Transnet Online Integrated Report 2017
Market Demand Strategy (MDS) themes
  • Financial sustainability
  • Capacity creation and maintenance
  • Market segment competitiveness
  • Operational excellence
  • Human capital
  • Organisational readiness
  • Sound governance and ethics
  • Constructive stakeholder relations
  • Sustainable developmental outcomes
Sustainable Developmental Outcomes (SDOs)
  • Employment
  • Skills development
  • Industrial capability building
  • Investment leveraged
  • Regional integration
  • Transformation
  • Health and safety
  • Community development
  • Environmental stewardship
The Capitals
  • Financial Capital
  • Manufactured Capital
  • Intellectual Capital
  • Human Capital
  • Social and Relationship Capital

Key initiatives for the year ahead

Key initiatives for the year ahead

Financial sustainability Capacity creation Market segment competitiveness Operational excellence
Freight Rail
  • Accelerate new business development and back to rail initiatives to improve volume performance.
  • Improve operational efficiencies and consistency.
  • Improve diversified revenue opportunities.
  • Implement approved capital programmes to sustain and/create capacity – Coal 81 mt expansion, Overvaal Tunnel doubling, manganese expansion and New 1 064 Locomotive Programme.
  • Refine and implement Wagon Build Programme to meet customer demand.
  • Commission and deploy
    new locomotives – 22E, 23E and 44D – according to the deployment plan.
  • Develop and implement marketing strategies, pricing and contracting models to grow identified customers in the General Freight business segments.
  • Continue to develop
    bi-modal technologies.
  • Continue rollout of digital applications.
  • Embed 2020 programmes
    for improved productivity, utilisation and efficiencies.
  • Implement programmes for continuous improvement in cost effectiveness, waste reduction, volume growth
    and efficiency improvement.
  • Pursue efficiencies across operating channels.
Engineering
  • Pursue growth from external customers, mostly in the locomotive build programme, as well as growth in Africa market share.
  • Review and enhance cost-optimisation and reduction initiatives.
  • Revenue diversification.
  • Expand Engineering’s footprint in the rest of Africa by setting up maintenance workshops in targeted countries.
  • Provide remote technical/field service support to customers as part of warranty maintenance services.
  • Develop the next versions of the TransAfrica Locomotives and passenger coach transportation (MC-25).
  • Develop the next version of the Train Control and Monitoring System (TCMS).
  • Rollout advanced traction motor designs.
  • Establish world-class motor test facilities.
  • Rollout capability-enhancement initiatives for motor development.
  • Introduce flexible design strategies.
Port Terminals
  • Enhance operations and supply-chain efficiency to unlock capacity in the bulk sectors.
  • Promote additional export channels for manganese.
  • Optimise service delivery within the Durban Container precinct.
  • Increase capacity for the Saldanha MPT terminal from 8,7 mtpa to 10 mtpa through mobile ship loaders.
  • Deploy a dedicated bulk export terminal at Ngqura to create capacity to handle 16 mtpa of manganese.
  • Expand capacity in the automotive sector.
  • Containers: Unlock capacity and improve operational efficiencies.
  • Bulk: Integrated contract management.
  • Break-bulk: Channel optimisation through TVCC to improve efficiencies.
  • Automotive: Expand operations at the East London Car Terminal.
  • Maximise crane deployment across vessels.
  • Collaborate with shipping lines to optimise stowage.
  • Express-loading empty containers through twin and tandem lift operations.
  • Effective yard planning to minimise delays caused by re-handling of containers in the stack.
National Ports Authority
  • Market the South African port system through local industry platforms and customer forums, global industry platforms and conferences, seminars and other promotion mediums (sector-based promotion, i.e. containers, automotive, Operation Phakisa products).
  • Invest R1,7 billion (2017/18) and R34,9 billion (seven year: 2017/18 to 2023/24) in capacity creation, infrastructure renewal and modernisation projects.
  • Various initiatives to improve customer services and market performance.
  • Implement port operational performance standards.
  • Continue the rollout of operational centres, and deploy smart technology.
  • Improve availability of marine service fleet through the fleet management programme.
  • Continue quarterly assessments of the performance of Terminal Operators against Terminal Operator Performance Standards (TOPS).
Pipelines
  • Engage Nersa regarding NMPP prudency.
  • Pursue a new business focus relating to gas and terminal operations.
  • Achieve multi-product operation of the NMPP trunkline through tightlining and the completion of the Inland Accumulation Facility by 30 November 2017.
  • Commence the FEL1 for the replacement of the Sasolburg to Kroonstad pipeline and the Jameson Park to OR Tambo Airport pipeline.
  • Achieve the set petroleum volume target of 17,6 billion litres.
  • Increase volumes at Tarlton, including influencing Botswana supply mix.
  • Review compatibility of other gases with methane-rich gas (MRG) to facilitate new entrants into the pipeline.
  • Successful conversion of the NMPP to handle multi-products and management of intermixture generation on completion of the tightlining solution and the Inland Accumulation Facility.