Message from the General Manager ''237 Patriotism: This is our chance to do things differently and better''

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Oumarou Hamandjoda
General Manager
 

Dear colleagues,

 

May 4, 2026, is a major turning point for our sector. As decided by the President of the Republic, former ENEO has now become fully State-owned, after twenty-five years of international concession. This choice translates a clear desire : strengthen national control over a strategic sector.

Incipient SOCADEL is not a company like any other. When you read the presidential decree, notably the extension of its operational missions, it is, more than ever before, the backbone of the electricity sector. It embodies a strong ambition, and this ambition binds each and every one of us. SOCADEL is an expectation. It rests on our collective shoulders!

I would like to take this opportunity to salute all those who mobilized for the success of the very first Unity Day under the SOCADEL era. We must standardise these ways of working…

The expression “237 Patriotism” can easily ring hollow.  But in this instance, it refers to something concrete — now more than ever before — in the way we work, intervene, and speak to customers. On the field, in agencies…everywhere.

The State has decided to rely on the men and women who are already in place in the company. The best way to show our appreciation is to get the job done !  It is an expression of trust in our skills, in our experience, and in the work that has been done over the years. Work often done under demanding conditions, with little recognition and sometimes with sub-par results. We also must admit it : the expectations placed on us are high; they are legitimate.  Feedback from our customers, notably through the perception survey carried out in late 2025, are unambiguously clear. They expect service that is reliable, more responsive, more respectful.  They want greater consideration, once again, in our approach and in our response-time limits on the field; our ways of serving them in agencies, of talking to them…

The good news is that we are not starting from zero. The company has evolved, sometimes with pain, but it is structured. It is home to seasoned professionals. It is home to an established know-how. It has a solid bedrock of public service awareness. We must accomplish something tangible out of it from now on.

In this context, we do not have too much time to adapt. We must act, and swiftly. All eyes are on us. They will judge us quickly. Maybe harshly. The first one hundred days will be key. They will not be enough to change everything, but they should send clear signals : our ability to organise, prioritise and produce visible improvements.

Our action follows a plan laid out over the next months, with a progressive increase in momentum. We must be results-oriented, to make a difference.

We have identified three sets of priorities, namely :


Every action, every attitude, across the company, must contribute directly or concretely to these priorities.

Over the coming weeks, we will unveil the new brand identity that will drive the new SOCADEL. We will perform an in-depth organisational diagnosis, leverage internal focal points at all levels, and we will go meet teams on the field. The objective is simple: identify and understand what works, align, and act!

We are operating in an ecosystem where coordination with other sector stakeholders is indispensable. We are counting on State officials to strengthen this coordination and transform it into a driving force. Our collective responsibility is engaged in the quality of the service delivered to customers. This is because ultimately, customers do not want to make the difference. They simply want things to work.

I would also like to address an important point: the women and men who make up this company.

Existing gains will be safeguarded, pursuant to the Government’s guidelines. Discussions relating to employee shareholding will continue within a specified framework. Furthermore, the Strategic Workforce Planning will remain a priority, with particular emphasis placed on in-house talent development and recognition, as well as the strengthening of training.

As such, I would like to hail your commitment, especially on the field. The conditions are not always ideal. The resources not always available. But the job gets done. And despite this, we will have to do more. That is the truth of the situation.

Amid this transformation phase, our practices, our procedures, and our mode of functioning will – and must – change. We must quickly come to the terms with the fact that a privately-owned company does not operate the same way a State-owned company does.

Henceforth, more than in the past, each instance of bad management will be considered misappropriation of public funds, whether it relates to procurement, undue management of metres, transformers, a cables, fuel, a poorly managed or unduly closed project, fictitious missions, excessive and unjustified expenses, etc. Such misconduct will engage the personal liability of the employees involved and expose the company to wider consequences.

This will require adaptation, rigour as well as a stronger and renewed commitment.

The credibility of SOCADEL will not be decreed. It will be built, day in day out, through the quality of service we deliver.

The challenge is demanding. But it is one within reach, if we proceed with clarity, discipline, and a sense of responsibility.

Therefore, we need to get moving. And get things moving. Starting now.

Oumarou Hamandjoda
General Manager