Page 18 - Energize Issue 1 2023

VIEWS AND OPINION

reflecting world class performance levels, for meaning adds value in two senses of the word. First humans are meaning-making
inter alia including Energy Availability machines who find inherent value in making sense out of life. The meaning we make of
Factor (“EAF”) = 90%, PCLF = 7% and UCLF an experience determines the impact on us and can turn disaster into an opportunity, loss
= 3%. Eskom at the time was one of the into hope, failure into learning, boredom into reflection. The meaning we create can make
top five performing power utilities in the life feel rich and full regardless of our external circumstances or give us the courage to
world in virtually all categories and/or change our external circumstances. When we find meaning in our work, we find meaning
metrics. in life.
Though it was the envy of many global The Ulrichs continue to elaborate that in addition to inherent value, meaning has
power utilities it was also admired and market value. Meaningful work resolves real problems, contributes real benefits, and thus
respected by these utilities. Eskom also adds real value to customers and investors. Employees who find meaning in their work
had many inhouse developed technical, are more satisfied, more engaged, and in turn productive. They work harder, smarter,
engineering policies, procedures, and more passionately and creatively. They learn and adapt. They are more connected to
systems that other global utilities were customer needs. They also stick around. Good leaders invest in meaning-making not only
utilising through, for example, the because it is profitable. Making sense can also make cents.
Engineering Power Research Institute They also define an “abundant” organisation as an organisation with a work setting
(“EPRI”) membership. Besides some of in which individuals coordinate their aspirations and actions to create meaning for
the various technologies the Eskom’s themselves, value for stakeholders, and hope for humanity at large. An abundant
Sustainability Index and Long-Term Plant organisation is one that has enough and to spare of the things that matter most:
Indicators (“LRPHIs”) were also global creativity, hope, resilience, determination, resourcefulness and leadership.
firsts that added significant value to I am still closely involved with Eskom and again without any fear or favour, attribute
Eskom Generation’s business. this plummeting of Eskom’s performance besides the so-called poverty of electrons,
I argue that besides all the top- energy capacity, money to a human resources issue. Besides losing several competent
notch policies, processes, systems, and experienced Eskom Generation staff in the last few years I further argue that the
training and development programmes productivity of current Eskom Generation staff (though many are trying to give their best)
that had contributed to Eskom’s world has also reduced drastically because of the significant or rapid deterioration in the Eskom
class performance at the time, a major Generation operating environment or landscape.
contributor was also the world class Many of them, especially their core staff, have lost their sense of meaning, purpose,
employees, leadership, management, motivation, creativity, resilience, determination, resourcefulness and indeed leadership.
technical, engineering staff, etc that Many of them will leave Eskom if they can find another job to their preference. I believe
worked for Eskom and especially Eskom further that these dire human resources situation parameters or characteristics are a
Generation at the time. Eskom was a major contributor to the drop in Eskom Generation’s performance.
company of choice and attracted many In essence I am of the opinion that “the soul of Eskom is now virtually destroyed and
excellent resources especially technical needs urgent fixing”.
resources and investment. I recall that at I contend that Eskom Generation’s human resources predicament now reflects several
one time Eskom’s investment rating was organisational pathologies which if not attended to as a matter of urgency could further
higher than the government’s sovereign exacerbate Eskom Generation’s current performance, resulting potentially in the collapse
rating. These employees, including myself, of Eskom Generation, as a worst-case scenario.
were fortunate at the time to be working An organisational pathology is a broad concept that includes any internal aspect,
in an environment wherein they were characteristic, irregularity, inefficiency or dysfunction of an organisation that could
able to give of their best, finding meaning, threaten the survival of the organisation.
happiness, fulfilment, purpose and so on,
in their work, but most importantly they The following are some other examples of organisational pathologies (also reflective of a
were also supported and empowered by destroyed company’s soul):
the Eskom leadership at the time. • Corruption
Hence it is mindboggling and shocking • Arrogance of power
(but maybe not surprising) that Eskom • Excessive dependence on procedures
in the last 15 years has plummeted to • Failure to see ties between organisational outlay and effects
being one of the world’s worst performing • Lack of any will to learn and acquire new knowledge from employees
power utilities wherein its EAF is now • Shifting the responsibility for mistakes to others
around 50% out of a dispatchable capacity • Surrendering to the herd effect,
of 48 GW and robust and or intense load • The ignoring of minor signals,
shedding is the norm, with an electricity • Concentration on the symptoms of the problem, not their causes,
grid that could potentially collapse at any • Shortening the time horizon for decisions,
time if no urgent serious action is taken • Lack of vision and reactivity, and
by Eskom and its shareholder. It’s sad that • A quest for novelties and disregard for tested solutions
Eskom’s now considered as a power utility
with pariah status. (Source: “Organisational pathologies under conditions of economic downswing” by Jacek
The Ulrichs argue that the search Pasieczny, University of Warsaw)

energize | Issue 1 2023 | 18