DIWILS ELECTRICAL ENGINEERING COMPANY

Is a fully registered Company with Corporate Affairs Commission since 

2005. They are licensed to carry out electrical installation work,

engineering contracts, and other allied engineering services. The

company has a handful of chartered Electrical, Civil, Mechanical and 

Telecommunication Engineers and Technicians to handle any class of

engineering project any where in the Country.

Diwils Electrical has many years of cognate experience having delivered so

many Projects since inception. The company has more than ten Associate

partners.

·        ESUES ENGINEERING LTD,

·        CECIJAY ENTERPRISES NIGERIA AND 

·        A.U. EDISON NIG LTD.

·        H. E. AKANWA ELECTRICAL CO. NIG

     11, Okija Street, Mile 1, Diobu, PHC.

     ( E-mail:    hyginusakanwa@yahoo.com)

·        O. J. LIGHT & WIRES NIG. LTD.

·        HICOTEX ELECTRICALS NIGERIA

·        FRANK ELECTRICALS NIGERIA,

·        LUMINOUS ELECTRICALS NIG.

·        IZUNNA ELECTRICAL NIGERIA

·        ANABUIKE ELECTRICALS NIGERIA

·        CHIMARKS ELECTRICALS NIGERIA

DIWILS is ready to be on your service any where any time !

Diwils is a wholly owned Nigerian outfit that was registered in 2005 with Corporate Affairs Commission (CAC) as firm of experienced Engineers involved in wide variety of activities and sound background in the fields of Civil/Structural, Electrical, Mechanical, Consulting services. A group that prides itself with quality, safety and carry full public and employers' liability with key personnel registered with Council for the Regulation of Engineering in Nigeria (COREN) and other regulatory bodies.

From the commencement of Diwils operations in 2005 till date, the Company has successfully completed electrical and mechanical projects ranging from Power Transmission and Distribution, Water and electrical schemes, and has extended its professionalism to other

                                                                                                                                                                                     engineering services such as Building, Road Construction Networks, Erosion Control, Manpower Training, etc.

Diwils ability to study, design, prepare and evaluate documents, negotiate, modify, coordinate, manage and supervise to suit the Clients' needs has resulted in Company's growing presence, dominance and substantial repeat businesses with various Clients such as Oil Mineral Producing Development Commission (OMPADEC), Niger Delta Development Commission (NDDC), Ministry of Power (MP), Power Holding Company of Nigeria Plc (PHCN), National Integrated Power Project (NIPP) and the then Rural Electrification Agency (REA). Diwils is also a private developer initiative outfit you can trust.

It is worthy to note that our satisfaction is on timely  delivering of standard engineering services unequaled in professional quality.

As an independent firm, uninfluenced by any contractor, supplier or manufacturer, Diwils will always adhere to professional ethics in the execution of all projects. All detailed studies to be carried out at feasibility, preliminary, planning, design stages, preparation of tender documents, award of contract, supervision/monitoring of construction and management of projects will always be in the interest of the Client.

The firms' new operational Headquarters is at No.2 Omoku St. phc, Rivers State and has project offices in

Uyo-Akwa Ibom State, owerri imo State and most recently in F.C.T-Abuja.

DIWILS ELECTRICAL ENGINEERING COMPANY

HEAD OFFICE:

2, Omoku/Okoroji Street,

Off Olu-Obasanjo Road,

Port Harcourt,

Rivers State,

NIGERIA.

BRANCHES IN:  UYO, JOS AND OWERRI.

E-mails: diwils_u@yahoo.com

           Wirelessworld2008@hotmail.co.uk

Call;

             +234 8033351170,

-      8094574510,

-      8068581958,

-      8087348508.

