Democratic Republic of Congo Infrastructure and Public Works Minister John Banza Lunda is set to deploy about 1,000 units of equipment to support road construction and sanitation projects, his ministry said. The equipment was procured from China, Mauritius and South Africa.

The delivery forms part of a broader order of 5,600 units under a partnership agreement signed with South Africa’s Guma Group, aimed at modernising the country’s public works capacity.

During a visit to South Africa, Banza Lunda toured the port of Port Elizabeth and the Isuzu manufacturing plant to expedite shipments to the DRC. According to a ministry statement, the consignment includes 500 trucks and 500 civil engineering machines, such as dump trucks, towing vehicles, recovery trucks and mobile workshops.

The minister said the equipment has reached the port and shipments to Kinshasa are underway. Once operational, the machines are expected to accelerate infrastructure works across several provinces, particularly road rehabilitation, erosion control, drainage and sanitation projects.

Blue-painted equipment will be allocated to the Office of Roads and Drainage (OVD), while yellow units will go to the Office of Roads (OR). Both agencies are responsible for executing urban and peri-urban public works across the country.

The deployment follows an earlier shipment of 200 civil engineering machines ordered from China. In November 2025, Banza Lunda oversaw the delivery of that first batch to the DRC.

Ronsard Luabeya

La République démocratique du Congo et la République du Congo envisagent de développer le projet hydroélectrique transfrontalier de Pioka-Tombe, d’une capacité prévue de 6 450 mégawatts. Le 26 février 2026, le ministre des Ressources hydrauliques et de l’Électricité de la RDC, Aimé Sakombi Molendo, et son homologue de la République du Congo, Émile Ousso, ont signé un protocole d’accord relatif à l’aménagement hydroélectrique de ce site, situé dans le district des Cataractes, dans la province du Kongo Central.

Du côté de la RDC, cet aménagement est présenté comme porté au plus haut niveau et inscrit parmi les priorités nationales. Il vise à « valoriser le potentiel du fleuve Congo dans une logique de partage équilibré des coûts et des bénéfices, au service du développement énergétique, industriel et social des deux pays ».

Le projet avait déjà été évoqué lors du Conseil des ministres du 9 janvier 2026. À cette occasion, le ministre Sakombi avait indiqué que sa mise en œuvre passerait par l’actualisation des études existantes, la conduite de campagnes de mesures topographiques, la réalisation d’études de préfaisabilité et de faisabilité, l’élaboration d’un avant-projet détaillé ainsi que la structuration du dispositif institutionnel et financier.

Le ministre avait également sollicité l’approbation du gouvernement afin d’engager formellement le développement du projet et d’obtenir les habilitations nécessaires, notamment pour recruter une firme chargée de mettre à jour les études de faisabilité et mobiliser les ressources destinées au financement des études, ainsi qu’à la structuration des partenariats publics et privés.

Selon Aimé Sakombi Molendo, le projet devrait contribuer à sécuriser l’approvisionnement électrique de Kinshasa, où le déficit est estimé à plus de 1 000 MW. Il pourrait également soutenir l’industrialisation du Kongo Central et des pôles industriels raccordés au réseau d’Inga. Sa concrétisation s’inscrit dans une logique d’optimisation du schéma global d’aménagement du fleuve Congo et de préparation technique et stratégique du déploiement futur de Grand Inga, dont la capacité installée pourrait atteindre 40 gigawatts.

Ronsard Luabeya

Lire aussi :

Kinshasa et Brazzaville concluent un accord de partage de 30 MW d’électricité

L’Agence nationale pour la promotion des investissements (ANAPI) et l’Autorité de régulation et de contrôle des assurances (ARCA) ont signé, le 26 février 2026, un protocole d’accord de collaboration destiné à « intégrer pleinement la dimension assurantielle dans la promotion des investissements » en République démocratique du Congo (RDC). Les deux institutions inscrivent cette démarche dans la dynamique des réformes visant l’amélioration du climat des affaires et la consolidation de l’attractivité du pays.

