New CEO says JPS must address customer service deficiencies
BY CONRAD HAMILTON Observer senior reporter hamiltonc@jamaicaobserver.com
Tuesday, May 08, 2012
PRESIDENT and CEO of the Jamaica Public Service (JPS) Kelly Tomblin says
that the company cannot go forward unless it addresses severe customer
service deficiencies that have resulted in a breakdown in the
relationship between the light and power company and its
consumers.
Tomblin, who became the head of the electricity provider on April 2,
said yesterday that poor customer relations have also affected members
of the JPS staff — some of whom she said were no longer proud of wearing
the company's logo on their clothing.
Jamaica Public Service’s (JPS’) new president and CEO Kelly Tomblin addressing yesterday’s Observer Monday
Exchange at the newspaper’s head office in Kingston. Seated are JPS officials Winsome Callum, head of corporate
communications, and Val Fagan, vice president generation expansion. (Photo: Naphtali Junior)
Winsome
Callum, head of corporate communications at the Jamaica Public Service
(JPS), speaking at yesterday’s Observer Monday Exchange. Also
photographed are other JPS officials (from 2nd left) Val Fagan, vice
president generation expansion; Kelly Tomblin, president and CEO; and
Garth McKenzie,
director Loss Control Division. (Photo: Naphtali Junior)
Speaking at the Jamaica Observer Monday Exchange, the new
JPS boss said that she would be focusing on the need to improve the
company's bottom line, as well as changing the way Jamaicans view the
electricity provider.
"One of the challenges I have is returning this company to economic
health in the midst of a public relations storm, in the midst of a very
real need to lower electricity prices. There are significant challenges
on all ends of the spectrum for JPS," said Tomblin.
At the same time, she highlighted the need for the company to improve
its financial performance. "Our banks loaned us money; they expect us to
make a certain amount of money related to that debt, at a certain
ratio. We are not maintaining that ratio. We are meeting with all our
banks this week. So at the same time that I have an angry public, I have
a situation where my banks are going to ask some questions, as well,
about how much we are earning, how much debt we have, so that's a big
challenge for us.
"There are a lot of things you can't control; often you can't control
how fuel prices go, but you can control how transparent, how intimate
and how open and receptive you are to your customers, and I think that
should continue, no matter what challenge we face, and that's a real
focus right now. I have found that you cannot do anything with your
customers, you cannot do anything with the public, or any of your
stakeholders, until you have cleaned your own house," said Tomblin.
The JPS boss, who was accompanied by other senior company officials,
said the intense discussions that have taken place at some recent
stakeholder consultations have resulted in her not being able to
complete her prepared presentations, and have convinced her of the need
to address the problem as a matter of urgency. She said over the short
term the JPS will be spending time listening to both consumers and
staff, some of whom, she declared, are emotionally affected by the
treatment meted out to them by irate consumers.
Tomblin disclosed that as a result of recent interactions with JPS
customers, she has already effected a change to the company's
disconnection policy. "We hear stories of people standing with their
cheques telling the persons that I have paid, and the response is, 'I am
sorry, I have got a cut-off notice'. There is the whole idea that we
may have to cut somebody off, but let's look at their credit history. We
just recently changed our policy, because I have heard from some of the
most esteemed members of our community, and a lot of people who paid
their bills every month had their service cut off because they were two
days late," said Tomblin.
She noted that the problem of rapid disconnection was being influenced
by the presence of independent contractors paid on the basis of the
number of disconnections they effect.
Director of the JPS' Loss Control Division Garth McKenzie, who was among
the JPS officials at the Exchange, acknowledged that the previous
disconnection policy was not good for business. "We pay out exactly what
we take in reconnection fees to the contractor, so it is not like a
bank fee, it really is a pass-through; so there is really no way to
increase disconnections and become more profitable. Disconnections make
the customer more annoyed with the JPS," he said.
"In the US, which is where I compare it to, if you pay late we charge
interest, so you have another tool. When others charge interest, we have
one tool... disconnect, so I think that's challenging," added Tomblin,
as she disclosed that JPS employees, particularly customer service
representatives, were being empowered to make on-the-spot decisions on
customer-related issues that previously had to go through the chain of
command.
"When you sit there talking to the customer, I have to emphasise...
that's the president right there. When you're talking to the customer
and you have to make that decision, do I disconnect, do I treat him
nicely," said Tomblin.
