|Traded as||KSE: KEL|
|Industry||Electricity Generation, Transmission and Distribution (installed capacity 2,052 MW)|
|Predecessor||Karach Electric Supply Company|
|Headquarters||KE House, 39-B, Sunset Boulevard, Phase-II, Defence Housing Authority, Karachi, Pakistan|
Tabish Gauhar: Chairman
|Revenue||PKR 194.708 billion (2013-14)|
|PKR 12.887 billion|
|Total assets||PKR 279.076 billion|
|Owner||ABRAAJ GROUP through KES POWER & The Government of Pakistan|
Number of employees
|over 10, 962 (As of 31 Dec. 2012)|
K-Electric, formerly known as Karachi Electric Supply Company Limited and commonly referred to as KE is a Pakistani vertically integrated electric corporation involved in generating, transmitting and distributing power to around 20 million inhabitants of Karachi. It employs over 11,000 people and covers an area of 6,500 square kilometers with industrial, commercial, agricultural and residential areas falling under its network.
K-Electric was incorporated on 13 September 1913, under the now repealed Indian Companies Act, 1882 (currently Companies Ordinance, 1984). In 1952, the Government of Pakistan took control of the Company by acquiring majority shareholding of KESC. In 2005, the Government privatized K-Electric. In 2009, The Abraaj Capital, a leading private equity firm based in Dubai, bought the power utility for a significant equity stake in the Company.
Abraaj Group fully controls KE via the holding company, KES Power Limited which holds 72.58% of its shares. The management of KE is run by a management team headed by Tabish Gauhar, who was appointed as the KE's Chief Executive Officer in November 2009 and has taken over as the Chairman of KE's Board of Directors effective 12 February 2013. Nayyer Hussain, who was serving as an executive director and Chief Distribution Officer since 2010, assumed the role of Chief Executive Officer, effective 12 February 2013 till 27 November 2013, when Mr. Tayyab Tareen was appointed as the Chief Executive Officer, who has been associated with the company from 2009 having served as the Chief Financial Officer and Chief Strategy Officer.
- 1 History
- 1.1 1913 - 1933: KE was formed
- 1.2 1933 - 1947: Phenomenal Consumer Growth
- 1.3 In 1952, : Nationalization
- 1.4 1960 - 1970: Deterioration
- 1.5 1970 - 1980s: Energy crises
- 1.6 1994–2005: Pakistan Army took management of KE
- 1.7 Privatisation
- 1.8 Abraaj Group
- 1.9 Investment, profit and the turnaround
- 1.10 Term Finance Certificates
- 1.11 Largest employee engagement program in the history of Pakistan
- 1.12 Power generation & transmission
- 1.13 Integrated Business Centers (IBC)
- 1.14 Corporate Social Responsibility Excellence Award
- 1.15 Social Investment Plan
- 1.16 Thought Leadership Forum
- 1.17 Campaigns
- 1.18 Online bill payment
- 1.19 Aerial bundle cable (ABC)
- 1.20 Coal, biogas and LNG
- 1.21 Power plants
- 1.22 Rebrand
- 1.23 The Rebrand
- 1.24 New Identity
- 2 See also
- 3 References
- 4 External links
1913 - 1933: KE was formed
A century ago a company was formed to serve the power needs of a small port town called Karachi. This was the humble beginning of Karachi Electric Supply Company. Known as the “City of Lights,” Karachi was at the very centre of individual dreams and national aspirations.
1933 - 1947: Phenomenal Consumer Growth
The power needs of the country increased following independence phenomenal population growth and unplanned geographic expansion. Today, it represents a very complicated power utility system that energizes lives of over 20 million people; spread over 6,500 square km across Karachi & its adjoining areas such as ‘Uthal, Bela & Vinder’.
In 1952, : Nationalization
The Government of Pakistan (GoP) took control of the Company by acquiring majority shareholding of KE.
1960 - 1970: Deterioration
KE was a profit making utility but due to lack of vision, resource management, corruption, false practices, negligence, ignorance, political influence etc., it started to weaken the company rapidly.
