Société commerciale des transports et des ports


The Société Commerciale des Transports et des Ports, formerly known as the Office d'Exploitation des Transports Coloniaux 1935–1959, then Office d'Exploitation des Transports au Congo 1960–1970, and Office National des Transports 1971–2011, is a state-owned enterprise headquartered in Kinshasa. The SCTP operates railways, ports, and inland barge transport in the northern and western regions of the Democratic Republic of the Congo, along the Congo River. Established in 1935, its main office is strategically situated on Boulevard Du 30 Juin in the Gombe commune of Kinshasa.

Functionality and organization

The SCTP, operating under the general regulations applicable to state-owned companies and decree-law number 0051 of 17 November 1995 governing its establishment and statutes, is structured in compliance with legal and regulatory provisions. Oversight of the SCTP's organic structures is jointly carried out by the Ministry of Transport and Communication in conjunction with the Ministry of Portfolio.
These structures include:
  • Board of Directors
  • * Chaired by a General Delegate President and assisted by the Deputy General Delegate President, this body is responsible for guiding the overall policy of the SCTP.
  • Management Committee
  • * This committee oversees day-to-day operations and comprises the President-Delegate-General, the Deputy Delegate-General, and two Administrators.
  • General Management
  • * Comprising five members, including four administrators appointed by presidential decree and a staff representative, the general management is headed by a managing director. Its mandate is to ensure the company's operations, service, and execution of the general policy determined by the management committee.
  • ** In addition to the director and staff constituting the management's staff service, the management of the SCTP is structured around 11 departments divided into five operational departments and six logistical or non-operational support departments.
  • *** Operational departments: These departments are revenue-generating and include:
  • **** Maritime Ports Department : responsible for handling operations in the ports of Matadi, Boma, and Banana, as well as navigation on the Congo River.
  • **** Kinshasa Port Department : managing the port of Kinshasa and the flammable beach of Kingabwa, handling goods, logs, and sawn timber. Located on the left bank of the Congo River at the Pool Malebo, the port operates in shifts similar to the first department.
  • **** Railway Department : operating the Matadi-Kinshasa Railway line and urban rail transport in Kinshasa.
  • **** Department of Ports and River Transport : responsible for transport on the river, on the Kasaï, on their tributaries, and the crossing from Kinshasa-Brazzaville to Ngobila Beach.
  • **** Shipyard Department : overseeing the 3 shipyards, including maintenance, careening, repair of boats, and manufacturing of new river units.
  • *** Logistical or non-operational support departments: These departments include:
  • **** Technical Department : managing all technical sectors of operational entities.
  • **** Human Resources Department : responsible for administrative management and staff training.
  • **** General Services Department : overseeing real estate, construction, hospitals, social affairs, agro-food establishments, and more.
  • **** Financial Department : managing the accounting and financial assets of SCTP.
  • **** Department of Organization and General Studies : leading change in the company, including restructuring and the development of the company's development plan.
  • **** Internal Audit Department : ensuring prior and posteriori control, which involves accounting and financial audit, audit of functions, and operation of the general management staff, including commercial, marketing, legal, police, and central control management structures.

    History

Colonial era and post-independence

Office d'Exploitation des Transports Coloniaux

The Office d'Exploitation des Transports Coloniaux was instituted by the Belgian government on 20 April 1935. Its foundational mandate was the centralization and management of transportation services, encompassing the handling, transshipment, and related operations within the Belgian Congo and the territories of Ruanda-Urundi. OTRACO's establishment was not merely a bureaucratic decision but a strategic move by the colonial administration to consolidate control over the vital transportation networks crucial for economic exploitation and administrative control of the vast territories.
The first railway company subsumed under OTRACO was the government-owned Société de Chemin de Fer du Mayumbe, which had previously been administered by the Régie du Chemin de Fer du Mayumbe. This management transfer was formalized through a Royal Decree on 17 July 1935, with retroactive effect from 31 December 1934. A subsequent decree issued by the Minister of the Colonies on 23 November 1935, further delineated OTRACO's responsibilities and authority in overseeing the Société de Chemin de Fer du Mayumbe, which effectively placed it under the jurisdiction of the Administrator-General of the Colonies.

Expansion and consolidation

On 16 March 1936, the colonial government, through an accord between its Minister of the Colonies and the Compagnie du Chemin de Fer du Congo, assumed full ownership of the railway line, effectively nationalizing it by exchanging colonial government bonds with a nominal value of 500 francs and an interest rate of 4 percent per annum for the outstanding shares. On 22 June 1936, the company further expanded its reach by taking over the assets and liabilities of the Union Nationale des Transports Fluviaux, a company that owned a substantial fleet of riverboats, tugboats, and barges. This fleet operated extensive river transport services across the Belgian Congo, including a 1,723-kilometer route from Léopoldville to Stanleyville. The colonial government guaranteed substantial annual payments to Unatra for a period of 40 years, ensuring the amortization of the company's capital while OTRACO took over operational control. This expansion was formalized by a Royal Decree on 31 July 1936, designating OTRACO as the operating company for Unatra as of 1 September 1936. By a ministerial decree on 30 September 1936, the colony substituted OTRACO for CCFC in executing the provisions of the conventions of 3 September 1929 and 29 December 1931, respectively, between the railroad and the Société pour la Manutention dans les Ports du Congo, which managed the handling, discharge, and transshipment of freight at the port of Matadi, and the Compagnie Industrielle et de Transport au Stanley-Pool, which held a similar concession in the port of Léopoldville.