-      9 4843990             

DIWILS   HOME BASED ELECTRICAL SUPPLIERS INCLUDES:

O. J. LIGHT & WIRES ENTERPRISES NIGERIA

Dealers On high quality Over Head Electrical Lines Materials

Such as: Aluminium Bare Conductors of all sizes and makes (ACSR, AAA, AAC, ASAC, etc)

Armoured, PVC and XLPE Cables, Feeder Pillars, Gang Isolators, D-Fuses, Arrestors, Wiring Installation materials of various makes, Grounding Materials of all grades, Digital and Analogue Testers, Meggers, pot and pin insulators, spindles, Bare and insulated copper conductors, Line taps and Logs. Etc.

H. E. AKANWA EELECTRICAL NIGERIA

Dealers On high quality Over Head Electrical Lines Materials

Such as:

Armoured, PVC and XLPE Cables, Feeder Pillars, Gang Isolators, D-Fuses, Arrestors, Wiring Installation materials of various makes, Grounding Materials of all grades, Digital and Analogue Testers, Meggers, pot and pin insulators, spindles, Bare and insulated copper conductors, Line taps Aluminium Bare Conductors of all sizes and makes (ACSR, AAA, AAC, ASAC, etc) and Logs. Etc.

 How does Diwils Engineering Contributes to the Nigerian Development Goal?

Diwils Engineering engages in consultancy business as well as in EPC. The engineering consulting industry in which Diwils belongs represents the arm of engineering profession that engages in the business of converting research and knowledge of the engineering sciences into goods, infrastructure and services that add value to human lives.

Consultancy and engineering companies provide professional services to areas in markets such as construction, transport, energy and utilities.

Services offered by Diwils Engineering in this area include:

·                     Feasibility Studies

·                     Project Planning

·                     Designs and Drawings

·                     Building Standard Specifications

·                     Procurement Planning

·                     Scheduling, Control and Supervision of the Execution of Projects

·                     Facility Management of the completed infrastructure.

DIWILS  CONTRIBUTION TO NATIONAL DEVELOPMENT

Diwils Engineering plays a key role in the development of the national economy by providing independent professional advisory services towards the creation of a viable and sustainable national infrastructure.

Diwis is a viable consulting and contracting firm providing the nexus where the nations engineering know‑how can be articulated and mobilised for the provision of practical solutions to engineering problems, from whence real life projects are proposed, designed, and their execution supervised to fruition.

·                     Diwils professional and independent inputs are crucial to the conception, planning and implementation of social and economic development project including schools, hospitals, stadiums, utilities, irrigation schemes, agric infrastructure, highways, bridges, airports, hotels and other public facilities.

·                     Diwils provides environment for the employment and professional development of the nation’s skilled technical manpower. The consulting arm of Diwils Engineering possesses a potential that is crucial to the development of engineering as the tool for national development.

·                     Diwils engineering joined in the global fight against climate change. Through emerging eco-friendly and sustainability design techniques, we help society to curb carbon emissions, adapt to changing climatic patterns which provides for sustainability.

·                     Diwils Engineering aspirations corroborates the ongoing effort of delivering the next generation of nuclear power plants and renewable energy in the face of fast depleting crude oil deposits in the Niger Delta sub region.

What has been Diwils stance regarding global Consulting Industry in Nigeria?

Diwils Engineering solidly joined hands with the global consulting industry which has featured prominently in the conception and development of massive infrastructure projects, from the iconic to the everyday.

Some of the most famous engineering projects in the world would not have been possible without the contribution of contracting and consulting firms.

Some major examples are:

-      Beijing National Stadium, Beijing, China (Bird’s nest – 2008 Beijing Olympics)

-      Sydney opera house (Australia)

-      The London Eye, London, UK

-      Terminal-5 at Heathrow Airport, UK

-      The three gorges dam, China

-      Hoover dam, US

-      The channel tunnel, UK / France

-      The world trade centre, New York, US

-      International airports

-      Nuclear power plants

-      High-speed rail lines across regions, and metro systems for big cities

FIDIC

The International Federation of Consulting Engineers (FIDIC), founded in 1913, with headquarters in Geneva,  which Diwils Engineering is a prospective member is the umbrella body representing the global consulting industry.

