Across the South East of Nigeria, a quiet yet troubling pattern is emerging—one that closely mirrors the gradual collapse of public water corporations decades ago. Today, electricity generation and distribution companies (GenCos and DisCos) appear to be drifting along the same path toward irrelevance, inefficiency, and eventual public abandonment.
There was a time when Water Corporations formed the backbone of urban and semi-urban life. Households depended on them for clean, affordable water. However, years of neglect, poor management, inadequate investment, and weak accountability steadily eroded their capacity. Infrastructure deteriorated, pipes ran dry, and public trust evaporated.
In response, citizens turned to boreholes, private vendors, and self-help solutions—creating entirely new business ecosystems and value chains. Today, while Water Corporation offices still exist across the South East, they have largely lost their relevance. Nearly 95% of modern buildings now rely on private boreholes for water supply.
This is the same trajectory that many electricity companies in the region now appear to be following.
Despite the privatization of Nigeria’s power sector, the promised transformation in service delivery has largely failed to materialize. Instead, consumers continue to grapple with estimated billing, erratic supply, dilapidated infrastructure, and a persistent lack of transparency. What was meant to usher in efficiency and investment has, for many Nigerians, become a symbol of disappointment.
It must also be acknowledged that vested interests within both government and the private sector have undermined the privatization process. Critical national assets were handed over to politically connected entities lacking the technical expertise required to manage such a vital utility. To this day, Nigerians continue to bear the cost of those flawed decisions.
Across cities and communities in the South East, individuals and businesses are already adapting—just as they did with water. A recent observation in Onitsha highlights how lithium-based solar systems are rapidly gaining dominance in the energy market. Households, hotels, and small businesses are investing heavily in alternative energy solutions to secure reliable power.
With solar energy requiring minimal regulatory barriers, it is only a matter of time before communities and cooperative societies begin to establish mini solar farms to meet their electricity needs independently.
In essence, people are gradually disconnecting—both psychologically and economically—from the national grid.
This shift is not merely about alternatives; it is fundamentally about trust.
Once public confidence in a service provider collapses, rebuilding it becomes an uphill task.
Electricity companies, much like the defunct Water Corporations, are increasingly perceived not as service providers but as burdens—entities that bill consumers without delivering commensurate value. The cost of electricity has become unbearable for many. How does a civil servant earning less than ₦70,000 monthly sustain an electricity bill of ₦40,000? How do tariff band classifications (Band A, B, C, D,E) justify the glaring inequality in access and pricing?
If left unchecked, GenCos and DisCos risk becoming practically obsolete—existing only through regulatory protection and forced patronage rather than genuine consumer demand.
The broader economic implications are significant. Energy insecurity discourages investment, cripples small businesses, and widens socio-economic inequality.
However, this outcome is not inevitable.
The recent constitutional shift moving electricity from the Exclusive List to the Concurrent List presents a critical opportunity. South East governors must aggressively leverage this reform to develop localized, efficient power solutions. Governor Alex Otti of Abia State, through his partnership with Geometric Power, is already demonstrating what is possible. Early signs indicate improvements in power supply in Aba and Umuahia, though much work remains.
The region is richly endowed with energy resources. Enugu possesses vast coal deposits, while Imo and Anambra have significant natural gas reserves. Strategic investment in gas infrastructure and regional power projects could drastically reduce the cost of electricity for consumers.
At the same time, electricity companies must prioritize universal metering to eliminate estimated billing, invest in modern infrastructure, and adopt customer-centric models that emphasize reliability, affordability, and transparency. Regulators must also rise to the occasion—enforcing performance standards, ensuring accountability, and protecting consumers from exploitation.
The lesson from the Water Corporations is unmistakable: when institutions fail to serve the people, the people will find alternatives—and move on.
Electricity stakeholders in the South East must now make a choice: reform and remain relevant, or continue on a path that leads to gradual extinction. The warning signs are already clear. Ignoring them would be a costly mistake.
Ndubuisi Anaenugwu
Ambassador General
Good Governance Ministry (GGM)
Email: ggovernanceministry@gmail.com