From Office d'Exploitation des Transports au Congo to Office National des Transports

in the 1960s, the entity was rebranded as the Office d'Exploitation des Transports au Congo. Retaining the structure and operational framework, OTRACO became integral to the Congolese economy and saw the appointment of Jacques Mbilo as the first Congolese president of the management board in 1961. The company managed a vast transportation network that included the ports of Banana, Boma, Matadi, and Kinshasa; the railroad linking Kinshasa to N'Djili International Airport; river transport on the Congo and Kasai rivers; several inland river ports; a road transport company in Kivu Province; and the Kongo Central railroads from Matadi to Kinshasa and Boma to Tshela. OTRACO emerged as the largest employer in the country and administered multiple training schools for employees in the transportation sector.File:Spanish fishing boat at Zaire's main port of Matadi on the Congo River.jpg|thumb|330x330px|Spanish fishing boat at Zaire's main port of Matadi on the Congo River.In the late 1960s, OTRACO confronted increasing competition and logistical challenges as the government endeavored to modernize and expand the transportation infrastructure. By 1965, OTRACO's river fleet had grown to encompass 158 powerboats and 874 barges, with a total capacity of 286,960 tons. To meet the demands of the expanding economy, the company invested in more powerful and efficient vessels in mid-1969, including three mail boats, three passenger barges, and 16 tank barges with a capacity of 450 metric tons for palm oil. Despite these expansions, OTRACO faced significant logistical challenges, particularly the necessity to develop an all-rail route from Katanga to Matadi. The existing transportation network, reliant on transshipments, was susceptible to disruptions, including attacks by guerrilla groups in neighboring countries. To address these vulnerabilities, the government commissioned feasibility studies for a new railroad link to close the 440-mile gap between Port-Francqui and Kinshasa. The proposed link was estimated to require an investment of approximately $150 million in foreign exchange and an equivalent amount in local currency.
In 1971, OTRACO was restructured and rebranded as the Office National des Transports. In 1973, ONATRA transported a record high of 410,871 passengers. However, its monopoly was removed in 1977, allowing private entities to enter the market as shipowners. This deregulation led to a decline in passenger traffic, with only 121,779 passengers transported in 1982. As of 1982, ONATRA maintained a substantial operational fleet comprising 280 barges, 255 light barges, 85 tugboats, and 62 vessels designated for passenger service. In April 1991, ONATRA was restructured into a conglomerate comprising three components: Holding, OTP, and OCN. Following a decision by Zaire's transitional government, Holding ONATRA was dissolved, with its groups reformed into a singular ONATRA entity prior to 1991. The Second Congo War further impeded traffic along the Congo River beyond Mbandaka, resulting in a cessation of operations. Challenges related to port congestion at Matadi in July 2005 were compounded by outdated equipment and the accumulation of over 4,000 containers at the port. Anatole Kikwa Mwata Mukambu, the deputy commercial director of ONATRA in Matadi, characterized this congestion as "artificial", indicating that it was not solely attributed to logistical inefficiencies but was also influenced by external factors. Introduction of new machinery and resolutions implemented towards the end of the year ultimately alleviated the port's congestion issues.
In June 2006, the company's Management Committee was suspended by Minister of Transport and Communications, Eva Mwakasa, who alleged that the committee had not addressed their demands, particularly concerning wage increases and housing. However, Minister of Portfolio Célestin Vunabandi Kanyamihigo opposed this suspension, arguing that the appointment or dismissal of a management committee should be determined by a government decision or through consultations between the technical and administrative supervision ministries. The suspension resulted in a significant schism among ONATRA's staff, with two factions emerging: one in favor of the new committee appointed by Mwakasa, accusing the former management of mismanagement and embezzlement, and another opposing the changes. In July 2006, ONATRA encountered a significant upheaval due to a strike instigated by a Presidential Decree, which conferred exclusive authority to the Office des Douanes et Accises to levy and collect import revenues at Matadi Port. This shift rendered OFIDA the sole intermediary for importers and exporters, assuming the responsibilities of tax and fee collection previously managed by ONATRA and other public entities at the port. Consequently, ONATRA's role was reduced to receiving only retrocessions for its operational expenses. The strike led to a week-long cessation of operations at Matadi Port, resulting in the clearance of approximately three thousand tons of goods and thirty-five vehicles once work resumed.
