UNIT: MKT501 –

Introduction to Marketing
Tutorial Day: Monday Afternoon 6-9pm

Alanieta Rasovo - 2010002331

Losalini Ligani - 2006001111
Paulini Racaca - 2006002221
Aayash Lal - 2020003802
Mere Bale - 2006005436
Mosese Baleikia - 2009006009

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 Table of Contents:
Table of Contents
Cover Page 1
Acknowledgement 3
Statement of Declaration 4
Introduction …5-6
Aim / Objectives 7
Background 7-8
Methodology………………………………………………………………………………………9
Literature Review …………………………………………………………………………….9-10
Analysis/Findings ……………………………………………………………………………….11
Overall planning process …………………………………………………………….11-15
Internal and External Environment ………………………………………………….15-19
Roles and skills of managers ………………………………………………………...20-22
Managerial Decision making…………………………………………………………22-24
Recommendations ……………………………………………………………………………. ...25
Conclusions ……………………………………………………………………………………...26
Bibliography / References ……………………………………………………………………….27

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Acknowledgement
The preparation of this important project would not have been possible without the support, hard
work and endless efforts of many individuals. We also thank our tutor Mrs Rajini Kuar for
giving us an opportunity to do this assignment and study Energy Fiji Limited and the
Management functions it embraces.

We acknowledge the following personal for their assistance in providing relevant information,
from the annual report and personal interviews that has enabled our group to compile and
complete this project assignment.

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Statement of Declaration

We as group members hereby declare that this project assignment is entirely prepared and
compiled by our great team work and the work is an original report done by our group under the
guidance of Unit Leader, Customer Service/Contact Centre, Mrs Racaca and the EFL 2018 and
2016 annual report that has enable the group to compile and submit this project assignment.

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Introduction
Fiji Electricity Authority (FEA) was corporatized into Energy Fiji Limited (EFL) on 16 April
2018, a public organization restricted by shares, and was enrolled under the Companies Act as
per guidelines that were gazette. [CITATION htt20 \l 1033 ] EFL has additionally been selected as
the replacement substance of FEA. One of the key destinations of the corporatization of FEA is
to give a chance to Fijians to share the financial advantages of FEA and rundown the recently
corporatized element on the South Pacific Stock Exchange which will advance the improvement
of Fiji's capital business sectors. In March 2017, another Electricity Act 2017 was passed by
Parliament and will happen out on the town to be set by the Minister liable for the Electricity Act
2017. [ CITATION Ene \l 1033 ]When the new Electricity Act 2017 becomes effective, the
corporatized FEA will stop its administrative capacities, and such capacities will be attempted by
the Fijian Competition and Consumer Commission.

Energy Fiji Limited like some other association in Fiji and abroad to be effective and for the
supportability of its business the accompanying Management data will be examine and analyzed.

 The Overall Planning Process – EFL’s Mission, Vision, Core Values and its significant to
EFL.
 The Major goal and departmental goal[ CITATION Bar11 \l 1033 ]
 The Major strategy and departmental strategy
 Internal and External Environment
 SWOT Analysis of the organization
 Discuss the characteristic of the environment in which your organization exists
 Demonstrate some of the events and the impact of mega and task environment factors on
EFL.
 Discuss some of the ways of approaches used by EFL to manage the environment
 The Roles and Skills of Managers
 The EFL structure
 Discuss the roles and manager(s) in the structure and the required skills need at that level
 The reasons for allocating such roles and responsibilities to such managers.

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 Managerial Decision Making
 Identify some examples of the crisis and non-crisis problem that could happen in the
organization.
 Discuss some examples of programmed and non-programmed decision-making situation
in the organization.
 Non-rational models are models suggesting information gathering and processing
limitations make it difficult for managers to make optimal decisions. Discuss some of the
non-rational model situation at EFL.
 Describe the situation where EFL have faced the decision escalation. How have managers
handle this decision escalating situation at EFL.

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AIM/OBJECTIVES
The main aim of this project is to:

 examine and analyze the overall planning process for Energy Fiji Limited (EFL)
 clearly explain the internal and external environment
 identify managerial skills and roles
 Importance of managerial decision-making.