Concrètement, l’ambition affichée est de rendre l’environnement d’investissement « plus lisible et plus protecteur » pour les porteurs de projets. L’ANAPI et l’ARCA, dirigées respectivement par Rachel Pungu Luamba et Alain Kaninda Ngalula, présentent l’assurance comme un levier pour « améliorer la bancabilité des projets, réduire le risque pays [et] renforcer la crédibilité financière des investissements ». Dans cette logique, l’assurance est appelée à jouer un rôle technique : couverture des risques de construction et d’exploitation, meilleure prévisibilité des pertes en cas de sinistre, exigences de conformité et de gouvernance susceptibles de rassurer prêteurs et partenaires.

Le protocole d’accord fixe plusieurs objectifs opérationnels, notamment : renforcer l’attractivité des investissements (étrangers et nationaux) dans le secteur des assurances ; faciliter l’installation et l’accompagnement des investisseurs dans le respect des normes ; coordonner la promotion et la sécurisation des activités d’assurance ; développer des initiatives conjointes pour améliorer l’accessibilité et la diversification des produits ; vulgariser les dispositions du Code des assurances.

Pour le marché congolais des assurances, le partenariat ANAPI–ARCA pourrait servir de catalyseur : meilleure information des investisseurs, accroissement de la demande locale, structuration de produits adaptés aux grands projets (infrastructures, énergie, mines), et montée en gamme des pratiques. Rien qu’en 2025, l’ANAPI affirme avoir agréé 96 projets et requêtes, pour un volume d’investissement projeté de 5,13 milliards de dollars, ce qui constitue une opportunité intéressante pour le marché des assurances.

Mais plusieurs défis sont identifiés par les acteurs du secteur : faible taux de pénétration, besoins de capitalisation et de compétences techniques, qualité et coût des couvertures, délais d’indemnisation, ainsi que la capacité à retenir davantage de valeur localement tout en sécurisant des programmes de réassurance robustes.

Dans son rapport 2024 sur l’état du marché, l’Autorité indique que les primes émises atteignent 377,89 millions de dollars en 2024 (contre 325,29 millions en 2023), soit +16,17 %. Le rapport souligne toutefois la faible profondeur du marché : le taux de pénétration progresse à 0,53 % en 2024 (0,46 % en 2023) et la densité à 3,46 dollars par habitant. Par ailleurs, le marché demeure fortement structuré autour de la réassurance, avec 210,30 millions de dollars de primes cédées en 2024 en non-vie, ce qui traduit une dépendance importante à la capacité internationale pour les gros risques.

Le protocole d’accord, à lui seul, ne crée pas d’effet automatique. Son efficacité dépendra d’un plan d’exécution (gouvernance, points focaux, calendrier, livrables), d’outils concrets (guides, guichet d’orientation, campagnes de vulgarisation, accompagnement de projets pilotes) et d’indicateurs mesurant l’impact (délais de traitement, part de souscription locale, amélioration de l’offre, satisfaction des investisseurs).

Pierre Mukoko et Boaz Kabeya

Lire aussi :

ANAPI : 96 projets agréés en 2025 pour 5,13 milliards $ d’investissements projetés

Climat des affaires : les services publics, talon d’Achille de la RDC

Réforme des assurances : la RDC fait marche arrière, après l’adoption d’un projet de loi

RDC-Chine : une coopération se met en place contre l’évasion des primes d’assurance

Le ministre des Infrastructures et Travaux publics, John Banza Lunda, prépare le déploiement d’environ 1 000 engins destinés à renforcer les chantiers routiers et d’assainissement en République démocratique du Congo (RDC). Ces équipements ont été commandés en Chine, à l’Île Maurice et en Afrique du Sud.

Ces acquisitions s’inscrivent dans une commande globale de 5 600 équipements prévue dans le cadre d’un partenariat conclu avec le groupe sud-africain Guma, visant à moderniser les capacités opérationnelles du secteur des travaux publics.

En déplacement en Afrique du Sud, le ministre s’est rendu à Port Elizabeth, notamment à l’usine du constructeur Isuzu, afin d’accélérer le processus d’exportation vers la RDC. Selon une communication de son ministère, les matériels concernés comprennent 500 camions et 500 engins de génie civil. Le lot inclut des camions-bennes, des véhicules de remorquage, des dépanneuses ainsi que des ateliers mobiles.

