objectives, which he said were based on “innovation, propriety, business acumen and strategic planning”.
“Today RTC, is obviously reaping from these reforms and staff are happy to celebrate with management”, said one of the workers, Mr. Lemue Ben who spoke with The Tide. He said, “before now we were owed backlog of salaries and other allowances, but today non payment of salary and allowances is a thing of the past in RTC”.
Other stakeholders applauded the vision of the management which they observed had led to rapid development of the company.
Fielding questions on how he turned around the fortune of the company within a short period of time, the acting General Manager, said reforms were “professionally driven and result oriented”.
Given the limited resources available, he said, management harped on cost effectiveness, and issues of fleet standardization were given due consideration. “Operational vehicles were reduced to just two brands; Toyota Hiace in the franchise scheme, and Toyota Hummer in the partnership scheme”.
According to the GM, “the move had helped to reduce the cost of maintenance, as the parts available are cheap because of the large number of vehicles in some brand”.
Staff placement was another strategy that the RTC management used to mobilize the workforce. The General Manager said staff were given the required incentives from the available resources, to mobilize them to achieve set goals.
With their due entitlement paid to them, he said staff worked without grudges.
More so, he said, the company operated like a family with the GM, exerting not just managerial control but fatherly influence that brings dedication commitment to the entire work force.
This according to the GM had created confidence in the RTC team.
To secure a competitive edge, Borlo who is also a Transport Consultant said, management carried out a lot of environment planning, and identified the loopholes in the industry, and this placed RTC at an informed position in the business.
Listing the achievement of the company under his administration, the GM, said RTC, has been able to sustain itself internally. Presently he said a number of brand new buses have been acquired through internally generated revenue. He also disclosed that “the company has increased its route across the country and is now a licensed Korea operator.
According to him, the company also owns an authorised driving school”.
The GM pointed out that the modified franchise scheme had also opened investment opportunities for Niger Delta people, while retirees are acquainted with business management skills and today many of them are transporters.
In spite of the successes recorded under his administration, the General Manager said less than 5% of the statutory mandate of the company had been achieved.
He said the company was supposed to be engaged in a broad-based business activities such as plant assembly of vehicles, insurance brokerage, and even own an airline.
Expansion of its capital base therefore remain the greatest challenge faced by the company.
To attain this, the management of RTC wants the Rivers State Government to guarantee a loan for them in the spirit of private public partnership.
The loan according to the GM, “will strictly be a commercial loan that will be paid back on record time and not a political patronage”.
“Banks are willing to give us loan if the owner of the company, the Rivers state Government approves of it and we sign to pay back to government”.
Apart from Pabod Breweries, RTC is one of the few government-owned companies that is still functioning.