Historical Background
The Energy Fiji Limited was set up as a legal body in 1966 and started procedure on the first of
August 1966. By 1978, FEA had assumed control over the Suva City Council's power office,
which was the greatest and most seasoned. After at first serving less than 2500 clients, before the
finish of 2005, EFL was providing power to more than 130,000 clients. Presently, there is around
5 percent development sought after for power gracefully. EFL was entrusted to create and
disperse power to the individuals of Fiji at a low and sensible expense, with a view that all Fiji
residents approach power. FEA's principle work is to produce, send, change, convey, and sell
energy either in mass or to singular clients in any piece of Fiji. Autonomous Power Producers
were likewise urged to create power and they were brought under the FEA's direction and
backing. EFL determined the interest would increment by twofold during the 1970s and as
petroleum derivative costs were heightening, hydroelectricity was a sensible and conceivable
option in contrast to diesel power stations. [CITATION htt20 \l 1033 ]

In 1972 a New Zealand Company, ENEX arranged a definite report and four (4) a long time later
EFL charged Sir Alexander Gibb and Partners to set up a 25-year power customized.

To counterbalance non-renewable energy source imports for power creation in Fiji, the
Monasavu-Wailoa Hydroelectric Project was approved by the Fiji Electricity Authority in 1977
and development started in May 1978. The dam was finished, and the force station appointed in

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1983. Monasavu-Wailoa Dam is in the Naitasiri Province. The Monasavu cost was met through
worldwide and neighborhood subsidizing and Government awards. The task is an emotional
declaration to an assurance to build Fiji's independence in the basic territory of the economy.
From Monasavu two 132 kV (kilo volts) transmission lines (one to Vuda in the west and the
other to Cunningham for Central) were built to gracefully capacity to the fundamental island. At
these two areas – Vuda and Cunningham, voltage drops down from 132 kV to 33 kV at
substations at that point down to 11kv to transformers. From that point it drops to 240 volts for
homegrown and 415 volts for mechanical clients. EFL's vision is "invigorating our country" and
its main goal that "it will give perfect and reasonable energy answers for Fiji and the Pacific.
EFL plans to give all energy through inexhaustible assets by 2011.

With the heightening cost of fuel (which is outside EFL's ability to control) EFL plans to satisfy
new power need with practical energy answers for help guarantee that Fiji Islands have a
protected, persistent, and dependable force flexibly at the most minimal conceivable expense. In
2005, EFL had burned through $65 million on fuel. A little hydro power station in Wainikasou
appointed in 2004 included 6 MW of intensity limit and 18 GWh per annum of sustainable
power source. The 2.8 MW Vaturu hydro conspire includes a further 19 GWh per annum of
sustainable power source.

In 2005, EFL bought another cutting edge $ 26 million Power Plant with an introduced limit of
30MW. The four new Caterpillar diesel generator sets (every one of limit 7.45MW) are outfitted
with Programmable Logic Controls (PLC) guaranteeing more prominent operational and diesel
proficiency. Its self-symptomatic administration frameworks give proactive data to upkeep staff.
These gensets' capacity to run on bio-energizes supports EFL's drawn out technique of giving all
energy provided by EFL through inexhaustible assets as it has the adaptability to use biodiesel.
The $F30 million 10 MW Butoni Wind Power Farm is the most recent sustainable power source
venture which is authorized currently is creating power. The Butoni task will spare the nation
about $ 2.5 million of unfamiliar trade (as we don't need to import the comparable fuel) per
annum and may spare around 7544 tons for each annum of ozone harming substances that add to
a dangerous atmospheric deviation.

Other examination works are proceeding on additional breeze improvement destinations,

sunlight-based energy, geothermal, gasification, and fuel transformation openings.

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9
Methodology
Our group was fortunate to use the following methodology to assist us compile and submit this
project assignment.

- Interview Unit Leader Customer Service, Mrs Sainimili Racaca

- Information gathered from the EFL website.
- Information gathered from the 2016 & 2018 EFL Annual Report.
- Quick Reference to Lecture Notes

- Bartol, K., Tein, M., Matthews, G., Sharma, B. and Scott‐Ladd, B., (2011). Management:
A Pacific Rim Focus & Connect Plus, 6th edition. NSW: McGraw Hill.
[ CITATION Bar11 \l 1033 ]

Literature Review
Smuty (2016)1 explains that Group performance (profit of company) is determined by how
skillful the manager is in terms of motivating staff, identify areas for improvement for staff.
Some of the specific skills mentions are communication, organization of work and ability to
enhance teamwork. This does not only focus on the employees, but the manager also conducts
evaluation of his or her leadership skills to improve.

