SARA INFORMATION BROCHURE - MAY...
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www.sararail.org information brochure 2018 SARA
Transcript of SARA INFORMATION BROCHURE - MAY...
www.sararail.org
information brochure
2018
SARA
The SADC Protocol on Transport, Communications and Meteorology (PTCM), Article 13.13, specied the formation of regional Associations for each transport mode with Southern African Railways Association (SARA) being for the railways. SARA was formed in April 1996 as a 'Non-Prot Organisation' domiciled in Zimbabwe. The mandate of SARA is dened in Article 7 of the PTCM.
At its formation, SARA was to originally provide the SADC railways with a strong lobbying Association to pursue advocacy for fair surface transport competition to be achieved through– “levelling of the playing eld” between road and rail in terms of policy and regulations.
While lobbying has remained one of the major objectives of SARA, the need for performance improvement has taken a central position on the regional agenda. Efcient and cost-effective service delivery will thus assist the railways' cause through improved policy support and
increased market share while beneting the regional economy
SARA's objective is to bring about fair intermodal competition among surface transport modes through lobbying for surface policy shift to promote intermodal equity between road and rail.
This provides a means for the railways to improve their efciency, effectiveness of operations and, sets the course to be followed towards meeting its objectives in pursuit of its mandate. SARA has repositioned itself to effectively collaborate with its stakeholders, regional economic communities and the international development partners for enhancement of railway transport services at regional, continental and global levels. Hence the need of commitment from all its members, SADC, continuous research and development, resource mobilization and the prudent use and maintenance of all available resources.
Organisational Summary
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ASSOCIATE MEMBERS
There are three categories of members of the Association. The categories are full members who are railways in SADC, the Associate members who are allied to railway industry and special members who are organizations or groups with vested interest in the railway industry. To cater for the increased demand for SARA membership by suppliers and other relevant s takeholders , SARA has created a second membership category under Special Members.
The rights and obligations of membership is set out in the SARA Constitution and or as determined by the SARA Board.Leadership of SARA is based on rotational selection of SARA President and Vice President on a yearly basis based on a criteria set in the SARA Constitution. The SARA members pay an annual subscription fee determined by the Board from time to time. and regulations, bilateral agreements.
Leadership of SARA is based on rotational selection of SARA President and Vice President on yearly basis based on criteria set in the SARA Constitution.
Categories of Membership
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FULL MEMBERS OF SARA
SPECIAL MEMBERS
SPECIAL MEMBRES
Customer/Supplier benets
Ÿ Platform for suppliers to meet railway customers
Ÿ Access to more business opportunities from railway Customers especially over the private sidings and network
Ÿ Customers and suppliers can collaboration.
Supplier Benet
Ÿ Interoperability through standardization of technical and operational standards
Ÿ Access to technical information
Ÿ Access to tender information
Ÿ Access to proposed plans and Projects
Ÿ PPPs initiatives
Ÿ Preferential treatment where appropriate
Ÿ Networking opportunities
Customer Benets
Ÿ Access to trafc corridors information
Ÿ Access to CEOs of railways
Ÿ Opportunity to negotiate rates/tariffs and routes
Ÿ PPPs initiatives
Ÿ Joint marketing facility
Ÿ Preferential treatment from other members
Ÿ Platform to obtain market intelligence pertaining to competitors
Core benets
• Meet under one roof
• SARA is one stop shop for total logistics solution
• Network platforms for all stakeholders
• Conduit for business development
• Sharing ideas and innovation
• Access to customers and suppliers
SARA benets
Ÿ SARA is an organ under SADC comprising of all the railways in the region
Ÿ SARA is hub for all railway key stakeholders
Ÿ Promote regional integration for growth of regional economies
Ÿ Information sharing
Ÿ Power in numbers for lobbying and advocacy
Ÿ Scope to provide an integrated seamless railway service
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SARA membership benets
Figure 1
Mission, Vision and Objectives of SARA
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Vision“A leading provider of world class total logistics solution for the region by 2030”
Mission“To facilitate trade in the region through provision of cost effective and efcient total logistics solution”
Guiding Principles and ValuesSARA through its members strives to jointly provide cost effective rail seamless services in an ethical business conduct based on the below key attributes:
Guiding PrinciplesŸ AccountabilityŸ ConvergenceŸ EfciencyŸ ExcellenceŸ IntegrationŸ InnovationŸ PredictabilityŸ TimelinessŸ SafetyŸ SecurityŸ Gender sensitive
Values
Ÿ Equity Ÿ HonestyŸ IntegrityŸ LoyaltyŸ Professionalism Ÿ Transparency
Strategic Goals of SARASARA has identied high level strategic goals that will give management guidance in achieving its stated vision. These six strategic goals are:
1. Increase rail market share to at least 40%
2. Establish and align service delivery standards to meet customer expectations
3. Meet operational safety standards and "0" accidents per gross tonne-km
4. Comply with national/regional legislation, treaties & governance code of conduct
5. Attain operating prot margin of at least 15%
6. Advocacy for pro-rail policy & implementation of UN-SDG
TacticsFor each of the above goals, a number of key measures have been developed to support their accomplishments over the next ve years
Goal 1I. establish sustainability and resource mobilization initiatives under SARA for mobilising rolling stock and funding
ii. reduce maintenance back log funding
iii. reduce rail infrastructure bottlenecks along corridors
iv. establishment regional freight train schedules
v. promote dry port utilization for multi- modalism
vi. improve loading/ofoading facilities
vii. Facilitation of 1st mile last mile concept of logistic chain management
viii. Facilitate effective implementation of the NSC resolutions & duplicate on all corridors.
