer
Generation Operations Geologist
Plant Director
Secretary
Plant Operation Control & Planning Manager
Senior Plant Operation Control & Planning Engineer
Plant Operation Control & Planning Engineer
Plant Operations Manager
Senior Plant Operation Engineer
Plant Operation Engineer
Plant Warehouse Supervisor
Warehouse officer
Incoming material officer
Material return administrator
Plant Maintenance and Works Manager
Plant Electrical Works Supervisor
Senior Generation Electrical Maintenance Operator
Generation Electrical Maintenance Operator
Plant Mechanical Works Supervisor
Senior Generation Mechanical Maintenance Operator
Generation Mechanical Maintenance Operator
Plant Construction Works Supervisor
Senior Generation Constructions Maintenance Operator
Generation Constructions Maintenance Operator

Organization Sizing

# FTE
1
1
1
35
1
8
2
9
8
2
36
36
36
18
48
36
180
459
1
36
11
6
36
36
36
107
36
36
146
36
36
68

Page 42 of 42

Ethiopian Electric Power Corporation business processes and organization design project

15. TRANSMISSION
15.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:

Number of Regional Unit: 15;


Average new transmission network per year: 773;
Number of Transmission substations: 128;
Total Transmission Network length (Km): 15.236;
Point of Distribution (Transmission): 1.000;
Expected annual production (GWh): 29.000;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Annual dispatched energy (GWh) per dispatching FTE: 1.074;
Average logistic FTEs as a % of transmission FTEs: 4,0%;
Network km per Maintenance & Conduction Engineers: 900;
Network km per Technical Meter Engineers: 300;
New network km per Project Engineers: 25;
Network km per Control room FTE: 500;
Network and Substations Manager per Regional Unit: 1;
Network km per Network and Substations Engineers: 300;
Number of operators per substation: 4;
Network km per Emergency & Maintenance FTE: 100;
Warehouse FTE per Regional Unit: 3;
Transmission Meter Manager per Regional Unit: 1;
Control operators per Regional Unit: 0,25;
Number of metering operations FTE per Regional Unit: 3;
Number of readers per Regional Unit: 2.

Organization Sizing

Page 43 of 42

Ethiopian Electric Power Corporation business processes and organization design project

15.2 Sizing
The previous assumptions lead to an estimated need of 1.095 FTE for the
Transmission function, employed in (Figure 15):

Chief of Transmission Operations (Chief and secretary): 2 FTE;


Dispatching Director: 27 FTE;
Transmission Logistics & Warehousing Manager: 36 FTE;
Transmission Technical Area & Engineering Director (Director and
secretary): 2 FTE;
Transmission Maintenance & Conduction Manager: 17 FTE;
Transmission Technical Meter Manager: 51 FTE;
Transmission Engineering Manager: 31 FTE;
Transmission Control Room and Technical Call Center Manager: 30 FTE;
Transmission Regional Unit Director (Director and secretary): 30 FTE;
Transmission Network and Substations Manager: 15 FTE;
Transmission Network and Substations Engineering Supervisor: 51 FTE;
Transmission Substations Supervisor: 512 FTE;
Transmission Emergency & Maintenance Supervisor: 152 FTE;
Transmission Warehouse Supervisor: 45 FTE;
Transmission Meter Manager: 15 FTE;
Transmission Control Supervisor: 4 FTE;
Transmission Operations Supervisor: 45 FTE;
Transmission Reading Supervisor: 30 FTE.

