Covid-19 has given us an opportunity to reset, re-engineer and harmonise the cross-border road transport regulatory environment – and regional value chains,” says Walvis Bay Ndola Lubumbashi Development Corridor (WBNLDC) cluster secretariat consultant, Eric Shimumbwe.“The efficient and effective performance of the Walvis Bay Corridor Group and Namport is critical to the economic recovery and growth of the region in the post-Covid world,” he told Freight News.The secretariat has been hard at work unblocking the bottlenecks on the corridor which were caused by responses to the Covid-19 pandemic. “The virus has negatively affected operational efficiencies and service delivery at most regional borders throughout Africa.“There has been a proliferation of Covid-induced bottlenecks leading to significant border delays and operational inefficiencies,” he adds.Shimumbwe highlights some of the changes that need to be made to speed up the f low of freight on corridors across the region. Regulations at the borders should be applied consistently, and must not be changed without adequate notice to the industry. There is often little or no advance notice of change in regulations across regional borders. Eliminate non-tariff barriers to trade, which were introduced on the back of Covid-19. These include the imposition of new standard operating procedures, travel restrictions, national lockdowns, curfews and border delays while truck drivers are being quarantined or are awaiting the outcome of tests. There is a need to consider and strengthen rapid-response multi-sectoral task teams or committees to ensure coordination and harmonised emergency response to pandemics and similar matters. Implementation of the African Continental Free Trade Area (AfCFTA) which has also been affected by Covid-19 is an opportunity, coupled with additional trade facilitation measures. More facilities need to be built on the borders to provide parking space for vehicles carrying dangerous goods, and there needs to be an investment in firefighting equipment Plans need to be f lexible as nothing can be taken for granted. “For example, at the Walvis Bay Corridor Group we have to change our plans and rethink our priorities in the wake of Covid-19.“We have had to postpone important networking events such as information sessions and the celebration of the 15th anniversary of the opening of the WBCG Lusaka office. “Through our switch to virtual stakeholder engagements we have developed stronger partnerships which support a robust stakeholder network that includes transporters, shippers, health officials, customs, immigration and the police – a true public-private partnership”.