Goal 2i. Running through trains
ii. Handling each customer consignment as a business project
iii. Hold regular joint consultative forums with customers and other key stakeholders
iv. Implement effective integrated
cargo tracking system and update customers on the status of their cargo
v. Continue with establishing of Joint Operations Centres for management of International trafc
vi. Secure corridor freight trafc.
Goal 3I. Lobby for the establishment of independent national and regional rail regulatory authorities
ii. Fully implement SARA/SADC safety standards
iii. Monitor and Evaluate the implementation of safety standards
iv. Train safety and operations personnel on SARA/SADC safety and environmental standards and management systems
v. Enhance train authorization system
Goal 4I. Conduct sensitisation programs on Environmental regulations
ii. Explore and implement reverse logistics mechanisms to manage pollution
iii. Conduct full cycle of environmental risk management involving the communities
iv. Facilitate employment and wellness activities
v. Familiarise and comply with applicable governance codes of conduct
vi. Develop a corporate governance charter for SARA
vii. Adopt regional whistle blowing policy for implementation at member level
Goal 5
i. Adopt best practices to enhance
operational efciencies
ii. Core business management e.g.
land development, resource
utilization
iii. Establish one-stop pricing shop for
expeditious issuance of quotations
iv. Conduct regular market intelligence
research and share information
v. Effective communication with all
stakeholders
vi. Facilitate continuous training and
development
Goal 6
i. Advocate for legislation of railway
freight quotas in all SADC member states
ii. Advocate for SARA to be a
component in RA strategic Plans for
regional integration
iii. Advocate for gender equity
iv. Facilitate implementation of
appropriate UN-SDG in the railway
sector
These tactics will be achieved through
cooperation and collaboration of all SARA
members on all aspects of railway business.
SARA implements its strategies through a
structure given below as gure 2. It also drives
its opportunities from its organised structures,
connectivity of regional railway networks,
strategic partnerships with collaborating
partners, the SADC Ministers of Transport
Pemba Declaration, the Brazzaville
Declaration and direct access to government
ministries.
SARA Board
The SARA Board comprises of Chief Executives
of member organisations and is the supreme
policy making body of the organisation.
the President, who is chosen from among the
Board members on a rotational basis, chairs
the Board. The tenure of ofce for the SARA
President and Vice President is one year in
terms of the SARA Constitution. The SARA
Executive Director is an ex-ofcio member of
the Board.
Stakeholder Forum (SHF)
The Stakeholders Forum of all members of the
Association shall be held once, in the fourth
(4th) quarter of each year. At each
Stakeholders Forum, the President of the
Association shall submit a report of the
activities of the Association undertaken during
the prevailing year and highlight the primary
activities for the coming year. At the
Stakeholder forum over and above the
agreed Agenda, the stakeholders shall share
information on new technology, solutions and
available products for rail advancement and
cost reduction. Executive Management
Committee (EMC)
The Executive Management Committee
(EMC) is chaired by the Vice President and
comprises of three selected EXCO members.
The EMC is responsible for administration and
SARA Secretariat employee welfare.
