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Until then heavily focused on tourism, agriculture and garments, Morocco seeks to diversify its economy to reduce its dependence on weather conditions. By positioning itself as a destination of excellence, attractive to capital, skills and new activities, it targets a rise in added value, thus creating jobs and wealth for its growing population. In this context, the economic development strategy is based on 3 terms: comprehensive reforms aimed at improving the business climate; monitoring and improvement of macroeconomic indicators (inflation, budget deficit, growth rate, etc.); and the establishment of sectoral strategies, with objectives and specific measures in the medium and long term. Initiated in 2000 to complete the first two terms and provide greater clarity for investors, the introduction of these strategies has been gradual. At the number of five, the engines of growth in Morocco represent the five branches of the Kingdom’s star: industry, tourism, trade, agriculture and infrastructure.

Adopted in 2006, the Emergence Plan sets the strategic objectives of the country's industrial policy by targeting key sectors for which Morocco has competitive advantages and which should represent 70% of the industrial growth by 2015. It would generate 91 billion dirhams (8.2 billion euros) in additional GDP, create 440 000 jobs and reduce by more than 50% the deficit in the trade balance by 2013. In 2009, the State and the private sector have consolidated the commitments made under the Emergence Plan by sealing a 2009-2015 National Pact for Industrial Emergence. With a total budget of 12.4 billion dirhams (1.1 billion euros), including 34% dedicated to training and human resources and 24% to encourage investment, the programme should generate 50 billion dirhams (4.5 billion euros) in private investment, 50 billion dirhams in additional GDP, 220 000 new jobs and 95 billion dirhams (8.5 billion) in additional exports by 2015. Overall, the industrial strategy focuses on Morocco’s world class activities (MMM): FDI oriented activities (aeronautics, automotive, electronics, nearshoring ("soft" version of offshoring), traditional activities (agri-business, textiles & leather).

To enhance the overall attractiveness of the country, Vision 2010 includes several components: the Azur Plan for seaside tourism, the Mada'in Plan for the repositioning of major tourist attractions, rural tourism, niche tourism and domestic tourism. The objective is to welcome 10 million tourists by 2010 and 15 million by 2020. From 2009, a Vision for 2020 should actually be defined.

Taking into account economic and social changes in the consumption sector, Rawaj Vision 2020 includes transversal actions for enhancing the attractiveness of the commercial offer, on the one hand, and improving the environment of commercial operators, on the other hand. It also provides sector-specific actions for local shops, large and medium retail outlets and wholesale markets, slaughterhouses and fish markets. By 2020, the trade sector should contribute with 15% to GDP, against 11% in 2006, and allow the creation of 450 000 jobs.

Recognising the great potential for agricultural development, the Minister of Agriculture Akhannouch Aziz launched the Green Morocco Plan (Maroc Vert), which is based on 2 pillars: the upgrade of the social and solidarity agriculture and the development of a modern agriculture. Given the heavy reliance of Morocco on its agricultural production, from which 60% of the population directly or indirectly lives, the success of this plan could generate 2 times more impact than the Emergence Plan.

Finally, Morocco has embarked on an extensive programme of investment in basic infrastructure, social facilities, business parks, housing, etc. Between 2005 and 2009, spending on these facilities have steadily increased, rising from 20.5 to 38.2 billion dirhams (1.9 to 3.4 billion euros) and from 3.9% to 5.2% of GDP. An important leverage effect on private investment is expected. By upgrading its transport infrastructure (roads, ports, railways, airports), Morocco is aiming at becoming a global platform for processing and transit. The use of public-private partnership is enhancing the driving effect of public investment.

Having hosted the Marrakesh ministerial meeting in April 1994, which led to the establishment of the WTO, Morocco has long opted for the market economy and economic openness. With a positive right which does not discriminate between nationals and foreigners, the country is open to foreign capital, which became an important part of total investment. The steadily adopted reforms improve the general business climate for the benefit of all operators, who are asked to meet the same specifications: to establish a win-win relationship between the company and the country.

With a skilled workforce close to Europe (14 km from Spain), Morocco intends to position itself as a production and export platform for the European know-how. Its advanced status with the European Union under the European Neighbourhood Policy, a free trade agreement with the United States and its adherence to the Arab League already encouraged the establishment of numerous foreign companies: historically French and Spanish, recently Chinese and Japanese. This foreign investment is operated in the context of liberalisation and privatisation undertaken in the sectors of ICT, energy, water and electricity distribution, infrastructure, etc.

With a skilled workforce close to Europe (14 km from Spain), Morocco intends to position itself as a production and export platform for the European know-how. Its advanced status with the European Union under the European Neighbourhood Policy, a free trade agreement with the United States and its adherence to the Arab League already encouraged the establishment of numerous foreign companies: historically French and Spanish, recently Chinese and Japanese. This foreign investment is operated in the context of liberalisation and privatisation undertaken in the sectors of ICT, energy, water and electricity distribution, infrastructure, etc.

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