Cliquez pour voir le Tableau n°1 Coût des travaux rotatifs du monorail de 485 Km en dollars Us

I.3 Context

• The Democratic Republic of Congo is a real sub-continent which suffers painfully from the means of transport and communication like other countries of the Maghreb, Southern and Eastern Africa to name only these cases. The population is currently around 93 million inhabitants and potentially represents a strong demand for travel from one city to another over an area of ​​2.345Km2.
• The means of mass transport are managed by two national companies, namely the Société Commerciale des Transports et des Ports (SCTP) in the western part of the country and the Société Nationale Congolaise des Chemins de Fer (SNCC) in the south-eastern part. . These companies are struggling to serve this population which focuses more on road transport for private companies with enormous risk of accidents.
• The companies set their overpriced rates of around $ 20 to $ 40 for 20 to 500 km per road; and by plane, it takes between $ 120 to $ 600 for a 100 to 2,000 km flight as the crow flies. This situation leads to less travel and the Congo finds itself landlocked due to the lack of means of transport with high intensity and mobility.
• Despite the infrastructures which mostly date from the colonial era, the transport routes are impassable and indicate a lack of appropriate financial and material resources to rehabilitate them. Road, waterway and aeronautical insurance are flouted by users and transport companies. The country has 150 to 1000 serious and fatal accidents per year. Technical controls are not carried out with rigor and efficiency in almost all transport companies.
• Faced with this degrading situation, it is important for the country to change and modernize its means of transport and communication channels in order to meet the challenge of developing the transport economy capable of producing value chains that reassure great opportunities for them. trades. The monorail will support this policy of modernizing towns and villages from Banana to Sakania via Kinshasa, Kisangani, Kananga and Aru.

I.4 Objective

I.4.1 General

• Extend and increase transport and communication infrastructure throughout the national territory to relieve congestion and open up cities, territories and sectors;
  Trigger major traffic for interprovincial, regional and continental trade between the DRC and the rest of the world;
• Reduce the distances of road, rail and lake traffic by providing the country with high-speed monorail from 250 to 300 km / hours;
• Reduce the problems of exorbitant passenger and merchandise tariffs for long journeys, Urbanize and modernize cities and territorial entities through an ultramodern road network of public and regional interest and encouraging economies of scale.

I.4.2 Specific

• Provide the country with 485 km of monorail surrounded by socio-economic and collective infrastructure from Banana to Kinshasa, crossing the territories of Kongo Central;
• Increase trade between Kinshasa, Brazzaville and Luanda from 485Km monorail to make a quality commercial showcase;
• Promote and intensify interprovincial port, rail and maritime traffic in the Kinshasa, Kongo Central, Kwango and Kwilu corridor through the practice of transhipment;
• Upgrading the Kongo-Central infrastructure neglected for several decades and creating a business climate in the Inga and Banana Free Zone;
• Create jobs capable of solving the recurring problem of unemployment;
• Generate income through trafficking for the social well-being of the populations and finance other sectors of national life;
• Allowing the State, through activities linked to transport, to collect taxes. Encourage the training and retraining of local technical personnel through the adoption of new construction technologies for works of public interest;
• Promote mass tourism in the various territorial entities in Kongo-Central; Facilitate import-export traffic through the route of the monorail.

I.5 Proof of Congo Speed ​​Ways Monorail

I.5.1 Potentialities

• Area of ​​the Congo 2.345.000Km2: The transport networks and communication routes cover only 166.421 km, i.e. 7.10% of the area, so the space is still virgin for traffic
• Raw materials and materials for the project: They are in abundance in Congo and such as cement works, plumbing, mines and metallurgy, reinforcement, fitting, water, sand etc….
• Technical labor and all work: It is in abundance and despite the qualification. It represents more than 30% of the working population estimated at 26 million employees of the formal and informal sector Passenger traffic: Between Banana and Kinshasa, an average of 25 million passengers should be expected, not forgetting those coming from there. ‘Angola, Congo-Brazza and Cabinda
• Goods traffic: Intense import-export transhipment traffic via large-scale port, river and road traffic on the Kinshasa, Kimpese, Matadi, Boma and Moanda axis. masonry and the foundation supporting large tonnages Seasons and rainfall: Two rainy seasons for 9 months and 3 months of dry season with a rainfall of 1300 to 1500mm
• Obstacles: 1400 bridges, river and rivers
• Modes of transport: Very reduced on road and air routes with low capacity of supply and demand at the national and international level.

