Measures identified by CESE
First measure: Definition of a global transition strategy towards a green economy
Preparation of a global development strategy for the green economy in Morocco, integrating the different strategies and sectoral programmes, ensuring that its performance is rolled out in the regions, giving priority to investments in those fields which promote the ecological conversion of the key economic sectors, energy efficiency and the production of small and medium-scale renewable energies and encouraging the principles of the circular economy.
Second measure: Development of the industrial sectors linked to the green economy A strategic diagnosis is used in the development of green sectors to identify the new industrial sectors appropriate to the natural and human potential of Morocco and the creation of an action programme for the development of small and medium-sized national enterprises in the strategic industrial sectors identified.
Priority must be given to national development programmes in solar and wind power, liquid sanitation and solid household waste management, using the major investments committed to these sectors for job creation and development of skills.
In view of the importance of the theme of water in the sustainable development of agriculture, CESE plans to tackle the subject of the green economy in relation to water and agriculture in the context of a specific initiative of its own.
Third measure: Preparation of a strategy to anticipate skill requirements and the development of innovation capacities
There is a need to anticipate future skills requirements that match the national programme for the development of green industrial sectors in the key areas of the green economy, in coordination with all the social, economic and academic partners and incorporating the regional dimension. This measure will make it possible to:
50
Develop the Moroccan skills training sectors in conjunction with academic, industrial and financial partners and encourage research, development and innovation initiatives to generate national patents covering all the industrial sectors of the green economy;
Outline a training, research and development programme at the regional level through a plan to mobilize the regional actors (universities, institutions, Office for Vocational Training and the Promotion of Work (OFPPT), economic actors and local communities). This participatory approach will facilitate the preparation of regional plans for training in the green growth professions.
Fourth measure: Strengthening the tools of governance of the green economy strategy at national and regional levels
The strengthening of the mode of governance of the national green economy strategy at national and regional levels is a prerequisite for consistency in implementing the guidelines determined by all the country’s key actors. We propose the establishment of an interministerial green economy committee, monitoring the execution and continued improvement of the different programmes undertaken and measuring their economic, social and environmental impacts.
Fifth measure: Development of environmental education and awareness
The environmental aspect must be integrated into education and teaching curricula at every level to influence behaviour and future modes of consumption. In addition, communication and awareness-raising methods must be strengthened for enhanced mobilization of the various actors.
Sixth measure: Establishment of dedicated financial mechanisms for the development of the green economy
Establishment of incentive measures for the development of private investment in the green economy sectors, especially through framework contracts;
Strengthening of public-private financing mechanisms through advantageous opportunities for the greening of the different economic sectors and in particular for the small and medium enterprises, small and medium industries and the micro-business sector;
Development of an environmental taxation system.
Seventh measure: Ensuring the effectiveness of existing environmental legal instruments by putting in place the corresponding instruments for inspection and follow-up with the enactment of new laws, integrating notably the principle of “the polluter pays” and enacting the law on the national charter for the environment and sustainable development.
Eighth measure: Development of the environmental dimension and social behaviour The green economy needs to become a lever in the development of entrepreneurship and social cohesion in the urban and rural environments. The operational roll-out of a social and environmental responsibility mechanism within businesses based on the CESE social charter will help to accelerate this process.
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8. Conclusions
For the time being, although persuaded of the merits of implementing an inclusive green economy, the Moroccan Government does not yet have a genuine overarching strategic road map in place. Instead we are seeing the emergence of initiatives which may be regarded as supporting greener and more inclusive growth. Such initiatives remain, however, isolated approaches which are more effective as emergency programmes than in meeting the needs of a multisectoral planning system. However, the national charter for the environment and sustainable development and its application as both a framework law and a national strategy for sustainable development could certainly lay the groundwork for a robustly green economy. This report has also examined a strategic resource, energy, and a particularly sensitive sector, agriculture. It has analysed how, in view of energy scarcity and cost, the State authorities are seeking ways to develop new solutions which will contribute to limiting greenhouse gas emissions and at the same time structure future sectors: solar and wind power and energy efficiency.