D’après le ministre, les équipements sont déjà arrivés au port et leur expédition vers Kinshasa est en cours. Leur mise en service devrait permettre d’intensifier les travaux d’infrastructures engagés dans plusieurs provinces, notamment en matière de réhabilitation routière, de lutte antiérosive, de drainage et d’assainissement.

Les équipements de couleur bleue seront affectés à l’Office des voiries et drainage (OVD), tandis que ceux de couleur jaune seront confiés à l’Office des routes (OR). Ces deux structures publiques sont en première ligne dans l’exécution des travaux urbains et périurbains à travers la RDC.

Ce déploiement s’inscrit dans la continuité d’une précédente expédition de 200 engins de génie civil commandés en Chine. En novembre 2025, John Banza Lunda avait supervisé l’envoi de ce premier lot vers la RDC.

Ronsard Luabeya

Lire aussi :

Projet Guma: premiers équipements expédiés en RDC, mais des zones d’ombre persistent

The Democratic Republic of Congo (DRC) and the United States signed a framework agreement on health cooperation on Feb. 26 in Kinshasa, laying the groundwork for a strengthened strategic partnership in public health for 2026-2030.

The programme is backed by $1.2 billion, including $900 million from the United States and $300 million to be phased in by the Congolese government. According to a government statement issued on Feb. 26, 2026, the goal is to strengthen the national health system sustainably and improve access to care.

The agreement includes expanded support for the fight against HIV/AIDS, tuberculosis and malaria, as well as maternal and child health. It also includes strengthening epidemiological surveillance, improving preparedness and response to health emergencies, and bolstering the health system at national and local levels. Authorities said the partnership would focus on skills transfer, technical cooperation and institutional capacity building, in line with President Félix Tshisekedi’s emphasis on human capital development.

The deal comes amid major shifts and disruptions in U.S. funding, which has historically financed a large share of humanitarian and health programmes in the DRC. An analysis cited by the scientific journal The Lancet Oncology found that more than 70% of humanitarian activities in the DRC were funded by the United States in 2024, leaving the country highly exposed to funding cuts or freezes.

In the humanitarian sector, the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) said around 1.5 million people lost access to primary healthcare following reductions in operational capacity. These cuts led to the closure of health facilities, shortages of essential medicines and reduced capacity to prevent and respond to epidemics. The same source reported the closure of more than 1,000 nutrition centres, depriving over 390,000 children suffering from severe acute malnutrition of treatment.

Authorities have not yet detailed provisions related to data-sharing, regulatory requirements or phased national commitments under the partnership. Several African countries involved in similar agreements have recently raised concerns about such frameworks, citing what they describe as intrusive data-sharing provisions and stricter financial conditions.

Boaz Kabeya

In 2025, the development of the Kamoa-Kakula copper complex, the largest in the Democratic Republic of the Congo (DRC), was marked by two major events: a seismic incident and the commissioning of a new smelter with an annual design capacity of 500,000 tonnes of concentrate.

In this exclusive interview, the Chairman of Kamoa Copper, the joint venture that owns the complex, discusses the impact of these events on the project, the mining sector, the national economy and global copper supply.

Olivier Binyingo heads a company whose shareholders include China’s Zijin Mining, which holds a 39.6% stake. He also comments on the strategic partnership between the DRC and the United States aimed at encouraging American investment in the Congolese mining sector.

He is also Vice President of Public Affairs at Ivanhoe Mines, the operator of Kamoa-Kakula, and addresses the project’s power needs, the Lobito Corridor and relations with local communities.

Bankable: The first copper anodes have begun production at the new Kamoa Copper smelter, commissioned in November 2025. It is described as the largest and greenest on the continent. What makes it so?

Olivier Binyingo: Because it is. (smiles) It is the largest copper smelter in Africa and the largest of its kind in the world. Only four such smelters exist globally, and this is both the newest and the biggest. It is roughly a $1.3 billion investment, which is significant for the DRC and for Africa.

It is also greener for several reasons. First, technology. As the newest facility, it incorporates the latest advances, particularly in reducing greenhouse gas emissions. The system captures more than 99% of sulfur dioxide emissions that would otherwise be released into the atmosphere.

Second, energy. A smelter consumes a large amount of electricity, although it generates part of its own power. The heat recovery system produces about 8 MW, which is reused in operations. The facility requires around 70 MW in total, with the balance supplied through hydroelectric power via SNEL.