Organization Sizing

Page 44 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Transmission
Overview
Tot. FTE:
1.095

CEO

1+1

Transmission
operations

27

1+1

Technical Area
& Engineering

Dispatching

Logistics &
Warehousing

17
51
Maintenance
Meter
& conduction
management

36

Regional unit
direction

31

Engineering

15

Engineering

512

Substations

30

15+15

15

Network and
substations
51

Control room
and call
center

Meter
management
152
Emergency &
Maintenance

45

Warehouse
Warehouse

Control

45

Operations

30

Reading

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

11

Figure 12

Organization Sizing

Page 45 of 42

Ethiopian Electric Power Corporation business processes and organization design project

15.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Transmission Operations
Secretary
Dispatching Director
Senior Transmission Dispatching Engineer
Transmission Dispatching Engineer
Transmission Logistics & Warehousing Manager
Logistics officer
Transmission Regional Unit Director
Secretary
Transmission Technical Area & Engineering Director
Secretary
Transmission Maintenance & Conduction Manager
Senior Transmission Maintenance & Conduction Engineer
Transmission Maintenance & Conduction Engineer
Transmission Technical Meter Manager
Senior Transmission Meter Management Engineer
Transmission Meter Management Engineer
Transmission Engineering Manager
Transmission Operations Electrical Engineer
Transmission Operations Environmental Engineer
Transmission Operations Electro-Mechanical Engineer
Transmission Operations Civil Engineer
Transmission Operations Geologist
Trans. Control Room and Technical Call Center Manager
Senior Control Room and Call Center Operator
Control Room and Call Center Operator
Transmission Network and Substations Manager
Trans. Network and Substations Engineering Supervisor
Transmission Network & Substation Civil Engineer
Transmission Network & Substation Electrical Engineer
Transmission Substations Supervisor
Senior Transmission Substation Electrical Engineer
Transmission Substation Electrical Engineer
Transmission Emergency & Maintenance Supervisor
Senior Trans. Emergency & Maintenance Electrical Engineer
Organization Sizing

# FTE
1
1
1
5
21
1
35
15
15
1
1
1
4
12
1
10
40
1
9
2
9
8
2
1
5
24
15
15
21
15
15
125
372
15
34
Page 46 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Transmission Emergency & Maintenance Electrical Engineer


Transmission Warehouse Supervisor
Warehouse officer
Incoming material officer
Material return administrator
Transmission Meter Manager
Transmission Control Supervisor
Transmission Meter Managment Control Senior Expert
Transmission Operations Supervisor
Senior Transmission Operation Electrical Engineer
Transmission Operation Electrical Engineer
Transmission Reading Supervisor
Senior Transmission Meter Reading Expert
Transmission Meter Reading Expert

Organization Sizing

103
1
29
9
6
15
1
3
15
5
25
15
3
12

Page 47 of 42

Ethiopian Electric Power Corporation business processes and organization design project

16. DISTRIBUTION
16.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Number of Regional Unit: 15;
Average new connection per year: 420.000;
Average new distribution network per year: 31.200;
Total Distribution Network length (Km): 282.000;
Point of Distribution (Distribution): 4.000.000;
Number of Medium Voltage substations (estimate): 600;
Nr. of director of the function: 1;
Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
Average logistic FTEs as a % of distribution FTEs: 2,0%;
Network km per Maintenance & Conduction Engineers: 10.000;
Network km per Technical Meter Engineers: 7.000;
New network km per Project Engineers: 600;
Network km per Control room FTE: 10.000;
Network and Substations Manager per Regional Unit: 1;
Network km per Network and Substations Engineers: 6.000;
Number of operators per substation: 1,15;
Medium voltage network km per Emergency & Maintenance FTE: 360;
Low voltage network km per Emergency & Maintenance FTE: 330;
Warehouse FTE per Regional Unit: 3;
Distribution Meter Manager per Regional Unit: 1;
Control operators per Regional Unit: 2;
Number of metering operations FTE per new connections per year: 700;
Meter reading per FTE per month: 1750;
Meter reading frequency (months): 3.

