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Before this, MRM  had launched other technologies in the Kenyan market that were revolutionary at the time. In the sixties, for example, MRM was the first to introduce and use sheet-to-sheet technology in roofing production material. Later in  1982, the company commissioned the  Hitachi  4 Hi-Cold Rolling  Mill in  Mariakani. According to the company, this Cold Rolling Milling was the first of its kind in the region. Seven years later, MRM added aesthetics to roofing by introducing colour coating technology. A little bit of character was added to homes now, with homeowners given a choice to pick the colour that best reflects their personality, feelings, or likings. Apart from the beauty, these coated roofing sheets came with an additional fade-free warranty of up to 15 years.

MRM  ushered in the  21st century with style, becoming the first in Africa to produce the world’s leading patented aluminum-Zinc coated steel, branded as Dumuzas, on painted roofing. According to the company, Dumuzas, which offered cooler interiors for homes due to its better heat reflectivity, quickly became a market success in Kenya’s coastal region, where elevated temperatures are the order of the day. The company has launched other new products in the market, including Versatile, a  premium,  lightweight tale-like roofing sheet that serves as an alternative to the bulky brick tiles that can be a burden to install and maintain. The love for colours also saw MRM  commission a new colour coating line in  2016, enabling it to produce a variety of coloured roofing sheets at world-class standards.

TEAMWORK MAKES THE DREAM WORK

Part of the force behind MRM’s success is the unflinching drive of its people. Today the company boasts a workforce of over 700. Leading such a huge team is no mean task. Manish says that a leader is as good as his or her team, and one has to lead by example, guided by personal.

Values and ethics, which one must demonstrate to the team members so they know they can look up to them. The other aspect, according to Manish, is to clarify the team organisation’s goals and ensure that everyone understands that they play a part in achieving those goals. “It’s an issue of ownership and accountability. In whatever actions they undertake, they are accountable and own them.”

Manish says individual ownership does not mean one does not have a backup from his or her superiors. “People values and ethics, which one has to demonstrate to the team members so that they know they can look up to that. The other aspect, according to Manish, is to provide clarity to the team about the organisation’s goals.

To read more on the article, head over click here and navigate to pages 32 – 35.