Nobody believed in it 25 years ago. Today, the Moroccan Made aeronautics’ industry has become an essential hub in the sector which comprises 140 companies, including renowned engine manufacturers.
It employs over 25,000 young people, primarily skilled technicians (70%), highly qualified engineers, and boasts a record female participation rate of 40%. Since 2000, the sector has achieved 40% local integration, a remarkable feat in aeronautics. For context, 40% local integration in the aircraft components ecosystem is equivalent to over 90% in the automotive industry.
In 2024, the sector achieved a turnover of $2.7 billion $ (about 27 billion MAD) in exports, representing a 17% growth compared to 2023. «Our goal is to double revenue in the next five years,» says Hamid Benbrahim El Andaloussi, a key architect of the vision and industrial strategy of Morocco’s aeronautics sector. El Andaloussi was the special guest at the lecture cycle of the Links Research Center at Hassan II University on Friday, February 7. He explained, backed by key performance indicators, the success factors of Morocco’s aeronautics industry, which is now part of the global top 5 and has surpassed South Africa and Tunisia in niche industrial activities. Morocco is also Africa’s number one in aeronautics.
Success Factors: The Industrial Model
«In a highly specialized field like aeronautics, a vision alone is not enough. A strategy is necessary, but more importantly, you must know how to deliver it.» Twenty-five years ago, Morocco was not on the global aeronautics map. «Today, we have become an essential production base at the gates of Europe. However, it is important to note that we are not following the same model as the automobile industry; we are in high-end, cutting-edge technology,» the expert emphasizes. The industrial ecosystem includes various activities such as aircraft maintenance, electrical systems, defense, space, embedded electronics, and engine manufacturing. Beyond the vision, the key success factors lie in the industrial model, which focuses on co-location, the quality of human resources, the availability of young talent, dedicated land (Midpark), competitiveness, and training with IMA. According to Benbrahim El Andaloussi: «At the heart of this Moroccan success story is a vision supported by strategy, resources, ambitions... and, most importantly, strong conviction. This is what I call the ‘success square.’» He further stresses that the most crucial element is not the industry itself, but the approach adopted, which involves strategic shifts in a world undergoing technological, geopolitical, and industrial transformation. «You must be able to envision and anticipate a future that is not linear,» El Andaloussi insists.
This means that every strategy involves breaks and changes. «There is a whole book to be written on these breaks and the challenges faced,» says El Andaloussi. Among the key strategic shifts are two pivotal measures : land and training. Regarding training, an independent institute outside the OFPPT model was created, built by the government and managed by the industry players. As for land, the government mobilized large reserves and established a dedicated cluster (Midpark).
Challenges Facing the Sector
In order to double revenue and continue growing, the sector must attract new investors offering more added value and critical mass, attract Moroccan capital, expand its range of activities, and explore new markets. El Andaloussi outlines seven major challenges to overcome: «The new industrial era requires faster action and attracting more companies from different markets. We must also focus on optimizing integration with more local added value. From now on, we must aim higher with high-value-added jobs. We must also look further, tapping into advanced technologies beyond aeronautics and defense,» says El Andaloussi. Furthermore, the sector must also embrace international expansion, targeting new markets. «We must also adapt to the shift toward clean, zero-carbon industries, alongside an even more inclusive approach to young talent and women.»
Temporary Relay Workshops
Between the moment an industrial investor arrives in Morocco to sign the contract and the actual establishment, there is a 6 to 12-month transitional period. During this phase, temporary relay workshops are set up to hire initial recruits, conduct selections, and train in accelerated modes for specific processes and tasks. IMA selects resources based on the specifications of the industrial companies, organizes competitions, and offers alternating training programs focused not only on technical skills and machining but also on values, quality (described as «Sisyphean»), standards, regulations, and traceability. «Beyond technical competence, quality is non-negotiable in our sector. Moreover, behavior is fundamental: rigor, precision, professionalism, innovation... The culture of camouflage is strictly prohibited. Also, a diploma is not a barrier in our industry,» says Loubna Berrada, a trained engineer and Quality Director at Safran Nacelles Morocco.
Amin RBOUB