Finally, there is an indirect impact. The commissioning of the smelter, combined with a faster-than-expected ramp-up, significantly reduces transport volumes. Previously, we exported concentrate; now we produce anodes. That effectively halves the volume shipped, meaning fewer trucks and lower emissions across the logistics chain. That is what makes it green: technology, energy mix and reduced transport intensity.

Bankable: This investment allows Kamoa Copper to move from large-scale copper concentrate production to copper anode production. In practical terms, what does that change for the company, the State and local communities?

OB: Beyond the environmental benefits, halving transport volumes significantly reduces logistics costs, which represent a major component of operating expenses. Assuming transport routes remain unchanged, and excluding the impact of the Lobito Corridor, those costs would effectively be cut in half.

While the DRC’s industrialization policy faces challenges, we have demonstrated that a project of this scale can be delivered. In that sense, the smelter has become a flagship project for this policy.

In employment terms, the smelter has created around 1,000 jobs at the facility. These are highly specialized roles, given the advanced technology involved. Employees underwent extensive training, including in China and in Zambia, where a smelter using the same technology operates. So, the impact is not only job creation, but also a substantial upskilling of the workforce.

At the national level, the smelter supports efforts to increase local value addition rather than exporting lower-value products. While the DRC’s industrialization policy faces challenges, we have demonstrated that a project of this scale can be delivered. In that sense, the smelter has become a flagship project for this policy.

Bankable:As you mentioned, the smelter supports the government’s objective of increasing local processing. However, its entire output has already been committed for a certain period under off-take agreements, primarily with related parties. Why was that decision made? Were these agreements negotiated on competitive and transparent terms, in line with the State’s expectations?

OB: Long-term off-take agreements are standard practice for a project of Kamoa-Kakula’s scale. They help finance the smelter as well as future developments.

Buyers are selected through a competitive bidding process to ensure they can take substantial volumes. This allows us to secure market-based pricing for the benefit of the project.

The government holds a 20% stake in Kamoa Copper and was involved in the selection process from start to finish. Its interests are aligned with those of the company: securing the best possible pricing and terms while ensuring full transparency.

Bankable: The government is also calling for stronger local content, particularly in subcontracting. What has Kamoa Copper delivered so far on this front? And is there scope to go further?

OB: There is always room to do more. This issue has several dimensions. First, compliance. The subcontracting law requires mining companies to work with firms that are at least 51% Congolese-owned. Kamoa Copper complies fully and works with companies registered and certified by the ARSP.

Since production began, we have spent approximately $8.3 billion with local suppliers.

Beyond services, in terms of goods procurement, around 70% of the goods sourced by the Kamoa-Kakula project are purchased from Congolese companies. But we believe we can go further. Some SMEs need support to access markets and scale up, so we provide assistance, including access to financing and mentoring, to help them meet project requirements. We also facilitate joint ventures between international firms and local SMEs to promote knowledge transfer and build capacity.

Finally, at the community level, even before production began in 2021, Kamoa invested in businesses fully owned by members of neighboring communities, providing financing and technical support. We were their first client. Some of these businesses have now operated for nearly ten years, grown and diversified their customer base. This is the local economic base we are working to strengthen around the project.

Bankable: What is the scale of the budget dedicated to subcontracting?

OB: Since production began, we have spent approximately $8.3 billion with local suppliers.

Bankable: Despite these efforts, challenges remain. A protest by local residents on one of the roads leading to your facilities disrupted operations on April 21, 2025. How do you plan to prevent similar incidents in the future?

OB: There will always be challenges. The protests in April last year took place in a specific set of circumstances. Any major industrial project introduced into an area without an established industrial base can create disruption. That is why continuous dialogue with affected communities, both before and throughout the life of the project, is essential.

Beyond issues linked to artisanal mining, mining areas inevitably attract various actors seeking to benefit from the economic activity generated by the project. Different stakeholders pursue their own interests, sometimes from outside the immediate area of impact.

We have built strong relationships with neighboring communities, but there can be periods of tension. April 2025 was one such moment. Since then, we have addressed the main concerns raised by communities and provincial authorities. Discussions have resumed, and the situation has stabilized.

