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THE RESTRUCTURING AND PRIVATISATION PROCESS PAPER PRESENTED TO THE UNION OF AFRICAN RAILWAYS 7TH MEETING ON RESTRUCTURING AND PRIVATISATION KINSHASA, DEMOCRATIC REPUBLIC OF CONGO   By Bernard Dzawanda 31 August 2007
Presentation layout ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Restructuring in general ,[object Object],[object Object]
Driving forces of restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives of restructuring  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Forms of restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key issues under restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational   Restructuring Environmental Drivers Institutional Leadership, Training, Communication etc. Organizational   Goals Sustainable  Outcomes Social Economic Stakeholder   Influence Environmental Source: Sarkis et al (2000): Organizational Restructuring Implications for Corporate Sustainability Figure 1: Organisational Restructuring Framework
Context of railway restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Definition of railway restructuring ,[object Object],[object Object]
Key policy issues to be addressed ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Driving forces of railway restructuring ,[object Object],[object Object],[object Object],[object Object]
Driving forces of railway restructuring cont’d ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives of railway restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Determinants of structural options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structural options ,[object Object],[object Object],[object Object],[object Object]
Structural options cont’d ,[object Object],[object Object],[object Object],[object Object]
Structural options cont’d ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structural options cont’d ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structural options cont’d ,[object Object],[object Object],[object Object],[object Object]
Ownership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Forms of private sector participation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Privatisation concerns ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Government Regional Authorities Ministries, Central Authorities Regulator Operators State-Owned New Companies Infrastructure Management Shareholders State Owned  Enterprise Public Organization Private Company Infrastructure Services Organizations State Owned Enterprises Joint Ventures Private Companies Other Stakeholders Social Alliances Employees Figure 2: New Organisation Structure of Railways and Interactions between Various Subsystems. Source: Adapted from Profillidis (2001): Separation of Railway Infrastructure and Operations.
Conclusion ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]

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The Restructuring And Privatisation Process

  • 1. THE RESTRUCTURING AND PRIVATISATION PROCESS PAPER PRESENTED TO THE UNION OF AFRICAN RAILWAYS 7TH MEETING ON RESTRUCTURING AND PRIVATISATION KINSHASA, DEMOCRATIC REPUBLIC OF CONGO By Bernard Dzawanda 31 August 2007
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  • 8. Organisational Restructuring Environmental Drivers Institutional Leadership, Training, Communication etc. Organizational Goals Sustainable Outcomes Social Economic Stakeholder Influence Environmental Source: Sarkis et al (2000): Organizational Restructuring Implications for Corporate Sustainability Figure 1: Organisational Restructuring Framework
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  • 24. Government Regional Authorities Ministries, Central Authorities Regulator Operators State-Owned New Companies Infrastructure Management Shareholders State Owned Enterprise Public Organization Private Company Infrastructure Services Organizations State Owned Enterprises Joint Ventures Private Companies Other Stakeholders Social Alliances Employees Figure 2: New Organisation Structure of Railways and Interactions between Various Subsystems. Source: Adapted from Profillidis (2001): Separation of Railway Infrastructure and Operations.
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