NI ONCF 30 Septembre 2011
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Livre Blanc Sécurité Evolution
Lettre de veille Maraacid Conjoncture (Juillet - Septembre 2016) ©CND/HCP 2016 Lettre de veille Maraacid Conjoncture (Juillet - Septembre 2016) CONJONCTURE ECONOMIQUE ................................................................................................. 18 Compétitivité : Les entraves au climat des affaires au Maroc ......................................................................................... 18 L’économie circulaire, possible au Maroc ? ..................................................................................................................... 18 Conjoncture : Le diagnostic de Jouahri ............................................................................................................................ 18 Note de conjoncture de la DEPF n° 235 (Septembre 2016) .............................................................................................. 18 Prêt de 2,5 millions d’euros de la BERD pour soutenir le secteur agroalimentaire au Maroc .......................................... 18 Quelles pistes pour un nouveau modèle économique pour le Maroc ? ........................................................................... 19 Asseoir une véritable révision du système économique actuel ....................................................................................... 19 Rapport de la Cnuced sur le commerce et le développement: La R&D avance au Maroc, la productivité ne suit pas ...... 19 Hausse de l’activité du secteur des services marchands non financiers .......................................................................... -
Liste Des Guichets Des Banques Marocaines Par Localite Et Par Region
Programme Intégré d’Appui et de Financement des Entreprises LISTE DES GUICHETS DES BANQUES MAROCAINES PAR LOCALITE ET PAR REGION Février 2020 Programme Intégré d’Appui et de Financement des Entreprises LISTE DES GUICHETS DES BANQUES MAROCAINES PAR LOCALITE ET PAR REGION Février 2020 4 LISTE DES GUICHETS DES BANQUES MAROCAINES PAR LOCALITE ET PAR REGION TANGER – TÉTOUAN – AL HOCEIMA 5 L’ORIENTAL 13 FÈS - MEKNÈS 21 RABAT - SALÉ- KÉNITRA 29 BÉNI MELLAL- KHÉNIFRA 39 CASABLANCA- SETTAT 45 MARRAKECH - SAFI 65 DARÂA - TAFILALET 73 SOUSS - MASSA 77 GUELMIM - OUED NOUN 85 LAÂYOUNE - SAKIA EL HAMRA 87 DAKHLA-OUED EDDAHAB 89 LISTE DES GUICHETS DES BANQUES MAROCAINES PAR LOCALITE ET PAR REGION 5 TANGER – TÉTOUAN – AL HOCEIMA 6 RÉGION TANGER-TÉTOUAN-AL HOCEÏMA BANQUE LOCALITES GUICHET TELEPHONE AL BARID BANK AIT YOUSSEF OU ALI AIT YOUSSEF OU ALI CENTRE 0539802032 AJDIR CENTRE RURALE AJDIR 35052 TAZA 0535207082 AL AOUAMRA CENTRE AL AOUAMRA 92050 AL AOUAMRA 0539901881 AL HOCEIMA AVENUE MOULAY DRISS AL AKBAR AL HOCEIMA 0539982466 BV TARIK BNOU ZIAD AL HOCEIMA 0539982857 ARBAA TAOURIRT ARBAA TAOURIRT CENTRE 0539804716 ASILAH 1 PLACE DES NATIONS UNIES 90055 ASILAH 0539417314 ASMATEN CENTRE ASMATEN EN FACE EL KIADA AL HAMRA 93250 ASMATEN 0539707686 BAB BERRET CENTRE BAB BERRET 91100 BAB BERRET 0539892722 BAB TAZA CENTRE BAB TAZA 91002 BAB TAZA 0539896059 BENI BOUAYACHE BENI BOUAYACHE CENTRE 0539804020 BENI KARRICH FOUKI CENTRE BENI KARRICH FOUKI 93050 BENI KARRICH FOUKI 0539712787 BNI AHMED CENTRE BNI AHMED CHAMALIA 91100 BNI AHMED 0539881578 BNI AMMART -
Marrakech – a City of Cultural Tourism Riikka Moreau, Associate Karen Smith, MRICS, Director Bernard Forster, Director
2005 Marrakech – A city of cultural tourism Riikka Moreau, Associate Karen Smith, MRICS, Director Bernard Forster, Director HVS INTERNATIONAL LONDON 14 Hallam Street London, W1W 6JG +44 20 7878-7738 +44 20 7436-3386 (Fax) September 2005 New York San Francisco Boulder Denver Miami Dallas Chicago Washington, D.C. Weston, CT Phoenix Mt. Lakes, NJ Vancouver Toronto London Madrid New Delhi Singapore Hong Kong Sydney São Paulo Buenos Aires Newport, RI HALFWAY THROUGH THE VISION 2010 PLAN TIME-FRAME – WHAT HAS BEEN ACHIEVED SO FAR AND WHAT OF THE FUTURE? Morocco As has been much documented already, Morocco has immense plans and ambitions to become a tourist destination to enable it to compete effectively alongside other Mediterranean countries such as Spain, Italy and Greece. To