Bankable: We understand that the smelter, which required an investment of $1.1 billion, was partly financed through bank debt. What role did the local banking sector play? In particular, what was the involvement of Rawbank, which has previously supported the Kamoa-Kakula project?

OB: No financing was specifically earmarked for the smelter. However, the project as a whole was supported by external financing. It was funded through a combination of internal cash flow, shareholder contributions and certain off-take agreements. That is why we structured the project in phases.

As for local banks, several have been involved. Rawbank was among the first to support the project, and since then most of the major banks in the DRC have participated in one way or another.

Projects of this scale also help strengthen the local banking sector and build its capacity. It is a two-way relationship: we need financing, and these projects enable local banks to grow.

Bankable: As the project scales up, power demand is projected to reach 347 MW by the end of 2028. By your estimates, sufficient clean energy will be available to meet that demand, including through the $450 million rehabilitation of Inga II’s fifth turbine and associated transmission infrastructure. Do you plan further similar investments with SNEL?

OB: Our power requirements are substantial and will continue to increase with the next phases of the project.

We have a long-standing partnership with SNEL, which began with the rehabilitation of the Mwadingusha hydroelectric plant in 2021, adding 78 MW to the national grid. The most recent milestone was the commissioning of G5 at Inga II in the fourth quarter of last year, with a capacity of 178 MW. That brings the total additional capacity financed by the project to 256 MW.

We have a long-standing partnership with SNEL […] That brings the total additional capacity financed by the project to 256 MW.

However, the work is not yet complete. Transmission capacity between Inga and the Greater Katanga region is still insufficient to transmit all the available power. We therefore remain focused on strengthening transmission infrastructure.

As for further projects, it is certainly possible. SNEL operates extensive infrastructure and has significant investment needs. Our partnership is strong, so the door remains open. For now, however, our priority is to finalize the transmission component of G5 before committing to additional projects.

Bankable: You also plan to develop 120 MW of solar capacity, with two 30 MW projects already underway. When do you expect to reach that target? And will it follow the same model as the current projects?

OB: The two 30 MW projects developed with independent power producers are expected to be commissioned in the second quarter of this year. Looking ahead, we intend to replicate the same model. It has proven effective and should allow us to move faster. The second phase is already underway. We have identified suppliers and begun negotiations. If all goes according to plan, we expect to reach 120 MW in 2027. Once the remaining conditions are finalized, we will provide a more precise timeline.

Bankable: Last May, the complex experienced seismic activity, forcing a partial suspension of operations. Do you now know exactly what caused it? And is it possible to determine whether such an event could happen again?

OB: It was a reminder that, despite technological advances, mining remains a high-risk activity. Fortunately, unlike other incidents last year at major operations elsewhere, we had no fatalities or injuries. That was due to swift decision-making: as soon as instability was detected, the teams prioritized safety.

We strengthened our monitoring systems to detect seismic movements earlier and upgraded the infrastructure to better withstand similar stress events in the future.

After evacuating personnel, we suspended operations and removed most of the equipment. Financially, the impact was limited. We then brought in external experts to assess the infrastructure. They concluded that the seismic activity resulted from a redistribution of underground stress between structural pillars in the Kakula mine. This led to rockfalls, affected pumping capacity and caused flooding in part of the mine. Such stress events are common in deep underground mining operations.

Based on those findings, we strengthened our monitoring systems to detect seismic movements earlier and upgraded the infrastructure to better withstand similar stress events in the future.

Bankable: The incident disrupted production and led to a downward revision of your targets. You now expect to exceed 500,000 tonnes in 2027. How confident are you in reaching that objective?

OB: There is often a focus on the downward revisions, but despite the challenges, Kamoa-Kakula produced more than 388,000 tonnes of copper in 2025. Our initial expectations were higher, but it remains a major operation and we continue to rank among the top 10 producers globally. We also continue to contribute strongly to the national economy, particularly as higher copper prices helped offset the impact of lower volumes.

It is also important to note that Kamoa-Kakula consists of several mines. While Kakula was affected, Kamoa and Kansoko were not, and their performance exceeded projections.

To ramp production back up, the key priority is dewatering at Kakula. That process is nearly complete, except for the deepest section in the east. We are regaining access to high-grade areas and developing additional access to other high-grade zones. Production should gradually recover.