The choice of agriculture was a natural one given its socioeconomic importance and its impact on water resources, but also on energy, soil and biodiversity. In addition, the considerable investment mobilized in this sector calls for caution when identifying projects and their impact on the environment. Environmental assessment of the agricultural development strategy (the Green Morocco Plan) seems necessary to ensure the permanence of the sector and to prevent irreversible damage. Of course, traditional agriculture does not have the capacity to raise the standard of living prevailing in the rural world and it is often synonymous with poverty, but it is undeniable that it does encompass age-old knowledge and a capacity for respect for the environment. Today, the issue is to ensure that this necessary transformation of traditional agriculture is not achieved at great cost to the environment.
Beyond these two examples, the report has sought to show how Morocco is getting ready to make sustainable development a course which will guide all its State policies. There have been many genuine achievements, especially of an institutional and regulatory kind.
A number of problems now need to be dealt with:
(i) What place is given to inclusive green growth? Is it a global vision which will guide public policies as a whole, or are these projects adapted to a specific situation?
(ii) What new financing mechanisms are to be implemented to turn the vision into a reality?
(iii) How is inclusion to become part of all public policies to be implemented?
(iv) How is respect for regulatory constraints to be ensured?
(v) How can an environmental taxation system be implemented which contributes to sustainable development?
Morocco has undertaken a colossal task, but one which is absolutely vital if intergenerational equity is to be guaranteed.
52 Strategy (2008), Solar Plan (2010), Wind Plan (2010)
Ministry of Equipment and Transport. 2010. Transport and Logistics: Logistics Programme Contract
Ministry of Tourism: Vision 2020 Thematic national strategies:
Economic and Social Council. 2012. Report on the Green Economy
Ministry of the Economy and Finance. 2012. Economic and Financial Report
Ministry of Energy, Mines, Water and the Environment, 2012. Sustainable Development in Morocco. Current situation and prospects: from Rio to Rio+20
Ministry of Energy, Mines, Water and the Environment. 2011. National report on sustainable development indicators
Ministry of Energy, Mines, Water and the Environment. 2011. Report on the operationalisation of the National Charter of the Environment and Sustainable Development
Ministry of Energy, Mines, Water and the Environment. 2010. National charter of the environment and sustainable development
Ministry of Housing, Urban Development and Urban Policy. National regional development plan
Ministry of Housing, Urban Development and Urban Policy. National urban development plan – National Report
National Programme for the Protection and Enhancement of Biodiversity(2008)
National report on the Millennium Development Goals (2010)
National water strategy (2010)
Full text of the new Constitution International guidelines:
ECA, 2012. Outcome Document of the Africa Regional Implementation Meeting for the post-Rio follow-up processes. Economic Commission for Africa. United Nations.
United Nations, 2012. Rio +20 Declaration
OECD. 2011. Towards Green Growth Monitoring Progress. OECD Indicators
UNEP. 2011. Towards a Green Economy: Pathways to Sustainable Development and Poverty Eradication – A Synthesis for Policy Makers
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Annexes
Table A1: Presentation of the principal sectoral strategies
Sector/Topic Name of the strategy and key strategic axes
Agriculture16
The Green Morocco Plan (PMV) identifies seven priority sectors and determines the quantified objectives in production and yields. The strategy is based on two major axes: the territorial approach and an approach differentiated by farming type (modern or traditional).
The main outcomes expected from PMV by 2020 are:
─ Target 1.4 million farmers;
─ Multiply added value in the agricultural sector by 2.5;
─ Create 1.5 million jobs;
─ Increase exports of 1.35 to 4.6 million tonnes (that is to say, an increase of 254 per cent);
─ Establish 1500 projects in the context of 16 regional agricultural plans;
─ Invest overall DH 147 billion including 66.3 billion in public funds.
Fishing17
The Halieutis strategy is based on three key axes: sustainable management of fishing resources, improvement of sector performances through investment in equipment, enhancing the competitiveness of the sector through an improvement in adding value to products to position itself in the key export markets.
The quantified goals of the strategy to be achieved by 2020 are:
─ Increase in contribution to GDP, which must increase from DH 8 billion to DH 21 billion.
