According to The texts in force the GENERAL DIRECTOR is in charge, of: - Participation in the definition of the Agency's strategy - Strategic and operational management of the Agency according to the guidelines approved by the Board of Directors - Conduct the general policy of the Agency in the short, medium and long term, with the operational directors - Coordination of all the Agency's activities (finance, aggregation, engineering, project and resource monitoring) and supervise the teams under its responsibility - Management of the Agency's external relations with other public entities, companies, the Ministry, in Morocco and abroad ... and participation in the promotion of the agricultural sector and the Green Morocco Plan.
2125375738261 Audit and Management Control Service/sites/default/files/organigramme/EL-KAZDAR-HAJAR.pngHajar EL KAZDARThe Audit and management control service, under the authority of the GENERAL DIRECTOR, and according to the texts in force, is in charge of the following missions: - Monitoring and evaluation of the missions assigned to the ADA - Development and ensure compliance with the procedures manual - Validation of reporting and performance measurement tools - The periodic production of dashboards and - Provision of management reports to the Chief Executive Officer in the form of dashboards describing the achievements in relation to the objectives in terms of indicators of activities, results and risks.
2 Communication Departement/sites/default/files/organigramme/brik1.pngJihane BARIKThe Communication departement, under the authority of thethe GENERAL DIRECTOR, and according to the texts in force is in charge of the following missions:: - The development of the communication strategy and promotion of Agency's activities - the implementation of the said strategy - participation to the organization of demonstrations and communication campaigns around the Green Morocco Plan for the sensitization of investors and different operators in the sector and - Development of communication and feeding materials on the Agency's website.
3 Aggregation and Partnership Directorate/sites/default/files/organigramme/OUARZANE.jpgSaida OUARZANEAggregation and Partnership Direction, under the authority of thethe GENERAL DIRECTOR, and according to the texts in force is in charge of the following missions: -The implementation of Aggregation projects and the promotion of investment in the agricultural sector. -Provide The secretariat of the interministerial commission responsible for leasing agricultural land. -Placement of Agricultural Projects with investors.
2125375737984 Aggregation Division/sites/default/files/organigramme/photo%20SAIHI.jpgSaida OUARZANEThe Aggregation Division, is responsible for: - Contribution to the establishment of framework conditions for aggregation - Participation in the drafting of laws and regulations related to aggregation and - Contribution to the implementation of incentive systems, financing and insurance related to aggregation. - Placement of Pillar I aggregation projects, consisting of: o Take charge of the aggregation projects identified under the PPP and the solicitation and engineering team o Validate aggregation projects o Grant certificates of aggregation o Accompany the aggregators until the operationalization of the aggregation projects (obtaining the first lump sum grant) o Accompany the beneficiaries of the PPP projects until the operationalization of their projects (realization of the specifications) and o Support potential Pillar I projects identified by the bid development team.
5 Contracting Service/sites/default/files/organigramme/Mohamed-SAIHI.jpg Mohamed SAIHI1. Follow the contractualisation of the aggregation projects and the management of the national register of the agricultural aggregation. 2. Monitor the compliance of agricultural aggregation projects in accordance with the regulations in force. 3. Monitor the implementation of legislation and incentive systems related to aggregation. 4. Promote and communicate on agricultural aggregation.
6 Project Placement Service/sites/default/files/organigramme/Yassir-CHAOUKI.jpgYassir CHAOUKI1. Follow the canvassing of new agricultural aggregation projects. 2. Follow the Accompaniment of potential aggregators in the different phases of the placement of agricultural aggregation projects. 3. Monitor the implementation of legislation and incentive systems related to aggregation. 4. Monitor promotion and communication on agricultural aggregation.
7 Partnership and Investment Promotion Division/sites/default/files/organigramme/Mohammed_Zouhairi.png Mohammed ZOUHAIRIThe Partnership and Investment Promotion Division is in charge of: - The Secretariat of the Interministerial Commission responsible for leasing agricultural land: - Prospecting and identification of agricultural land mobilisable for the extension of agricultural perimeters and the development of high potential sectors - Remediation of the legal situation of identified land - Mapping and localization of identified land - Sanitation by the Interministerial Technical Commission of the lands mobilized - The preparation of specifications and draft conventions - The launching of calls for tenders relating to Public Private Partnerships - Exploring the operators on the basis of prepared offers and identified opportunities - Promoting the attractiveness of the agricultural and agroindustrial sector and the opportunities offered by the various territories of Morocco. - The contractualization of partnership projects - Coordination of the handover of land to the beneficiaries - Contribution to the monitoring of project achievements in liaison with the Project Management Department and - Physical and digital archiving of Public Private Partnership (PPP) files.