As our founder has long argued, supply growth is unlikely to keep pace with demand. Discovering new deposits and developing mines takes time. We therefore see a structural copper deficit emerging. In that context, we expect prices to remain on an upward trajectory and potentially strengthen further.

This year, our guidance is between 370,000 and 420,000 tonnes. Next year, we expect to exceed 500,000 tonnes. Over the medium term, we anticipate stabilizing around 550,000 tonnes per year. After roughly two years of disruption, we expect to move back above the 500,000-tonne level.

Bankable: As you noted, higher copper prices helped offset the impact of lower production. Revenue rose 5% to $3.3 billion. What is your outlook for copper prices over the coming years?

OB: Last year, two main dynamics shaped the market. On the supply side, incidents at several major copper mines, including Kamoa-Kakula, constrained output. At the same time, demand for critical minerals, and copper in particular, continued to strengthen, driven by electrification, electric vehicles and artificial intelligence. This is a structural trend that is unlikely to reverse.

As our founder has long argued, supply growth is unlikely to keep pace with demand. Discovering new deposits and developing mines takes time. We therefore see a structural copper deficit emerging. In that context, we expect prices to remain on an upward trajectory and potentially strengthen further.

Bankable: Earlier, you mentioned that the Lobito Corridor reduces your logistics costs. The Minister of Transport, Jean-Pierre Mbemba, has cited potential reductions of up to 30%. What volumes are you currently shipping via Lobito? And do you intend to route all copper anode production through this corridor?

OB: Not necessarily. Other corridors remain relevant. We need to diversify our routes to manage risk, which also creates competitive pressure on costs.

Lobito remains important because the distance between our operations and the port of Lobito is roughly half the distance to Durban. That reduces both transit time and costs, with additional environmental benefits.

This year, we expect to ship between 50,000 and 70,000 tonnes via Lobito, although those figures remain flexible and will depend on the pace of ramp-up and the competitiveness of alternative corridors.

We were the first to ship volumes through Lobito, initially concentrate. The first batch of anodes will soon move by rail; it has already left the site for Kolwezi.

Lobito is still ramping up. This year, we expect to ship between 50,000 and 70,000 tonnes via Lobito, although those figures remain flexible and will depend on the pace of ramp-up and the competitiveness of alternative corridors.

Bankable: Last December, the United States concluded a strategic agreement with the DRC aimed at encouraging U.S. investment in the Congolese mining sector. How do you view this development as Chairman of Kamoa Copper, given that the company includes Chinese shareholders? Do you see it as a risk or an opportunity, and why?

OB: Regardless of geopolitical alignments, demand for critical minerals is structural and unlikely to reverse. If we are serious about electrification and the energy transition, that demand will remain.

From the perspective of a major copper producer, this is a positive development. The need for copper and other critical minerals transcends geopolitical divisions. It reinforces the structural case for strong prices and represents a significant opportunity for the DRC to leverage its mining sector to drive broader economic development.

Interview by Aboudi Ottou

La République démocratique du Congo (RDC) et les États-Unis ont signé, le 26 février à Kinshasa, un accord-cadre de coopération sanitaire présenté comme « historique ». Ce texte fixe les bases d’un partenariat stratégique renforcé dans le domaine de la santé publique pour la période 2026-2030.

L’enveloppe globale annoncée s’élève à 1,2 milliard de dollars, dont 900 millions mobilisés au titre de la coopération américaine et 300 millions correspondant à un engagement progressif du gouvernement congolais. Selon la communication officielle du 26 février 2026, l’objectif est de renforcer durablement le système national de santé et d’améliorer la prise en charge des populations.

L’accord prévoit un appui accru à la lutte contre le VIH/sida, la tuberculose et le paludisme, ainsi qu’un soutien à la santé maternelle et infantile. Il inclut également le renforcement de la surveillance épidémiologique, la préparation et la réponse aux urgences sanitaires, ainsi que la consolidation des systèmes de santé « à tous les niveaux ». Les autorités mettent en avant un partenariat fondé sur le transfert de compétences, le partage d’expertise et le renforcement des capacités institutionnelles, en cohérence avec la vision du président Félix Tshisekedi axée sur le développement du capital humain.