Ukpata (2013)2 states that there are two types of environment in any organization. These are
categorized as internal and external environment, and these are further sub categorized. These
external environments impact the organization politically, economically, sociologically,
technologically, culturally, and legally. These environments are always constant, or changes as
per stakeholder policies and beliefs or could instantly change such as political environment when
coups happen.

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Mohammed (2015)3 adds that one of the vital components in ensuring that businesses make
profit is the decision-making process at every level and holistically as an organization. It is
important for organization heads to have a business process management system that will ensure
all stakeholders are consulted in decision making to ensure that the decisions made are the best
for the organization. He also adds that if decisions are not properly made, the impact on the
organization can be detrimental to the organization’s future growth.

Organizing can be thought of as a process of making the organization's structure in line with
its objectives, resources, and environment. Organizational structure can be defined as the formal
arrangement and interrelationship of the vital parts and positions of a company. An
organization's structure specifies its division of work activities and shows how different
functions or activities are linked. It also portrays the organization's hierarchy and authority
structure and shows its reporting relationships. [ CITATION Sto94 \l 1033 ]

Smutny, P., Prochazka, J., & Vaculik, M. (2016). The relationship between managerial skills and managerial effectiveness in
managerial simulation game. Innovar, 26(62), 11-22. Retrieved from https://search.proquest.com/docview/1837592250?
accountid=134156

Ukpata, S. I., & Agha, N. (2015). IMPACTS OF ENVIRONMENTAL FACTORS ON PERFORMANCE OF PUBLICLY
OWNED ORGANIZATIONS IN NIGERIA: THE INTEGRATIVE TRILOGY MODEL. International Journal of Arts &
Sciences, 8(1), 43-73. Retrieved from https://search.proquest.com/docview/1677879937?accountid=134156

Mohamed, N. H., & Sathyamoorthy, D. (2014). DECISION MAKING IN ORGANISATIONAL BEHAVIOUR: A REVIEW
OF MODELS, FACTORS AND ENVIRONMENT TYPES, AND PROPOSAL OF AHP. The Journal of Defence and
Security, 5(1), 62-II. Retrieved from https://search.proquest.com/docview/1768942830?accountid=134156

Analysis/Findings
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The overall planning processes:
The overall planning process provides the information that top management needs to make
effective decision about how to allocate the resources in a way that will enable the EFL to
achieve its objectives. Productivity is maximized and resources are not wasted but utilized in a
proper manner.

GOAL
ATTAINMENT
MISSION GOALS PLANS
(Organisational
efficiency &
effectiveness)

The Mission

“We aim to provide clean and affordable energy solutions to Fiji with at least 90% of energy
requirements with renewable sources by 2025”.

Vision

“Energizing the Nation”

EFL’s Core Values

 Customer Focus
 Honesty
 Courage to do what is right to EFL
 Teamwork
 Individual Accountability
 Transparency
 Innovativeness

The Major goal and Department goal

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Following corporatization, EFL remains wholly committed to its basic corporate fundamentals.
Our chief priority remains our future-facing investment strategy, balancing prudent financial
management and thoughtful reinvestment to meet a growing need for clean energy through the
expansion and upgrade of Fiji’s energy infrastructure.

Goals and Plans

To assist EFL in achieving its Mission, the company has invested heavily on Renewable Energy
through its’ Hydro Schemes. The Hydro Scheme investment caters for the Monasavu,
Nadarivatu, Wainisavulevu and Wainideu dams, also the Butoni Wind Power Plant [CITATION
htt20 \l 1033 ] as highlighted below:

a) The Monasavu Hydro Scheme that was successfully commissioned in 1983 was the first
of its kind for Fiji. With a generating capacity of 80MW and an annual energy yield of
400GWh.

Monasavu dam view from spillway

b) Wainisavulevu Weir is a component of the overall Monasavu Hydro-Electric Scheme.

The Weir was constructed in 1984 and intercepts flow in Wainisavulevu Creek for
diversion through a tunnel to the Wainikasou Power Station and on to the Monasavu
Reservoir. The successful raising of the weir will add an additional 10GWh to the
existing energy yield of 21GWh. Click for a brief of the Project and its current status

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 Wainisavulevu Weir Raising Construction progress

c) The Nadarivatu Hydro Scheme was commissioned in September 2012 with a power output of 40

MW and an annual energy yield of 101 GWh.

