COURSE TITLESTRATEGIC MANAGEMENT

PROJECT REPORT:IESCO

GROUP MEMBERS

NAME: ADEEL HABIB BHATI (GL) 01-120121-090USMAN AZIZ 01-120121-079KHAWAR AZIZ01-120121-034ZAID AHMED KHAN01-120121-085ATIF AHMED 01-120121-014

MBA- 4(B)

SUBMITTED TO: IJAZ AHMEDDATE: 01-06-2015

Table of Contents1- Historical Background 2- Location and Boards of directors 3- Areas Of responsibility4- Vision and mission statement5- Goals and Objective6- Customer profile7- Operational setup8- Benchmark to measure progress9- Strategic partners, suppliers and customers10- Human Resources Organization and Management11- Analysis of balance sheet12- Internal Analysis IESCO (SWOT) Strength Weakness Opportunities Threats13- External Analysis IESCO Environmental Scanning Monitoring Competitive Intelligence General Environment Five Porters Model14- Resource Based view Of IESCO15- Lacking Of IESCO16- Recommendations17- Conclusion

IESCO

Historical Background:Area Electricity Board Islamabad (AEB) was one of eight AEBs constituted through amendments in WAPDA Act. Prior to 1981 IESCO was part of Sargodha Region. 1998 nine Distribution Companies (DISCOS), one National Transmission and Distribution Company (NTDC) and three Generation Companies (GENCOS) were formed. 25 April 1998 Islamabad Electric Supply Company Ltd (IESCO) was incorporated. 01 Jun 1998 certificate for commencement of business was obtained under section 146(2) of Companies Ordinance 1984.IESCO was formed as a public company, incorporated on 25 Apr 1998 under the Companies Ordinance, 1984 to takeover the assets, functions and responsibilities of the then Islamabad Area Electricity Board, which was then a division of WAPDA.The core function is to supply, distribute and sell electricity in the licensed area from district of Attock to Jhelum, and from the river Indus to river Neelum in Kashmir.Company serves 2.3 million consumers directly, but touches the lives 11 Million people living in 6 districts of its service territory.

Location And Board Of Directors:Islamabad Electric Supply Company (IESCO) is an electric distribution company which supplies electricity to Islamabad, Pakistan with 6 districts. Its head office is located in G-7/4, Islamabad.

AREA OF RESPONSIBILITY (DISTRICT WISE): Islamabad (ICT) Rawalpindi Attock Chakwal Jhelum

Total Area: 23,159 km2

Vision & Mission Statement:Vision:To be the most admired public utility in Pakistan, an undisputed leader in the power sector, efficient and profitable.Mission: To provide uninterrupted power supply to our customers enabling trade and industry, commerce, educational & social activities to flourish and enrich the live of our customers. To be a socially responsible corporate citizen. To be the most efficient public utility in Pakistan. To achieve the lowest line losses in the distribution sector. To be an employer of choice. To generate profits for our stakeholders.Main Goals / Objective:The main objective of the company was to acquire/take over those properties, rights and liabilities of Pakistan, Water and Power Development Authority comprising of administrative division formally known as the Islamabad Area Electricity Board (AEB) and to carry on, expand and extend the business and activities. Other goals include:1- Ethical Processes & Systems

Transparency and fairness are the principles that guide all our efforts. Operate the business following the highest ethical and moral standards by making our operations and team members accountable to both our customers and the Company's principles Inspire confidence once again in public utilities.2- Operational Excellence

Strive to achieve the highest possible standards in day-to-day work and in the quality of the outcomes produced Acquire, learn and apply state-of-the-art technology Have well-defined SOPs with specific ownerships and accountability.

3- Customer Focus Customers are not just a source of revenue they are the lifeblood of our company. Continuously improve quality of service and responsiveness to maintain a satisfied customer base. Demonstrating professionalism in all customer dealings and ensuring that all business actions are driven by customer needs. Improve reliability and efficiency of supply of electricity to the customers. Be a responsible corporate citizen.