I.5.2 Comparative advantages of the monorail

• For those who are familiar with the technical aspects of the monorail, the high traffic shuttles will keep the underlying urban fabric in the DRC almost intact and allow road and rail traffic, as well as that of pedestrians and animals, to continue their journey. cheerfully, without being hampered by the monorail.
• Furthermore, the operation of the monorail is powered by rechargeable batteries and more, the use of the monorail network will not significantly reduce air, automobile, rail and bus traffic in the corridors of the monorail lines, thus reducing all the more Congo’s dependence on fuel and, therefore, all corresponding GHG emissions. The use of the monorail network will thus lead to a reduction in road accidents in the DRC, estimated at 27% per year.
• Monorail lines will not cut the country in two, like rail lines, and it will facilitate the movement of other modes of transport, pedestrians and wildlife. Shuttle traffic will be silent and respectful of the residents living along the lines, especially since the monorail trips will undoubtedly be very attractive, comfortable and relaxing, and even panoramic for passengers.

I.5.3 Profitability of the Congo Speed ​​Ways line

• Ability to make three rotations per day carrying 250 passengers per shuttle
• Pricing calculated according to the route and the time limit for booking the date of the trip;
• High standard comfort like that of the plane in three classes, economical, medium and business with the different services (catering, wifi, Video, movie snack bar, etc.);
• Kinshasa and Banana in 2h45 minutes instead of 10h by road or 1h by plane;
• Safety reassured by solid and robust machines with a lifespan of 80 to 100 years;
• Fewer stopovers throughout the trip with 35 relay stations, 16 stations and 2 terminals
• Diversity of services at stations filled with galleries, shops, food, gymnasium, shops, restaurants, Kiosks, couriers and banks, postal and insurance agencies, customs, warehouses, office automation and cyber café, lottery and several entertainment before and after the trip etc. .
• Giant screens and electronic advertisements and travel calendar with info screens.
• In addition, a Congo Speed ​​Ways line will be socially profitable, in addition to ticketing, by saving on the use of roads and by promoting economic development in the whole of two provinces Kinshasa and Kongo-Central.

PART TWO: FEASIBILITY STUDY

II.1 Investment costs

II.1.1 Overall costs

• The costs of the works and the mobilization of accompanying factors will constitute the main charges at 88.64%. However, unforeseen events and other market risks are included in the operating costs. The costs may possibly be subject to modifications during the negotiation of the market and the assessment of the condition of the land on importation between the contracting parties.
• Table n ° 1 Project financing structure in US dollars
  

  Cliquez pour voir le Tableau n°01: Structure de financement du projet en dollars Us

  

II.1.2 Details of operating costs for 4 years

• Monthly, Congo Speed ​​Ways will be able to disburse approximately $ 6.9 million for current expenses, mainly the remuneration of local and expatriate staff up to 49% of operating costs.
• Table n ° 2 Forecast of operating costs in US dollars
  

  Cliquez pour voir le Tableau n°2 Prévisions des Frais de fonctionnement en dollars Us

  

II.2 Depreciation of fixed assets and bank loan

II.2.1 Depreciation of real estate values

• Table n ° 3 A Forecast of depreciation in US dollars
  

  Cliquez pour voir le Tableau n°3 A Prévision des amortissements en dollars Us

  

II.2.2 Financial costs of the loan

• Table n ° 3 B Financial costs of the loan in US dollars
  

  Cliquez pour voir le Tableau n°3 B Frais financiers du crédit en dollars Us

  

