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April 15, 2009: Appointed four Deputy COOs to reorganize the entire distribution company into four integrated operating divisions. Four Deputy COOs to Head Divisions Chief Operating Officer Jan Abbas Zaidi announced on March 2nd, 2009 the appointment of four Deputy COOs (DCOOs) that will work towards reorganizing KESC, over the next six months, into four integrated operational Divisions. The DCOOs will be responsible for all maintenance and commercial operations within their Division, each of which will include more than 500,000 customers. A brief biographical sketch of each is as follows: Syed Muhammad Taha, Region 1 BE (Mechanical), MBA; Over 16 years of experience in project management, network expansion, retail, marketing and cards business along with corporate planning and corporate affairs in the energy sector. Attended workshops related to power sector management and regulations. Qazi Tameez Ahmed, Region 2 MA (Econ), Banking Diploma (DIBP); 26 years of vast banking experience, domestic and internationally as Country Head Liability Marketing & Regional Head Sindh/ Baluchistan. UBL and KASB Banks (He has been with KESC for the last two years, actively involved with in recovery of the old pending arrears / payments.) Amer Zia, Region 3 B.E. & MS(Electrical), M.B.A; 22 years experience in the power sector including 14 years in distribution operations, planning and engineering; 8 years in regulatory affairs of Pakistan; Attended numerous electrical/utility lectures/ programs within and outside Pakistan. Director Consumer Affairs NEPRA. Abdus Sami, Region 4 BE (Communication), MBA; over 14 years of experience in industrial sales, project management and retail network maintenance in the power sector. Part of the Caterpillar Inc USA team for setting up base load and continuous power generation applications in the industrial sector. Instigated over thirty sessions of Transformation Leadership Meetings, reaching over 900 officers. Instigated 35 sessions of transformation leadership management in which 1200 participants participated. There were issues discussed ranging from the current challenges facing KESC from employee perception, stakeholders perception and customers perception. What perception do these individuals have about KESC and how would they rate the organization. A gap analysis was initiated on a scale of one to five on different areas for improvement. Adhocism –no policy procedure and lack of training were the two main improvement areas by employees. CEO held ‘Town Hall’ meetings with top leadership to cascade the new vision. This was held on November 4, 2008 at the Institute of Bankers, where all the general management was present. Over one hundred and twenty participants participated in this event, where the CEO outlined where KESC was currently and what challenges it has to face in its journey to success. The next meeting was conducted at Bin Qasim, where top management of generation officers were invited. This was an open forum of communication for a new vision to the employees.