─ Creation of 115,000 additional jobs
─ Export turnover of DH 3.1 billion
Industry18 The strategy of the national industrial emergence pact is designed around three basic ideas:
─ The absolute need to focus efforts on achieving the industrial revival of the sectors for which Morocco has clear
16 Ministry of Agriculture and Maritime Fishing, 2008. Green Morocco Plan (PMV).
17 Ministry of Agriculture and Maritime Fishing. 2009. Presentation of the Halieutis strategy by the Department of Fisheries Industries. June 2009.
18 Ministry of Industry, Commerce and New Technologies – national industrial emergence pact – programme contract 2009–2015.
54 Sector/Topic Name of the strategy and key strategic axes
comparative and exploitable advantages (the “global businesses of Morocco”), through dedicated development programmes;
─ The need to deal with the whole business environment, without any exclusions, through four key “cross-cutting projects”: Strengthening of the competitiveness of SMEs, improvement of the business climate, training, and a plan for next generation industrial parks development, called P2I-Integrated Industrial Platforms;
─ Requirement to put in place an institutional organization capable of enabling the effective and efficient implementation of the programmes.
The strategy includes many quantified goals for 2015, in terms of jobs, contribution to GDP, exports and investments such as:
─ Creation of permanent employment in industry and reduction of urban unemployment, with the goal of creating 220,000 jobs by 2015; this is to be achieved by providing training for 220,000 persons by 2015.
─ Increase in industrial GDP with the goal of an additional DH 50 billion by 2015;
─ Reduction of the trade deficit, with generation of an additional volume of exports of DH 95 billion;
─ Support for industrial investment, both national and foreign, with the goal of DH 50 billion of private investments in industry.
Tourism19
The 2020 tourism strategy aims to:
─ Double the size of the tourism sector by the creation of six beach resorts which take account of the regional dimension of sustainable development.
─ Raise the bed capacity to 200,000 tourist beds throughout the country;
─ Increase tourist visit frequency;
─ Raise tourist revenues to 140 DH billion in 2020;
─ Increase the number of direct jobs created in the tourism sector to 1 million.
Craft industry20
Vision 2015 for the craft industry is predicated on three strategic axes:
─ Creation of a dynamic and structured business environment;
19 Ministry of Tourism – Strategic vision for tourist development “Vision 2020”, programme contract 2011/2020.
20Ministry of Arts and Crafts - Arts and Crafts Strategy 2006–2015.
House of Arts and Crafts – programme contract 2006–2015.
55 Sector/Topic Name of the strategy and key strategic axes
─ Support for the solo rural and urban craftsmen through a set of measures designed to increase the demand for their services and their income and improve their working and living conditions;
─ Establishment of cross-cutting measures capable of enabling the sector to flourish overall and related to development and training.
Vision 2015 for the craft industry defines as its goals to:
─ Double the turnover of the craft industry with cultural content;
─ Raise the number of businesses in the sector to 300, including 15 to 20 key players;
─ Multiply formal exports by 10;
─ Generate DH 4 billion in additional GDP;
─ Create 115,000 jobs;
─ Train 60, 000 graduates in the context of the sector’s vocational training system.
Logistics21
The national strategy for the development of competitiveness in logistics has identified five types of platform to be set up and land to be mobilized (2, 000 hectares by 2015 and 3 300 hectares by 2030). The goal of this strategy is the improvement of national competitiveness equivalent to 5 per cent of GDP.
Foreign trade22
The Morocco export + strategy aims to develop Moroccan exports over the period 2008–2018.
The goals for the period are designed to double exports by 2015 and triple by 2018, that is to say, rise from DH 114 million in 2008 to DH 327 million in 2018.
To achieve these goals, the strategy is based on three axes:
─ Targeting the available sectors and priority products, followed by those resulting from the sectoral plans as their supply develops;
─ Targeting priority short-term markets in order to consolidate Morocco’s position in its traditional markets and to diversify into new markets with strong potential;
─ Support for businesses and develop them at the international level depending on their export capability.
21Ministry of Equipment and Transport – logistical programme contract 2010–2015.