1970 - 1980s: Energy crises
In the 1970s and 1980s, Pakistan suffered from intense power shortages, which led subsequent governments to realize that a serious power crisis was in the offing. With a view towards encouraging private investment in the country’s power sector, the Government of Pakistan started off by providing lucrative incentives to foreign investors through various policies, first of which was initiated in 1994. Through the 1994 Power Policy, establishment of Independent Power Producers (IPPs) was encouraged to provide Pakistan with much-needed investment in the power industry.
1994–2005: Pakistan Army took management of KE
.In 1994, the declining health of KE, gave rise to the suggestion of transferring it into private hands. During the interim period between 1994 and 2005, Army management was instated at the state utility to stabilize the Company’s operational and financial health.
During 2002 and 2003, incentives were introduced in preparation for KE’s privatisation, which eventually finalised on 29 November 2005 with a 71% transfer of ownership to a consortium of the Saudi Al-Jomaih Group of Companies and Kuwait’s National Industries Group (NIG), with the government still retaining around 26% stake. The privatised consortium was unable to improve the Company’s financial and operational crisis.
In the earlier part of 2009, Saudi Al-Jomaih, approached The Abraaj Group, a leading private equity firm in growth markets, with a proposal for a potential stake in KE. The deal was eventually finalised in May 2009 at a ticket price of $361 million for a significant equity stake in the Company, which granted Abraaj Group full management control. Abraaj Group brought in a professional management team with over 41 senior managers to immediately address the management affairs at KE. Currently, the team is headed by Chairman Tabish Gauhar and CEO Tayyab Tareen.
Investment, profit and the turnaround
After decades of financial illness, KE has remarkably achieved an important milestone of becoming a profitable entity. From 2009 to 2012, KE witnessed an unprecedented US$1 billion shareholders equity investment, major overhauling of its technical resources, wide ranging capacity and efficiency improvements and an effective management. These much needed interventions have enabled KE to get back on the sustainability track.
While a profit of PKR 2.62 billion seems insignificant when compared with the financial investment made, it is indeed a step towards a sustainable future. During the last few years, KE has been successful in arranging substantial funds for its development project from IFC, ADB and OEKB and many local financial institutions. That coupled with the capital injection has enabled KE to add over 1010 megawatts of new and efficient generation capacity and significantly enhance its transmission and distribution capacities. Efficiency gains have really helped the Company improve its operating performance over the past few years.
In November 2012, K-Electric received US$50 million from two of its debt financiers, International Finance Corporation (IFC) and Asian Development Bank (ADB) who are lenders of US$275 million to KE. Each of the two institutions has invested US$25 million equivalents in the common shares of the power utility, thus translating into an equity infusion of US$50 million equivalents and with another recent investment of US$300 million to enhance the reliability and performance of the Transmission network.
Term Finance Certificates
In July 2012, KE declared that the first ever utility sector bonds issued by it, the Rs. 2 billion AZM Term Finance Certificates, have been fully subscribed. The history making venture received an overwhelming response from investors, such that the entire subscription has been completed within the first six weeks of the three-month period, which is reflective of the confidence reposed in KE's certificates.
In January 2014, KE introduced Pakistan’s first sharia-compliant investment certificate named, Sukuk. Like its predecessor AZM, the Sukuk certificates is also expected to set new records in sales and add to the trust of the KE consumers.
Largest employee engagement program in the history of Pakistan
KE declared 2012 as the “Year of Turnaround”, and organized AZM Tameer-e-Nau Conference spread over 45 sessions during the year in which all its 10,962 employees took part. The Conference was aimed at transformation of the Company mindset and to convert the once government-controlled half-working utility into an efficient, effective and successful entity. The AZM Conference expressed the unanimous commitment to transform KE into a truly customer centric private entity. The employees pledged to reinforce the common goal to restore Karachi to its former glory as the ‘City Of Lights’.
