Eswatini Railways Strategic Plan For 2023 – 2026
Eswatini Railways (ESR) has developed a three-year strategic plan to address its weaknesses and counter challenges in rail business operations by leveraging its strengths and capitalizing on identified opportunities. This plan is formulated during a volatile, uncertain, complex, and ambiguous (VUCA) period, marked by global threats such as the war in Ukraine, high inflation, and sluggish economic growth. ESR heavily relies on transit revenue from a limited range of commodities and faces stiff competition in the logistics sector. The plan’s objectives include improving service delivery, fostering an upskilling culture, manpower planning, and infrastructure and equipment upgrades.
Analysis of ESR’s internal and external environments suggests it’s in a decline phase due to stagnation (the success trap) that has persisted for too long, a decline in profits, weaker cash flows, a lack of process reviews, and innovation stagnation. To address this, the 2023-26 strategy emphasizes creating opportunities through business development, operational excellence, and human capital development.
This strategy will be achieved through several diversified projects, capitalizing on the green and hydrogen economy, and transitioning rail-friendly goods currently transported via road freight.
STRATEGIC FOCUS AREAS/PILLARS
The ESR strategy is underpinned by three main pillars:
Human Capital Development Programme: This aims to cultivate a high-performance culture within the organization. Objectives include the development and implementation of an employee engagement and retention strategy, enforcing Performance Management Systems (PMS), and the creation of personnel development plans (PDPs) for employees. The programme will also continue initiatives that bolster Leadership Philosophy and Development, Change Management knowledge sharing (encompassing culture change and team building), and aligning organizational structure with the strategy. Business Development Programme: This pillar’s objective is to transform ESR into a sustainable and profitable organization. Achievements will be realized by formalizing strategic public-private partnerships (PPPs) and implementing various projects. These include the rail link project, acquisition of additional rolling stock, conversion of unused and old wagons to suit current and future demand, rehabilitation of ESR property, and revamping of rail infrastructure. Operational and Business Excellence Programme: This program aims for ESR to be a responsive, agile, and relevant organization. Initiatives will encompass digitalization, technology advancements, cost management, effective risk management, and the adoption of relevant ISO standards.