4- Employee Development Treat all employees with respect and fairness. Provide a healthy and safe workplace. Focus on recruiting, developing and retaining best professionals. Recognize and reward achievement. Empower people to maximize their potential and contribution. Promote open and honest communication. Fill the competency gaps within the organization.CIRCLE WISE / TARIFF WISE CONSUMERS (OCT 14)

Life Line Consumers : Customer Profile Revenue wise (Jul Oct 14)

Operational Setup:To ensure uninterrupted supply of electricity and most intimate customer services IESCO is divided into four Circles, 19 Divisions and 94 Subdivisions. Circle is headed by Superintending Engineers (SEs), Divisions are managed by Executive Engineers (XENs) and Subdivisions are run by Sub Divisional Officers (SDOs). Each division has a Customer Services Officer (CSO).Benchmarking to Measure Progress:IESCO is in an ideal position to measure its changing performance objectively to judge whether its strategies are working. As one of eight Pakistani DISCOS, the company can compare its measured performance against a group of its peers within a common industry setting. Suitable benchmarking measures may include typical bill (cost for first 500 kWh of monthly service), ratio of employees to customers served, debt-to-equity ratio, and other widely used and generally available utility statistics. Long-term targets for improvement in any area should however come from high-performing utilities of comparable size and customer mix outside Pakistan. Several utility benchmarking organizations routinely publish such data for their subscribers.Strategic partners, suppliers and customers:IESCO supplying the electricity to the five circle region from Attock to Pind Dadan Khan but they do not have any strategic partners as IESCO is operating itself. Its suppliers are National Transmission and Dispatch Company (NTDC) from where they get there supplies to the IESCO. While its customers are of six districts Attock, Chakwal, Jehlum, Rawalpindi and Islamabad and all the electricity is provided to them by IESCO including plazas, markets, CNG stations and petrol pumps etc.Human Resources Organization and Management:IESCOs corporate culture is asking to that of a government agency in which lifetime employment with limited performance expectations is balanced by low salaries. This environment makes it difficult for the company to recruit skilled candidates for open positions because the best candidates to be attracted from the private sector industry demand higher salaries. As a consequence, it is both overstaffed by any reasonable benchmark and under-resourced, with serious shortages of employees possessing the right mix of technical training, experience and motivation to accomplish its mission. Moreover, the culture requires a complete overhaul to instill in all employees the strategic message that quality of work, responsiveness to customer needs, and constant attention to safety are among the companys highest values. In additional to functionality challenges, the HR Department is faced with organizational issues. The Manager Labor & Litigation currently reports to the Director HR/Administration. It is proposed that the legal counsels portfolio be upgraded to Director Legal & Corporate Affairs and that he/she should report directly to the CEO. All HR functions are currently managed in the IESCO head office; there is only one Assistant Manager HR operating in the Rawalpindi City Circle, and no HR representatives at the other circles of IESCO. Basically the utility relies upon administrative staff to manage human resource issues at the circle level, but these employees have no training or expertise in conducting HR training activities advising employees on their rights and obligations to the company. Given the stated limitations of IESCOs personnel database it needs to institute an HRIS allowing the company to digitize all HR data, reports, personnel files, performance management programs etc. This has become an essential feature of modern HR management systems. In order to foster a corporate environment and enabling healthy employment conditions, the PDIP team recommends the following changes and initiatives for IESCO: A performance management program, setting goals and objectives for All staff positions. An objective, transparent and unbiased recruitment process. Revision of the compensation & benefits system and package, making it attractive and competitive. Development of training and development programs and up gradation of current training facilities Introduction of a more advanced Human Resource Information System (HRIS). Revision of benefit plan, including employee health plan. Evaluation of staffing levels vis--vis international best practices.Training:IESCO also provides refresher courses to the employees for working in computer based and modern systems. The newly induced employees are enrolled for newly induction program and they are trained for IESCO environment and systems. Since the situation of Law and Order is very spoil in our county therefore security staff of the LESCO is also provided refresher courses to familiar with advance security systems and arms. For this purpose a Training center is being established in Islamabad. All the newly induced officials and officers are required to pass their newly induction courses. The departmental promotion exams and training is also performed in this center.

Quality and role of modern technology:1. IESCO needs to urgently and diligently embrace Technology to transform the organization. Introduction of technology tools and gadgets can catapult the organization from an antiquated Wapda Department to a customeroriented corporate entity.2. IESCO needs to immediately identify longterm plans, initiate pilot projects, dedicate resources and invest in hardware to be able to use technology as the backbone on which to build a modern electricity distribution company.3. Technology and its applications can help IESCO reduce losses, trace, identify and apprehend power theft down to the individual transformer, identify employees within its cadre that aid and abet theft. On the organizational behavior side, technology can improve performance monitoring, make field formations accountable, realtime data gathering, fast and dynamic decision making and complaints.4. On the systems and processes side, technology can effectively implement checks and controls where they do not exist before or are lax. Procurement decisions can be streamlined and based on solid demand based projections rather than assumptions, procurement can be better coordinated with stock levels, more closely aligned to demand, the status of each work order can be tracked in real time, stores can be linked to a central database where one low stock item can be replenished from another store etc.5. Billing cycles can be reduced. At present, 78 days is the average time it takes from the time a meter reader takes a reading to the time that bill is generated. This can be dramatically reduced, improving cash flows for the Company.Analysis of balance sheet:The analysis of IESCO is based on last three year Financial report which includes the balance sheet , income profit and loss statement.