Organization Sizing

Page 48 of 42

Ethiopian Electric Power Corporation business processes and organization design project

16.2 Sizing
The previous assumptions lead to an estimated need of 3.318 FTE for the
Distribution function, employed in (Figure 16):

Chief of Distribution Operations (Chief and secretary): 2 FTE;


Distribution Logistics & Warehousing Manager: 75 FTE;
Distribution Technical Area & Engineering Director (Director and
secretary): 2 FTE;
Distribution Maintenance & Conduction Manager: 28 FTE;
Distribution Technical Meter Manager: 40 FTE;
Distribution Engineering Manager: 36 FTE;
Distribution Control Room and Technical Call Center Manager: 28 FTE;
Distribution Regional Unit Director (Director and secretary): 30 FTE;
Distribution Network and Substations Manager: 15 FTE;
Distribution Network and Substations Engineering Supervisor: 70 FTE;
Distribution Substations Supervisor: 690 FTE;
Distribution Emergency & Maintenance Supervisor (MV): 46 FTE;
Distribution Emergency & Maintenance Supervisor (LV): 804 FTE;
Distribution Warehouse Supervisor: 45 FTE;
Distribution Meter Manager: 15 FTE;
Distribution Control Supervisor: 30 FTE;
Distribution Operations Supervisor: 600 FTE;
Distribution Reading Supervisor: 762 FTE.

Organization Sizing

Page 49 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Distribution
Overview
CEO

Tot. FTE:
3.318

1+1
Distribution
operations
75
Logistics &
Warehousing

1+1
Technical Area &
Engineering

28
Maintenance &
conduction

40
Meter
management

36
Engineering

28
Control room
and call center

15+15
Regional unit
direction
15

15

Network and
substations

70
Engineering

690
Substations

Meter
management

46
804
Emergency &
Emergency &
Maintenance (MV) Maintenance (LV)

45
Warehouse

30
Control

600
Operations

762
Reading

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 13

Organization Sizing

Page 50 of 42

Ethiopian Electric Power Corporation business processes and organization design project

16.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Distribution Operations
Secretary
Distribution Logistics & Warehousing Manager
Logistics officer
Distribution Technical Area & Engineering Director
Secretary
Distribution Maintenance & Conduction Manager
Electrical Engineer Senior
Electrical Engineer Junior
Civil Engineer Senior
Civil Engineer Junior
Mechanical Engineer Senior
Mechanical Engineer Junior
Analyst
Distribution Technical Meter Manager
Technical engineer
Electrician
Sr. Technical Engineer
Distribution Engineering Manager
Distr. Control Room and Technical Call Center Manager
Technical engineer
Electrician
Sr. Technical Engineer
Distribution Regional Unit Director
Secretary
Distribution Network and Substations Manager
Distr. Network and Substations Engineering Supervisor
Distribution Substations Supervisor
Distribution Substations Electrical Engineer
Distribution Substations Electrician
Distribution Substations Mechanical Engineer
Distribution Substations Civil Engineer
Distribution Emergency & Maintenance Supervisor (MV)
Distribution Substations Electrical Engineer
Distribution Substations Electrician
Organization Sizing

# FTE
1
1
1
74
1
1
1
3
5
3
5
3
5
3
1
8
19
12
36
1
6
13
8
15
15
15
70
60
100
370
80
80
5
10
15
Page 51 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Distribution Substations Mechanical Engineer


Distribution Substations Civil Engineer
Distribution Emergency & Maintenance Supervisor (LV)
Distribution Substations Electrical Engineer
Distribution Substations Electrician
Distribution Substations Mechanical Engineer
Distribution Substations Civil Engineer
Distribution Warehouse Supervisor
Warehouse officer
Incoming material officer
Material return administrator
Distribution Meter Manager
Distribution Control Supervisor
Meter Management Control Analyst
Distribution Operations Supervisor
Meter Management Operations Electrical Engineer
Meter Management Operations Electrician
Meter Management Operations Sr. Civil Engineer
Meter Management Operations Jr. Civil Engineer
Meter Management Operations Sr. Mechanical Engineer
Meter Management Operations Jr. Mechanical Engineer
Distribution Reading Supervisor
Meter Management Reading Sr. reader
Meter Management Reading Jr. reader

