Online Reporter
Business Reporter
NEW chief executive officer Mr Munyaradzi Stephen Charangwa has pledged to drive the transformation of the National Railways of Zimbabwe (NRZ), in a move anchored in resource mobilisation, tough decision-making and cost-cutting to enhance the organisation’s performance.
Addressing senior management after his appointment, Mr Charangwa said he was happy with the enthusiasm shown by managers and their desire to move forward.
“It’s a pleasure to see the enthusiasm within NRZ and the fortitude to move forward and the acknowledgement, most importantly, that we need to pivot somehow or double down on our efforts currently.
“The expectations from our stakeholders are clear. The expectations from the general public are clear.
“We all know how we are presented in various media outlets. I think it’s very important that, at some point, we have some kind of individual self-introspection and also as a collective.”
The new CEO emphasised the urgency in addressing issues bedevilling the organisation.
“We need to hit the ground running from yesterday. The key thing for me is basically the things that I picked up without waiting for much detail, that is, improved financial performance, recapitalisation
and resource mobilisation,” he
said.
As part of the key areas that need to be addressed, Mr Charangwa challenged management and the entire NRZ staff to be responsible custodians of sourced capital and resources.
“What is most important is: Are we deploying that capital responsibly so that the providers of capital have good confidence in us? Because also, that is very key.
“Are you custodians or are you responsible custodians of the capital that would have been provided to you?
“Because if you are not, we will have ‘starts and stops’, and I think that is very key, because that is how capital works and you have to be responsible with the capital,” he said.
The CEO emphasised the need to achieve set targets and goals as part of a yardstick to measure performance and success.
“Every objective needs to be alongside the strategy that will be under review, as mentioned by the shareholders’ expectations.
“Every objective in our workspaces needs to be what are called specific, measurable, achievable, relevant and time-bound (SMART). That is very important.
“They need to be attainable. If it is not attainable, then we look at why it is not attainable, because for every objective, it has to be specific, measurable, attainable and relevant to what we are trying to do,” said Mr Charangwa.
He further highlighted the need to have tasks and projects completed within a measurable period, adding that NRZ, as a key logistics company, had an important role to play.
“We cannot have open-ended projects or work streams that are not time-bound and delivered on time.
“NRZ is a strategic and critical asset and it is fair to say, at this juncture, no more excuses.
“I think we have to self-introspect individually and as a collective. The expectations are very urgent and something needs to happen very soon in terms of deliverables.”
Mr Charangwa said the organisation will make tough, unpopular decisions, emphasising that this was a byproduct of transformation.
“I am very encouraged that each and every one of us demonstrated their support and willingness to be a team member.
“But in equal measure, more will be demanded from all of us; we need to challenge ourselves and we have to up our game,” he said.
Mr Charangwa reiterated that the mandate was clear.
“We will try and pull each other. But sometimes it does happen that some might not be able to make it into the next coach.”