Internal AnalysisIn order for the strategic management process to begin, managers are required to conduct an internal analysis. This involves identifying the business' strengths and weaknesses, by analyzing its competencies. It also involves managers highlighting the business' competitive advantage. For strategies to be effective, the organization must exploit and expand on its strengths, as well as reduce or eliminate its weaknesses; thus furthering its competitive advantage, in order to achieve profitability. In order to analyses your internal assets, along with your external assets; managers may conduct a SWOT analysis. SWOT stands for strengths, weaknesses, opportunities and threats. As mentioned above, a business' strengths and weaknesses make up the internal analysis, identifying its competencies, whilst the external analysis looks at the external environment of the business, and any opportunities and threats that externalities pose to the businessSWOT Analysis: 1. Strength :

It is the no one electric supply company in Pakistan and at no 25 in the world. One Window service facility at each Sub-Division. Establishment of Computerized Customer Service Centers in each Circle. Establishment of Mobile Customer Service to facilitate installments and corrections of the bills. Central Chief Executive Customer Service Center. Positioning of Field offices near geographic center of their jurisdiction and co-location of XEN & RO offices. Printing of 12 months billing detail on bill. Printing of CEO's telephone numbers on the bill. Well defined and uniform policy for detection bills. Enhanced allocation for Development and Maintenance. More branches of scheduled banks and post offices authorized to collect bills. Establishment of Model Sub-Division. Restructuring of Stores to ensure prompt availability. Establishment of Marketing Cell and Task Force at IESCO HQ to facilitate industrial/commercial consumers. Great No. of customers in Districts of Lahore, Shaikhupura, Okara and Kasur.

2. Weakness

Large time required for processing any project/job. Communication system between employees is not sufficient. Customer services centers required well trained and loyal staff . Lake of loyalty, consistency and regulatory in the staff. Financial statement is showing loss in year 2008. People has less trust over company. Customers guide ness is not sufficient. Customers complaint system is very old and execution on the complaint is very fatigue. Customers and employees relation is very poor.3. Opportunities

Corporatization and commercialization goals as per plan. Establishment of mobile customer services center at each circle. Distribution system rehabilitation under System Augmentation Program (SAP) for reduction in energy losses. Timely execution of development works and LT/HT Proposals under SAP. New Grid Stations and augmentation/extension of existing Grid Stations and Transmission Lines. Establishment of Computer Billing Center at Okara, Kasur and Shaikhupura. Conversion of petrol vehicles to CNG. Purchase of new vehicles for field formation.

4. Threats

Since IESCO is a public organization, therefore political environments are decreasing the efficiency of the company. Some other competitors like GEPCO and MEPCO have their own power generation system; therefore IESCO is dependent on those companies. In future it is expected that the market value of the IESCO will be decreased. Politics in the employees and labor unions are very awful for company. Governments pitiable projects also spoiling the publicity of the IESCO. The overall performance of the IESCO also decreasing.External Analysis:The second part of the SWOT analysis, involves managers identifying the business' opportunities and threats. In other words, managers are to conduct an external analysis. The identified opportunities and threats are to be factored in when developing strategies; that is, managers will seek to take advantage of opportunities and reduce the risk of threats, in attempts to reach the business' goals outlined in the mission.STEP 1 :IESCO Environmental Scanning:Environmental scanning is one of the essential components of the global environmental analysis. Environmental monitoring, environmental forecasting and environmental assessment complete the global environmental analysis. The global environment in IESCO refers to the macro environment which comprises of IESCOS industries, markets, companies, clients and competitors like LESCO, K-ELECTRIC etc. They need to perform corresponding analysis on the micro-level. IESCO Suppliers, customers and competitors representing the micro environment of a company are analyzed by their management within the industry analysis.It also helps them in studying socio economic, political and technological factors and trends which influence a business, an industry or even a total market. The factors which IESCO considers for environmental scanning are events, trends, issues and expectations of the different interest groups. Issues are often forerunners of trend breaks. A trend break could be a value shift in society, a technological innovation that might be permanent or a paradigm change. Issues are less deep-seated and can be 'a temporary short-lived reaction to a social phenomenon'. A trend can be defined as an environmental phenomenon that has adopted a structural character.