22Maroc Export, a public body under the aegis of the Ministry of Industry, Commerce and New Technologies, National strategy for export development: Maroc export plus.
56 Sector/Topic Name of the strategy and key strategic axes
Domestic trade23
The Rawaj 2020 Plan has the following goals:
─ To make trade and distribution a dynamic sector capable of responding to the needs of Moroccan consumers;
─ To provide a complementary commercial sector enabling the harmonious development of all forms of trade and adapted to the different regional typologies, through guidance for the overarching development of trade by preserving the balance between modern and traditional trade, while encouraging the development of new forms of distribution;
─ To provide a commercial structure capable of responding to the demands of quality, security, accessibility and organization of activity through support for the modernization of small businesses (financial contribution of DH 35,000 per small trader with limited income) and encouragement for the revitalization of the trade points;
─ To modernize 25,000 local businesses by the end of 2012;
─ To guide and support 25 highly successful national businesses by 2012 ;
─ To promote the emergence of a supply of products with a better price/quality ratio which fulfils the needs of all categories of consumers;
─ To equip traders with sustainable social protection;
─ To develop and make available training appropriate to the needs of the sector.
─
These strategic choices aspire by 2020, to:
─ Triple the current trade GDP;
─ Raise the contribution of trade to national GDP to 15 per cent (compared with 11 per cent for the year 2006);
─ Create over 450, 000 jobs.
23Ministry of Industry, Commerce and New Technologies, Strategic study for domestic trade development: Plan Rawaj 2020.
57 Table A2: Estimated training needs and job creation goals of the principal strategies
Sectoral strategies Estimated training needs Job creation or maintenance goals
Industrial emergence pact
220,000 highly qualified employees, including :
─ electronics 9,000
─ textiles and leather 32,000
─ agrifood industry 24,000
220, 000 jobs by 2015 including 100, 000 in offshoring and 15, 000 in the aerospace industry.
Energy strategy 38,000 jobs by 2020
National water strategy
Creation of 250,000 jobs as a result of the irrigation of additional areas
At least 188,000 jobs can be protected National sanitation plan
(design, construction and operation of structures and facilities)
10,000 jobs (including over 2 600 managers and supervisors)
Vision 2020 for tourism 130,000 young people 600,000 jobs by 2020
Rawaj Vision 2020 Plan Training support for 35, 000 persons. Creation of 450,000 jobs by 2020
Digital Morocco Plan
Over 2008–2013 in the emergence plan: 30,000 for IT (including 15,000 offshorers)
+ 3,000 offshorers in the context of the emergency operation
58,000 jobs by 2013
Rawaj Plan for the development of the commercial sector
Annual support for 35, 000 traders.
Short vocational or technical skills training courses:
10,000 persons per annum
Creation of 380,000 additional jobs by 2018 Vision 2015 for the craft
sector.
60, 000 graduates in craft training (10, 000 in
residential training, 50, 000 in apprenticeships). 115,000 new jobs
58 Sectoral strategies Estimated training needs Job creation or maintenance goals
Logistical strategy
173, 000 by 2030 including 7 500 in management and engineering, 34, 000 specialist technicians, 131,600 data entry personnel.
36,000 new jobs in 2015;
96, 000 future jobs (2030).
Halieutis fishing plan
Functional literacy: 2,000 seamen to benefit on average each year
National Fisheries Extension Centre: 10,000 fisherman on average per annum
Direct employment created on land: 61 650 in 2007 and 11 500 in 2020.
Indirect employment created: 488 500 in 2007 and 510 200 in 2020.
Green Morocco Plan for Agriculture
1.5 million additional jobs (400,000 producers for high added value farming and between 600,000 and 800,000 for interdependent and inclusive farming) National household waste
management plan 12 to 18,000 jobs in the next 15 years
Integrated plan for solid household waste
management and use of compost in organic farming
2,000 jobs over 4 years
National initiative for human development (INDH)
— – 40,000 jobs and 37,000 income-generating activities over 2005–2010
Ministry of Social
Development strategic plan 2008–2012
10,000 social workers by 2012