Abderrahmane Semmar, Director of Public Enterprises and Privatization at the Ministry of the Economy, Finance and Administrative Reform

Public establishments and enterprises (EEP) constitute a major lever for the economic and social development of the country. The PLF-2021 has set as a priority the in-depth reform of the public sector and the urgent treatment of all the structural dysfunctions of the PEC in order to support all the economic, social and financial projects that are underway. start-up, achieve the highest degree of integration in their tasks and increase their economic and social efficiency. In an interview with MAP, the director of public enterprises and privatization within the Ministry of the Economy, Finance and Administrative Reform (MEFRA), Abderrahmane Semmar, emphasizes the that PECs occupy in the process of economic development of the country as well as in the actions and preliminary measures essential to their reforms.

What is the place that PECs occupy in the process of economic development in Morocco?
The sector of public establishments and enterprises (EEP) occupies an important place in the process of socioeconomic development of the country, in particular in relation to its contributions in terms of strategic investments, infrastructures, public services and the influence of Morocco in the country. regional and international scale. The EEPs are, in fact, a major player in Morocco’s growth model, as evidenced by the evolution of their main indicators over the last decade. However, these EEP suffer from dysfunctions and weaknesses which hamper their development and limit their performance. As such, the High Royal Guidelines relating to the in-depth reform of the public sector and to the review of Morocco’s economic development model, underpin: – On the one hand, a review of the economic models themselves of certain PEEs, aiming to improve their governance, their performance and their output for a better contribution to the economic and social development of the country; – On the other hand, the creation of synergies and complementarities between EEP in certain sectors.

How to develop the contribution of PEC to the economic growth of the Kingdom?
Developing the contribution of PEEs to the country’s economic growth and its development dynamics requires breaks in terms of the sizing of this portfolio, its management, its governance and monitoring of its performance. It is about going beyond the various dysfunctions and inadequacies from which this sector suffers and which have been reported, moreover, by the various institutions and control bodies, including, in particular, the multiplicity of public actors in certain sectors with sometimes overlaps and duplicates as well as the lack of synergies between certain EEPs that should provide entities of critical sizes that can contribute to external growth. It is also a question of reviewing the economic models of certain PECs in order to strengthen their performance, the quality of their services and the optimization of their financial relations with the State. In this regard, the public portfolio is no longer considered as a homogeneous sphere and its ills do not call for the same remedies. Thus, we distinguish between two main categories, namely commercial PEEs and those having no commercial vocation. The strategic management of commercial PECs will henceforth be entrusted to a dedicated National Agency which will be responsible for enhancing the State’s assets, defending its interests as a shareholder and ensuring accountability for the performance of the PECs making up its perimeter. At this level, the role of the State shareholder which will be carried by the said Agency will make it possible to boost and professionalize the governance of these entities and, therefore, to deploy solutions capable of improving efficiency and the creation of value. added by commercial PEAs. For non-commercial EEPs, the effectiveness of their action and the reduction of their dependence on the BGE will be sought, in particular, by reviewing their models and their missions while ensuring a good quality / cost of service match. This review of the missions would lead to the liquidation / dissolution of entities whose mission is no longer appropriate with the reintegration of certain missions to the ministries concerned as well as to the regrouping of certain PECs whose mission would be justified but requiring synergies.

What are the actions and measures in the short, medium and long terms, essential prerequisites for the necessary reforms concerning the institutional and organizational framework as well as the governance of PEC?
The High Guidelines given by His Majesty King Mohammed VI during his Speech from the Throne of July 29, 2020, aimed at structural reform of the public sector and the creation of the National Agency responsible for ensuring the strategic management of State holdings and monitoring the performance of PECs, constitute a historic turning point for PECs. We will thus witness a substantial and balanced redefinition of the public sector, as was confirmed during the Royal speech addressed to Parliament on the occasion of the opening of the first session of the fifth legislative year of the 10th legislature. Likewise, during the Council of Ministers of October 14, 2020, emphasis was placed on strengthening the exemplary nature of the State and rationalizing its management, through the launch of a profound reform of the sector. public, the treatment of structural dysfunctions of the EEP in order to achieve more complementarity and coherence in their missions and the improvement of their economic and social efficiency. In this context, the main actions taken or in preparation for the deployment of the profound reform of the public sector in application of the High Royal Guidelines are part of a global, integrated and complementary vision. It is, first of all, the development of two founding texts corresponding to two bills with the objective of their adoption, before the end of 2020. The first bill concerns the creation the National Agency responsible for ensuring the strategic management of a defined perimeter of State holdings on the one hand, and monitoring the performance of PECs on the other. The second bill relates to the global reform of the EEP aimed at the substantial and balanced redefinition of this sector via, in particular: – The transformation into public limited companies of all public establishments of a commercial nature to boost their governance; – The dissolution / liquidation of certain EEP whose missions are no longer appropriate; – The creation of homogeneous holding companies for more optimization and synergies; – The establishment of a regular evaluation of PEC missions to ensure the relevance or otherwise of their maintenance. These two founding texts will make it possible to supervise and plan the resizing and restructuring operations of the EEP sector and to bring out the role of the State shareholder which will be carried by the future Agency. In addition, and in application of the High Royal Guidelines, work is underway to rapidly implement all the mechanisms likely to guarantee the necessary effectiveness of the interventions of the Mohammed VI Fund for investment. This Fund, initially created in the form of a Trust Account (CAS), will have legal personality and adequate managerial structures capable of guaranteeing its contribution to the success of the recovery of the Moroccan economy in a context marked by the negative impacts of Covid-19. This institutional framework will also allow the Fund to adopt an investment strategy giving more visibility to the priorities and choices of State intervention in the economic sphere.


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