IESCO Monitoring:The entire revenue cycle, from the setup of a new customer account to meter reading to receipt of customer payments and ultimate revenue recognition, remains a highly fragmented and manual process. The current system of automated processing is typical of the late 1970s. AlthoughIESCO is piloting advanced metering technologies, inadequate monitoring of all steps in the revenue cycle leaves it vulnerable to negative cash flow impacts, low customer satisfaction, and delays in completing even the simplest jobs.A central Monitoring cell was established in IESCO Head Office where concerned staff performed duties round the clock, while officers of Manager Level were remained present on duty in Central Monitoring Cell.Apart from this concerned complaint offices worked in emergency in whole IESCO region. IESCO had redressed 2021 consumers complaints at once in IESCO region during Eid Holidays. Consumers have expressed their satisfactions on the performance of Central Complaints Cell.Secretary Water and Power had issued orders that Central Complaints Cell will work round the clock on permanent basis, so that consumers complaints could be redressed in a good manner. No load management has been carried out before and during Eid holidays in IESCO region.IESCO spokesman further added that load management could be started again for short period in case of increase of difference in demand and supply. Load management schedule will be announced prior to its implementation for the facility of the citizens. No load management will be carried out without intimation/schedule. All respected consumers are requested to cooperate.Competitive Intelligence: IESCO has been providing tariff low rates to its customers than its competitors. There is less issue of load shedding in circles of IESCO. The plants that are been used by IESCO are best among other plants, that create its competitive edge among other competitors. On the other side IESCO is also providing best facilities to its customers that help to retain its customers. IESCO has less rate of complaints from customers and IESCO is having 100% recovery rate than its competitors.IESCO Vision /Forecasting (2012-2015)Environment & Community Well being IESCO committed to providing leadership in sustainable development and incorporating sustainability principles and identifying alternative and sustainable courses of action to minimize its environmental impact. IESCO is committed to creating and promoting an environmentally sustainable and responsible culture and foster continuous improvement in its performance in terms of its environmental footprint. IESCO is committed to ensuring the health and wellbeing of its staff. It will put in place a comprehensive package of wellbeing measures including occupational health services, an employee assistance program, a stress management policy and a rolling programmer of wellbeing and healthy lifestyle events. IESCO is committed to providing universal health coverage to its staff and their families and ensuring financial risk protection for healthcare through the most cost effective and transparent measures. IESCO upholds the principles of equity in doing so.2nd stepGeneral Environment:A. Demographic:IESCO is having their five district circles In Islamabad, Rawalpindi, chakwal, jehlum and attock. They are providing full services in these areas to their customers. Each district has its own plants.B. Social culture aspect:IESCO organization has a friendly environment. Employees are free to share ideas with each other and with the top management. There is a lot of coordination among the employees and the top management.C. Political environment:IESCO is the semi-government organization, which is performing efficiently and effectively is its circles. As IESCO working under the water and supply ministry so they take orders from them.

D. Economic conditions:IESCO supplying the electricity to the 6 districts as they earning good profit even their tariff rates are low so they give bonuses to their employee on completing of any task. As the economic condition is low in PAKISTAN but in stock market its share rates are doing good in term of giving profit to shareholders.E. Global environment:IESCO performing in PAKISTAN as it is on number 25 in world in those companies who provide electricity to 6 districts as the global environment changes it impact on the organization.3rd Step PORTERs FIVE MODEL:

Threat Of new entrants :IESCO is one of the leading company in PAKISTAN supply electricity as the reason to be on the top is there almost 100 percent recovery and more customer focus so these things together not make worried to IESCO about the threat of new entrants. Bargaining power of Buyers:IESCO is working under the water and supply ministry as the tariff rates are decided by them so if there is any overbilling or any technical problem about the supply of the electricity then the buyers can bargain. Rivalry among existing firms:MEPCO , GEPCO , LESCO , FESCO , HESCO and others are already existing rivals in the market but IESCO way of working and the friendly environment culture, hundred percent recovery of losses and more customer focus help them to be on top then other rivals in the market. Bargaining power of suppliers:NTDC are the suppliers of the IESCO all the meters, transformers plugs and others supplied by the NTDC to this organization. If NTDC charge more on their equipments so that make IESCO to change its rates of tariff . Threat of substitute product and Service:Solar system making companies, generator , UPS , all those companies making these things are the threat of substitutes product and services to IESCO.IESCO Business Level Strategy:IESCO follows overall cost leadership business level strategy by providing retail tariff electricity How IESCO provides the overall cost leadership IESCO is based on creating a low cost position relative to other electricity companies like WAPDA,PESCO, and other companies as well. Companies that follow cost leadership strategies cannot completely ignore sources of differentiation that customers value when producing standardized products.IESCO USING COST LEADERSHIP STRATEGY ON FOLLOWING BASES: To provide high quality of total quality management in the company as well as to focus on customers satisfaction level. To build its better Organization image among other electricity companies working in the electricity company.

Why improving Governance: Beyond the headlinegrabbing issues of load shedding & line losses, the Boards are quietly playing a strategic role in building these companies and introducing best corporate practices in areas of strategic vision, policy, HR development, IT, customer services and employee welfare. Boards are not tackling the operational or cash flow issues but we are doing what we know best; laying the foundations of anefficient, profitable, responsible organization. Private members are contributing out of a sense of public duty, but deserve respect & recognition for their time & contributions.

Human Resource Initiatives Comprehensive Review of HR policies. Overhaul of Staff Welfare policies. Recruitment of professional staff. Safety, Training and development. Promotion &Transfer Policies and Senior Selection Board.

Technology Driven Initiatives Smart Grid Initiatives. GIS Mapping Project. Automatic Meter Reading (AMR). Automation of SubDivisions & Laptops to Executives. Deployment of Accounting & IM Software. Energy Conservation.Resource Based View :It is the method of analysing and identifying a firms strategic advantages based on examining its distinct combination of skills, assets, capabilities, and intangibles as an organization. However, when it comes to Islamabad Electric supply Company; they have considerable resources to turnaround the companys fortunes big time.RBV of the firm combines two perspectives; which will be applied upon the IESCO company to evaluate the corollary of its resource inputs:

The internal analysis of phenomena within the IESCO company An external analysis of the industry and its competitive environment Types of Valuable resources:1. Tangible: Financial: IESCO company financial ability exhibit that they can turnaround the companys fortunes. Their financial indicators started exhibiting gradual improvement in contrast with its historic data. However, if they proper utilize their financial resources then, they could make the company towards the upward trajectory. Physical: the location of IESCO offices, and plants are located at salubrious places of Islamabad; with the aim to entice local investors and customers to build enduring customer relationships. Technological:they have state of the art facilities in their offices and plants in order to make the most of todays advanced world, as it is significant for organizations like IESCO to keep with the times. Organizational: They are inured to formulate strategic planning under the auspices of collaborative views of top executives so as to come up with effective strategic planning at the end of the day. They installed systems to keep track their performance with the aim to record the corollaries of multifarious moves previously being conducted.

2. Intangible: Human: they used to recruit quality candidates for their employment jobs; they aim to strengthen their human capital for regenerate HR related progress. Innovation and Creativity: As it is an electricity provider, technical skills are fundamental for their operations; they anoint employees who are more skilled and can act as a catalyst to bring in proper innovative ideas. Reputation: As the electricity outages began to surge, the brand image of IESCO tends to lose its credibility. Very few people nowadays venerate IESCO; and leave go off the company by associating the company with typical WAPDA franchise; which is whole false assumption.3. Organizational Capabilities:It is the Firms competences or skills the firm employs to transfer inputs to outputs. However, when it comes to IESCO, they have fortified skills and competencies to transform their inputs into outputs.