Strategy Steering Committee (SSC)
The Strategy Steering Committee (SSC)
comprises of three selected EXCO members
and is chaired by the “next in line Vice
President”. The role of the SARA Strategy
Committee is to assist the Board to full its
oversight responsibilities relating to the
medium and long-term strategic direction and
development of SARA.
Executive Committee (EXCO)
The SARA Executive Committee (EXCO) is
made up of ofcers appointed by their
respective organisations. The Vice-President of
the Board chairs EXCO. It oversees the
functioning of the Association and may act on
behalf of and exercise the powers of the
Board, reporting its action at the next meeting
of the Board for approval.
SARA Committees
SARA operates through committees when
carrying out its business activities. The ve
committees are Business Management
Committee (BMC), Technical Committee (TC),
Risk Management and Safety Committee
(RMSC), Information and Communication
Technology Committee (ICTC), and Finance
and Audit Committee (FAC). The naming of
the committees is in line with their responsible
areas of focus and specialisation.
Corridor Management Groups (CMGs)
These are multi-disciplinary committees
responsible for managing specic corridors. All
aspects of railway business pertaining to a
particular corridor is handled by these
committees. There are twelve Corridor
Management Groups (CMGs) according to
the number of Corridors in SARA.
Joint Operating Centres (JOCs)
The JOCs manages and monitors the day to
day running of trains along corridors. There are
seven JOCs.
SARA Secretariat
The SARA Secretariat comprises of the
Executive Director, Operations & Technical
Director, Finance Director, Deputy Operations
& Technical Director, Ofce Assistant and
Driver/Messenger/Gardener.
Satellite Ofces
The satellite Ofces are manned by
Mission, Vision and Objectives of SARA
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Programme Coordinator or Corridor Focal
Person seconded by Railway
administrations.Satellite Ofces allows
administrative aspects of the business to be
conducted in a more effective manner in all
geographical areas under SARA Secretariat.
The ofce allows easy access to information
thereby creating ability to cater to the
needs of specic rail transport corridors.
Regional Railway OperationsThe broad categories of railway activities
are transportation, maintenance and
leasing, training and conferencing. These
categories are explained in detail:
Transportation
Railways provide both freight and passenger
transportation services.
Freight Services
Local trafc constitutes about 85% of trafc
moved whereas transit trafc is about 15% in
terms of tonnage. However, some member
railways rely largely on transit trafc.
Distribution of trafc depends on the size of
the economy, its level of economic activity
and resource endowment. The performance
of individual SARA members is assessed on
the basis of their ability to move both local
and international trafc.
Competition from road is stiff on international
trafc hence the need for collaboration
among regional corridors. Collaboration of
SARA members is most required on the
movement of international trafc in terms of
commercial, operational and technical
matters otherwise bottlenecks will be
encountered in some corridors.
Collaboration on the movement of local
trafc can also be done mainly through the
supply of resources by other members with
excess capacity. Regional railways are on
the aggregate failing to move business on
offer which ends up with road. Some railway
branch lines in some countries have been
closed due to viability problems. Specic
strategies are required at the national level
because of peculiarities that exist among
the concerned branch lines. Being an
Association under SADC, SARA enjoys
substantial inuence on transport policies
and infrastructure development both at
regional and continental level at AU and
COMESA. Deteriorating infrastructure and
equipment and poor service perception by
customers negates the strengths and
opportunities that ows to SARA.
Passenger Services
Passenger services generate less than 15% of
aggregate annual revenue for railways but
accounts for between 30-35% of cost.
Resources consumed by passenger services
are therefore not proportional to their
contribution to the business. Railways image
is portrayed through passenger services but
these are naturally loss making and
therefore a lot of resources are tied in this
market segment that has generally very little
nancial returns. They are usually classied as
social service obligations that require
support from government. Tourist trains are
however a protable niche requiring a lot of
resources and management effort.
Conditions of track infrastructure in some
member railways often present challenges.
Maintenance and Leasing
Services rendered to other member railways
in terms of leasing of or maintaining
resources, refurbishment and overhauls, and
training in some cases has potential to
provide reasonable incomes to supplying
railways while at the same time ensuring
optimal utilisation of capacity among
members. Services to other non-SARA
members in this regard will further boost the
members' incomes on condition that the
railways are able to offer competitive
services. Income from such services is
expected to vary from organisation to
organisation depending on the member's
resource endowment in terms of surplus
workshop capacity, technical expertise and
size of the market.