FIDIC strategic objectives are to promote the development of a viable industry, enhance the image of its practitioners and be the authority on issues relating to business practice. FIDIC offers the industry a global leadership based on the governing principles of quality, ethics, integrity, and Commitment to sustainable development

Model Diwils contracts agreement are acknowledged as global benchmarks for best practice because they possess unique advantages of clarity and coherence, prepared with due regard to flexibility, adaptability, and based on fairness and equity between contracting parties.

Diwils, in her commitment to ensuring professionalism in global practice in line with FIDIC’s work over the years has focussed on identified key areas of global excellence, producing valuable business practice: Quality, Integrity, Sustainability and Capacity Building:

THE NIGERIA CASE

In Nigeria today, the case for becoming serious about building infrastructure has never been more potent. The inadequacy or collapse of infrastructure across all or most sectors (power, petrochemicals, energy, transportation, marine and ports, water and sanitation, education, health, name it) has become such a topical issue that there is now no other way for the political leadership to gain credibility than to commit to a wholehearted, serious resuscitation of our national infrastructure, and massive creation of new ones.

The question now remains: will we as a nation start to expend our energy in building our own capacity, supporting and developing our local expertise and know-how, which in the long run is the only lasting means to acquire our own capabilities and achieve development? Or will we continue to look to others to provide us with ready made unsustainable shortcuts, spending precious resources in attempt to “buy third world development at first world prices”? Recent enabling initiatives such as the Nigerian content law indicate that there is a resolve to address the need for local capacity building and support to the local industry.

Making the right choices will place tremendous hope and expectation on the engineering industry (the consulting industry inclusive), which would then have to become the most crucial sector in the scheme of Nigeria’s development.

If and when we are able to develop a home grown capability to produce and sustain our growing electricity needs, and a similar development occurs in the energy and other sectors, the massive potential for industrial growth which has so far remained suppressed will become triggered, along with a burst of entrepreneurial vigour. Massive new opportunities for engineering activity will continue to emerge in other sectors. Other infrastructure, presently in a state of decay, will present new and attractive investment scenarios, leading to massive new investment opportunities in the economy.

The status and readiness of the Nigerian consulting industry will be a crucial factor on how we are able to materialize the potentials of this scenario.

How is the Consulting Industry in Nigeria Organised?

THE CONSULTING INDUSTRY IN NIGERIA (ACEN)

The Association of Consulting Engineers Nigeria ACEN was founded in 1971, and its formation involved the participation of about 12 core professionals led by Engr. F.A.O Phillips, an accomplished mechanical engineer who had to his credit 35 years meritorious service in the Nigerian Railways, which culminated in a tenure as Chief Executive. Formal registration as an association was obtained in 1979. ACEN applied for full membership of FIDIC, and was elected in 1977. From a list of 47 members at the time of application for FIDIC membership, ACEN has grown to be a national umbrella association of over 200 member firms.

From the start, ACEN has consisted of membership from the elite of senior engineering professionals. Conditions of membership include requirement for 10 years post qualification experience in design and supervision of important engineering works - for principal partners; and license to practice from the Council for the Regulation of Engineering in Nigeria COREN. A review of members’ profiles (Bayo Adeola, 2009) indicates that the Nigerian consulting engineer typically has the best of training in the secondary and tertiary institutions both within and outside the country. Where opportunities were given he has given a good account of himself.

Nigerian consulting engineers have designed and supervised many of the country’s high-rise buildings, highways and bridges. They have also participated in some of the more complex engineering projects such as the large scale dams and reservoirs, irrigation projects, power generation and transmission, and in the oil and gas sector.