Cette annonce intervient dans un contexte de reconfiguration et de fortes perturbations des financements américains qui soutenaient une part importante de l’action humanitaire et sanitaire en RDC. Selon une analyse citée par la revue scientifique The Lancet Oncology, plus de 70 % des activités humanitaires en RDC étaient financées par les États-Unis en 2024, rendant le pays particulièrement exposé aux coupes ou aux gels de crédits.

Du côté de la réponse humanitaire, une note relayée par le Bureau de la coordination des affaires humanitaires des Nations unies (OCHA) indique qu’à la suite des réductions de capacité opérationnelle, environ 1,5 million de personnes ont perdu l’accès aux soins de santé primaires (fermetures de structures, pénuries de médicaments essentiels, capacités limitées de prévention et de réponse aux épidémies). La même source évoque la fermeture de plus de 1 000 centres de nutrition, privant plus de 390 000 enfants souffrant de malnutrition aiguë sévère d’un traitement.

À ce stade, les autorités n’ont pas détaillé publiquement l’ensemble des clauses relatives aux données, aux contreparties réglementaires ou aux obligations nationales progressives prévues sur la durée du partenariat. Plusieurs pays africains concernés par des cadres similaires ont récemment exprimé des réserves sur ces nouveaux dispositifs, certains dénonçant des exigences jugées intrusives en matière de partage de données sanitaires ou de ressources biologiques, ainsi que des conditionnalités financières accrues.

Boaz Kabeya

Lire aussi :

Fermeture de l’USAID : des centaines de millions de dollars destinés à la RDC menacés

Ebola au Kasaï : la Croix-Rouge lance un appel de 25 millions $ pour renforcer la riposte

Lutte contre Ebola : l’Union européenne mobilise 1,8 million € pour la RDC

A technical meeting was held on Feb. 24, 2026, in Kinshasa between the Ministry of Foreign Trade, Société d’Exploitation du Guichet Unique Intégral (SEGUCE-RDC), and the Senegalese company Gaindé 2000. According to a ministry statement, discussions focused on supporting the rollout of digitalized import, export and transit procedures launched on Dec. 29, 2025.

The reform is based on interconnecting the Single Window for Foreign Trade system (S-One) with the Sydonia customs system. It makes electronic transmission of supporting documents between SEGUCE and Customs mandatory. Required commercial documents for import and export operations are centralized within the Single Window system and automatically transferred to Customs for declaration processing. Authorities say the measure will reduce delays, strengthen traceability, curb documentary fraud and boost public revenue collection.

The ministry said the Feb. 24 meeting focused on establishing experience-sharing arrangements between SEGUCE-RDC and Gaindé 2000. The Senegalese firm developed the ORBUS system, a digital single window used notably at the port of Dakar.

According to information available on the ORBUS platform, the system and its Orbus Infinity version offer expanded functionalities by interconnecting stakeholders across the logistics and port chain, including freight forwarders, shipping companies, terminal operators, carriers and customs authorities. The platform also integrates value-added services that go beyond document transmission.

These include electronic signature functionality designed to ensure the authenticity and validation of documents issued for import and export procedures. The ministry said this solution is of particular interest to the Congolese authorities and was central to the Feb. 24 technical meeting in Kinshasa.

Gaindé 2000 has also been implemented in several African countries, including Burkina Faso, Kenya, Côte d’Ivoire, Guinea-Conakry and Guinea-Bissau, according to the ministry.

Timothée Manoke   

Congo’s national carrier Air Congo said on Wednesday it would launch its first five regional routes from March 2026, marking its expansion beyond domestic operations.

The announcement comes nearly a week after the delivery of a Boeing 737-800, bringing its fleet to three aircraft of the same type. The transport ministry had previously said the aircraft was part of a strategy to open new regional destinations.

Flights to Entebbe and Johannesburg will begin on March 22. Services to Cotonou and Douala will start on March 28, followed by Dar es Salaam on April 4, 2026. Air Congo is 51% owned by the Congolese state and 49% by Ethiopian Airlines. The expansion extends its network across Central, East and Southern Africa.

Competition on the Kinshasa-Entebbe route

By launching flights to Entebbe, Air Congo enters a route already served by Uganda Airlines. The Ugandan carrier operates six weekly flights on the route.