Nadarivatu Dam

The major strategy and department strategy

To influence a strategy that will improve EFL, the organization concentrates on these major
elements which are:

 Customers – the People the Fiji Islands and have a Customer Care Department where all
its queries can be answered.

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 Products and services-provides the People of Fiji with Electricity and its administrations
comprise of customary support of the EFL Lines and reacting to questions that may
concern anything to do with EFL.

 Location – solely competes only in Fiji.

 Technology-uses advanced technology such as Horizontal Fuel Tank

 Suppliers- they advertise tenders to reputable contractors to avoid conflict of interest

 Labour supply/employees- good renumeration packaged are offered to staff together as

for EFL employees plays a vital role in their organisation.

 Strengths and competitive advantages- the only major Electricity provider in Fiji with
competitive advantage, of offering the lowest Rate in the Pacific Region and turnaround
down time of 24hours.

 Corporate social responsibility – participate in community-based fundraising and

awareness program designed by the Government.

 Market Strategy- ensure that EFL is up in market being the sole energy provider in Fiji

 Innovations- open to new ideas from staff

 Human Resources- committed to supporting an environment which promotes equal

employment opportunities and the enhancement of the personal growth and development
of all employees.

 Financial Resources- ensure that capital is well utilized

 Productivity- ensure that resources are not wasted and are being efficiently utilized.

 Profitability requirements- ensure that they meet and exceed their goal.

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As the Mission and Vision statements clearly specifies that Energy Fiji Limited’s primary focus
is to provide clean and affordable energy solutions to Fiji with at least 90% of energy
requirements with renewable sources by 2025. This is not an easy task as further Board
discussion and decision making is thoroughly sought. All major EFL strategies and departmental
goals needs to focus and directed to the Organization’s mission and vision. The Mission is also
reviewed to determine progress and the achieving of EFL’s vision.

EFL’s Corporate Values are also rooted in the Organizational goals, structures, strategies and
approaches to its Customers, Stakeholders and its Employees

A uniform tariff rate is charged for electricity used by each consumer group. The tariffs are fixed
according to government policy and are designed to meet specified targets while achieving a
reasonable rate of return for the Shareholder.

The EFL is entrusted with enforcing the Electricity Act and regulations, setting standards,
examining and registering electricians, and is empowered to approve and license suppliers to
serve certain areas.

The EFL is also governed by the requirements under the Public Enterprises Act.

Internal and External Environment

SWOT Analysis

S W O T
STRENGTH WEAKNESS OPPORTUNITY THREAT

Strength

1) With the continuous improvement of EFL processes and in line with the Government’s
digitization initiatives and prevention against the spread of COVID 19 through physical mail
handling, Energy Fiji Limited has invested in safer modes of bill delivery which includes

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 electronics billing (E-billing), via Email. These modes will replace traditional postage for the
benefit of all customers as it allows for fast, reliable, and convenient bill delivery service to its
160,000 EFL customers. EFL spends about $0.65 to send a bill by postal box and this will be
a saving of $104,000 a month with equates to $1,248,000 savings a year.
E-billing will ensure that EFL’s valued customers enjoy the following benefits:
a) Receiving timely bills and overdue/disconnection alerts on nominated email address/
mobile phone number.
b) Having more time to plan their bill payments – avoid disconnection of services.
c) Have bill copies as well as account details always available on email and phone, as these
can be saved electronically.
2) EFL has also invested in changing post-pay meters to prepay in the remote areas including
villages in rural areas. In this setup, prepay meters are not read monthly but prepay customers
only top up their meters before they use it. With the new prepay system in place, all prepay
customers will need to purchase tokens through SMS vending options from either Vodafone
MPaisa and/or Digicel Money wallet platform. Using these network platforms, the prepay
customers would be able to purchase electricity tokens from the convenience of their homes
simply by sending an SMS from their mobile phones.
This is a saving for EFL from maintenance of the vehicle, manpower, fuel and time taken to
travel to residential sites to read these meters.
3) EFL has also invested to purchase AMR meters and have it installed at the 106 Maximum
Demand EFL customer sites. These are full automated reading meters with auto-reset enabled.
This setup will not require meter readers to travel to these MD customers at the end of the
month and read these meters. Readings will only be done from the office. This is a win win
situation as EFL will be able to get correct reading

Weaknesses

1) Substantial funding is required by EFL to improve and maintain its current power system
protection infrastructure projects to avoid planned and unplanned power outages that
affects its customers. Further capital expenditure is also required to boost aggressive new
investors and residential demands of the Fijian people and to meet the Governments
millennium Goals that all Fijian nationals have access to electricity.