Railway capacity in terms of resource
availability (locomotives and wagons) will be
boosted at a relatively lower cost if railways
are able to provide competitive services to
each other.
Training
Railways provide training services through
their railway academies, both for own
employees and other railway employees
even from private companies with regards
to apprenticeship programmes.
SARA has developed a 5-year Learning and
Development Strategy to support and
enhance the SARA regional operations
efciency. As such, it provides measures for
enhancing institutional structures,
operational processes and procedures and
the competencies of SARA corridor
operatives to improve on their service
delivery.
Resource Mobilisation
Mobilisation of resources ensures provision of
adequate capacity for the Association for it
to effectively execute its mandate within a
dynamic business environment. Generation
of additional capacity through elimination of
missing links, Upgrading of existing networks,
maintenance and rehabilitation of
locomotives and rolling stock is a pre-
requisite for meeting growing demand.
The Secretariat is coming up with
sustainability initiatives to broaden its income
base to support the ve-year Regional
Strategic Plan (2018 – 2022). A number of
initiatives have been identied and the
Secretariat is engaging possible partners.
The resultant effect is expected to be
improved services and railway market share.
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SARA Organizational and Operational Structure
Figure 2
SARA Board
SARA Secretariat
SADC Ministers of Transport
SADC Summit
Executive Committee (EXCO)
Business Management
Committee (BMC)
Technical Committee (TC)
Safety and Risk Management
Committee (SRMC)
Corridor Management Groups (CMGs)
Information and Communication
Committee (ICTC)
Finance & Audit Committee (FAC)
Strategy Steering Committee (SSC)
Executive Management
Committee (EMC)
Joint Operating Centres (JOC)
SADC Secretariat
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(CEO’s of SARA Members)
1. Dar es salaam-L/Victoria2. Dar es Salaam-TAZARA
Dar es Salaam Northern Corridor/Great Lakes Region TAZARA Development Corridor Lobito Development Corridor
Nacala Nacala Development Corridor Mtwara Development Corridor
4. Beira Beira Beira Development Corridor
5. Plumtree6. Beitbridge7. Limpopo8. Ressano Garcia9. Goba10. Richards Bay
Maputo Richards Bay DurbanEast London
Maputo Development Corridor
11. Namibian Walvis and ludertiz Bay Walvis Bay SDI Coast to Coast SDI
LobitoDar es Salaam
Lobito Development Corridor
Rail Corridor Sea Port Development Corridor
Rail Corridors
Table 1
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3. Nacala
SARA Corridor Map
LEGEND
Dar es SalaamTRC CentralLimpopoPulmtreeBeitbridgeBeiraRessano GarciaRichards BayNamibiaGobaNacala
Figure 3
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Corridor/Route Distances
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CORRIDOR NAME CORRIDOR MEMBERS CORRIDOR EXTREME POINTS CORRIDOR TOTAL LENGTH [km]
Beira CFM/NRZ/ZRL/SNCC Lubumbashi (DRC) to Beira (Mozambique) 2327 Beitbridge TFR/BBR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Durban (RSA) 3188 Plumtree TFR/BR/NRZ/ZRL/SNCC Lubumbashi to Durban (RSA) 3216 Beitbridge TFR/BBR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Port Elizabeth (RSA) 3575 Plumtree TFR/BR/NRZ/ZRL/SNCC Lubumbashi to Port Elizabeth (RSA) 3311
Beitbridge TFR/BBR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Richards Bay (RSA) 3101 Plumtree TFR/BR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Richards Bay (RSA) 3136
Beitbridge TFR/BBR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Cape Town (RSA) 3952
Plumtree TFR/BR/NRZ/ZRL/SNCC Lubumbashi (DRC) to Cape Town (RSA) 5590
Central TRL Kigoma to Dar es Salaam (both in Tanzania) 1250
Dar es Salaam TAZARA/ZRL/SNCC Lubumbashi (DRC) to Dar es Salaam (Tanzania) 2240
Goba CFM/SR Mpaka (Swaziland) to Maputo (Mozambique) 225
Limpopo CFM/NRZ/ZRL/SNCC Lubumbashi (DRC) to Maputo (Mozambique) 253
Lobito CFB/SNCC/ZRL Ndola (Zambia) to Lobito (Angola) 2259
Nacala SNCC/ZRL/CEAR/CDN Lubumbashi (DRC) to Nacala (Mozambique) 800
Namibian TNHL/TFR Upington (RSA) to Walvis Bay (Namibia) 1149
Ressano Garcia CFM/TFR Komatipoort (RSA) to Maputo (Mozambique) 101
Richards Bay TFR/SR Komatipoort (RSA) to Richards Bay (RSA) 446 via Golela (Swaziland)
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PRASA Passenger Train
Passenger Train Services
Passenger services generate less than 15% of aggregate annual revenue for
railways but accounts for between 30-35% of cost. Resources consumed by
passenger services are therefore not proportional to their contribution to the
business.