briefly recap, the king of Morocco announced in January 2001 that tourism had been identified as a national priority; the government’s ‘Vision 2010’ (or ‘Plan Azur’) strategy embodied this strategy. From the outset the key objectives of Vision 2010 were as follows. To increase tourist numbers to 10 million per annum by 2010; The development of six new coastal resorts; The construction of 80,000 new hotel bedrooms, with two-thirds to be in seaside destinations; 600,000 New jobs to be created in the hotel and tourism industry. Alongside these objectives, which were essentially focused on the mass tourism sector, cities such as Marrakech and Casablanca also set out their own strategies to develop their share of the tourism market. These plans were launched at a time when the world economy was continuing to grow; however, this situation very quickly changed in 2001. -
Société « MEDZ »
Société « MEDZ » MEDZ27, filiale du groupe Caisse de Dépôt et de Gestion (CDG), est une société anonyme à directoire et à conseil de surveillance. Elle a pour principale mission l’aménagement, le développement, la commercialisation et la gestion des zones d’activités économiques (ZAE) dans l’industrie, le tourisme et l’offshoring. En termes de réalisations, le tableau suivant présente, à fin 2016, les principaux indicateurs : Principales réalisations en matière d’aménagement des zones Indicateur Industrie Offshoring Tourisme Total Investissement (en MMDH) 5,7728 3,6 1,95 11,32 Nombre de zones aménagées 13 4 5 22 Superficie brute aménagée (en ha) 459 311 50029 572 - Chiffre d’affaires (en MMDH) 1,96 0,8330 2,43 4,77 Le portefeuille de MEDZ se compose de 17 filiales et participations dont quatre sont staffées. Chaque filiale ou participation se charge de porter un ou plusieurs projets de ZAE comme le montre le tableau suivant : Filiales et participations de MEDZ Participation Secteur d'activité au capital CNS 100% Offshoring TRS Rabat-shore 100% Nemotek technologie Nouvelles technologies 100% MEDZ Industrial Park (MIP) Gestion des P2I 100% Oued Fès Aménagement 100% MEDZ Sourcing Gestion des actifs offshoring 100% Midparc Investment Aménagement 100% TRS Oujda Réalisation, promotion, 100% Agropolis commercialisation et gestion 100% AFZI 89% Atlantic free zone management (AFZM) Développement des zones 89% Société d’aménagement du parc de Selouane 68% Aménagement (SAPS) Haliopolis Gestion 51% Midpark sa. Gestion de plateformes industrielles 34% Société de valorisation de cala iris (SAVCI) Valorisation des zones touristiques 34% Camerounaise des eaux Exploitation de l’eau potable 32% SOGEPOS Aménagement 15% 27 MEDZ a été créé sous forme de société à conseil d'administration ne faisant pas appel public à l'épargne le 29 septembre 1967 sous la dénomination Marrakech Motel SA, devenue « Maroc Hôtels et Villages », en 2001 puis « MEDZ » en 2006. -
Kingdom of Morocco (PEFA) Assessment of Public Financial
World Bank European Union Kingdom of Morocco PUBLIC FINANCIAL MANAGEMENT PERFORMANCE REPORT (PEFA) Assessment of Public Financial Management Systems, Procedures, and Institutions May 1, 2009 CURRENCY Currency Unit = Moroccan Dirham (MAD) US $1 = MAD 8.60 (January 2009) FISCAL YEAR January 1 to December 31 ACRONYMS AND ABBREVIATIONS AAO : Appel d’offres ouvert/Open competitive bidding IMF : International Monetary Fund AREF : Académies régionales de l’éducation et de la INDH : Initiative nationale pour le développement formation/Regional academies of education and humain/National initiative for human training development BADR : Base automatisée des douanes en réseau/Automatic INTOSAI : International Organisation of Supreme Audit customs database network Institutions BAM : Bank Al-Maghrib/Central bank of Morocco IPSAS : International Public Sector Accounting Standards BD: Budget Directorate IS: Impôt sur les sociétés /Business tax CCG: Caisse centrale de garantie/Central guarantee Fund IR: Impôt sur le revenu /Income tax CDMT: Cadre de dépenses à moyen terme/Medium term MDA : Ministères, départements et agences/Ministries, expenditure framework departments and agencies CAS : Comptes d’affectation spéciale/Special accounts PE : Public Enterprise COFOG : Classification of Functions Of Government PEE : Public Enterprises and Public Establishments DAAG : Direction des affaires administratives et générales/ PEFA : Public Expenditure and Financial Accountability Administrative Directorate PFM : Public Financial Management DEPP : Direction des -