Power generation & transmission
By 2012, KE achieved Gross Dependable Generation Capacity of 2052 Megawatts. Latest addition to its generation fleet took place in April 2012, when KE’s newly constructed prime power station called Bin Qasim Power Station No. II started to generate 560 additional megawatts based on Combined Cycle technology. Before that, 1010 MWs had been added to KE’s installed power generation capacity, from January 2009 to March 2011, by construction of new power plants, improvement of existing fleet efficiency by over 10 per cent through replacement of old machines with highly efficient machines, timely and digital annual maintenance and overhaul of Bin Qasim Power Station I’s old units and by optimum dispatch of electricity. Reliability of the system has been improved by reducing unit tripping by 33% and by 31% reduction in the loss of un-served energy. KE’s 180 MW GE – Jenbacher Gas Engines – Project has been awarded “Best Fast Track Project (Silver Award)” and “Best Plant in the Region” title by Asian Power Magazine.
Also, 673 MVA have been added to KE’s transmission capacity through construction of eight new grid stations bringing the total number of Grid Stations to 60, and installation of 16 new transformers at existing grid stations. A total of 31.5 kilometre new transmission lines have been laid down enhancing the network from 1186 to 1218.5 kilometers, while 124 kilometer extra high tensions lines have been rehabilitated. With addition of 18 new circuits to the network the total number of circuits has come to 118. With that, transmission losses have been reduced from 4.19% in September 2008 to 1.45% in November 2011.
Integrated Business Centers (IBC)
To provide one-window service to customers, KE management launched 28 IBCs (integrated business centers) across Karachi catering to all customers related issues from new connections to bills amendment and faults repair. The IBCs were established after clubbing maintenance centers and billing zones. KE also launched Virtual IBCs after the success of IBCs for giving customers better services. VIBCs work just like IBCs and the VIBCs started working from July 2011. Call Centre 118 has also been modernised reinforced and its performance has improved, bringing the complaint attendance time to a few hours from the days and weeks of the past.
Corporate Social Responsibility Excellence Award
KE has been awarded the ‘Corporate Social Responsibility Business Excellence Award 2012’ at the first CSR Business Excellence Awards 2012 ceremony, organised by National Forum for Environment and Health (NFEH) in collaboration with United Nations Environmental Program (UNEP). The award recognized KE for the ongoing commitment towards sustainable social and environmental investments for the community especially in the areas of health and youth development.
Social Investment Plan
KE’s Social Investment program (SIP) is aimed at extending support to various vital healthcare and educational institutions serving the under-privileged and needy on purely humanitarian grounds. KE has so far signed eleven Memorandums of Understanding under SIP: with Bait ul Sukoon, Behbud Association Karachi, Karwan-e-Hayat, Lady Dufferin Hospital, SOS Children's village, and The Kidney Centre with Sindh Institute of Urology and Transplantation (SIUT), to provide absolutely free of cost electricity to its three dialysis centers in the City; with Indus Hospital for bearing 50% of their electricity cost: with Marie Adelaide Leprosy Centre (MALC), Layton Rahmatulla Benevolent Trust (LRBT) and The Citizens Foundation (320 TCF schools), for covering 100% of the cost of electricity used by these institutions every month.
Thought Leadership Forum
KE, in line with its vision to promote enlightened thoughts and objectivity, has created a prestigious "Thought Leadership Forum" as a contribution towards the development of the country’s economy. Under this forum, seminars related to key economic issues and opportunities are organised periodically focusing on logical, implementable and contemporary perspectives aimed at sustainable economic and social development. KE invites most respected and established thought leaders who present their in-depth analysis of various economic issues and their solutions. Businesspersons, corporate leaders, diplomats, media personalities and key achievers from various walks of life are invited to attend these seminars.
KE launched its new campaign against electricity thieves by the name of "They Steal We Pay" (Urdu: وه كريں ہم بهريں) in 2009. This campaign warns the thieves that if they steal electricity they would be charged a penalty or be jailed for a long time. KE also offers ordinary citizens to report about any on-going electricity theft activity.. While describing key challenges faced by power sector, State Bank of Pakistan notes: "… Leakages in terms of theft and inefficiencies at the generation and transmission stage must be seriously addressed. In this regard, the example of a privatized KE is insightful: this utility has shed surplus staff (despite stiff union opposition); has cut power supply on account of unpaid bills (even for high-profile government agencies); has invested in more efficient generation units; and has formulated a commercially driven load-shedding schedule. As a result, the situation is quite different in Karachi compared to the rest of the country.
