How was the vision translated into action?
In the Eskom-Shell concession the first phase of the project was quickly implemented because ‘promises needed to be fulfilled and many pressures towards service delivery to the deprived people existed’ (Afrane-Okese 2003).
From February 1999 to March 2000 about 6 000 SHSs had been
installed.
The company ran into many problems, Shell and Eskom pulled out and the company was
liquidated. Three smaller companies have taken over the concession area and have been providing the services for the last few years.
This indicates that the business model is viable, provided the
necessary adaptations to accommodate local conditions are made.