ACEN has contributed in the development and regulation of the practice of consultancy through the setting of industry standards of competence and expertise, such as in the preparation of conditions of engagement and scale of fees for consulting engineering practice in Nigeria, which has been recognised and endorsed by NSE. It has also been the local industry’s link to international best-practice through its active membership of FIDIC since 1977. Like FIDIC in the international arena, its operating principles of independence, competence / qualification and professional ethics have earned for it a reputation of credibility, and the larger engineering community has come to expect from it and its members, leadership in setting the standards of professional practice.

what contributions have the Nigerian consulting firms made in the development of the nation?

The Nigerian consulting firms have shown that given the appropriate challenges, they are capable of taking on complex multi-disciplinary assignments, growing to sizes comparable to those of some international firms, and generally discharging themselves creditably

A CASE STUDY – THE AFRI-PROJECTS CONSORTIUM EXPERIENCE

From 1995 to 1999 the firm of Afri-Projects Consortium, a Nigerian consulting firm consisting of engineers and allied professionals, were appointed as Management Consultants to coordinate projects and programmes funded by the defunct Petroleum (Special) Trust Fund (PTF).

 PTF was a body established in 1995 to utilize a part (about 33.65%) of the accruals resulting from the increase in the price of petroleum products then introduced by the Federal Government in 1994, in funding mostly the rehabilitation of vital infrastructure across the Nation. During its tenure, the Fund’s interventions cut across various mandate areas, including the sectors of

 Transport – roads, waterways, mass transit

Education

Health

Water supply

Agriculture

Others, including Telecomm. and Power.

Afri-Projects Consortium’s function as the Fund’s coordinating consultants was to provide technical assistance in the areas of General Corporate Development, Sectoral Funds Allocation and Intervention guidelines, Communication and Information Systems, as well as coordinate the engineering, project management and other specialist services provided in the Fund’s projects and programmes.

During this period Afri-Projects Consortium employed the services of about 350 staff, in addition to coordinating the services of several hundred consulting firms across the country. The PTF’s operations involved the engagement of a total of:

 --                      Consulting Firms                               -                       -                     622 No.

-                      Contractors, Manufacturers, Suppliers                  -                  4,169 No.

-                      Other Professionals                                                  -                15,145 No.

-                      Others - Non-Professionals              -                       -               416,435No.

Through the years of Afri-Projects Consortium’s engagement with PTF, projects undertaken included:

-                      Rehabilitation of 12,500 km of mostly Federal roads across the country;

-                      Provision of 126 buses, 5,000 motorcycles, over 57,000 bicycles and 16 ferries for the national inland waterways – under a mass transit programme;

-                      Counterpart funding of the Multi-State Roads and Highway Sector Loan; and of several water supply schemes across the country – all being financed by the World Bank;

-                      Rehabilitation works in several hundreds of primary, secondary and vocational / technical schools, colleges of education and Federal polytechnics and universities;

-                      Provision of educational materials – textbooks, journals, stationery and other consumables for educational institutions across the country;

-                      Rehabilitation works in primary and secondary health care centres; teaching and specialist hospitals across the country;

-                      Provision of drugs and consumables to health centres in all LGAs across the country;

-                      Rehabilitation works at many urban and semi urban water supply schemes across the country; along with a national rural water supply programme;

-                      Rehabilitation of over 1,400 tractors and other farm power machinery and provision of their implements, in all states of the Federation;

-                    A substantial intervention in the pastoralist livestock sector, including rehabilitation works in and support to the NVRI, near Jos.

The PTF in its operations imbibed high standards of best practice including:

-                    A systematic methodology of programmes; and due process procedure in award of contracts and their execution;

-                    Deliberate strategy of utilizing capacity of local industries, particularly the manufacturing and construction sectors;

-                    Audited accounts of the Fund’s operations, projects and programmes annually and on time, presented publicly for each year of the Fund’s interventions;

-                      Quarterly operational reports of the Fund’s operations to the Presidency.