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 2) EFL has a total of 202,147 customers as at the end of July, 2020. To avoid delay in power
restoration during natural disasters, in the instance of Tropical Cyclones Winston etc,
EFL had to outsource power restoration to overseas energy companies to meet its
customers’ demands.

Opportunity

1) The establishment of a new 132kV Transmission Network from Virarara in Ba to

Koronubu,Ba at a cost of around $75M to cater for the increasing demand of
electricity in the North West of VitiLevu is progressing according to plan. This
project when commissioned will support Government’s Tax Free Zone initiative for
commercial development between the corridor from Korovou to Ba. Theproject is
expected to be completed in 2022Barriers to Entry is another opportunity EFL has as
it will be difficult for an overseas investor to start the same energy business in Fiji.
Cost of setting up a Power Company in Fiji is substantially high hence gives EFL a
competitive Advantage.
2) Electricity Tariff rate in Fiji is one of the lowest as compared to other South Pacific
Countries and this has boosted overseas and local investors to set up business in Fiji,
thus more revenue in the economy.

Threat

There are three (3) external threats beyond EFL’s control and is always opposing EFL’s
business.

1) The Instability of global fuel price as fuel is consistently EFL’s largest cost.
2) The extreme climate change that at times leads to Tropical Cyclone and its destruction to
the Company is immense
3) Electricity price or tariff is beyond EFL’s control as tariff is determined by Fiji
Commerce & Consumer Commission whether to increase or to reduce electricity tariffs.

The Characteristic of the Environment in which EFL exists.

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EFL manages their resources wisely and this evident with the structure of the Hydro-Dams are
designed. Monasavu Dam is a well-known dam in Fiji but is not the only dam. There are three
major dams in Viti Levu namely, Monasavu, Wainikasou and Nadarivatu Dam. EFL being an
efficient energy provide has Wainikasou Dam situated more higher than the main dam,
Monasavu Dam and collects water at a much higher plain. Water which are not utilized from this
dam are then further transferred to the Monasavu dam and are devoured by hereby rivers that
boost the water level at Monasavu. With ongoing monitoring at the National Control Centre at
Vuda, water is managed effectively, and this is seen from EFL’s effective planning process

The impact of mega and task environment factors at EFL:

EFL

a) EFL has now successfully replaced 80% of its aging and outdated electrical protection
relays with more modern and reliable numerical protection relays. That critical work will
continue into few years to ensure that the grid is properly equipped to serve a growing
population with growing demand for reliable energy. The Fijian economy is rapidly
evolving and EFL is keeping pace with the evolution towards a digitalized economy. EFL
has continued investment to reinforce the power system to ensure greater reliability and
security of Fiji’s power supply, in line with international benchmarks for power utilities
of similar size and orientation.

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b) Allowing aging assets to go without upgrading and repair creates unacceptably high
costs over the long term, especially given that some of its power distribution systems
have been in service for more than 33 years. EFL is proactively carrying out upgrade and
repair works across the national grid to ensure assets are fully capable of servicing energy
demands and are protected against catastrophic failures. EFL has been carrying out live-
line maintenance of power lines at all voltage levels, managing growing vegetation, and
deploying appropriate technology to detect and repair defects and restore power in
extreme instances. EFL has also wholly replaced assets, where necessary, in order to
ensure that their grid has the capacity to consistently meet the nation’s energy needs.

c) EFL is faced with frequent unplanned power outages. Customers continue to contact EFL
on reoccurring of customers complaints on one phase out, low voltage where old assets,
line hardware’s, underground cables and Hydro stations all needs to be maintained
regularly to be able to continue to transmit and supply electricity safely to residential
sites.

