The Sunday Mail
Ms Respina Zinyanduko made history last year when she was appointed National Railways of Zimbabwe (NRZ) general manager, becoming the first woman in the company’s 129-year history to hold the position. She was charged with engineering a turnaround of fortunes at NRZ, an organisation beset by years of undercapitalisation, mismanagement and debts. The Sunday Mail(SM) caught up with Ms Zinyanduko(RZ), a lawyer by profession and vastly experienced business executive, who outlined her plans.
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SM: You were recently appointed general manager of the National Railways of Zimbabwe. What is your reaction to the appointment?
RZ: Thank you for your question. As I assume the office of the general manager for the National Railways of Zimbabwe, I feel excited to take the challenge and look forward to making a positive contribution to NRZ.
I am mandated with the duty to spearhead the implementation of the NRZ 10-year strategic plan, which is broken into three phases — the stabilisation phase, the growth phase and the expansion phase.
My reaction to the appointment is that of excitement, knowing well that in the history of NRZ, I am the first woman to hold such an office. What an honour!
This should open floodgates for women to take up similar positions here and elsewhere.
SM: Can you outline your vision as you commence your new duties?
RZ: My vision to make the NRZ one of the best performing parastatals.
This can be achieved through a number of ways including, but not limited to, Public-Private-Partnerships (PPPs), purchase of new plant and equipment and joint ventures among others ways.
SM: Can you take us through the journey that has led you here today?
RZ: I have worked for various organisations in different capacities including the Agricultural Bank of Zimbabwe Limited (Agribank), Allied Bank Limited (formerly ZABG) and the Zimbabwe Parks and Wildlife Management Authority. I was also a board member for the Zimbabwe Investment Authority, Umfurudzi Park and Charara Wilderness Enterprise.
Before this appointment, I was a serving board member of NRZ.
SM: There are generally very few women in high positions at most parastatals. What do you ascribe this to?
RZ: Indeed, it is recognised the world over that fewer women hold high positions be it in politics, business, or other sectors. However, I would like to applaud the Government of Zimbabwe for its commendable progress in ensuring that women like myself can rise to the top. This is a reflection of the cultivation of the Constitutional provisions providing for the promotion of women’s rights and gender equality, which is a welcome development in the Government’s development agenda.
SM: What more can be done to ensure more women reach the top in the corporate world?
RZ: For women to reach the higher echelons of companies and parastatals there is need to put women’s rights on the agenda and to continuously ask our male counterparts to step up and promote the women and girls agenda.
Here in Zimbabwe, we are grateful that the Government has made great strides in enacting gender-sensitive legislation and policies which women should take advantage of.
Needless to say, there are still some gaps in terms of achieving the full realisation of women’s rights and empowerment. However, there is still a need to reform certain laws and to abolish certain cultural practices that violate women and girls’ rights and the value of women in higher echelons of companies and parastatals.
Raising awareness on participation of women and programming targeted activities to propel women to the top is a necessary pre-requisite for all progressive organisations.
SM: What are some of the immediate and long-term initiatives you plan to deploy to revamp NRZ?
RZ: The immediate and long-term measures are guided by the 10-year NRZ Strategic Plan broken into three phases that are set to be employed to revamp NRZ as well as other wide-ranging measures which entail the following:
Staff engagement to ensure a harmonious industrial relations climate, which is key in achieving the company’s vision.
I also feel there is need for NRZ to buy new equipment including locomotives. This will improve the turn-around time regarding certain jobs and boost customer confidence in NRZ services.
Since NRZ is dependent on the performance of industry, achievement of the US$12 billion mining sector target should boost NRZ’s business significantly by providing rail transport for these mines.
This, however, may require extension of the railway line in some instances. Engagement of the miners with a view to getting into strategic partnerships for the extension of the railway line and transportation of minerals should be pursued.
The NRZ board and management should vigorously push for the total ban on copper trade especially considering that Zimbabwe does not have copper mines. This will reduce the vandalism of copper cables significantly and allow NRZ to re-launch its electric locomotives, which are both technologically advanced, efficient and have low operational costs.
Such a move will allow NRZ services to be competitive both locally and regionally by improving the service turnaround time. To propose the deployment of the few available resources to frontline business, while minimal resources are deployed at the back office thus prioritising customer delight. To encourage innovation at all levels and ensure that employees’ contributions are considered for implementation. Finally, I hope that the Government will take over NRZ’s legacy debts particularly the foreign debts.
SM: Can you outline the progress that has been made regarding the implementation of NRZ’s arrangement with Yapi Merkezi, the Turkish company?
RZ: The Turkish initiative is progressing well despite Covid-19 induced delays whereby we cannot meet, discuss and table potential areas of cooperation.
This is one of the various initiatives being considered by the Government and NRZ with a view to recapitalising the company.
A lot of groundwork has been covered and is being incorporated into our strategic plans, which is expected to contribute exponentially to the National Development Strategy 1 (NDS1).
SM: Recently, NRZ introduced urban commuter trains. Do you have any plans to improve the service as well as modernise and expand the rolling stock?
RZ: The Government’s effort and everyone’s efforts towards reviving the transport industry is commendable.
The NRZ/ZUPCO undertaking is a clear demonstration of the Government’s commitment towards putting people/workers first, because they deserve a safe, affordable, efficient and reliable alternative means of transport.
Plans are there to find a lasting comprehensive solution for the recapitalisation programme, which will address all aspects of NRZ’s commuter train operations.
The NRZ recapitalisation will thus involve the overhauling and renewal of rail infrastructure and equipment — from tracks to signalling, coaches and locomotives, as well as plant and equipment.
We envision the re-birth of a standard, upmarket and modern rail transportation system that will transform our way of doing business.
SM: Where do you see NRZ in the next five years?
RZ: I am confident that NRZ’s future is bright.
If certain solutions to its current challenges are pursued, NRZ will be assured of a bright future where the Government can count on it on payment of dividends.