II.3 Transport markets and communication routes in the DRC

II.3.1 Road networks

• The DRC is dominated at 87.13% by the road network followed by fluvial routes, rivers and tributaries at 8.51%, railways 3.02%, lakes and tributaries 2.25% to finish by the maritime reach at 0.09%.
• Table 4 A Potentiality of transport networks in the DRC
  

  Cliquez pour voir la figure n°2 Répartition en % des réseaux de transports en RDC

  
• Fig n ° 2 Distribution in% of transport networks in the DRC
  

  Cliquez pour voir la figure n°2 Répartition en % des réseaux de transports en RDC

  

II.3.2 Port and Airport Facilities

• The networks are dominated by airport attractions at 80.12%, particularly private aerodromes at 48.66%. However, maritime works come at the bottom of the scale at 0.89%.
• Table 4 B Port and airport networks in US dollars
  

  Cliquez pour voir le Tableau n°4 B Réseaux portuaires et aéroportuaires en dollars Us

  Source ANAPI. Cahier sectoriel de transports et infrastructures, 2016
  
  Source; ANAPI; Transport and infrastructure sector report, 2016
• Fig n ° 3 Distribution in% of port, river, lake and airport facilities
  

  Cliquez pour voir la figure n°2 Répartition en % des réseaux de transports en RDC

  

II.3.3 Sea ports

• One of the longest lengths of the ports remains that of Matadi with 1,610m and occupying 64,000m2 thus the rivers of 60,000m2. Banana remains the last bastion of ports.
• Table 4 C DRC seaports and characteristics
  

  Cliquez pour voir le Tableau n°4 C Ports maritimes de la RDC et caractéristiques

  

II.4 Portrait of Kongo-Central

II.4.1 Geography

Kongo- Central, called Bas-Congo before 2015, is a province of the Democratic Republic of Congo. The westernmost extension of the country, it is the only road whose structure is as follows:

• Area: 55,162 km2
• Population: 6,701,460 inhabitants. (2018)
• Places of interest: Zongo Falls, Kisantu Botanical Garden,

The Kongo-Central province stretches from the Atlantic Ocean to the capital and the former province of Bandundu, thus covering an area of ​​55,000 km2, almost twice the size of Belgium. The Congo River flows all along the province dividing it in two. It is part of the basin of this river, with the exception of the Northwest, North Mayumbe drained by the Shiloango. Geographically, it has for limits:

• in the north: the Republic of Congo, departments of Niari, Bouenza and Pool;
• to the west: the Atlantic Ocean and Cabinda;
• in the east: Kinshasa and Kwango and
• in the south: Angola, provinces of Zaire and Uíge.

The relief of the province is oriented parallel to the coast to north-west / south-east in the center. Belonging to the Monts de Cristal chain, there is the Pallabala massif, Mont Lamata, the Bangu plateau, and on the right bank the Mayombe massif. This relief is crossed by the Congo River in a series of waterfalls and rapids among the most powerful and long in the world. Besides the capital of Matadi province, the main cities and towns of the province are Boma, Moanda, Banana, Mbanza-Ngungu (formerly Thysville) and Vivi. The province is made up of 2 cities and 10 territories, divided into 6 urban communes, 17 rural communes, 55 sectors and 376 groupings.

Table n ° 6 Demography of the Kongo-Central population

II.4.2 Economy

The province is among the most active in the Democratic Republic of Congo with a highly developed economy: agricultural products, mining productions, petroleum, industrial productions and others; all this thanks to its geographical location (the maritime coast), its forest wealth, its arable soil, its railway connecting the city of Kinshasa (the capital) to the port city of Matadi, the Matadi bridge (former Maréchal-Mobutu bridge ) connecting the port city of Boma to that of Matadi and also giving access to the beach of Moanda, the hydroelectric dams, especially the three dams of Inga.

