Any Profession Involves Certain Sacrifices

Interview with Mrs. Viorica Olaeru, commercial director within CNCF CFR SA

 

Commercial Department of CNCF CFR SA, founded at the beginning of the last year, has a major importance within the company because it represents the linking center between the railway exploitation and the market demands. In point of year 2000, we can say that it was a severe one. The last year, although there have occurred the inherent difficulties of the beginning of the way, there has been also succeeded the provision of conditions necessary for the good development of the activity of the other departments of the company. Fact that means the conclusion of several advantageous contracts, services (advertising, wagon-renting etc.), as well as contracts for material suppliers necessary for the maintenance part and for general overhaul (RK).

About this department we also have to mention that at the beginning has been managed by Mrs. Maria Matei, and for a few months has been taken over by Mrs. Viorica Olaeru. She had the amiability to talk to us about the importance of such a department within an institution and about what means for her the position that she is assigned to.

 

Railway Journal: From the point of view of a specialist, which is the importance of a commercial department in a big institution?

Viorica Olãeru: First of all, you have to know that the well development of a company depends in a great measure to the commercial department, because this is the place where all expenses are administrated. Secondly, if the whole necessary is not structured in accordance with the legislation on each department, in the case when it occur any overlaps in comparison with the data settled by us, the entire database will have to be modified.

R.J.: You are assigned on the commercial director position for a few months. Tell me, Mrs. director, have you already got used with the position that you are in charge with within the main unit?

V.O.: I can not say that it is about getting used to it, because till now I have been assigned on a similar position, being the head unit of the Budgets Department within Iasi CF Rail Region. More difficult is the fact that I have to travel every weekend, but in point of my involvement in the activity of the department I can consider it as an easy stage. I say so because working within the company for more than 20 years I succeeded to know the profile of each branch. I started working as an economical clerk. After the graduation of the university studies I have worked as an economist, being in charge with the expenses, financial balances, budgets, and now I am assigned at the Commercial Department. Thus, I have succeeded, all these years, to pass through all important structures of the company. That's why we can not talk about getting used to in point of my specialty.

R.J.: Still, there are some differences between the working method from a rail region and from the main unit…

V.O.: Within a rail region we have to solve only sector and district problems. But now, the situations from all eight rail regions are centralized here and I have to solve them, fact that involves a bigger volume of work. There also appear some misunderstandings, because every rail region is based on its own way of thinking, although they have the same organizational structure.

R.J.: Have you felt the urge to make some changes in point of certain aspects regarding the way of operation of the department?

V.O.: Lately, the department also experienced a few changes through the fact that there have been performed many changes in the leading positions. The people were a bit confused and did not know anymore to whom to address to for several problems. I tried first of all to speak with each of them personally, to realize how they are thinking and to explain my working method. By all means that there were persons who have accepted my tactic, and others have not. But it seems fair to me that during the time when I will be assigned on the position of commercial director to work tidily and with prompt personnel. For example, when I need a situation to know where to ask for it, to avoid wandering through the offices and the personnel to have no clue who was supposed to draw it up. This does not mean that I am the officer who dictates. Conversely, I like to involve myself and to work side by side with the employees, fact that enables me to ask the same thing from the persons I am working with.

R.J.: How did you react to the rejection of those you have mentioned about?

V.O.: At the beginning, they were avoiding me as much as they could. Everything was performed behind my back. At a given moment, I realized that a few problems that needed to be solved were concluded somewhere else than in the office. After the first week I decide to convoke a meeting. I explained them that this position involves for me a few sacrifices, being away from my family, and I ask from them only more involvement in the department activity. Some of them have understood, but some have not. But, after a second meeting, I realized that they have also understood. There also are comments, but we will try to solve them together. For every work there are several solutions, among which we have to choose the best one. There occur quite often more serious discussions in point of a work, because everyone considers the solving issue from its point of view, namely only the section they are in charge with. My role is to consider the situation per assembly of the company and not only of the department. So I tried to explain this fact from the beginning of my assigning on the position. If there still are several exceptions, persons that do not understand, it will be very difficult for them because in my opinion the interest of the company is on the first place and we all have to align to this principle.

