Joint South African-French rolling-stock manufacturer Gibela Rail is set to mark a major milestone in September with the completion of the 300th of 600 trainsets, ordered by the Passenger Rail Agency of South Africa (PRASA).

The contract, a R51-billion deal, was originally awarded in October 2013 for the delivery of 600 six car X’Trapolis Mega trainsets.

About 280 units have been supplied to PRASA to date.

The manufacturer progressed from producing ten trains a year to six a month, which has helped to position South Africa as a competitive player in commuter train manufacturing.

A key enabler of this rapid production ramp-up was an in-house reorganisation that “flattened” the company’s operational structure, Gibela rolling stock operation executive Junior Lechaba explains.

There were seven hierarchical levels between executive leadership and shop-floor operators, which hindered decision-making and responsiveness.

Decreasing those levels to four and introducing cross-functional teams at all levels of operation enabled Gibela to create a more agile and collaborative work environment.

“These changes made it easier to resolve production issues quickly and improved the overall workflow in the factory,” Lechaba says.

Simultaneously, Gibela formalised its issue-management processes. Governance structures with clear agendas and defined escalation pathways were implemented, enabling faster reaction times when production was disrupted.

“This proved critical during the ramp-up phase, when challenges, such as missing components and blocked production lines, were common,” he says.

To mitigate these risks, Gibela established a cross-functional procurement centre that helped to streamline supply chain operations and ensure consistent parts availability.

Lechaba says that one of the most valuable lessons Gibela learned during its early production phases was the importance of teamwork.

“A unified workforce aligned around common goals is essential for problem-solving and continuous improvement. The focus on cross-functional collaboration [helped] accelerate responses to any challenges that emerged on the line.”

He suggests that this culture of collaboration has also supported Gibela’s ambitious localisation drive, adding that, as of 2025, the company has achieved 65% localisation in its materials and components. The drive was accomplished without compromising on delivery targets, which is a “strong indicator of South Africa’s manufacturing capability”.

The same quality standards are applied across local and international parts, and Gibela helps develop local suppliers to ensure they can meet these benchmarks.

The company’s employment figures further highlight its local impact, as 99% of employees are South Africans, and more than 60% of those workers are drawn from communities within a 30-km radius of its Dunnottar manufacturing facility, in Gauteng. This localisation strategy not only contributes to industrial development but also promotes inclusive growth.

Looking Ahead

Lechaba confirms that Gibela expects to maintain its current production rate of 62 trains a year for the next two years. With only two-thirds of its installed capacity in use, the company has room to scale output to 74 trains a year, without major infrastructure changes.

As it nears the halfway mark on the 600-trainset order, Gibela is also preparing for its next chapter. With strong interest from African countries, the company is exploring export opportunities, and plans to produce and supply passenger trains to new markets once the PRASA project is completed.

It is also investigating the diversification of its product offering. Lechaba says there is a possibility of manufacturing diesel multiple units. Hydrogen-powered trains are also on the radar, reflecting the company’s ambition to adapt to future transport trends and technologies.