For these last reasons and so many others essentially geographical and historical, it is one of the most touristic provinces of Congo-Kinshasa. Its economic specificity is due to a considerable diversity:

• Electric power: Inga dam, Tsango and Zongo power plants
• Agricultural and other products: rice, cassava (fufu), sisal, fibers, sesame, sugar cane, wood,
  vegetables, livestock, palm oil, peanuts, bananas, rubber, etc.
• Mining Productions: petroleum and existence of considerable deposits of various
  unexploited minerals
• Industrial Productions:
  • • Oil refinery (in Moanda)
    • Food industry: sugar refinery (Kwilu-Ngongo), flour mill (Midema in Matadi), oil mills
    • Cement plant: cement, bitumen and lime (in Kimpese, Malanga, Mikelo, Kinanga (under construction) and Lukala.
• Artisanal production: beer, palm wine.
• Food crops, the most developed cultures, provide the substance of the population and largely supply the national capital.

II.4.3 Transport

• The province of Kongo-Central had already in 1913, the Matadi-Kinshasa Railway before its transformation and the first half of the Mayombe Railway. If transport in the Democratic Republic of Congo is one of the most important challenges that the country will have to meet to ensure sustainable development, the problem is also for the province of Kongo Central.
• The road network is almost non-existent and the few existing roads are considerably dilapidated. On a road network of 16,934 km, only 673 km are asphalted and there are 1,455 bridges. The rail and river networks have seen their general condition deteriorate since independence due to lack of maintenance or even theft of infrastructure. Rail transport is not famous. Kongo Central has a railway with a single track line 365 km long, under ballasted, 57 metal bridges with a total length of 1,158.44 m, two tunnels 90 m long. length and 40 stations.
• A second line (Chemin de fer du Mayombe) was dismantled in the 1980s. The province only has two navigable river reaches, that of Matadi – Banana, 150 km long, and that of Mpioka – Kinganga, about 80 km long. Three ports should be included in the assets of Bas-Congo: the port of Matadi (length 1,610 m with 10 docks; area: 71,000 m2 and reception capacity: 10 ships), the port of Boma (length: 450 m with 4 docks and reception capacity: 4 ships) and the Banana landing stage (length: 75 m and reception capacity: 1 ship). Rail transport is managed by the SCTP, former Office National des Transports (ONATRA). River and maritime transport are managed by the Régie des Voies Fluviales (RVF) and Régie des Voies Maritimes (RVM).

II.5 Evolution of freight and passenger traffic

II.5.1 Evolution of freight traffic by land, air and river

• Traffic in goods remains 96.82% dependent on roadways. The other networks are completely destroyed or almost in deficit of the customers and the overflow of the communication channels. It is estimated that the volume of transport was 7.085 million dollars against 7.051 million a year earlier; or a growth rate of 0.48%? In other words, per month, the companies transported only 590 tons.
• Table n ° 5 Freight traffic in millions of tonnes
  

  Cliquez pour voir le Tableau n°5 Trafics de marchandises en millions de tonnes

  Source: Banque centrale du Congo: Rapport Annuel, 2017. P57
• Fig n ° 4 Breakdown of shares of freight traffic in%
  

  Cliquez pour voir la figure n°4 Répartition des parts des trafics marchandises en %

  
• Throughout the year, the goods handled in the main ports are estimated at 2,588 million tonnes, or 215.7 thousand tonnes per month, which represents only 7.19 thousand tonnes per day. The traffic is truly derisory and dominated by the port of Matadi at 96.92% with a strong downward trend from one year to the next.
• Table n ° 6 Goods handled in the main ports in thousands of tonnes
  

  Cliquez pour voir le Tableau n°6 Marchandises manutentionnées dans les principaux ports en milliers de tonnes

  Source: Banque centrale du Congo: Rapport Annuel, 2017. P57
• Fig n ° 5 Breakdown of the shares of freight traffic in tonnes 2015-2018 
  

  Cliquez pour voir la figure n°5 Répartition des parts des trafics marchandises en tonnes 2015-2018