3. Ways or approaches used by the Organization to manage this environment.

The main approaches used by EFL in managing environment where they can deliver
sustainable performance is through the Adaption method whereby, they quickly and
carefully investigated faults on its network, as identified, and highlighted
recommendations for improvement. Immediate action was taken by the relevant taskforce
within EFL to rectify these issues and improve general power supply reliability. Power
supply interruptions are largely dependent on severe weather events and other external

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 disruptions. The leading causes of power interruption in 2018 were major maintenance
and extension works, heavy rain, lightning storms, motor vehicle accidents that damaged
power poles, faults on power line hardware, overgrown vegetation clashing with power
lines, third-party damage to EFL underground cables, bushfires and vandalism of EFL
assets. Despite these external challenges, EFL achieved high reliability, in part, because
of their commitment to develop climate-resilient infrastructure and our rapid and regular
maintenance of the national power grid.

Roles and Skills of Managers

The Board Members of the Energy Fiji Limited are appointed by the Government. The Chief
Executive Officer is an ex-officio Member and is responsible to the Members for the Authority’s
management and for the execution of its policies. The primary function of the Board of Directors
is to provide effective leadership and direction to enhance the long-term value of EFL to its
shareholders and other stakeholders. The Board oversees the business affairs of EFL and all
Directors exercise due diligence and independent judgement and make decisions objectively in
the best interest of EFL. The Board is also responsible for setting the right direction from the top
and ensuring that a robust governance structure is in place to enable EFL to succeed and deliver
long term sustainable growth.

The Board of Directors is comprised of six members and is headed by:

 Daksesh Patel as the Chairman of the Board,
 Gardiner Whiteside as the Deputy Chairman,
 Alipate Naiorosui, member,
 Paul Bayly member,
 Kamal Goundar, Member and
 Hasmukh Patel the CEO as the ex-officio member.

Executive Management Group

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The EMG comprises of the following General Managers and the team is headed by the CEO
 Mr Hasmukh Patel – CEO
 Mr Bobby Naimawi – Chief Finance Officer
 Eparama Tawake – General Manager Generation
 Om Dutt Sharma – General Manager System Planning and Control
 Umesh Chandra – Chief Information Officer
 Naveen Lakshmaiya – General Manager Human Resources
 Annabel Ducia – General Manager Customer Services
 Jitendra Vishnu Kumar – General Manager Network

EFL’S Organizational Structure

CEO- H PATEL

CFO GMN GMSP&C GMCS GMC CIO

GM HR UL
B. NAIMAWI J V KUMAR O.M DUTT A DUCIA E. TAWAKE U. CHANDRA MAN
N. LAKSHMAIYA RISK & INS LEGAL'YVVONE
ARCHANA
HL PRO ACC UL SP & C UL RS UL RG UL IT S
UL DIST WEST KRISHNEEL
UL HR SHALEND ISAAC UATE SEFETI
SAIMONE
R. CHANDRA
UL AUDITORS
UL SC UL GEN
UL UL TS MELINDRA
UL HSE PROCUMENT MANOJ EPELI
ABHINENDRA
M SARAQIA SHALESH
UL DIST CEN UL NDP
BASANT UL CS/CC
KISHAN
SAINIMILI

UL REG
NAOMI

[ CITATION Ene \l 1033 ]

The Structure above depicts the CEO as the head of the Organization and the seven (7) Strategic
Business Areas of EFL which is headed by their own General Managers reports directly to the
CEO. Unit Leaders then directly reports to these General Managers. Respective Team Leaders
reports to the Unit Leaders of each SBAs.

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The Team Leaders work closely with Operational team to ensure strategies, plans and Key
Performance Indicators put in to place are adhere to, achieved daily, monthly, and yearly. All
operational activities carried out should somehow focus and relates to the Mission, Vision and
EFL Corporate Values are not only remembered and memorized by the workers but also lived by
each individual employees of Energy Fiji Limited and in return EFL has trusted each employees
when they are inducted or have joined the Organization that they will live by the Corporate
Values and honest employees of EFL.

Major strategies and Departmental Strategies are smoothly disseminated through this channel
from General Managers to Unit Leaders then to Team Leaders and to Operational level,
Customer Service Representatives in Customer Service Centres, Meter Readers who read metres,
field workers. Faults man that attends to no power complaints and clerical officers or cashiers
serving upfront customers. Meetings are held after email communications are utilized by the
Managers of the various SBAs.