Railways image is portrayed through passenger services but these are naturally
loss making and therefore a lot of resources are tied in this market segment that
has generally very little nancial returns.
They are usually classied as social service obligations that require support from
government. Tourist trains are however a protable niche requiring a lot of
resources and management effort. Conditions of track infrastructure in some
member railways often present challenges.
BR Passenger train
CFL Passenger train
CFM Passenger train
ailways have historically been
Rsubjected to extensive government
regulation when compared to other
surface transport modes. The 2010 decision by
SADC Ministers of Transport to create Rail
Funds and waiver fuel levies paid by railways
was a clear positive policy shift towards
railway infrastructure development and
maintenance. The Brazzaville Declaration of
April 2006 has been the reference point for
railway infrastructure development on which
SARA has leveraged its lobbying and
advocacy.
All the railways in SADC are now members of
SARA that includes CDN and CEAR railways.
Expanding of membership base to include
other railway stakeholders in addition to the
Railway Administrations and regulators has
further strengthened SARA by providing
checks and balances within the SARA
transport service delivery process. This has also
had signicant impact on the subscription
incomes for the Association. Some of the
notable achievements that SARA has made
are:
Lobbying
Rail Fund
SARA successfully lobbied for the creation of
Rail Funds in SADC countries to cater for the
development and maintenance ofrailway
infrastructure. The Pemba (Mozambique)
decision of 2010 by SADC Ministers of
Transport gave effect to the creation of
national Rail Funds. SARA subsequently
developed a generic r ail fund framework in
2011 for customisation in the respective SADC
member states. Although it has been a slow
process for the governments to adopt, when
done, the Funds will ensure a systematic and
sustainable approach to railway infrastructure
development and maintenance.
Waiver of Fuel levies
SARA successfully lobbied for the removal of
fuel levies on fuel consumed by railway
locomotives. The SADC Ministers of Transport
resolved to exempt railways from paying the
levies in 2010 in Pemba, Mozambique. An
exemption from paying such levies increases
the working capital for railways. However,
some countries are still yet to implemented
this decision.
Handbook on the Transportation of Hazardous
Materials by Rail
SARA updated the SADC Handbook on the
Transportation of Hazardous Materials by Rail.
The SADC Ministers of Transport adopted the
updated SADC Handbook on the
Transportation of Hazardous Materials by Rail
in 2010 in Pemba, Mozambique.
SADC Hamonised Standards
SARA developed in the last six years and have
been adopted by SADC as regional standards
in 2013:
Safety Standard
Safety is high on the agenda of SARA and to
ensure safety SARA's 1st standard was Railway
safety management – General (SADC SARA
HT 89)
Technical Standards
SARA developed three (3) standards on
Technical Requirements for Engineering and
Operational: General (SADC SARA HT 90);
Track, Civil and Electrical Infrastructure (SADC
SARA HT 91); Rolling Stock (SADC SARA HT 92).
Human Factors Standard
SARA developed one Standard to deal with
the Human Factors Management (SADC
SARA HT 93)
Operational Standards
SARA developed three operational standards
namely Road – Rail interface, Level
Crossings ( SADC SARA HT 94 ) , Operational
Principles for safe movement on rail (SADC
SARA HT 95) and Requirements for systemic
engineering and operational safety
standards: Train authorization and control ,
and Tele- communication (SADC SARA HT
96).
SARA has also developed two more standard
but they are still to go through the rigorous
scrutiny of SADCSTAN namely Interface and
Intraface Management and Interoperability
(SARA Standard 009.
SARA Information Handbook
SARA published an information handbook in 2013 which will go a long way in publicising the Association, its members and the services they offer.
SARA Rail Conference and Exhibition
The SARA Rail Conference and Exhibition has been running since 2009 and lot of signicance is being generated annually. Each year, SARA Rail Conference and Exhibition brings together industry expects and professionals to share knowledge and expertise. The SARA Rail Conference and Exhibition is a unique opportunity by railways in the region for experts in the rail industry, users of rail and industry suppliers to craft solutions for the betterment of regional railways.