  

II.5.2 Evolution of passenger traffic

• Unlike other types of traffic, passenger transport is estimated at more than 1.51 million passengers which represents approximately 125.84 thousand travelers per month or 4.19 thousand travelers, a large part of which is held by air transport at 70.18% ; The monorail will have to cover this deficit greatly so as to potentiate the 92 million potential passengers in our country.
• Table n ° 7 Passenger traffic in thousands of units
  

  Cliquez pour voir le Tableau n°7 Trafics des voyageurs en milliers d'unités

  Source: Banque centrale du Congo: Rapport Annuel, 2017, P57
• Fig n ° 6 Breakdown of passenger traffic in% 2015-2018
  

  Cliquez pour voir la figure n°6 Répartition des trafics voyageurs en % 2015-2018

  

II.6 Structuring of Congo Speed ​​Ways sections and road connection

II.6.1 Cartography

II.6.2 Main Terminals

1. Kinshasa: Population density and stronghold of major traffic and socio-economic, commercial and industrial activities with more than at least 16 million inhabitants, Geography with fewer obstacles for the monorail / CSW headquarters
2. Kasangulu: Territory of entry and exit from Kinshasa and large transit zone for goods with a geographical area favorable to the monorail with a population density of 78 h / km with a relief not too hilly
3. Madimba: Zone of influence and attractive crossroads for traders with a more or less uneven terrain, a large spacious territory, of 8,260 km2 and population 899,565 inhabitants or 109 inhabitants / km2 and the monorail is useful
4. Kisantu: Bastion of tourism and agronomy. It is an area of ​​influx of agricultural activities towards the Mount of Crystal
5. Mbanza-Ngungu: A strong socioeconomic activity with numerous reception infrastructures for the administration and economic and agricultural activities. It is an area of ​​more than 1.23 million inhabitants with a density of 146 inhabitants / km2
6. Lukala: This is where the large cement plant is located, which employs a large workforce with an attractive socio-economic and industrial infrastructure.
7. Kimpese: It is currently the hub of the border economy between Kongo-Central and Angola through the Lufu crossroads where thousands of tons of goods and passengers transit. The relief is favorable to the monorail
8. Songololo: It is the extension of Kimpese with a vast border trade capacity for a population of more than 480,030 inhabitants or 59 ha / km2 and a largely favorable area of ​​8,190 km2
9. Luozi: It is the extreme right of Songololo and monorail will need this territory for exchanges with Congo-Brazza and the geo-spatial balance of the province of 7772 km2 less rugged and despite the streams of rivers
10. Matadi: It is the provincial capital of Kongo-central with many port and maritime activities. Despite the rocky ground and mountainous terrain with new technology. The population is around 579,120 inhabitants, or 5,265 inhabitants / km2. The river could be one of the obstacles to manage to reach Boma and Moanda.
11. Seke-Banza: It is a crossroads dedicated to agricultural and livestock activities, mainly palm groves and cattle including market gardening. The population is close to 519,259 inhabitants or 143 inhabitants / km2
12. Tshela: Although it is located in the middle of the Mayombe forest, this territory is attractive for agricultural trade and drains more than 813,870 inhabitants with a density of 263 inhabitants / km2
13. Lukula: It is the extension of traffic from Tshela territory and a transit zone to Boma and Moanda before reaching Banana. The relief is less rugged and encourages heavy traffic
14. Boma: It is the old capital with port infrastructure after Matadi and floods the large import-export trade. Drains to its credit a population of over 307,525 inhabitants / km2 with a high density of 4,731 inhabitants / km2 after Matadi
15. Moanda: It is the border area with Angola and the enclave of Cabinda. The area will constitute a relay bridge with the Angolan monorail via Banana.
16. Banana: It is the terminal of the monorail which opens the way to the Atlantic Ocean with a strategic port that can be used for port and maritime traffic

II.6.3 Preliminary services indicators

• Table n ° 8 Preliminary services indicators
  

  Cliquez pour voir le Tableau n°8 Indicateurs des services préliminaires

  

II.6.4 Monorail arrangement

• For reasons of form, the route of the first phase will include 485 km of monorail track to allow the evacuation of people and their goods in better conditions. The adjustments can be made for the correct measurement of the path by geologists and topographers.
• Table 9 Projection of the distribution of the 485 km section
  

  Cliquez pour voir le Tableau n°9 Projection de la répartition du tronçon de 485 Km

  

II.6.5 Comparison of monorail traffic capacity with other tracks.