Organization Sizing

8
8
90
120
390
102
102
1
29
9
6
15
15
15
15
60
375
15
60
15
60
15
180
567

Page 52 of 42

Ethiopian Electric Power Corporation business processes and organization design project

17. SUPPLY
17.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Secretary and support staff for the chief of the function: 1;
Secretary for each director and manager with responsibility on more
than 100 employees: 1;
Average nr. of strategic marketing, operative marketing and operating
reporting and planning estimated on the basis of the expected workload;
Average nr. of billing FTE per 100.000 customers: 2,5;
Average nr. of credit management FTE per 100.000 customers: 1;
Average nr. of back office FTE per every 10 front office FTE: 1;
Average nr. of contacts managed monthly by each call center FTE: 800;
Average % of total customers using call center every month: 5%;
Average nr. of account managers per 20 key accounts: 1;
Average nr. of regional unit managers per region: 1;
Average nr. of minutes to serve a customer in district offices every 2
months: 5.
17.2 Sizing
The Supply function has been estimated to require 1.899 resources, distributed
among function offices in the following way (Figure 17):
Supply Direction: 2 FTE (Chief and secretary);
Marketing & Reporting: 2 FTE (Manager and secretary);
Strategic Marketing: 3 FTE
Operational Marketing: 5 FTE
Operating Reporting and Planning: 5 FTE;
Operations: 2 FTE (Manager and secretary);
Billing: 160 FTE (1 Manager, 1 Secretary and 158 Officers);
Credit Management: 41 FTE;
Back Office: 276 FTE (1 Manager 274 Officers and 1 Secretary);
Call Center: 26 FTE;
Central Management of Key Accounts: 2 FTE (Manager and secretary);
Regional Management of Key Accounts: 34 FTE;
Mass Market: 2 FTE (Manager and secretary);
Regional Unit Direction: 30 FTE (1 Manager and 1 secretary for each
region);
District Office: 1310 FTE.

Organization Sizing

Page 53 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Supply
Overview
Tot. FTE:
1.899

CEO

1+1

Marketing &
Reporting
3

Strategic
marketing

Operative
marketing

Supply
Direction

1+1

1+1

Operations
Operating
reporting and
planning

1+
159

Billing

Back Office

26

Call center

Central mgmt 1+1


of key
accounts

Regional
mgmt of key
accounts

41

Credit
Management

1+
275

1+1

Mass market

15+15

34

Regional unit
direction
1310

District Office
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

12

Figure 17

Organization Sizing

Page 54 of 42

Ethiopian Electric Power Corporation business processes and organization design project

17.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of supply
Secretary
Marketing and reporting director
Secretary
Strategic marketing manager
Senior expert strategic marketing
Strategic marketing analyst
Operating reporting and planning manager
Senior sales and planning analyst
Sales planning analyst
Operative marketing manager
Product portfolio analyst
Customer data analyst
Communication officer
Supply operations director
Secretary
Billing manager
Senior billing operator
Billing operator
Billing assistant accountant
Credit manager
Credit management senior financial officer
Credit management financial officer
Back office supervisor
Secretary
Back office analyst
Back office representative
Call center supervisor
Call center operator
Key account director
Secretary
Regional key account manager
Director of mass market
Secretary
Regional unit manager
Secretary
Organization Sizing

# FTE
1
1
1
1
1
1
1
1
1
3
1
2
1
1
1
1
1
15
35
109
1
7
33
1
1
2
272
1
25
1
1
34
1
1
15
15
Page 55 of 42

Ethiopian Electric Power Corporation business processes and organization design project

District office supervisor


Customer service representative

Organization Sizing

300
1010

Page 56 of 42

Ethiopian Electric Power Corporation business processes and organization design project

18. UEAP
18.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:

Nr. of director of the function: 1;


Nr. of manager for each 3rd-level office: 1;
Secretary for the director of the function: 1;
New distribution network per year managed by UEAP (estimate): 9.360;
Average Planning FTEs as a % of total FTEs: 0,04;
New network km per Project Engineers: 500;
New network km per Logistics & Warehouse: 200;
New network km per Project Manager: 150;

