Stella Ndiwalana N M

· Spearheaded the Yaka Mangu online campaign, resulting in 30,000 new connection applications within the project's first month and over 219,000 connections by 31st December 2024 yet at no advertising cost.

· As the onboarding and contracting Functional Lead, I have overseen the development and implementation of the application-to-connection process in Yaka Management System and, continue to provide technical support to users, enhance system performance and resolve issues.

· Using my communication and stakeholder engagement skills, I secured sponsored publicity spots for the YAKA Mangu campaign on CBS Radio, resulting in 137,000 applications between March and June 2024.

· Guided team resulting in confirmation of one member to permanent staff and together with another mentee were recognized and rewarded for exceptional customer service.

• Successfully managed the Records Management and Automation of the New Connections Process projects simultaneously attaining a 94% success rate of government funded customer connections and 100% automation of the customer application portal in Phase One within eight months during the COVID-19 pandemic.
• Planned and Designed the Records Management process for customer documents with an indexing system that has become the standard.
• With the automation, customer applications accountability was achieved and review is within 2 hours of submission of an application.
• Drafted the business case, sought approvals, planned and implemented the phase two system enhancements of the automation of the new connection process. This achieved the digitization of the wiring certificate with 3,500 active wiremen, a 2-hour activation of customer meters after connection, improved accountability for meters with pre-booking functionality and the agent functionality module to support non-tech-savvy customers.
• A new relationship between Umeme and the Wiremen was born which has been key in the improved turn around time for customer applications.

• Developed and implemented the culture of social responsibility within Umeme by spearheading community health activities, sponsorships, and tree planting in education institutions. CSR is now an integral arm of the Umeme business.
• Developed CSR policy guidelines and sponsorship policy in line with Umeme business objectives, in pursuit of the triple bottom line.
• Employee engagement in Corporate Social Responsibility activities improved tremendously, with an increase from 58% participation to over 100% participation.
• Using CSR, Umeme achieved a loss reduction in Mbale of 3% from 50%, which model was adapted to fight power theft among the urban poor communities.
• Established U-Green Club encouraging employee participation in sustainability efforts such as Think Green programs, health camps, and school safety projects. Participation moved from 58% to 100%.
• Increased positive visibility of the Umeme brand by implementing impactful CSR activities, charitable donations, and sponsorship efforts that included staff participation in fundraising for activities.
• Directed financial planning for the communications and marketing department, with a UGX 2.87bn annual budget.
• Handled crisis communication with agility and saved the company from litigation, with one example being the transformer incident along Dewinton Road, where I engaged with the victim and one of her relations, leading to an amicable settlement.
• Launched and secured board approval for a slum management initiative to mitigate losses through CSR in 2020. The Pamoja slum project (2021-2022) was then implemented in Nakulabye Kiwunya in partnership with Youth NGOs, and entailed skilling the youth in salon services, tailoring, and baking while teaching them responsible usage of electricity.

• Developed strong relationships with key clients, ensuring long-term partnerships and repeat business opportunities.
• Led data-driven decision-making by leveraging on surveys to inform the campaign decisions with value for money like the Umeme App campaign
• Ensured alignment of the UGX 3bn department budget with performance and annual plans, thus mitigating the existing challenge of budget depletion in the second quarter. Achieved a 1.5% overspend within three years down from 100% annual budget spend in six months.
• Set and implemented department reporting timelines within the first 5 days of the month to ensure the organisation’s operations report was completed within the stipulated time.
• Provision of support to the Stakeholder Relations team through performance targets in Corporate Social Responsibility and Sponsorships leading to focused activiites, notably the annual Surgeons' Camp, which saw over 100 beneficiaries with different medical conditions treated in three years.
• As part of building relations, I led the development and implementation of the Suppliers' conference in 2014 and 2015, purposely to build working relations, share business opportunities, and financing options, especially for Contractors. Over 160 (64%) local and international suppliers participated, and 75% are still Umeme suppliers.
• Provided project communications and marketing support role that led to a successful implementation and closure of the cashless project in 2016.
• Executed project communications strategy for Human Resource Information System implementation, achieving 90% internal awareness.
• Managed timely reporting for the Board circulating minutes and board reports within two months, led on developing the Communications annual plans, budget drafting, and control.

• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.
• Collaborated with the external Company Secretary for seamless execution of board meetings, and achieved 95% participation of a diverse board composition.
• Coordinated, compiled and dispatched comprehensive board reports efficiently two weeks prior to meetings including maintaining the board calendar, travel and accomodation schedules for the board members.
• Tracked minutes drafted by the Company Secretary for circulation within two weeks, and all actions arising from the board meetings were resolved within two months.
• As Secretary to the Senior Management Team, I coordinated all meetings and ensured that all matters arising in the Senior Management Team meetings were addressed and resolved by SMT members. Achieved an 80% resolution rate.
• Fostered a harmonious relationship between the Board, MD's office, Senior Management Team, and the business units using my communication, attention to detail, and interpersonal skills.
• Coordinated customer complaints in the Executive office with relevant team members to resolve complaints, and attained 90% resolutions.
• Handled highly confidential company information with integrity and never experienced any information leakage; even under duress, I firmly but politely declined to divulge.
• Identified, managed, and trained the Executive Assistant as requested by the sitting MD. The Assistant stayed in office till the natural end of the MD's tenure.
• Managed the Executive Office budget throughout my tenure.
• Designed programmes for executive roadshows, special visits, and onboarding of senior leaders.
• Liaised with different stakeholders to secure business meetings for senior management, the board, and key Umeme guests.

• Timely installation of meters on the Customer Care & billing system
• Team adapted and trained in time, and were the first team to install meters on the new billing system (ICS)
• Efficient running of the operations related to power theft, record keeping and data management
• Initiated a monitoring process where unaccounted for meters reduced from 17,118 to 10,281 in a period of forty-five days.

• Mentored junior staff members, fostering a positive work environment conducive to professional growth and development.
• Implemented cost-saving measures, identifying inefficiencies and reallocating resources to achieve optimal results.
• Completed journal entries, reconciliations, and account analysis to prepare quarterly financial documents and general account management.
• Ensured compliance with tax regulations by managing the timely preparation and filing of all required returns.
• As Delivery Controller, Key Accounts, from April 2007 to August 2008, I was able to collect UGX. UGX 6 billion arrears out of UGX 10 billion from the Ministry of Defence, Uganda Police Force, and the Uganda Prisons through cleaning up data, liaising with key officers, timely billing, and building strong relationships with accounting officers.
• As Delivery Controller in Nakulabye, Najjanankumbi, and Kabalagala between March 2005 and March 2007, I

1. streamlined office operations in Najjanankumbi and Kabalagala with targets for each team member,

2. removed all the illegal personnel from the office premises,

3. Improved survey turnaround time from one week to two days.

4. connections were completed within 3 days from an unspecified waiting period, and

5. recovered revenue from companies like Ntakke Bakeries through dialogues and payment plans

6. Effectively handled a change management process in 2006 that earned me trust with the team, who recognised my effort with a tea party and a gift.

• Fostered an environment of open communication between management teams across the district to share best practices in operations optimization and problem-solving techniques.
• Reorganised Nakulabye office by eliminating illegal staff and removing unethical team members, leading to restored confidence from senior management and customers.
• Introduced a reward system to foster improved service delivery among staff in meter reading and revenue collection, which earned me the Most Improved District Award for the Nakulabye office in 2005, and the performance reward system was adapted and is still in place today.
• To motivate the teams, I participated in field revenue collection activities with the field teams: meter reading, customer visits, and disconnection exercises.
• Spearheaded the restructuring of the notorious Kisenyi Millers power supply line to curb power theft with a dedicated line, re-engineered the line to trip at 80% transformer capacity, re-registered all meters, metered all supplies, introduced payment plans, and had engagements which resulted in receiving payments between UGX 80m and UGX 100m, where there was no payment at all previously.
• Utilised analytical proficiency to uncover, mitigate, and address major misappropriation of revenues by cashiers using the cardboard receipting scheme, thus saving the business's reputation and preventing a loss close to UGX. 2 billion.
• Managed contract staff within the stipulated guidelines.
• Managed conflict resolution by maintaining transparent dealings with all staff, working with integrity, and an open-door policy.
• Initiated and implemented customer engagements during LC meetings to address safety and responsible usage of electricity, to manage bills in the post-paid era.

• Between November 2002 and February 2003, in the UEDCL Procurement department, I handled requests for quotations, and followed up with suppliers to submit quotations. I also prepared bids for the Contracts Committee meetings for review and approval.
• At KELTRON between October 1997 and 2002, I transformed the Accounts, Procurement, Stores, and Projects. I implemented documentation for delivery, receipts, and filing of records in Accounts. Using the Pastel accounts package, I reorganised the store, created an indexing system for all tools and inventory, recruited a Stores officer who worked for over 10 years until the company closed, and designed Bills of Quantities and submitted bids for the electrical works at the American Embassy. The jobs were implemented by Keltron Development Services. I also handled procurement of electrical equipment for the electrical contracts, including the clearing of taxes in liaison with the Clearing and Forwarding Agent.
• While at UGACHICK Poultry Breeders from October 1994 to October 1997, I was assigned to reorganise a stationery store, which I completed in two days, then successfully requested to be taught how to enter data in the accounting system. I went on to audit sales, became a cashier, accounts assistant, and later Chief Accountant Trainee.

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