Standard of Customers services:They have a quality standard of customers services; they have given their toll free number to surmount the frequent complaints and what have you. They exploit risk free ways to deliver electricity with proper security measures; in the same breathe, they also install the facilities in a secured fashion to alleviate any electrocute concern. Product development capabilities:They have the tendency to roll out products; but owing to Government regulations they face some challenges to roll out their products in the market. They endeavour to branch into solar energy power as well, since solar energy in Islamabad exhibit massive uptake in Islamabad. Ability to hire, motivate and retain human capitalThey always keep their employees motivated with the intention to retain them for an enduring time period. It is also a so called strategy to retain human capital for fortifying the chain of command.An extension of resource based view of the firm:There are four factors that would determine share distribution of profits; which has significant role in resource based view: Employee bargaining power ---- Clients move with the managers and professionals, consultants , experts etc Employee Replacement Cost ---- Employee with rare expertise demand more salaries Employee Exit Costs ---- An individual may face high costs when leaving the org Manager Bargaining Power ---- The power would depend as to how best they create resource based advantage Evaluating Firm performance: Stakeholders perspective Shareholders of the firm exhibit marked interest in IESCO stock owing to its ability to turnaround its fortune any time soon, as it has the ability to do so. Customer perspective --- customers used to associate IESCO as an offshoot of WAPDA; and drop the companys accomplishments off the radar; as they couldnt care less what this company has brought for them. Internal business perspective --- they operate their business in a very methodical way with the aim to ensure effective processes and also the ability to make informed decisions. Innovation and Learning perspective --- IESCO always keep up with the times to dissect new market opportunities which future holds. They intend to overcome their contemporary challenges by seeking new market opportunities to mitigate all the topical issues. Financial perspective --- they tend to exhibit marked improvement in terms of their growth, profitability, ROI, EPS on account of their dogged determination to turnaround the companys fortunes all the way.

Lacking of IESCO: The utility is in the process of fulfilling all requirements necessary for becoming a listed company. Accordingly, the Companies Ordinance of 1984 as amended, Section 204(A) requires a listed company to have a full time Company Secretary. As noted, this role is currently being performed by the Finance Director. Numerous problems were found in the area of meter reading. Commercial management and employees indicate there is insufficient time to perform the randomized evaluations of meter reading accuracy supposed to occur. Many meters are not read and readers estimate the reading. Moreover, review of meter reader logs revealed that readers do not consistently identify and record problems with meters. Further, IESCO does not employ a practice to remove, clean, and calibrate meters. The company has a program to eventually replace the electromechanical meters with electronic meters, but about 85% of IESCO meters remain electromechanical. The billing process involves manual data transfers and data entry, which often cause delays. Data entry for 6000 meter reads requires a full day for the revenue office team, so if one reader is behind schedule, the entire batch is delayed. Dates appearing on the bill are the scheduled and not the actual dates. Consumers can call in their complaints to the customer service centers. At the local levels only the SDO and XENs cell numbers are available. Should the customer receive no satisfaction, his takes his complaint to WAPDA or the ministry; it is then referred back to the customer service center located at the headquarters complex. Many local complaint centers are open 24/7. The challenges facing the HR infrastructure are serious and entrenched, because IESCO has been subject to both internal and external manipulation by political sponsors, government agencies, trade unions, and by employees themselves. There is a lack of transparency in hiring and career advancement. Clear and transparent HR related rules & regulations are lacking. IESCOs outreach remains limited to press releases, shut down, procurement notices, and the occasional energy conservation awareness message. The website is not maintained or upgraded, nor is the potential of the web portal explored or utilized. There is no Annual Calendar of outreach activities, either internal or external.

Recommendation: In accordance with IESCOs intent of becoming a listed company and the provisions of the Companies Ordinance, the company should institute a full time Company Secretary position. IESCO have to make their meter reading system better for their customers so that they cannot face problems. IESCO should be maintain their billing system and have to give the actual dates on the bills even they can use electronic methods for the billing system. IESCO should need to make their customer services center to work in more proper way and deal with the customer in the better way and try to solve their problems as soon as possible. Even they have to take all action by themselves so that they can resolve all the issues. HR infrastructure should be improved and they should hire the officers and officials on the merit and the hiring and the career advancement should be transparent. IESCO have to maintain their building of head office in G7/4 and they should give them digital communication channels to communicate. IESCO should have to increase their press release and have to upgrade their site.

Conclusion: IESCO is one of the leading electric supply company in PAKISTAN which supplying the electricity to 6 districts. Its office environment is friendly and they recovering the highest percentage of losses as it is semi-government organization there are few flaws in every organization like they have to maintain good governance, their engineering and technical staff should be skillful so that they can handle all the problems of the customers. Even they are more customer focus to and having the cost leadership strategy. They giving training to officials and officers in their academy in G8, they having strong suppliers which help to grow in better way. They should increase the communication among their employees through press like Dawn, Jung news etc. Now, this company increase their financials and perform better to other electric supply organization thats why the ranked of IESCO is 25 in the world electric supply companies.