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We shall improve – really! – No more Chinese locomotives, thank you

Lukas Shilunga Nanyemba, Regional Executive: Corporate and Executive Banking Division in Bank Windhoek, Nora Ndopu, Skorpion Zinc, Martin Inkumbi, Development Bank, Sara Naanda, CEO Trans Namib, Anna-Marie Mostert, B2B Manager at Vivo Energy,  Kosmos Damaseb, Acting Commercial Executive at Namcor Petroleum Trading and Ian Leyenaar, CEO of FNB Holdings Namibia.

Lukas Shilunga Nanyemba, Regional Executive: Corporate and Executive Banking Division in Bank Windhoek, Nora Ndopu, Skorpion Zinc, Martin Inkumbi, Development Bank, Sara Naanda, CEO Trans Namib, Anna-Marie Mostert, B2B Manager at Vivo Energy, Kosmos Damaseb, Acting Commercial Executive at Namcor Petroleum Trading and Ian Leyenaar, CEO of FNB Holdings Namibia.

Beleagured public rail operator TransNamib, this week Monday engaged their key stakeholders to assure them of the viability of the parastatals ambitious turn-around strategy.
At the same meeting, TransNamib’s CEO, Sara Naamda pledged their support and commitment to the current stakeholders and new ones. The breakfast was well attended by representatives of amongst others the fuel and construction industry as well as the financial sector.
Naanda, assured stakeholders that TransNamib was striving to be their efficient, reliable and value enabling logistics partner of choice. She said: “Our new values state that we operate with integrity, safety, excellence, teamwork, discipline and commitment and that is what we aim to do in all our dealings. Although financially TransNamib is struggling, a number of interventions have already been implemented.” Naanda elaborated on these and said they included a new Strategic Business Plan, smart partnerships with TE, TFR, RSR, educational institutions, and SOEs; successful launch of TransNamib Rail Safety Campaign, the implementation of the New Organizational Leadership Structure, short-and-medium term Capex and Opex requirements were identified and Long Service Awards to motivate staff were re-introduced.
She said the 180-day Turnaround Programme was a set of coordinated activities positioned to stabilise the business and would be rolled out in phases. “To turn around the operations at TransNamib, we have adopted a phased approach with key milestones during the first phase of the 180-day turnaround plan, phase 2 of stabilisation and phase three which is aimed at growth.”

Naanda promised that additional 12 GE locomotives will be rehabilitated to move circa 50,000 tons per month and that TransNamib will be leasing 4 to 8 locomotives in the next 3 weeks to support stakeholders’ peak season. Furthermore she stated: “ We are in the process of procuring 5 reach stackers and 2 side-lifters; implementing an Operational Command Centre to improve planning and execution; entering into commercial transport agreements with customers; creating a market demand strategy and transparency to effect competitive cost reflective tariffs to name but a few.”
Naanda also requested stakeholders to assist them in their new journey and to give them a fighting chance to streamline operations for the benefit of all. “Together we need to look at for example operating philosophies which need to be changed to maximise potential capacity and to drive volume while processes and procedures need to be put in place to minimise ‘human impact’ on the system.”
Dr Schneider of Ohorongo said that they had a positive relationship with TransNamib but agreed that a lot could improve. He added that Ohorongo supported the plan and looked forward to being of assistance where they could.
The oil industry also pledged their support as they had to move 40% of their business from rail to road but would like to move back if all was in place.

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