8 Land Mobilization Service/sites/default/files/organigramme/Lahcen-EL-KHANCHAF.jpgLahcen EL KHANCHAF1. Manage prospecting and identification of agricultural land. 2. Manage the launching of tenders for the public-private partnership. 3. Manage the contractualization of partnership projects.
9 Investment Promotion Service/sites/default/files/organigramme/Ikram-BEZRHOUD.jpg Ikram BEZRHOUD1. Follow the canvassing and the accompaniment of the operators.
10 Project Engineering Directorate/sites/default/files/organigramme/LAGHRIEB.pngRachid LAGHRIEBProject Engineering Directorate, under the authority of thethe GENERAL DIRECTOR, and according to the texts in force is in charge of the following missions: -Pillar I and Pillar II project bank development. -The Definition of Investor Attraction Strategy. -The Segmentation of potential investors of champions and SMEs. -Development of agribusiness and exporters champions of the agricultural sector. -Development of models and master plans of the aggregation. -The proposal of action plans for the promotion of solidarity farming. -The contribution to the establishment of incentive systems, financing and insurance related to aggregation upstream agricultural and downstream agroindustrial. -The prospecting of projects. -The design and formalization of projects. -The contractualization of the pillar II projects.
21253757377511 Pillier I Projects Engineering Division/sites/default/files/organigramme/BOUZALMAT_0.png Ahmed BOUZALMATThe Pillar I Projects Engineering Division is in charge of: 1- Pillar I Project Bank Development including: - Preparation of Pillar I investment projects attractive and oriented by market and by high value added value chain and adapted to high potential areas. 2- The Segmentation of the potential investors identified and the adaptation of the offers of the potential investors including: - Identification of champions in the agricultural sector by sector - Segmentation of enterprises (size, position in the value chain, economic situation - Analysis of the needs, main weaknesses and obstacles to the growth of the various segments in order to offer them support adapted to their situation and - Interface and support for PPP investors on the agribusiness and export side. The 3- Definition of the Investor Attraction Strategy including: - Segmentation of the supply chain by region, by category of operators and according to potential markets - Development of a package of offers and attraction tool and - Segmentation of business opportunities in the agricultural sector in Morocco.
12 Attraction Strategy Service/sites/default/files/organigramme/Rajae-ATIFY.jpgRajae ATIFYin charge of the Promotion of amusement tools.
13 Pillar I offer development service/sites/default/files/organigramme/Ilyass-RABI.jpgIlyass RABI1- Monitoring the segmentation of potential investors. 2- Monitoring the development of the offers and supply of the Pillar I project bank. 3- Management of the team and its entity
14 Pillar II Projects Engineering Division/sites/default/files/organigramme/El%20Hassane%20ER-ROUSSE.jpgEl Hassane ER-ROUSSEPillar II Projects Engineering Division is in charge of: 1- Pillar II Project Bank Development including: - Design and preparation of pillar II projects - Preparation of solidarity project offers (P II) adapted to the specificities of the PII perimeters. 2- The Contractualisation of Pillar II Projects including: - Ensure the preparation of agreements with the Promoting Agricultural Organizations (POs) of the project (Pillar II) and - Validation of concerned perimeters and lists of farmers. 3- The Sustainability of Pillar II Projects and the development of business models for recovery units.
15 sustainability strategy service1- Monitoring the Contractualization of Pillar II Projects. 2- Monitoring the Sustainability of Pillar II Projects.
16 Pillar II offer development service/sites/default/files/organigramme/El-Hassane-ER-ROUSSE.jpg El Hassane ER-ROUSSE1- monitoring the implementation of Pillar II Projects. 2- monitoring the realization of investment offers.
17 Project Management Directorate/sites/default/files/organigramme/JINATE-FOUAD--%282%29.pngFouad JINATEThe Project Management Directorate , under the authority of the General Director and according to the texts in force, is in charge of the following missions: - The installation of the Pillar I and Pillar II Agricultural Projects - Monitoring the implementation of projects - the evaluation of projects - Monitoring the projects financed by the donors, in coordination with the Administrative and Financial Department - The budgetary framework for the new Pillar II projects: →Coordination of the Pillar II project budgeting exercise → Participation in budget discussions of Pillar II projects. - CPS of the contracts Validation related to the pillar II projects.
