{"id":467,"date":"2016-12-28T10:54:08","date_gmt":"2016-12-28T10:54:08","guid":{"rendered":"https:\/\/lbc.leadershipbt.com\/2016\/12\/28\/plano-de-negocios-a-5-anos-para-energizar-uma-eletrica-africana\/"},"modified":"2026-10-19T21:15:32","modified_gmt":"2026-10-19T21:15:32","slug":"plano-de-negocios-a-5-anos-para-energizar-uma-eletrica-africana","status":"publish","type":"post","link":"https:\/\/lbc-global.com\/pt\/plano-de-negocios-a-5-anos-para-energizar-uma-eletrica-africana\/","title":{"rendered":"Plano de neg\u00f3cios a 5 anos para energizar uma el\u00e9trica africana"},"content":{"rendered":"<h3 class=\"wp-block-heading\">Afinar \u00e1reas<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Neste caso particular, o projeto realizado pela LBC \u00e9 o perfeito exemplo de como o afinar de algumas \u00e1reas, como a vertente tecnol\u00f3gica, pode fazer a diferen\u00e7a.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">O plano concebido pela LBC incluiu as proje\u00e7\u00f5es financeiras de receitas e custos, bem como dos principais indicadores-chave da atividade da ENE; o posicionamento estrat\u00e9gico no setor da energia no mercado, nomeadamente em termos do modelo e participa\u00e7\u00e3o da empresa nas diversas \u00e1reas da cadeia de valor; ou a ambi\u00e7\u00e3o da entidade para o per\u00edodo de cinco anos, traduzida em objetivos e metas.<\/p>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Oportunidades<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Entre as oportunidades de melhoria identificadas encontrava-se a legaliza\u00e7\u00e3o das liga\u00e7\u00f5es fraudulentas e a amplia\u00e7\u00e3o dos programas de angaria\u00e7\u00e3o de novos clientes; a expans\u00e3o da rede para servir parques e p\u00f3los industriais, bem como o investimento na moderniza\u00e7\u00e3o da rede de forma a colmatar as perdas t\u00e9cnicas e permitir \u00e0 empresa a venda da energia que j\u00e1 produzia; o avan\u00e7ar com um programa de instala\u00e7\u00e3o de contadores (em especial pr\u00e9-pagos), diminuindo a m\u00e1 cobran\u00e7a e os custos associados ao ato de cobrar; a redu\u00e7\u00e3o dos desperd\u00edcios, atingir uma poupan\u00e7a significativa nos fornecimentos e servi\u00e7os de terceiros ou rentabilizar o patrim\u00f3nio existente; ou ainda a revis\u00e3o da tarifa cobrada, em prol da efici\u00eancia do mercado energ\u00e9tico e de forma a criar incentivos para a angaria\u00e7\u00e3o de novos clientes e para a realiza\u00e7\u00e3o de investimentos na rede.<\/p>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Recomenda\u00e7\u00f5es<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Em rela\u00e7\u00e3o \u00e0s iniciativas de cria\u00e7\u00e3o de valor, foram recomendadas campanhas de angaria\u00e7\u00e3o de clientes, no sentido de aumentar a base de clientes (instalando 75% de contadores convencionais e 25% de pr\u00e9-pagos), num aumento projetado de quase 300 mil clientes entre 2011 e 2015, a uma m\u00e9dia de 55 mil novos clientes\/ano; a\u00e7\u00f5es de legaliza\u00e7\u00e3o de clientes, com uma subida estimada de 25 mil clientes no mesmo per\u00edodo, a uma m\u00e9dia de 5 mil novos clientes\/ano; ou ainda o envio mensal de alertas SMS para os clientes sem sistema de contagem (com uma margem total estimada em 14,8 milh\u00f5es de kuanzas, correspondente a uma receita incremental de 24,9 milh\u00f5es e custos de 15,7 milh\u00f5es de kuanzas).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Na vertente tecnol\u00f3gica, as recomenda\u00e7\u00f5es no sentido de a ENE gerar valor indicaram iniciativas com impacto nas receitas, como o pagamento via multi-caixa (ATM) por parte dos clientes, com uma margem total estimada em 44,1 milh\u00f5es de kuanzas; a implementa\u00e7\u00e3o do servi\u00e7o de pagamento por SMS, com uma margem total estimada em 122,7 milh\u00f5es de kuanzas; ou a cria\u00e7\u00e3o de postos de pagamento alternativos, criando \u00e0 ENE um valor estimado em 77 milh\u00f5es de kuanzas at\u00e9 2015.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Estas recomenda\u00e7\u00f5es, somadas \u00e0s de poupan\u00e7a e de redu\u00e7\u00e3o de custos, apontavam para um cash-flow estimado em 385.515 milh\u00f5es de kuanzas para a ENE \u2013 Empresa Nacional de Electricidade de Angola.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">&nbsp;<\/h3>","protected":false},"excerpt":{"rendered":"<p>The National Electricity Company of Angola was committed to improving management, as well as sharing knowledge and good practices. 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