• a) Traffic during the period from 2015 to 2018 without monorail
  Table n ° 10 Comparative study of traffic by mode
  

  Cliquez pour voir le Tableau n°10 Etude comparative des trafics par modes

  
• b) Monorail traffic capacity
  Table n ° 11 Traffic forecast
  

  Cliquez pour voir le Tableau n°11 Prévision des trafics

  
• Considering that the construction of the monorails will be done gradually therefore, reaching this large traffic falls under the mobility of cargo and car rolling stock and what is certain, almost 485km between Kinshasa and Banana via Moanda and other entities will be finished in 4 years maximum. The monorail capacity will be far greater than that of traditional passenger and freight traffic. After one year, it will generate more than 8.6 million tonnes and 14.04 million passengers for the 485km section alone. The monorail is advantageous because of its speed and strength in draining masses at once.

II.7 Administrative organization

II.7.1 Board of Directors

• It defines the strategic orientations of Congo Speed ​​Ways. He has the broadest powers to carry out all administrative acts related to the investment object. The Board delegates to General Management all the powers necessary to enable it to ensure the day-to-day management of business. It determines the directives of this management and supervises their execution. It has five members, namely: the Chairman of Investment Coordination, the Managing Director, the Administrative and Financial Director with the Investment Plan in his or her attributions, the Human Resources Director, the Director of Projects and Transport Monitoring and the Technical director. To best meet the requirements of the transport markets, Congo Speed ​​Ways will organize a Board of Directors where members will be called upon to develop the organization of the company, the planning of activities and the budgeting of the activities of the company in the medium and long term and the scheduling of work on the basis of decisions taken by statute.

II.7.2 Steering Committee

• The insurance of the work of the company in the conquest of the markets depends on the human resources capable of undertaking ideas to persuade and bring back as many professional people in the DRC. For that, here is the human resources profile
• The General Management will be the day-to-day management body of the company. It will be responsible for applying the decisions of the Board of Directors and will oversee the execution of decisions in terms of investment management and approval of projects for the benefits of the Investment Code in our country.
• It is made up of the Managing Director assisted by the Deputy Managing Director who replaces him in the event of his absence or impediment.