In August 2006, ONATRA marked a milestone when a vessel docked at its public port in Kisangani for the first time in a decade, arriving from Kinshasa. This event symbolized the traffic revival between the Tshopo Province and Kinshasa, with the ship carrying roughly fifty passengers and 2,000 tons of essential goods. Despite challenges such as inadequate buoyage and dredging, this resumption was deemed critical in rejuvenating regional economic activities, with ONATRA's Management Committee urging economic stakeholders in Tshopo Province and surrounding areas to seize this opportunity to invigorate the local economy. In February 2007, another strike hit Matadi Port, spurred by discontent among workers over the Managing Director's refusal to engage in negotiations concerning demands related to precautionary measures for agent recruitment and the disbursement of "mileage allowances". This industrial action effectively paralyzed port and station activities, with three-quarters of ONATRA's services, including those of OFIDA and OCC, grinding to a halt, leaving only import and export services operational.
In November 2007, the provincial governor of Kongo Central officiated a ceremony commemorating the acquisition and commissioning of new equipment at Matadi Port. This procurement, financed through ONATRA's resources, constituted a substantial investment of approximately $14 million. The newly acquired machinery, displayed in front of ONATRA's administrative building at the port, comprised thirty-six Dasson-brand elevators, each with a lifting capacity of up to four tons. This procurement was part of the second phase of machinery enhancements, which also included a 45-tonne self-crane and ten additional elevators already operational at the port. The following month, ONATRA and Société Nationale des Chemins de fer du Congo were integrated under unified management pursuant to a governmental reorganization initiative. ONATRA entered into a strategic partnership with the Franco-Spanish firm Progoza, while SNCC collaborated with the Belgian railway operator Vecturis. This endeavor aimed to modernize both companies through technical assistance contracts, without resorting to privatization. However, this move elicited concerns among employees, particularly at ONATRA, over the absence of consultations and the potential ramifications for job security. Minister of Portfolio Jeanine Mabunda reassured that the Congolese State would retain ownership, emphasizing that the partnerships were solely focused on enhancing management and operational efficiency. During this period, Progosa's managers worked in tandem with Congolese officials to address the company's challenges.
In 2008, the Boyera Shipyard in Mbandaka, ONATRA's second shipyard in the country following N'dolo in Kinshasa, encountered substantial difficulties as its dock had been relocated to Kinshasa earlier that year for boat repairs. In May 2008, a team of Congolese and expatriate leaders proposed by Progosa, including the Managing Director and the Technical Director, was appointed to oversee ONATRA's stabilization. The stabilization initiative targeted ONATRA's critical condition, characterized by an aging workforce, obsolete and malfunctioning equipment, and a financial model that was draining state resources without contributing effectively. Progosa's mandate was to restructure ONATRA over the ensuing two years. The Comité de Pilotage de la Réforme des Entreprises Publiques commended Progosa for its expertise and underscored the urgent need for reform. Nevertheless, the ONATRA union expressed concerns about the firm's familiarity with the company and criticized the significant salary disparities between expatriate and Congolese employees, alleging that the contract terms were disproportionately favorable to expatriates. Sylvestre Ilunga Ilunkamba, head of COPIREP, acknowledged the governance issues at ONATRA, emphasizing that the objective was not to overhaul the company entirely but to stabilize operations and halt its financial decline. In January 2009, in response to ONATRA's request to accelerate the loading and unloading processes at Matadi, the Flour Mill of Matadi S.A., commissioned in 2005, was inaugurated on 14 February 2009, at a total investment of nearly $15 million. This terminal was anticipated to alleviate the load on Matadi Port. ONATRA's employees consistently received one month's salary out of the twenty-three months of arrears after expressing their grievances to the national Ministry of Portfolio, the provincial governor, and ONATRA's financial director in Kinshasa. However, other workers at Matadi Port halted operations, demanding the initiation of a social dialogue with the employer regarding the issue of agent retirement and the adjustment of workers' salaries concerning the real exchange rate of the national currency against foreign currencies.
The alliance between ONATRA and Progosa was dissolved on 7 March 2010. Following this, a delegation representing the entirety of the workforce called "union" was formed. The delegation voiced profound dissatisfaction with Progosa's two-year stewardship, citing a financial deficit amounting to eleven million dollars, ostensibly allocated for the procurement of four new locomotives. It was further observed that at the onset of Progosa's mandate, only two locomotives remained operational out of the original fleet of six. In May 2010, a shipment of 10,824 tons of semolina from Japan arrived at Matadi Port, with a portion of this cargo already being transacted at ONATRA's facility in the Matete commune. Within that same month, the company financed the rehabilitation of the fourth quay at the Port of Matadi, a project which reached completion the following year at an estimated expenditure of approximately two million US dollars. A gubernatorial decree from the Governor of Équateur, issued on 13 July 2010, imposed a prohibition on vessels docking at private ports in Mbandaka, mandating that all such vessels must henceforth berth at ONATRA's newly renovated public port in Kinshasa, which had been restored by the Entreprise Générale Malta Forrest.