SEA & AIR

Tanzania 2018 | TRANSPORT | B2B

Between improving services, procuring new equipment, and pursuing expansion projects, Dar es Salaam is advancing on both land and sea.

Ladislaus Matindi
LADISLAUS MATINDI
Managing Director & CEO
Air Tanzania (ATCL)
Eng. Deusdedit C. V. Kakoko
ENG. DEUSDEDIT C. V. KAKOKO
Director General
Tanzania Ports Authority (TPA)

What advances have been made in the services you offer the transport sector?

LADISLAUS MATINDI On the whole, we have made several improvements to the service we offer at ATCL. One of the main setbacks for ATCL, and the biggest threat to our business, was unreliability, largely due to cancelations, delays, or poor customer service. However, we have since managed to increase the frequency of on-time departures, almost completely doing away with delays and reaching a 95% punctuality score. Another improvement has been to our customer service. Since investing in the renewal of our IT system, we have been able to radically change our online customer service offering. Prior to this, we faced many challenges in terms of online reservations. However, in 1H2017 we successfully migrated to a passenger reservation system and departure control system provided by Hitit Computer Services. We also have a new revenue management system and a state-of-the-art call center, with trained staff on hand to answer calls immediately. Thus, we are rapidly improving our accessibility to customers, although we constantly strive to come up with innovative solutions to perform even better.

DEUSDEDIT C.V. KAKOKO TPA began operating around the clock in July 2016. Following a recent government directive, all public and private entities at the port are committed to operating 24/7 and improving efficiency. TPA alone could not achieve huge increases of cargo throughput, which is why we insisted that other operators work alongside us, and this was supported by the private sector stakeholders. Since this move, we have certainly witnessed improvements in our activity as per feedback from clients, and both cargo throughput and revenue has increased as a result. There are also several priorities in our Corporate Strategy Plan. The first of these is human capital: if properly managed, this can be our greatest form of capital. We need to transform our employees so that we better provide a customer service-oriented model. This will be the key to the efficiency needed for all processes to be implemented.

How has the new equipment boosted operations?

LM In 2016, we were only covering four destinations from our hub in Dar es Salaam. However, we have since tripled our coverage, flying to around 12 domestic destinations in Tanzania. We also have one international destination, Comoros. It is impressive to consider how we have managed to expand at this pace within such a short span of time, especially considering that we are still working on increasing our stock of equipment. Since our acquisition of two new aircrafts in 4Q2016—the Bombardier Q400s—we have been able to expand our operations, and these two aircraft reliably serve our 12 destinations, with one more aircraft on standby. We are expecting another new aircraft in June 2017, and then another three aircraft in June 2019. Our ambitious plans take into account a seven-strong high performing fleet by 2020.

DCVK Some of the key priorities of our Corporate Strategy Plan are investment in physical and soft infrastructure, acquisition of operational equipment, and an increased focus on security. Dar es Salaam has ambitions to be the safest port in the world, with a new integrated security system that is on par with those employed throughout the West. In the past, Dar es Salaam port was the leading port in the region along Africa's east coast between Cairo and Cape Town, and with increased competition in the region, it is vital that we do not lose out on opportunities. In addition to equipment, we are planning many projects to boost operations, such as the Maritime Gateway Project. We want to be able to accommodate larger vessels with depths of around 15m in order to remain competitive in the region. At the moment, we seek to double our shipping throughput, with more direct calls from overseas to the port of Dar es Salaam as well as a capacity for receiving ships carrying up to 8,000 containers at one time. We also have completed some projects on the refurbishment of infrastructure and roads while others are ongoing as well as the installation of more warehousing and an Integrated Security Systems (ISS) in Dar es Salaam Port.