II.7.3 Functional organization

• Managing Director (DG)
  He is the manager of the project and at the head of the initiative to conquer the market. He signs the contract with the investors, guides them and the positioning in relation to the sectors for which, they are concluded the markets. Upstream initiatives it is he who oversees them with the aim of succeeding and unifying the activities of the agency in accordance with the decisions of the board of directors. Nothing escapes him and he takes center stage and the investment chain with mastery.
• Administrative and Financial Director (DAF)
  All the administration is in its straightforward language and visibly coordinates the budget, the treasury and knows the effective running of administrative files daily relentlessly with a lot of inspiration in administrative management. His administration touches on staff requests without delay with precise files.
• Human Resources Director (HRD)
  The staff is his daily business and faithfully and faithfully fulfills all that concerns work: recruitment, training, retraining, grade promotion, remuneration, assignment of posts and distribution of tasks and cases social. For the Agency, it is the motivating factor for work.
• Communications and Marketing Director (DCM)
  The communications director is responsible for an increasingly essential dimension of the company: its image. The director masters communication and coherence, constitutes a formidable vector of development. The exciting challenge of a Communication and Marketing Department: design the image and brand strategy and implement it internally and externally by all means: publishing, web, media, press relations, events, advertising , sponsorship, patronage… Investors must be charmed by its seductive know-how, listening, the proposal of services, the media, etc; it suits him easily. It adopts all communication strategies that meet investors’ expectations.
• Director of Projects and Investment Monitoring (DPSI)
  It is he who receives priority files related to investments and processes them according to sectors, utilities, financial, material and human resources as well as the appropriate environment for the projects tendered. It is he who guarantees the key to success for the success of projects, in other words: his analyzes and orientations represent his workhorse of return on investments (ROI) and the success of contracts concluded. However, he is not entitled to error in the calculation of investment costs (NPV, IRR and DRAI); These are indicators that he masters with a fine comb and without any risk. It shines through the good management of files according to the stages and contracts of contracts for which the Agency has begun to negotiate them often for colossal amounts. It is the orthodox of investments and the Achilles tendon on which the Agency takes care to win as many public-private contracts with a sacrosanct principle “do not fail in order not to disinvest!” “; He manages a team of writers, analysts, geographers and researchers in the various fields
• IT and Network Director (DIR)
  Computerization and hosting of information on the Agency’s activities constitute its main task. No data escapes its network system. The New Communication Technology, he masters it perfectly and inserts it into his IT planning. It is the brains of the databases. Without the IT tool, there is no Agency to hold true business acumen across the world. He is very involved in finding the data to be published and kept. The Agency’s website is fed daily with rich information on investments in the DRC. Thanks to his work, the business world is captured in our country and seized by the Agency to hang investors in his hands awaiting a solution.
  All office automation and cybernet materials and equipment are under its management, monitored and controlled with all its rigor. He is sensitive to the Internet and externally network so as to connect the entire Agency team to a single sphere oriented towards investment research! It has the beneficial search key!
  The agency gives him the information to feed and empowers him to create the feedback of information in all directions and in a professional manner. Technically, it plays the role of pillar of the information circuit and chain work with great mobility to be up to date at all times inside and outside. This is also about other people such as computer graphics, screen printers, cameraman and photographer
• Commercial and Procurement Director (DCA)
  It is he who comes after the procurement to conclude service invoices with investors and the related commissions. Its intervention consists essentially in the management of the company’s customers. The collection of debts, negotiation of invoices, disputes, debts and other commercial effects fall within its competence. The same applies to supplies of office supplies, computer consumables and other products or miscellaneous items.
  Its intermediation focuses on the conclusion of contracts between investors and the company. These contracts give rise to remuneration in return for the provision of services. He must have to use his charm to conduct the negotiations well and succeed in convincing both public and private customers.
• Director of Research and Documentation in Statistics (DRDT)
  Research and documentation in statistics is a strong ambition to meet the demand of novice investors. This director will be responsible for checking and researching statistical data not only in libraries, but also by the field survey in order to feel the reality in relation to the demand of investors. It can be a request for exploration and exploitation or a direct request for the treatment of the sector by the investor interested in the market offer. It is therefore up to this director to take up the challenges in statistics which will serve as assets for the other departments. Congo Speed ​​Way’s honor and reliability are at stake when it has to enlighten the investor to properly subscribe to the investment need.
• Fig THE ACTORS OF A DIGITAL LEARNING PROJECT
  

  Cliquez pour voir la figure "Les acteurs d'un projet Digital Learning

  
   

II.7.4 Agency Executive Committee

This committee is technically the assistance of the pilot committee which works under the impetus or directive of each direction. These are the following human resources:

• Assistant to the General Manager (4)
• Head of the General Secretariat (10)
• Assistants to the Projects and Traffic Monitoring Department (4)
• Accounting and treasury officer; (4)
• In charge of Congo Speed ​​Ways stations and branches (300)
• Hostesses and Steinway; (200)
• In charge of supplying the site with news and archivists (2)
• Drivers (15)
• Surface Agencies (100)
• For other human resources needs, the Agency will resort to subcontracting specialized agencies in order to make work more efficient in the short and medium term.
• Table n ° 12 Team remuneration
  