Online bill payment
KE in a major value addition departed from conventional practice of bill payment and established a system of online payment service in collaboration with 12 leading banks of the country, becoming the first power utility in Pakistan to bring the convenience of an integrated and round the clock online bill payment service. The banks are: Allied Bank, Burj Bank, Bank Al Habib, HBL, KASB Bank, MCB Bank, Standard Chartered bank, Summit Bank, Samba Bank, Soneri Bank and UBL. Customers can log on to www.ke.com.pk, the KE official website, anytime and from anywhere in the world, and pay by using their 13 digit account number. KE customers can also visit their own internet banking page and pay their power bills by entering their 13 digit KE account number. This convenient service saves them from waiting for the printed bill to arrive and physically visiting bank branches and standing in queues. Customers not familiar with online payment, have been offered other value added alternate payment facilities via Easy Paisa outlets, UBL Omni shops and NADRA offices by just presenting their 13 digit account number at a much wider distribution network of these institutions…the only power utility with a 360 degree customer service menu.
Aerial bundle cable (ABC)
KE has successfully converted a number of PMTs and consumer connections in some parts of the City, including Clifton and Keamari areas, into high-tension ABC-based supply system that mainly pre-empts illegal connection through Kunda, thus saving considerable units previously stolen because of open copper wire. Starting 2011 with two pilot projects, KE-pioneered overhead ABC conversion venture would be covering more PMTs and consumers soon. The advantages of thermoplastic ABC conversion include control of losses caused due to illegal hook connection, prevention of theft of copper conductor, prevention of fatal accidents, minimising of tripping, minimising of complaints of power failure, higher current rating and lower short circuit rating, higher insulation and moisture resistance, better resistance to surge currents, better resistance to chemicals and corrosion, low dielectric losses, longer service life, and have better electrical and mechanical properties while being smaller in diameter and lower in weight.
Coal, biogas and LNG
KE not only aims at bridging the prevailing power demand-supply gap, but also has an objective towards translating this benefit into a lower tariff end user tariff, by burning cost effective fuel as compared to power generation via the 3.7 times more expensive furnace oil. The current fuel supply situation also forces the Company to carry out scheduled load shedding at half of its over 1200 feeders, mainly in commercial and residential localities, though still exempting major hospitals, water pumping stations, essential services, strategic installations and sensitive connections located anywhere in the City from load shedding. All this development has been made in the hindsight of receding energy resources, constantly growing electricity demand in Karachi and a need for alternate and renewable sources of energy. The project will also add mileage to KE’s drive towards becoming a vertically-integrated power utility.
As a part of its drive to enhance affordable electricity power generation capacity, KE has been working for setting up of coal-fired power plants up to 1000 MWs with Bright Eagle Enterprise Group Limited; a Hong Kong-based company sponsored by Chinese and Korean investors. These coal-based power plants from China would be established, commissioned and energized in Karachi on a fast track basis. Bright Eagle Enterprise is also collaborating for conversion of KE’s 1,260 MW Bin Qasim Power Plant-I from residual fuel oil to coal under a Joint Development Agreement. KE is also actively pursuing Thar coal reserves based power generation under a Joint Development Agreement with Oracle Coalfields of UK and Sindh Carbon Energy to set up a coal mine mouth power plant.
KE has signed a Joint Development Agreement (JDA) with Sindh Coal Energy Limited (SCEL) and Oracle Coalfields PLC (Oracle) of UK which is engaged in Coal exploration, mining and production, for establishing a coal-based power plant, reference to tapping the indigenous Thar coal reserves for power generation. This JDA defines the respective responsibilities of each party and marks another key milestone for KE following the signing of an MOU with Oracle on 12 December 2009 for the Thar Coal Power Project- a venture that aims to develop a mine-mouth coal-powered generation facility at Block VI Thar Coal Fields having an initial capacity of 300 MW and potential upside of 1100 MW. The integrated arrangement, as stipulated by the JDA, will enable KE to secure a long-term fuel supply from SCEL at competitive prices while SCEL will own and operate the mine which will be integrated with the KE mine-mouth power plant.