Greater Ouarzazate, a 21St-Century Oasis City : Historical Benchmarks and International Visibility
GREATER OUARZAZATE, A 21ST-CENTURY OASIS CITY : HISTORICAL BENCHMARKS AND INTERNATIONAL VISIBILITY CONTEXT DOCUMENT INTERNATIONAL WORKSHOP OF URBAN PLANNING OUARZAZATE - MOROCCO - 3RD - 16TH NOVEMBER 2018 CONTENTS 1. Contextual Framework . .7 1. Presentation of Morocco: population, climate, diversity ........................ 7 1.1. General description of Morocco �������������������������������������������������������������������������������������������������������������7 1.2. Toponymy �����������������������������������������������������������������������������������������������������������������������������������������������7 1.3. Geography of Morocco ���������������������������������������������������������������������������������������������������������������������������7 1.4. Plains . .8 1.5. Coatline . .8 1.6. Climate in Morocco ���������������������������������������������������������������������������������������������������������������������������������9 1.7. Morocco’s hydrography . .9 2. Territorial organization in Morocco ........................................ 10 3. Morocco’s international positioning ........................................ 11 4. Physical and environnemental setting, and geographic location ................. 12 4.1. Geographic location of the workshop’s perimeter . .12 4.2. Physical data of the Great Ouarzazate: �����������������������������������������������������������������������������������������������13 5. Histroy of the given territoiry ............................................. 14 6. Political and -
Booklet for International Students
Booklet for International Students National Leader, Continental Actor and International Challenger EDITO Groupe ISCAE, feel at home while in Morocco, at the door of Africa In a world where technology and communication have considerably reduced cultural barriers, In a world where mentalities are more influenced by the generation you belong to rather than the country you come from, In a world where intercultural management is an opportunity and a key factor of success for companies, In a world where societies have to face the same challenges of globalization while keeping their local identity, In this challenging global environment, students’ mobility through win-win partnerships is a strategic objective for all business schools around the world. This is why Groupe ISCAE, as a pioneer local well-established Business School in Morocco, at the door of Africa, is reinforcing continuously its international collaboration. Every year, our students spend a semester abroad or enroll for double degree programs with one of our 50 international academic partners. We also welcome more and more incoming students who are seeking a unique academic and cultural experience. Recently, Morocco has emerged as a hub for African investment because of its location and history. It has actually a strategic position between Europe, Middle East and Sub-Saharan Africa, which makes it an increasingly attractive destination for both visitors and investors looking for growth opportunities. More specifically, the vibrant city of Casablanca, where the main campus is located, is at the heart of the financial and commercial activity of the country, offering a modern environment with a Moroccan local touch. -
From Hotel Accommodation to Residential Tourism in Morocco