-                      PTF received commendations during its existence from local and international organizations, including the World Bank, the African Development Bank, Food and Agricultural Organization (FAO), Global 2000, World Health Organization (WHO), UNICEF, local Chambers of Commerce, the Manufacturers Association of Nigeria (MAN) and the Nigeria Stock Exchange (NSE).

What are the problems facing Consulting Industry In Nigeria?

SOME OF THE  PROBLEMS THE CONSULTING INDUSTRY IN NIGERIA ARE FACING INCLUDES:

Recognition, Enabling Environment

Because of the lack of appreciation of the potentials and rightful roles of the consulting engineering industry by successive governments, there is lingering resistance by most of the Nigerian public sector to the outsourcing of engineering inputs in the conception and management of public funded projects to the independent consulting professional. Going by prevailing attitudes it is almost taken as “criminal abdication” for a Government MDA to enlist the service of a consulting firm for a project in its full cycle, i.e. from conception to completion, to operation. Many MDAs seem to regard the Nigerian consultant’s rightful role to be in the design and supervision of elements of a project after it has been conceived and formulated, not in its conception or planning, let alone the preparation of regional or sectoral development plans.

Sizes of Firms

After an extensive review of the consulting industry and the practicing firms, Bayo Adeola (2009) reports that the greatest challenge of the Nigerian consulting industry has been the lack of sustainability of the practicing firms. Membership of ACEN has continued to be dominated by small firms of average size of less than 10 staff, with a few medium size staff of 30 – 50 staff. Even in higher capital sectors such as in the power, and the oil and gas sectors, firms with staff strength of over a hundred are unusual. Other problems listed below are invariably consequences of this fundamental issue.

Lack of Capacity

Most of our Consultancy firms remain weak and incapable of taking on the kind of projects that will characterise the emerging opportunities:

In a presentation by NNPC made to an ACEN Workshop in 2006, on the Nigerian Contract Policy initiative, ACEN members were encouraged to partner among themselves to provide larger pooled manpower to undertake consulting services in: FEED, project management, Quality Assurance / Quality Control, EIAs and training. Some of the major NNPC projects that have featured since then include:

A Firm of 100 staff can hardly accomplish an assignment requiring an annual input 180,000 man-hours in a year. In a sector such as power generation / transmission or oil and gas, most reasonable sized projects start from 250,000 man-hours: e.g. the engineering design contract for OK-LNG, contained an in‑country component of about 250,000 man-hours.

Single Specialties

Most of our consulting firms are single specialty firms, meaning that even on a small size projects such as design and supervision of a small bank branch, there would typically be up to 4 firms providing consultancy services: architectural services, as well as civil / structural, electrical / mechanical engineering, quantity surveying and project management.

Innovativeness

In the face of growing innovativeness of the global consultancy industry, where consultants seek out new ways of helping clients to participate in creating solutions to problems, our firms are generally not geared up for innovations in both engineering and business approaches.

In the face of growing complicity of projects’ scopes, ownership and financing options, many of our Firms possess no flexibility in adopting to project approaches. Instead of seeking to play important strategic roles in PPP schemes, there is general tendency to wait until a project is conceived, structured and prepared, and then seek employment as a paid Consultant.

Continuity, Sustainability of Firms

Most Firms just manage to provide subsistence living for their owners, with no long term business plans for a sustainable business practice, or ownership successions. The result is that many are unable to survive ownership transitions.

Many firms also experience difficulties in steering projects through changes in government policies or political dispensations.

Barriers to Entry, Unfair Competition From Foreign Firms

There still exist difficult barriers to entry into the industry for start-up firms - ranging from the challenges of breaking into the cycle of the client industries, to the often unfair challenges and competition from foreign international players, especially for foreign donor funded projects. Government legislations such as the Nigerian Content Bill do not yet have an enabling policy of promoting the growth of indigenous firms.