KE is the only vertically-integrated power utility in Pakistan. It produces electricity from its own generation units with an installed capacity of 2341 MW. It also has power purchase agreements for 1021 MW from various IPPs (Independent Power Producers), WAPDA, KANUPP (Karachi Nuclear Power Plant) and through imports. These purchases are based on an optimized generation cost that is governed by the fuel cost at the respective power facilities and their operating efficiencies.
- Bin Qasim Power Station 1 (Capacity: 1260 MW)
- Bin Qasim Power Station 2 (Capacity: 560 MW)
- Korangi Thermal Power Station (Capacity: 125 MW)
- Korangi Combined Cycle Power Plant (Capacity: 220 MW)
- SITE Gas Turbine Power Station (Capacity: 88 MW)
- Korangi Gas Turbine Power Station (Capacity: 88 MW)
More facts about KE:
- 1st company to be listed on Karachi Stock Exchange
- Load Management. (high, medium & low loss areas)
- Public Safety Drives
- 1st Power Utility to Exempt Industries from Loadshed
- Lowest ever Transmission & Distribution losses from 40% to record lowest 25% where 1 percent line loss is equivalent to PKR 1 billion.
- Khuli Kacheri
- Football youth development programs
- 1st Power utility to implement SAP-ISU.
- 1st utility to receive ‘A’ rating from Global Reporting Initiative (GRI)
- Launched the 1st Shariah compliant listed Sukuk worth PKR 6 billion which was oversubscribed within the first 12 business hours
- Despite stiff competition & violent resistance for over a year KE the Only power utility in Pakistan without a ‘UNION’
- 56% of Karachi exempted from Load shed.
- KE today stands as the 2nd largest private entity in Pakistan in terms of revenue.
- The 3rd largest company with a total assets base of PKR. 273 billion.
- In nationwide football ranking, KE Football team for the 1st time is at 2nd position.
- 5TH LARGEST COMPANY – OVERALL
- 2ND LARGEST PRIVATE COMPANY AFTER HUB POWER
- 3RD LARGEST – OVERALL
- LARGEST COMPANY – PRIVATE SECTOR
- 17TH LARGEST COMPANY – OVERALL
- 12TH LARGEST COMPANY – PRIVATE SECTOR
PAID UP CAPITAL:
- LARGEST COMPANY - OVERALL
Rebrand was an important pillar of the ‘holistic, inside out & outside in’ framework which was articulated in 2009 known as the ‘Value Creation Plan’ that aimed to convert KE, from a weak brand to an exemplary brand & Rebrand could only be done once positive changes & traction towards turnaround (tandem with reality) was consistently experienced by majority of the stakeholders & star customers that don’t steal or default. The scorecard of milestones achieved in the last 4 years is very extensive however, it is worthwhile to mention few achievements that paved the way to Rebrand
- 56% of the city including industries exempted from load shed.
- Lowest ever T&D losses from 40% to 25% (1% line loss is equivalent to approximately US$1 million)
- Union-free work environment
- Unprecedented investment of approximately US$1.3 billion in the power infrastructure
- One-window-solution offices
The Management and the Board are encouraged by the success the Company has experienced during the past few years as part of the turnaround and wish to continue with a stronger zeal and energy under a new identity that is in line with our aspirations, ESG philosophy, does not restrict us geographically & yet does not shy away from its legacy.
To reflect its renewed commitment to serve its vast consumer-base and instill its core resolve into its functions, the Company revamped its corporate identity changing its name, logo and tagline. The new identity, that entails 3 feathers that represent their primary function & ESG (Environmental, Social Governance) values, creates a perception of a robust organization dedicated to serve Karachi & hence Pakistan.
- Electricity sector in Pakistan
- KESC FC
- List of electric supply companies in Pakistan
- List of dams and reservoirs in Pakistan
- List of power stations in Pakistan
- Satpara Dam
- Allai Khwar Hydropower Project
- Gomal Zam Dam
- "The State of Pakistan’s Economy" (PDF). Annual Report 2011 – 2012. State Bank of Pakistan. Retrieved 30 March 2014.