The world is facing a series of interlinked crises, with economic fluctuations, regional and global conflicts, resource constraints and growing environmental risks, and these disruptions are impacting on passenger journeys, freight movements and the efficiency of supply chains that support South Africa’s economy.

Moreover, the country has been hampered by years of underinvestment in logistics infrastructure, while a post-pandemic downturn in rail and port performance has led to increased competition from neighbours.

The country must, therefore, undertake reforms to ensure its transport and logistics sector acts as an enabler for sustainable and inclusive economic growth, Transport Minister Barbara Creecy told delegates attending the Southern Africa Transport Conference, in Pretoria, on July 6.

The Minister outlined rail and port reform as pivotal to the government’s agenda for the transport sector, with the aim to re-establish the former as the backbone of freight logistics systems.

Moreover, she emphasised the need to build a sustainable transport system that both reduces environmental impact and can withstand the impacts on climate change.

Creecy also stressed the need for digitalisation. (Watch attached video for progress in reforms, sustainability and digitalisation.)

Meanwhile, State-owned Eskom chairperson Mteto Nyati pointed out that many of the challenges facing the country’s sectors were self-made and had to be addressed. The transport and logistics sector could learn from Eskom’s experience in its turnaround in recent years.

He stressed the need for competent and strong leadership, as well as a gender, race and age diversity to bring unique perspectives to tackling challenges.

Employee engagement was also key, as is shareholder alignment.

He pointed out that the entity focused on systematic issues being faced operationally, financially and in sustainability, and tackled these, avoiding a symptomatic response.

In terms of strategy, this entailed ‘keeping things simple’, devolving ownership of strategy execution and oversight and foresight.

Nyati also stressed the need for accountability, with clear measurements, consequence management, performance-based pay and engagement of board committees.

In terms of communication, he advocated for people-centric stories to be told, a unified voice to be presented, for the narrative to be owned, and for honesty and acknowledgement of failures.