MOROCCO WORKS! ………. and can work even better

By Mario Steta

I start writing this column in Casablanca, while on a trip where the formation of the Morocco Agribusiness Water Coalition (MAWC) has been formalized (more on this in a later column). While “Casa”, as it is colloquially known, is a massive place, it retains a unique local environment, mixing tradition with overwhelming modernity.

My first visit to the Kingdom of Morocco took place over 10 years ago, and while I visited again a couple of times thereafter, starting in 2020 I have had the privilege to travel to the country several times per year, with a particular focus on the Moulay-Bousselham and Agadir regions, where most of the berry production is concentrated. I believe that those who have had the opportunity to see the evolution of the country have to agree that something valuable and very positive is happening, whether related to tourism, industry, services, infrastructure, or within the agricultural, and particularly the horticultural sectors.

While Morocco has been a supplier for several decades of winter vegetables to Europe and of citrus and other crops, recently including blueberries, to several global markets, the pace of transformation and overall growth of the country in recent years is having an impact — mostly positive, although not exempt from challenges.

The build-up of capabilities can be seen in several areas, including infrastructure — with highways, train services and some port facilities as best as can be; in government entities like ONSSA (similar to SENASICA in Mexico or SENASA in Peru), which support and regulate the horticultural sector; in international promotion through Morocco Foodex; in investment promotion entities like AMDIE; and in strategic projects like the “Morocco Water Highway”, in which several RO/desalination plants will be developed.

Yet, as has happened in almost all fast-growing countries in Asia and the Americas, and in strategic sectors that support such growth, Morocco needs to accelerate its ability to execute and deliver in some areas, and elevate its competitive position in order to capitalize on the many geographical, environmental, technical and human capital resources available, as well as on its very stable political, economic and business environment and investment promotion mechanisms.

From my humble point of view, some examples:

• Fruit quality must be more consistent. There are many examples where this is happening (Azura, one of the largest global cocktail tomato producers, is a clear example), but the overall perception and reality still need to be improved.
• Reliability: if I had a choice on how to position the country, it would be centered on being a reliable horticultural supplier (with good quality not being negotiable). But how?

• 1. Expand technological investments and capabilities, including water management, proper pest and disease control, and better environmentally controlled production.

  2. Build supply chain/logistics redundancies to reduce dependency and risk related to the Tanger/Strait of Gibraltar/Algeciras route, through which the majority of exports from Morocco are routed.

  3. Further elevate the capabilities and capacity of ONSSA by expanding its budget and staff, to monitor compliance and certification requirements in an even better manner.

  4. Expand food safety focus by building water treatment plants, as exemplified by the risks related to irrigation water coming out of the Oued El Makhazine dam, and by expanding efforts for trash collection in rural areas.

• For a country with a strong agricultural sector and a young population, the pool of technical and professional staff is limited — something that needs to be urgently addressed.
• As mentioned above, the stability, execution capabilities and investment promotion focus of the government is, in many ways, a unique global example. Yet there are some areas where improvements can be made:

  1. There seems to be a need, in some instances, for better clarity in government decision-making. Examples include six entities involved in and impacting water policy, implementation and execution, as well as decisions on import permits and processes.

  2. Professional bureaucrats need to be recognized and supported.

  3. Respecting local traditions in areas like water and land rights, and maintaining a proper balance in decision-making, improvements can be made for better coordination between regional and central government entities.

  4. The need to continue expanding and improving education and health infrastructure and capabilities in rural areas.

• While there are strong industry-business organizations like CGEM, COMADER, APFEL or Interproberries, it would seem that in some instances better governance and elevated institutionalization would be of benefit.
• As is now happening in most global horticultural production regions, the lack of available workers in the horticultural sector is also becoming an issue at certain times of the year in Morocco. The need for government and agricultural organizations to coordinate on labor policies (for example, the implementation of the “Indemnité pour Perte d’Emploi/IPE”), as well as internal and external migration mechanisms, needs to be further elevated.

Again, it is important to stress that most of what is mentioned above is already happening, and that some of the observations may be limited in scope and reflection of reality. So let’s be clear: Morocco absolutely works, and is an example of what Africa is and can be. And also have no doubt: Morocco is, and will become, a much stronger player in the global blueberry market, as planted areas, production and export volumes clearly show.

04-29-2026
IBO Editorial.