Cuadernos de Turismo, nº 27, (2011); pp. 1091-1093 Universidad de Murcia ISSN: 1139-7861 FROM HOTEL ACCOMMODATION TO RESIDENTIAL TOURISM IN MOROCCO. BETWEEN REAL ESTATE BUSINESS AND SOCIO-SPATIAL IMAGE REMAKING Carmen Gil de Arriba Universidad de Cantabria [email protected] This article aims to analyse the recent evolution and impacts of tourism in Morocco. In the context of financial globalization, tourism has become a major sector of activity in this country. Simultaneously with the expansion of receiving tourism, multinational companies are growing in numbers. These processes have economic, social and territorial effects. It is in this manner that many new tourist resorts have been created, particularly in coastal areas. In addition, urban and architectural heritage are attractive for tourists who are interested in the cultural background. Nevertheless, tourism is the object of ambiguous and opposite interpretations: it can be beneficial for some or harmful for others, to the point of being measured as a form of neo-colonialism: tourists activity shows an economic and cultural domination adding to the colonial heritage and the current uneven development. 1. INTRODUCTION: THE GENERAL CONTEXT OF TOURISM IN MOROCCO Between 2008 and 2009, a period of general recession in western countries, about 95000 new jobs were created in Morocco, principally in services and construction sectors and located in urban areas. These numbers could be considered as the indication of an apparent socio-economical change. Going back in the time, from the 80s and more particularly from the General Agreement on Trade in Services (GATS), signed in Marrakech in 1994, Morocco has added to the list of international agreements and treaties in favour of trade liberalisation. -
Morocco's Efforts on the Knowledge Economy
Morocco's efforts on the knowledge economy Abelkader DJEFLAT Consultant CMI Revised, September 2012 1 List of tables Table n°1: Classification of Mena countries according to KEI level and level of unemployment Table n°2 : Progress made by Morocco in Health and Education Table n°3 : Doing business in Morocco Table n°4 : the Building blocks of the Green Morocco Plan Table n°5: The six resorts benefiting from the Plan Azur (initial plan) Table n°6: Les five resorts planned in the Plan Azur 2020 (revised plan) Table n°7: The main components of the “Maroc Innovation Initiative” Table n°8 : Expected growth and balance of public/private funding of R&D by 2025 List of figures Figure n°1: GDP per capita in constant 2000 PPP adjusted dollars Figure n°2: Composition of output (%) Morocco and comparators Figure n°2b: Various trade agreements of Morocco Figure n°4 : The openness of the economy 1995-2004 Figure n°5: Rate of unemployment and age group (2011) Figure n°6: Percentage of first job seekers (2008) Figure n°7: Diversification Index (2008) Figure n°8: Diversification export index in Mena countries 2006 Figure 9: The HHI exports concentration index for selected countries Figure n°10: Morocco compared to Argentina and Turkey through KEI (KAM 2012) Figure n°11: Elements of the Global Competitiveness index in Morocco (2010 – 2011) Figure n°12: Doing Business Morocco ranking (2011 – 2012) Figure n°13 :Venture Capital Availability (2009-2010) Figure n°14: The Most Problematic Factors for Doing Business Figure n°15 : Scores of the education index -
EVALUATION PROSPECTIVE DU SDAU DE 1985 DE LA REGION DU GRAND CASABLANCA Les Prévisions Du SDAU 1985 Et Les Réalités D’Aujourd’Hui
EVALUATION PROSPECTIVE DU SDAU DE 1985 DE LA REGION DU GRAND CASABLANCA Les prévisions du SDAU 1985 et les réalités d’aujourd’hui 1.1 DEMOGRAPHIE, LOGEMENTS ET EQUIPEMENTS 1.1.1 DEMOGRAPHIE Le SDAU de 1985 a prévu une population urbaine de 4.000.000 d’habitants en l’an 2000, au vu des résultats du RGPH de 1994 et celui de 2004, il s’avère que les prévisions du SDAU ont été largement surestimées. Tableau 1 : Evolution de la population urbaine de la Wilaya du Grand Casablanca entre 1982 et l’an 2000 Années Pop. S.D.A.U. Pop. Actualisée * Ecart Ecart en % 1982 2.300.000 --- --- 1985 2.535.000 2.455.000 80.000 3.26 1990 2.967.000 2.737.000 230.000 9.37 1995 3.456.000 2.977.000 479.000 16.22 2000 4.000.000 3.101.000 899.000 30.20 Source : SDAU & D.R.H.C.P (*) : Population actualisée en fonction des résultas du R.G.P.H 1994 et 2004 Il en découle que la population prévue par le SDAU a été surestimée de 14.5% en 1994 et de 30% environ en l’an 2000. EVOLUTION DE LA POPULATION 4500000 4000000 4000000 3456000 3500000 2967000 3000000 3101000 2535000 2977000 2500000 2737000 Pop SDAU 2300000 2455000 2000000 Pop réelle 1500000 POPULATION 1000000 500000 0 1982 1985 1990 1995 2000 Années Les composantes de l'accroissement démographique. Tableau 2 : Composantes de l’accroissement démographique 