Other key stakeholders at the SARA Rail Conferences are the policy makers namely the Ministers of Transport in SADC, CEOs of the railway operators and those from various manufacturers, rail suppliers, customers and experts from nancial institutions and academics. SARA is also earning a revenue to fund some of its regional projects that are meant to improve railway services across the region.
Highlights of some SARA Achievements
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The key stakeholders of SARA are the various Ministries of Transport and agencies with responsibility for railway
policy and infrastructure development, railway operating companies, railway/ transport operators, regional railway organizations, major customers, investors/ development partners, rail logistics/ maintenance service providers, rail equipment suppliers/ manufacturers, clearing and forwarding industry and road freight industry.
Stakeholder roles and interests The interest of all rail stakeholders is to see improved rail capacity so as to provide efcient, effective, reliable and affordable total logistics solution that promotes trade nationally, regionally, continentally and globally. SARA has a number of key stakeholders who have different interests and expectations. These include the following:
SADC member states governmentsSADC member states expect SARA to play a leading role in promoting development and performance of regional railways so that they offer efcient, cost effective and seamless transportation services in line with the SADC Protocol on Transport, Communications and Meteorology. SARA is expected to play a leading role in harmonisation of policies, standards and safety management to promote intra-modal and intermodal integration. This will enable the railways to play an effective role in the SADC economy.
Other Railway AssociationsOther railways associations are interested in exchange of information, technical skills, promoting technologies and services from their regions and provide opportunities for benchmarking.
Some expect SARA to be their member to allow for systematic collaboration.
Non-Railway Transport AssociationsNon-railway transport associations for surface transport modes seek to promote their respective modes. These are therefore competitors to SARA. They, in essence, compete with railways for national resources through policy while some even campaign against railways.
Rail Transport Regulators Rail Transport Regulators seek to ensure that railways observe laid down rules and regulations. The regulation can be economic or safety in nature. Railways become good corporate citizens by observing established regulations besides improvement in the quality of their services. Currently South Africa and Tanzania have established rail regulators with that of Tanzania regulating road and marine as well. The establishment of a regional rail regulator with the authority to enforce any agreed regulatory initiatives will improve regional railway operations to be cost effective and efcient especially in this competitive and liberalised environment.
SADC SecretariatThe SADC Secretariat is interested in the implementation of the SADC Protocol on Transport, Communications and Meteorology and other regional policies developed from time to time. SARA programs feed into the SADC Program of Action. SADC therefore expects SARA to coordinate regional railway sub-sector programs on its behalf. SADC Secretariat also facilitates the sourcing of resources for railway projects from collaborating partners, private nanciers and nancial institutions.
Collaborating PartnersCollaborating partners support SARA activities in areas of policy, capacity and operational improvement initiatives in order to improve the performance of regional railways especially where export competitiveness and international trafc is
concerned. Collaborating partners are ordinarily interested in expanding markets for equipment and services from their respective countries as well as to ensure cost effective transportation of raw materials to their countries.
PPP FinanciersAlthough concessions have not succeeded in the region, there are quite a number of private sector investment opportunities such as recapitalization, infrastructure and operation support projects in the rail sector that SARA could explore and recommend. SARA should also work with the SADC governments in this regard. SARA can organise seminars with nanciers so that the railways are kept abreast with nancing opportunities available and requirements.
Other Transport Corridor GroupsCorridor groups seek to improve business volume along their corridors in a multimodal transport environment through improved marketing and coordinated infrastructure development. Corridor groups will prefer those modes that are efcient and this requires the railways to effectively compete with other modes.
Corridor authorities will also be strategic to regional railway operations. Such authorities include the Walvis Bay Corridor Group, Maputo Corridor Logistics Initiative, North South Corridor, Lobito Corridor, Trans-Kalahari Corridor and Dar es Salaam Corridor, to mention but a few.
Other transport providers SARA should also consider comparative and cumulative advantage rather than competitive advantage so as to offer total logistics solution in the region. SARA should foster close collaboration with all surface transport modes bodies in the region such as PEMESA, FESATRA, Road Haulers Association
SARA Stakeholders
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Railway Suppliers SARA should aggressively attract membership from suppliers to facilitate direct sharing of expertise and experiences and facilitate innovations that address rail sector needs.