  Cliquez pour voir le Tableau n°12 Rémunérations des équipes

  
   
• Fig n ° 7 Breakdown of remuneration in%
  

  Cliquez pour voir la figure n°7 Répartition de rémunération en %

  
• Organizational chart of the Congo Speed ​​Ways steering committee
  Fig n ° 7-2 Organizational chart of the Congo Speed ​​Ways steering committee
  

  liquez pour voir la figure n°7-2 Organigramme du comité de pilotage de Congo Speed Ways

  
   

II.8 Congo Speed ​​Ways Implementation Schedule

• Table n ° 13 Congo Speed ​​Ways Implementation Schedule
  

  Cliquez pour voir le Tableau n°13 Calendrier d'Exécution du Congo Speed Ways

  

PART THREE: FINANCIAL ASSESSMENT OF CONGO SPEED WAYS

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III.1 Forecast Revenue
III.1.1 Traffic Revenue
III.1.2 Advertisements and Station Rentals
III.1.3 Total Revenue
Table n ° 16 Forecast of Annual Revenue
Fig n ° 8 Breakdown of Revenue in%
III.2 Forecast of results operating
Table 17 Forecast million in operating results Us
III.3 Cash Account
Table 18 Forecast of millions of dollars in cash Us
III.4 Net Present Value (NPV)
Table No. 19 Forecast Net Present Value in millions of US dollars
III.5 Internal Rate of Return (IRR)
Table n ° 20 Evaluation of the Internal Rate of Return
III.6 Profitability of the Monetary Unit (RUM)
Table n ° 21 Profitability of the Unit Monetary
III.7 Payback Period (DRA)
Table n ° 22 Us dollar payback period
III.8 Weighted Average Rate and Return on Investment
Table n ° 23 Assessment of the Weighted Average Investment Rate
Table n ° 24 Return on Investment (ROI)
III.9 Profitabi Threshold ity and Break-even Point
Table n ° 25 Profitability Threshold
Table n ° 26 Break-even Point

General conclusion

• The creation of a modern transport system at the height of a sub-continent like the DRC appears to be one of the great ambitions for its socio-economic, industrial and environmental development. This ambition will only materialize if the Congo creates a public-private partnership to improve the business climate in order to attract foreign investors.
• This is why the project of a 10.650 km monorail trip will not materialize without taking into account the negotiations of investment funds through the creation of a consortium aligning the contribution of the Congolese government and the contribution donors. Initially, the project called Congo Speed ​​Ways will consist of building a 485 km structure that connects Kinshasa and Banana for a construction period of 4 years with funding of $ 1.66 billion, 80% of which will be used for the acquisition. materials and equipment.
• The operation of freight and passenger traffic for a period of 6 years after construction, will make it possible to generate sufficient cash flow capable of financing other sections and sectors of socio-economic and industrial interest. The duration of the project will be 10 years with the possibility of extending it by 2 years. With the immense needs of intense traffic, it will be possible to cover a line of credit of more than 1.5 billion dollars at the easy repayment interest rate of 6% per annum in the 10-year maturity with 4 years of deferral.
• The project will be of great benefit to a local workforce who will take advantage of new technologies linked to training and retraining to improve the professional work and living conditions of the population dominated by unemployment. Subcontracting of services, the rental market and real estate values ​​will integrate national economic operators into the transport network of goods and people for the creation of financial and material transactions.
• The Banana-Kinshasa line will make it possible to open up the various territories and unclog roads and drains to create great mobility of goods and people in the various networks that abound in the DRC as part of facilitating port and maritime exchanges between our country and the rest of the world.
• By financing Congo Speed ​​Ways, the western sub-region comprising Kongo Central, Kinshasa, Kwango, Kwilu, Maï-Ndombe and the greater Equator will be able to forge together the promotion of socioeconomic, commercial, agro-industrial and financial activities through the contribution of the monorail.