Managerial Decision Making

CRISIS AND NON-CRISIS PROBLEM

Is when a situation requires less urgent attention but does not require instant solution. Crisis
problem, deal with urgent event in reactionary way while non-crisis problem deals with
incomplete events in a sensible way. For example, at present, power failure has become an
immense problem for Fiji. It has become hard to solve the power crisis. There are several reasons
behind this problem such as limitation of resources, low generation capacity, high demand, de-
rated capacity of power station machineries.

PROGRAMMED AND NON-PROGRAMMED DECSIONS

EFL being the sole electricity provider, it is essential that Managers are well equipped with
problem solving and grasp and adapt the proper decision approach. For example, where they are
faced with making non-programmed decisions in trying to decide whether to adopt a new
technology during unknown situations such as covid-19. Power failure of any sort will require
programmed decision making.

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a) EFL like any other organization in Fiji is affected by the Climate Change as it changes
whether pattern that impacts the Hydro Stations around the country for instance the
Monasavu Water Dam Level can be impacted if there is a drought. This could lead to a
major crisis as EFL will have to depend or resort to fossil fuel if there is less water in the
Hydro dams.
b) Natural Disaster is the result of Climate Change and could also be a threat to EFL due to
its operations and the severe destructions it has after the Cyclone has stroked. In previous
years and the recent Tropical Cyclone, delay to power restoration where customers
continued to complain, and the cost of power restorations was extremely substantial.
c) With the escalating price of fuel (which is beyond EFL’s control) EFL plans to meet new
electricity demand with sustainable energy solutions to help ensure that Fiji Islands have
a secure, continuous and reliable power supply at the lowest possible cost.

Non-Rational Model Decision

a) Covid-19 has also impacted EFL’s sales and revenue collection as Government had
directed EFL not to disconnect power supply after the due date of your electricity bill but
customers will be given a further 1 month after the due to date to settle their overdue
bills. This has affected the Revenue stream of EFL. Government has also directed EFL to
provide assistance to EFL subsidized customers and to pay 52% of the first 100 units
consumed by a subsidized customer. In this case, Government subsidize the 1st 100 units
consumed by customers by settling 48% and EFL pays for the 52% of the 1 st 100 units
that is normally paid by the customer. This scheme will end in March 2021 unless the
Government extends the assistance. This was a hard decision to except but it was the
directive given by the Government where EFL had to follow suit.
b) Covid-19 also left EFL Managers less decision but to send employees with leave
balances home to avoid overcrowding the office. Customers visiting the EFL offices were
closely monitored and only twenty people were allowed in at one time to be served. This
is due Covid-19 restrictions.
c) Overtime were also scrutinized and reduced to assist reduce Operational cost.
d) All vacant vacancies were put on hold until after Covid-19 restrictions

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Decision Escalation

At EFL there is a protocol and communication links to adhere to. Channel of

communications is exploited and is adopted among the Strategic Business Area and this is
observed and must be abided by all concerns. During lockdown in April around Suva, staff
with accumulated leaves were told to utilize their leave during this period and this was a
major setback where there were progressively negative results of choice from Reporting
Managers. With the financial crisis due to covid19, Management had to improvised and
introduced cost cutting and this had forced the company to not pay overtime to permanent
staff and had to divert to temporary and unestablished workers.

GMCS

U/L CS

T/L CS
CSO

25
 Recommendation
 Energy Fiji Limited Management System is effective and efficient, and they is a need to
continue and employ and appoint staff according to their merits and technical
background.
 Strategic Management is well adopted however with Covid19 situation managers need to
embed proper non-programmed decision-making skills.
 EFL to partner with other retailer or Post Fiji for better ways in notifying customers with
their electricity bill when its due.
 More awareness to be carried out by EFL on ways one can access their account online.
 EFL to continue striving to achieve their Mission.

26
Conclusion
In conclusion Energy Fiji Limited is a professional organization and the CEO is the paramount
leader of the Organization. All General Managers and fellow employees are well aware of their
roles and responsibilities and they are guided by Key Performance Indicators that needs to be
achieved monthly that will contribute to the yearly KPI. EFL is the best when comparing with
energy provider in the Pacific Region with regards to Service Delivery and with regards to being
the Lowest Cost per Unit. EFL has an extraordinary configuration with regards to their
administration arrangement on the grounds that EFL has been in Fiji for an extremely lengthy
timespan and have incalculable changes to the administration structure from when it was
established.

27
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