AFRICA “ We effected that integration through careful change management that sought feedback , involved all employees and communicated openly ,” she adds . Prior to the changes , staff were interviewed about how they foresaw the change happening which allowed management to manage expectations and to focus on the issues that mattered to employees . “ Now , we have regular meetings that continue to elaborate and get everyone to understand what we ’ re going to be as a company : our structure , how we operate and what we value .” “ Having to uproot deep held habits and beliefs has been a journey , and still is ,” says Kinabo . “ Tanzanians , and Africans in general , are very short-term in the way we look at things . We are therefore working to get people to think long-term which means being more structured . We overcome such challenges by being very clear in what we ’ re changing and why we ’ re changing .”

It ’ s about continuously enforcing the message of the new brand , according to Kanora . “ We make sure the message is out there for all new people to understand from the get-go , as well as refresher communications

— Anette Kanora , Group Communications Officer , CSI Energy Group

for existing staff . It ’ s at the point now where it ’ s starting to stick .”

Embedding the CEG vision is vital as the business grows to manage even bigger projects in terms of value and manpower . Already CEG is finalising one of its biggest projects , the Kinyerezi II Combined-Cycle Power Plant ( 240 MW ) in Dar es Salaam that had a headcount of over 2,000 employees and a value of $ 21mn .

According to Kinabo , supporting employees through a significant period of change means involving them as much as possible . “ We make sure it ’ s simple , open and consistent ,”

she outlines . “ We ask for their feedback

103 www . energydigital . com