It’s time for Central Asian power utilities to develop a new corporate strategy based on three areas of action.
Rafayil is spearheading energy reform and corporate restructuring advisory for state-owned public utilities in the Pacific states. Additionally, he is leading regional advisory and support program for building regulatory capacity in the region. Prior to Pacific operations, he was in charge of corporate transformation and restructuring for state owned electricity and gas companies in Central Asia and Caucasus states. His expertise covers change management, corporate strategy and restructuring and energy reforms. Rafael holds a BA in Finance from Azerbaijan State Economic University (Azerbaijan) and Master Degree in Public Management and Governance from the London School of Economics and Political Science (UK).
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In the fragile energy scenario of small Pacific islands, contingency plans are crucial to keep the lights on during a crisis.
With key reforms, Pacific states could move toward cleaner, more affordable sources of energy that eventually eliminate fossil fuels completely.
SOE reforms in the energy sector should be time-bound, and focus on accountability and performance.
State-owned enterprises, including power utilities, in many countries have collected a menagerie of assets unrelated to their core business. And they are selling cheap.
State-owned power companies in the Pacific are increasingly becoming a fiscal risk in part due to their outdated management practices. Reforms are needed to allow them to prosper and perform into the future.
Power purchase agreements are crucial for financing electricity infrastructure in the Pacific. Developing them with greater transparency will help make the power supply more reliable and affordable.
Uzbekistan wants to reform its power utility to change the way it trades energy with its four neighbors.
Reforming state-owned enterprises can be an extraordinarily complex activity but it is underpinned by a single clear goal.