Railway CustomersCustomers, suppliers and railways need to nd solutions to reduce cost on railways by developing and improving versatile rolling stock instead of focusing on specic rolling stock for a specic commodity. SARA could facilitate such Research and Development initiatives.
Shipping LinesThe regional railways in their endeavour of offering total logistics solution need to establish relationships with shipping lines. Due to globalized trade, reduction in transport cost is paramount if SADC commodities are to be competitive on the global markets. This could be done in collaboration with ports authority and shipping agents.
MediaSARA should use the media to market its achievements, workshops/seminars for the benet of all stakeholders.
Federation of Regional Labour UnionsRailways are a very unionized sector and SARA needs to be aware of any developments in the region with regards to Labour Unions.
Strategic Alliances
I. Railway Associations in Regional Economic Communities in Africa
ii. Union Internationale des Chemins de Fer (UIC)
iii. Association of American Railroads (AAR)
iv. Community of European Railways (CER)
v. Australasian Railway Association (ARA)
vi. NEPAD Business Foundation (NBF)
SADC Ministers of Transport: SARA key Stakeholders
Hon. Pastor. Minister Lindiwe Dlamini
Swaziland Minister of Public Works and Transport
Hon. Minister Justin Kalumba Mwana Ngongo
DRC Minister of Transport and Communications
Hon. Minister Carlos Alerto Fortes Masequita
Mozambique Minister of Transport and Communications
Hon. Prof. Makame Mnyaa Mbarawa (MP)
Minister for Works, Transport and Communication The United Republic of Tanzania
Hon. Minister Brian Mushimba
Zambia Minister of Transport and Communications
Hon. Minister Joram Gumbo
Zimbabwe Transport and Infrastructural Development
Hon. Minister Onkokame Kitso Mokaila
Botswana Minister of Transport and Communications
Hon. Minister Joe Maswanganyi
South African Minister of Transport
Hon. Minister Alpheus Gouona Naruseb
Namibia Minister of Works and Transport
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Company Information Full Membership Application Form
Company Name ....................................................................... Street Address ..................................................................................................
Postal Address ...................................................................................................................... City............................................. Postal Code .................
Phone ....................................................... Fax.............................................. Email .................................................................
Website ...........................................................................................................
Title ........................... First Name ............................................................... Surname ..............................................................
Job Title .........................................................................................................................................................................................
Direct Phone ................................................................... Mobile ............................................................. Fax ................................................................
CEO Contact Details
Category
Membership Category (Please tick your category)
Full Member
Fee Component
Fixed Component
Annual Fees US$
24,436
Variable Component based on business volume
0
Total membership fee
Non refundable Administration fee 150
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Please mark the box that best describes your business
[ ] Railway operator [ ] Loco or Wagon manuf.& maintenance
[ ] Logistics, Clearing & Forwarding [ ] Infra Construction & Maintenance
[ ] Supplier [ ] Consultancy, Research, Training
On Behalf of my company I accept and agree to abide by the SARA Constitution, other rules of the Association and the fee structure stipulated above:
Name ......................................................................................... Position ..................................................................................................
Signature ............................................. Date .............................................
Please provide a brief description of your company (You can attach your Company Prole)
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Company Information Full Membership Application Form
Company Name ....................................................................... Street Address ..................................................................................................
Postal Address ...................................................................................................................... City............................................. Postal Code .................
Phone ....................................................... Fax.............................................. Email .................................................................
Website ...........................................................................................................
Title ........................... First Name ............................................................... Surname ..............................................................
Job Title .........................................................................................................................................................................................
Direct Phone ................................................................... Mobile ............................................................. Fax ................................................................
CEO Contact Details
Category
Membership Category (Please tick your category)
Associate
Description
Non refundable administration fee
Annual Fees US$
150
Railways with no trafc interchange or suppliers, customers & other
20
Associate
Please mark the box that best describes your business
[ ] Railway operator [ ] Loco or Wagon manuf.& maintenance
[ ] Logistics, Clearing & Forwarding [ ] Infra Construction & Maintenance
[ ] Supplier [ ] Consultancy, Research, Training
On Behalf of my company I accept and agree to abide by the SARA Constitution, other rules of the Association and the fee structure stipulated above:
Name ......................................................................................... Position ..................................................................................................
Signature ............................................. Date .............................................
21
Please provide a brief description of your company (You can attach your Company Prole)
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