However, Uganda Airlines has faced operational difficulties in recent months, including flight cancellations and baggage delays. In addition, two Airbus A330-800neo aircraft have been grounded since Feb. 20 for maintenance issues, temporarily reducing long-haul capacity and complicating scheduling at a time of strong regional demand.

In a letter dated Feb. 13, 2026, Ugandan President Yoweri Museveni instructed the transport minister to appoint Girma Wake, former chief executive of Ethiopian Airlines, as acting general manager of Uganda Airlines. The move aims to address management weaknesses identified within the state-owned carrier.

On the Kinshasa-Dar es Salaam route, Air Congo will compete with Air Tanzania, which has operated four weekly flights since April 2025. The Tanzanian carrier first launched services to Lubumbashi before expanding to Kinshasa.

Limited competition on Kinshasa-Douala

Currently, travellers heading to Douala or Cotonou from Kinshasa must connect via Addis Ababa, Lomé or Abidjan. Direct flights would significantly reduce travel times.

That exclusive position on the Kinshasa-Douala route may be short-lived. Cameroon’s state-owned Camair-Co has said it plans to launch services to Kinshasa, initially announced for late 2025.

Founded in 2024, Air Congo has so far operated only domestic routes, serving Kinshasa, Lubumbashi, Kisangani, Mbuji-Mayi, Kananga, Kindu and Kolwezi with two Boeing 737-800s. Speaking at the Makutano forum last year, Transport Minister Jean-Pierre Bemba said the airline had recorded load factors of between 80% and 100%, encouraging management to expand regionally.

The airline also said it expects to receive an ATR 72-600 next month to strengthen its domestic network. The aircraft will be used to serve Beni, Bunia, Isiro, Gbadolite, Mbandaka and Kalemie.

Timothée Manoke  

Une réunion technique s’est tenue le 24 février 2026 à Kinshasa entre le ministère du Commerce extérieur, la Société d’Exploitation du Guichet Unique Intégral (SEGUCE-RDC) et l’entreprise sénégalaise Gaindé 2000. D’après une communication officielle du ministère, les échanges ont porté sur l’accompagnement de la mise en œuvre de la dématérialisation des procédures d’importation, d’exportation et de transit des marchandises, lancée le 29 décembre 2025.

Cette réforme repose sur l’interconnexion du système informatique du Guichet unique du commerce extérieur (S-One) et du système douanier Sydonia. Elle rend obligatoire la transmission électronique de la liasse documentaire entre la SEGUCE et la Douane. Les documents commerciaux nécessaires aux opérations d’import-export sont ainsi centralisés au niveau du Guichet unique, puis transférés automatiquement vers la Douane pour le traitement des déclarations. Les autorités présentent cette mesure comme un levier de réduction des délais, de renforcement de la traçabilité, de limitation de la fraude documentaire et d’amélioration de la mobilisation des recettes publiques.

Selon le ministère du Commerce extérieur, la rencontre du 24 février a porté sur la mise en place de mécanismes de partage d’expériences entre la SEGUCE-RDC et Gaindé 2000. L’entreprise sénégalaise est connue pour avoir développé le système ORBUS, un guichet unique dématérialisé utilisé notamment au port de Dakar, au Sénégal.

D’après les éléments disponibles sur la plateforme ORBUS, le système et sa déclinaison Orbus Infinity proposent des fonctionnalités élargies, en interconnectant plusieurs intervenants de la chaîne logistique et portuaire, notamment les transitaires, les compagnies maritimes, les manutentionnaires portuaires, les transporteurs et l’administration douanière. Le système intègre des services à valeur ajoutée qui dépassent la seule transmission documentaire.

Parmi ces services figure la signature électronique, destinée à assurer la validation et l’authenticité des documents délivrés dans le cadre des procédures d’importation et d’exportation. Selon le communiqué du ministère, cette solution intéresse particulièrement la partie congolaise et a été au centre de la réunion technique tenue le mardi 24 février à Kinshasa.

Selon le ministère du Commerce extérieur, Gaindé 2000 a déjà montré ses preuves dans plusieurs pays africains, notamment le Burkina Faso, le Kenya, la Côte d’Ivoire, la Guinée-Conakry et la Guinée-Bissau.

Timothée Manoke