Inadequate Lobby initiative by the industry

Recent legislative events such as the enactment of the Nigerian content act, and the construction industry bill now in the works, show that there is willingness in policy circles to address the needs of local industry capacity. Unfortunately it seems that the engineering community has not always been proactive in clearly communicating our needs and articulating our positions.

1.                  In order to ensure a viable and responsive consulting industry, there must be a collaborative engagement between governance and the practitioners of the industry, with each side playing its own part, for the development of engineering and technology as the only avenue of sustainable domestic growth and economic development.

2.                  The scope of the Nigerian Content Law should be broadened to include not only the oil and gas sector, but the entire construction industry as well. Moreover the implementation of the Law should include deliberate policies to empower and promote the growth of indigenous practitioners so as to avail them of the opportunities created by this policy.

3.                  This could be done by requiring that public funded projects are designed, and their implementation supervised by independent professionals outside the remit of the implementing MDAs. Professionals within the MDAs should be trained and equipped to concentrate on their core functions of developing policy, monitoring performances of the projects and setting guidelines for project formulations.

4.         Accordingly, Government should set targets, with identifiable benchmarks, for a projected growth of the engineering consulting industry – both at the National Planning level and at the level of key MDAs involved in the implementation of projects. Government should engage the industry in evolving a standard set of minimum standards of achievements of the sector and the procedure for achieving the set levels.

5.         Government should establish a framework for the funding facilities for the industry, as a capacity building measure to enable it meet required growth targets.

6.         Government should strengthen the independent regulation of the industry in order to ensure compliance with the enabling laws, and standardize the performance requirements of practitioners in the industry.

7.         The Consulting industry should do a re-think of our individual corporate makeup. – ownership structure, operational modalities and adoption of business best practices, including:

·                     Adoption of concepts of integrity management and Total Quality Management;

·                     Skills upgrade through:

-                      Continuous professional development (of all employees, manager / owners, professionals, support and administrative staff

-                      recruitment talented engineers

-                      motivation through adequate compensations.

·                     Adopt professional Business Development skills, be more commercially oriented, seek and search out opportunities of all clients and operators.

·                     Seek and build local and international alliances.

8.                  The path to growth should be pursued by diversifying our areas of specialties both through organic growth as well as through the formation of consortia, JVs, alliances with other firms, and even acquisition. We should realise that being viable requires among other things the ability to attain some critical mass in company size.

9.                  Consultants should also accept that single ownership firms are fast becoming outmoded. We should explore other models of ownership, as in

·                     Staff participation;

·                     Investorship / ownership by other professionals;

·                     Install effective ownership succession / transition processes.

           10.              Procurement policy and rules should have the development of local industry as a major part of its focus, particularly in the guide for selection of consultants, and in a more rational and equitable remuneration method. The sliding scale of fees is becoming outdated and unrealistic.

           11.              The Consulting industry should interact more directly with engineering education: not only in reinforcing the regulation of standards, but also in youth mentoring – helping to outline careers paths, industry opportunities, and potentials to our engineering students. We should place continuing and increased emphasis on the activities of our Young Professionals Forum (YPF)

           12.              Finally and perhaps most importantly given the need for a continuous engagement with governance, the consulting industry should adopt the initiative of proactive lobby, and legislative liaison as a major and key activity of the engineering community in general and the consulting industry in particular. We should continuously and proactively analyse public policy as it concerns the industry, engage decision / policy makers on both the executive and legislative platforms on issues concerning the business and professional interest of the industry, and ensure that our positions are not only heard, but also understood and accepted.

The consulting industry is going through a period of rapid changes and innovations. The to survival will be to continue to strive for professional excellence as the essential purpose of practice. In the technical field we must continue to invest in people, in engineering education, research and knowledge development. But to stay relevant and sustainable in the long run, firms must also develop sound business and management strategies, learn best practices from global trends, build strategic alliances with local as well as global partners, and support and promote the activities of FIDIC and ACEN. Most important, we should learn to proactively and continuously engage political leadership, communicate our positions and defend our professional and business interests.