1994 2000 Previsions R.G.P.H Ecart Previsions Estimation Ecart SDAU(1) (2) (1-2) SDAU(3) D.R.H.C.P(4) (3-4) - Taux de natalité 3,15 % 2,20 % +0.95 2.60 % 1.59% +1.01 - Taux de mortalité 1,05 % 0,48 % +0.57 0.80% 0.39% +0.41 - Taux d'accroissement naturel 2,10 % 1,72 % +0.38 1.80% 1.20% +0.60 - Taux de migration 1,00% 0.48% +0.52 1.20% 0.00% +1.20 - Taux d'accroissement global 3,10 % 2,20 % +0.90 3.00% 1.20% +1.80 Sources : SDAU, R.G.P.H (Recensement général de la population et de l'habitat) D.R.H.C.P (Direction Régionale du Haut Commissariat au Plan) - 2 - Le SDAU a tablé sur un taux d'accroissement global de la population urbaine de 3,1% en 1994,alors que le RGPH n’ a débouché que sur un taux de 2,2%, celui issu du dernier recensement en 2004 a nettement régressé (1.2%). -
Sr 1 Barid ADRESSE VILLE Timing BC TEMARA PPAL Angle
Sr 1 Barid ADRESSE VILLE Timing 1 BC TEMARA PPAL Angle Hassan II et Av Prince Heritier Sidi Mohamed 12000 TEMARA TEMARA 08:00 - 20:00 2 BC TEMARA MASSIRA Hay El Firdaous Massira I 12002 TEMARA TEMARA 08:00 - 20:00 3 BC CASA HAY HASSANI N°100 Derb El Houria, rue Ibn Al Khattib. Hay Hassani 20200 CASABLANCA CASABLANCA 08:00 - 20:00 4 BC FES PPAL Avenue Hassan II Angle Mohamed V Fès Dar Dbibagh Fès Dar Dbibagh 30000 FES FES 08:00 - 20:00 5 BC FES BENDABABE Place 11 Janvier Jnane Lahrichi 30100 FES FES 08:00 - 20:00 6 BC OUJDA PPAL Bd Mohamed V 60000 OUJDA OUJDA 08:00 - 20:00 7 BC NADOR PPAL Kaid Ahmed Rifi Quartier Administratif 62000 NADOR NADOR 08:00 - 20:00 8 BC BENI MELLAL PPAL Avenue Mohamed V Immeuble de la Poste Beni mellal 23000 Beni Mellal BENI MELLAL 08:00 - 20:00 9 BC CASA OULFA Bd Oum Rabia. Hay El Oulfa Hay El Oulfa 20202 CASABLANCA CASABLANCA 08:00 - 20:00 10 BC TADLA BOUDRAA Avenue 2 Aout 23350 Kasba Tadla KASBAT TADLA 08:00 - 20:00 11 BC CASA MAARIF Angle Bd Bir Anzarane et Rue El Khalil Maarif 20100 CASABLANCA CASABLANCA 08:00 - 20:00 12 BC FKIH BEN SALAH PPAL Bd Mohamed V Quartier Administratif 23200 Fkih Ben Salah FKIH BEN SALEH 08:00 - 20:00 13 BC CASA IBN TACHAFINE Angle boulevard ibn tachfine et rue du capitaine bertrandon CASABLANCA 08:00 - 20:00 14 BC EL JADIDA PPAL Bd Mohamed V Rue William Redman 24000 El Jadida EL JADIDA 08:00 - 20:00 15 BC AGADIR PPAL Boulevard Moulay Abdellah Ville Nouvelle 80001 Agadir AGADIR 08:00 - 20:00 16 BC BENSLIMANE PPAL Bd. -
Corporate Social Responsibility Report 2012
2012 Corporate Social Responsibility Report 2012 Corporate Social Responsibility Report GOVERNANCE, p.12 COMPLIANCE, « Our Group has for over a century been SAFETY conducting banking business with commitment AND QUALITY : and responsibility. » THE FOUNDATIONS OF TRUST Mohamed EL Kettani, Chairman and Chief Executive Officer p.22 SUMMARY SUPPORTING Convinced that one of the major roles of a financial This report broadly outlines Attijariwafa bank’s vision institution is to facilitate and accelerate economic and actions regarding sustainable development. EMPLOYEE and social development, at Attijariwafa bank, Despite this being the 2012 edition of the CSR Report, DEVELOPMENT sustainable development is an issue that we take corporate social responsibility has underpinned the very seriously, backed by strong ethical values, activities of the entire Group for many years. The report commitment, leadership, solidarity and citizenship. summarises the sustainable development challenges facing Attijariwafa bank as well as the initiatives undertaken to date in respect of quality, compliance As a supporter of government and professional ethics programmes, financier of the real in order to establish p.34 CONTRIBUTING TO economy, investor and partner to « Attijariwafa bank’s approach to Corporate a relationship of trust MOROCCAN CIVIL large, medium and small enterprises, Social Responsibility (CSR) is a state of with all stakeholders. our Group has for over a century mind, a collective consciousness, which It also shows how the SOCIETY been conducting banking business goes far beyond a simple set of managerial Group is committed with commitment and responsibility. responsibilities. in its daily actions to BY PROMOTING EDUCATION, » Such responsibility lies in our acting as a responsible ART AND CULTURE ability to help Moroccan society employer.