Opinion | Morocco works! (and it can work even better)

By Mario Steta, Chairman at the International Blueberry Organization (IBO) 

I start writing this column in Casablanca, while on a trip where the formation of the Morocco Agribusiness Water Coalition (MAWC) has been formalized. 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, but I have visited a couple of times since then. 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 of winter vegetables, citrus, and other crops to Europe for several decades, and has recently added blueberries to its portfolio, the pace of transformation and overall growth of the country in recent years has had a mostly positive impact, although not exempt from challenges.

The build-up of capabilities can be seen in several areas, including infrastructure (with great highways, train services, and some port facilities) and government entities like ONSSA (similar to SENASICA in Mexico or SENASA in Peru). These capabilities are also reflected in organizations like Morocco Foodex, responsible for international promotion; AMDIE, in charge of investment promotion, and strategic projects like the Morocco Water Highway, in which several RO/desalination plants will be developed.

Morocco's path forward

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. The country needs to elevate its competitive position 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 one), but the overall perception and reality still need to improve.
• 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 government's focus on stability, execution capabilities, and investment promotion 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 the implementation and execution of water policy, as well as decisions on import permits and processes.
  2. Professional bureaucrats need to be recognized and supported.
  3. Respecting local traditions in areas such as 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 a good idea.
• 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.

So let’s be clear: Morocco absolutely works, and it is an example of what Africa is and can be. And also have no doubt: Morocco is, and will be, a much stronger player in the global blueberry market, as planted areas, production, and export volumes clearly show.

This editorial was originally published on the IBO website on April 30, 2026. 

* Mario Steta's portrait courtesy of IBO; all other images are referential.

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