18.2 Sizing
The previous assumptions lead to an estimated need of 135 FTE for the UEAP
function, employed in (Figure 18):

Chief of Universal Electric Access Program (Chief and secretary):: 2 FTE;


UEAP Planning Manager: 5 FTE;
Engineering Manager: 19 FTE;
UEAP Logistics & Warehousing Manager: 47 FTE;
Government Financed Projects Manager: 31 FTE;
International Financed Projects Manager: 31 FTE.

Organization Sizing

Page 57 of 42

Ethiopian Electric Power Corporation business processes and organization design project

UEAP
Overview
Tot. FTE:
135
CEO

1+1
UEAP

5
Planning

47
Logistics &
Warehousing

19
Engineering

31

31

Gov. financed
projects

Intern. financed
projects

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Figure 18

Organization Sizing

Page 58 of 42

Ethiopian Electric Power Corporation business processes and organization design project

18.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.

ROLE
Chief of Universal Electric Access Program
Secretary
Logistics & Warehousing
UEAP Warehouse supervisor
UEAP Logistics officer
Planning Manager (UEAP)
Planning Officer
Engineering Manager (UEAP)
UEAP Division Electrical Engineer
UEAP Division Electro-Mechanical Engineer
UEAP Division Civil Engineer
UEAP Division Environmental Engineer
Government Financed Projects Manager
UEAP Government Projects Senior Electrical Engineer
UEAP Government Projects Senior Civil Engineer
UEAP Govt. Projects Senior Electro-Mechanical Engineer
International Financed Projects Manager
UEAP Int'l Financed Projects Senior Electrical Engineer
UEAP Int'l Financed Projects Senior Civil Engineer
UEAP Int'l Financed Projects Sr. Electro-Mechanical Engineer

Organization Sizing

# FTE
1
1
1
10
36
1
4
1
9
5
3
1
1
18
7
5
1
18
7
5

Page 59 of 42

Ethiopian Electric Power Corporation business processes and organization design project

19. CONSTRUCTIONS
19.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Nr. of chief of the function: 1;
Nr. of directors for each 3rd-level office: 1;
Secretary for the chief of the function: 1;
Secretary for each 3rd-level director: 1;
New transmission line Km per year: 773;
Average Km managed by each Transmission & Substation FTE: 12;
New distribution line Km per year: 31.200;
Average Km managed by each Distribution Constructions FTE: 666;
Average % of Transmission & Substations FTE employed in Civil work:
55%;
Average % of Distribution FTE employed in Civil work: 20%.
19.2 Sizing
The previous assumptions lead to an estimated need of 113 FTE for the
Constructions function, employed in (Figure 19):

Chief of Constructions: 2 FTE (Chief and secretary);


Transmission & Substations Constructions Director: 2 FTE (Chief and
secretary);
Civil Constructions Manager (Transmission & Substations): 34 FTE;
Electro-Mechanical Constructions Manager (Transmission & Substations):
28 FTE;
Distribution Constructions Director: 2 FTE (Chief and secretary);
Civil Constructions Manager (Distribution): 9 FTE;
Electro-Mechanical Constructions Manager (Distribution): 36 FTE.

Organization Sizing

Page 60 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Constructions
Overview

CEO

1+1

Constructions

1+73

1+36

Transmission
& Substations

Distribution

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

110

Figure 19

Organization Sizing

Page 61 of 42

Ethiopian Electric Power Corporation business processes and organization design project

19.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Constructions
Secretary
Transmission & Substations Constructions Director
Secretary
Trans. & Subs. Constructions Electro-Mechanical Engineer
Trans. & Subs. Constructions Civil Engineer
Trans. & Subs. Constructions Electro-Mechanical Technician
Trans. & Subs. Civil Constructions Worker
Distribution Constructions Director
Secretary
Distribution Constructions Electro-Mechanical Engineer
Distribution Constructions Civil Engineer
Distribution Constructions Electro-Mechanical Technician
Distribution Civil Constructions Worker

