The Central Mechanical Equipment Department is pivoting its medium-term strategy towards the electric vehicle (EV) market by establishing a new sales unit for Battery Electric Vehicles and e-buses, as well as starting the local assembly of low-speed electric vehicles.
The State enterprise’s 2026-2030 strategy marks a significant step towards fulfilling the Government’s National Development Strategy 2 (NDS2) goals for sustainable transportation.
CMED, which falls under the Ministry of Transport and Infrastructural Development, continues to play a central role in national development through its civil works and logistical services.
The new sales unit for BEVs and e-buses will target key institutional buyers, including Ministries, Departments, Agencies (MDAs), parastatals and State enterprises, corporates, as well as individuals.
A fully electric double-cab pick-up is currently undergoing trial runs for potential integration into the CMED fleet and subsequent commercial sale.
Leveraging skills acquired from India, CMED has started working on the first Neighbourhood Electric Vehicle (NEV) at its Coventry branch.
These NEVs will have a top speed of 40km/hr and a range of 80km, specifically targeting sectors like agricultural extension officers, rural transporters, farmers and golfers.
Recognising that infrastructure is the largest barrier to EV adoption, CMED has made a significant commitment to rolling out charging points nationwide.
The company has already installed 10 charging piles in Harare and Victoria Falls, achieving an estimated 15 percent of its 2025 rollout target.
CMED will prioritise the expansion of the charging network countrywide to support the anticipated growth in e-mobility.
CMED has also highlighted two major challenges threatening to derail the EV strategy. These include the high initial cost of EVs and erratic power supply.
The enterprise says it will lobby the Government on policy to reduce import duty on electric vehicles from 25 percent to 0 percent.
CMED has reported that the National Development Strategy 1 (NDS1) posed significant “survival challenges”, primarily through the erosion of its core mandate.
The challenge includes the Government’s decision to cease central fuel procurement from CMED, the growth of its own vehicle fleet, which undercuts the hire business, and the transition of the department of roads from an in-house equipment hirer to one that outsources construction to private contractors.
“This prompted us to be very innovative as we formed a civil works unit, which is now anchoring key and urgent Government construction needs, ventured into direct fuel imports sales, embraced adoption of BEV in Zimbabwe and undertook related diversification strategies,” says CMED.-herald