R.J.: Do I have to understand that you are a tough person?

V.O.: I can not say that I am tough, but I certainly like the fairness. That's why I work very well with people that understand and that are on the same line with me. I am a "steady" woman, who does not like to be postponed and to be treated less seriously. If I need a situation today, I want to have it today and not two days later. I spend 12 hours a day at the office, and I do not ask from anyone to do the same, but, in exchange, I count on his or her fairness and punctuality. I never approached the position as director-subordinate, I consider myself colleague with everyone. I treat all of them equally, because this is the way to get them closer. When it was about helping them, I did not refuse. I like helping my colleagues and I do not hesitate to do it. More difficult it is the moment when I am forced to take a drastic decision; in those moments I think ten times before reaching to a result.

R.J.: Do you consider that men are right when saying that the managing position is not appropriate for a woman?

V.O.: A while ago, one of my bosses has been telling me that the woman is able to find the best solutions for difficult problems, to support her boss in all his activities, but she must not manage. In his conception, the woman was not appropriate for such a responsibility. This made me more ambitious and, finally, I demonstrated that we, the women, we are so able to manage. Recently I have met the person I was talking about and he told me: " I realize I was wrong. Indeed, not only the men deserve to be managers". I consider that it does not matter who is in the leading position of a certain department, but the way in which succeeds to manage the activity. Although it is said, "where there are two women, one of them is useless", I got along very well with all my colleagues.

R.J.: Coming again to the activity developed within the department, can you tell us what have you done till present time?

V.O.: Generally, I maintained the line adopted by the former directors, adding something new: It is about a centralization program in a modern database of all data from each rail region. For the beginning we will test this program in a rail region and, according to the result, we will extend it to a larger scale.

R.J.: Which is the rail region you are talking about?

V.O.: It is about Iasi CF Rail Region, because there I know the organizational structure and I can watch closely the whole progress, from the installation stage till the finalization. I consider that this system will represent an advantage for us, as well as for each rail region. Why? Because by applying the respective program, every rail region will send the situation from their own sub-units directly to the main unit. Being involved data referring to the stocks and the necessary materials, this way, our unit, as well as those from the main unit, and also our colleague in the country will be informed exactly with the supplies we have. The advantage derives from the fact that at any hour of a day we will know what expenses have been done, and when the budget will be approved we will be in position to follow it exactly. Still, due to this program, that will include also the products and their suppliers, we will be in position to speak about the increase of the operability in the acquisition stage. We will also speak about a selection of the suppliers based on the efficiency principles, in order to decrease the financial effort of the company.

R.J.: Which are your goals till the end of the year?

V.O.: First of all, I would like to succeed to implement this program in every rail region. I consider that it is very important not only because the information will circulate more rapidly, but, no matter of the hour, we will be in position to have the situations of every rail region. There are required quite often reports, at different hours of the day. Due to this database we will have only to press a button and in a few minutes to show the report.

Secondly, I would like to create CFR SA own supplying base. If presently we use Chitila base, which belongs to CFR Marfa, or Brasov base, the property of CFR Calatori, till the end of the year we will put in operation Basarab base, fact that will allow us to make some savings. Thus, we will not be forced anymore to pay various percentages for the freight that we are receiving from external credits or that we are forced to pay in order to deposit it in special arranged spaces.

I think that for this year the achievement of the two goals will mean a lot for the Commercial Department.

R.J.: Concluding, I would like you to tell me according to what principles you are managing the department we are talking about?

V.O.: I count only on the honesty and the fairness of the colleagues I am working with. I ask for their loyalty towards the company and their serious involvement in everything that we have to do. I prefer that in difficult situation my salary to show me clearly: "I did not solve the respective problem because of x reason". Thus, we will be able to solve the situation together, eliminating from the beginning any inconvenience that can occur during the time. My fairness asks for the same attitude from my employees. I do not think it would be too much…

Drawn up by

Oana Bran