Organization Sizing

# FTE
1
1
1
1
13
13
40
6
1
1
8
3
20
4

Page 62 of 42

Ethiopian Electric Power Corporation business processes and organization design project

20. Equipment Production


20.1 Main drivers and assumptions
The sizing for the function has been estimated on the basis of the following
assumptions:
Nr. of chief of the function: 1;
Secretary for the chief of the function: 1;
New distribution network km per year: 31.200;
Average new network km managed per Equipment Production FTE: 110;
Average Customer Management FTEs as a % of Production FTEs: 20%;
Average Equipment Production Logistics & Warehousing FTEs as a % of
Production FTEs: 7%;
Average Product Development FTEs as a % of Production FTEs: 14%;
Average Production & Planning FTEs as a % of Production FTEs: 58%.
20.2 Sizing
The previous assumptions lead to an estimated need of 284 FTE for the
Equipment Production function, employed in (Figure 20):

Chief of Equipment Production: 2 FTE (Chief and secretary);


Equipment Production Customer Manager: 57 FTE;
Logistics & Warehousing Manager: 20 FTE;
Product Development Manager: 40 FTE;
Production & Planning Manager: 165 FTE.

Organization Sizing

Page 63 of 42

Ethiopian Electric Power Corporation business processes and organization design project

Equipment Production
Overview
Tot. FTE:
284

CEO

Equipment
production

57
Customer
management

20

Logistics and
warehousing

40
Product
development

165
Production
and planning

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

20

Figure 20

Organization Sizing

Page 64 of 42

Ethiopian Electric Power Corporation business processes and organization design project

20.3 Lower levels sizing


The following table presents the estimated sizing to be adopted for lower levels
of the organization. The estimation has been performed on the basis of
international best practices and benchmark and of Bain experience with
utilities sector companies. Proposed sizing takes into account EEPCO and
Ethiopian context peculiarities.
ROLE
Chief of Equipment Production
Secretary
Equipment Production Customer Management Director
Equipment Production Senior Customer Manager
Equipment Production Customer Manager
Logistics & Warehousing Manager
Product Development Director
Senior Product Development Electrical Engineer
Product Development Electrical Engineer
Senior Product Development Mechanical Engineer
Product Development Mechanical Engineer
Senior Product Development Civil Engineer
Product Development Civil Engineer
Production & Planning Director
Secretary
Senior Production Planner
Production Planner
Production Engineer
Production Worker
Maintenance Planner
Maintenance Worker

Organization Sizing

# FTE
1
1
1
15
41
20
1
3
12
3
11
2
8
1
1
5
10
15
98
5
30

Page 65 of 42

Ethiopian Electric Power Corporation business processes and organization design project

21. ORGANIZATION OVERVIEW


21.1 Sizing
EEPU organization has been estimated to require 10.175 resources, distributed
in the following way (Figure 21):
CEO: 2 FTE;
Engineering: 57 FTE;
Strategy & Investments: 17 FTE;
External Relations: 26 FTE;
Legal: 30 FTE;
CFO: 2 FTE;
Administration, Finance & Control: 274 FTE;
Procurement, Logistics & Warehousing: 152 FTE;
Tariffs & EEA Relations: 10 FTE;
Corporate Service Manager: 2 FTE;
ICT: 181 FTE;
HR: 141 FTE;
EHS & Quality: 21 FTE;
Property & General Services: 825 FTE;
Energy Management: 52 FTE;
Generation Operations: 1.544 FTE;
Transmission Operations: 1.095 FTE;
Distribution Operations: 3.318 FTE;
Supply: 1.900 FTE;
UEAP: 135 FTE;
Constructions: 113 FTE;
Equipment Production: 284 FTE.

Organization Sizing

Page 66 of 42