21253757375118 North Zone Project Management Division/sites/default/files/organigramme/ZOUGGAR.jpgFadwa ZOUGGARThe North Zone Project Management Division is in charge of: 1- The budgetary framework for ongoing Pillar II projects including: - Ensure the prerequisites for the installation of the project (land, OP, ..) - Planification of the projected budget for the new Pillar II projects - Validation of the budgets of the first year of the new projects - Coordinate with the Finance Department of the Ministry of Agriculture and the Agency, Projects Engineering Department the delegation of credits for Pillar II projects. 2- Monitoring the implementation of Pillar I and Pillar II Projects for agricultural projects , including: - Preparation of monthly reports on the progress of the Green Morocco Plan projects (Pillar I, Pillar II, Public Private Partnership, MCA projects) - Ensure the sustainability of Pillar II projects by ensuring compliance with the physical and financial commitments specified in the partnership agreements - Mapping Pillar II projects - support of the Professional Organizations in the execution of the projects. 3- The evaluation of Green Morocco Plan projects (Pillar I, Pillar II, Public Private Partnership, MCA projects), including: - Ensure the organization of evaluations related to PMV projects - Ensure the implementation of the recommendations issued by the monthly monitoring reports
19 Northwest Zone Service/sites/default/files/organigramme/Hicham-MEHARICH.jpg Hicham MEHARICH1- monitoring the budget framework for Pillar II projects. 2- monitoring of pillar II projects. 3- monitoring Public-Private Partnerships projects. 4- monitoring of projects financed by the donors (solidarity projects). 5- monitoring the annual evaluation of the Pillar I and Pillar II projects. 6- monitoring the annual evaluation of Public-Private Partnership projects.
20 Northeast Zone ServiceZakaria EL JADIDI1- monitoring the budget framework for Pillar II projects. 2- monitoring of pillar II projects. 3- monitoring Public-Private Partnerships projects. 4- monitoring of projects financed by the donors (solidarity projects). 5- monitoring the annual evaluation of the Pillar I and Pillar II projects. 6- monitoring the annual evaluation of Public-Private Partnership projects.
21 Central and South Zone Project Management Division/sites/default/files/organigramme/Zekriti.jpgMohammed ZEKRITIThe Central and South Zone Project Management Division is in charge of: 1- The budgetary framework for Pillar II projects underway by: - Ensuring prerequisites for the installation of the project (land, OP, ..) - Planning the estimated budget of the new Pillar II projects - Validating the budgets of the year 1 of the new projects and - Coordinating with the Finance Department of the Ministry of Agriculture and the ADA Projects Engineering Department the delegation of credits for Pillar II projects. 2- Monitoring the implementation of Pillar I and Pillar II Projects for agricultural projects through: - Preparation of monthly progress reports on Green Morocco Plan projects (Pillar I, Pillar II, Public Private Partnership, MCA projects) - The monitoring of the sustainability of Pillar II projects by ensuring compliance with the physical and financial commitments specified in the partnership agreements and - The mapping of Pillar II projects and the support of POs. 3- The evaluation of Green Morocco Plan projects (Pillar I, Pillar II, Public Private Partnership, MCA projects) by: - organization of evaluations related to PMV projects and - The implementation of the recommendations issued by the monthly monitoring reports.
22 Zone Center Service1- monitoring the budget framework for Pillar II projects. 2- monitoring of pillar II projects. 3- monitoring Public-Private Partnerships projects. 4- monitoring of projects financed by the donors (solidarity projects). 5- monitoring the annual evaluation of the Pillar I and Pillar II projects. 6- monitoring the annual evaluation of Public-Private Partnership projects.
23 South Zone Service/sites/default/files/organigramme/Nissrine-TARAJI.jpgNissrine TARAJI1- Suivre le cadrage budgétaire des projets Pilier II. 2- Gérer le suivi des projets pilier II. 3- Gérer le suivi des projets Partenariats Publics-Privé 4- Gérer le suivi des projets financés par les bailleurs de Fond (projets solidaires). 5- Gérer le suivi de l’évaluation annuelle des projets Pilier I et Pilier II. 6- Gérer le suivi de l’évaluation annuelle des projets Partenariat Public-Privé.
24 Information System DivisionThe Information System Division is responsible for: - The implementation of the master plan of the ADA information system - Management of the ADA information system through its operation and technical assistance to users and - The administration of the web monitoring and evaluation system
25 Development of Local products Directorate/sites/default/files/organigramme/CHKAIL_0.jpgMahjouba CHKAILThe Development of Local products Directorate, under the authority of the General Director and according to the texts in force, is in charge of the following missions: - Development of the National Offer of Local Products - The support of producer groups of local products - Promotion of Terroir products and labels - The development of the marketing of the products of the soil and - The development of the circuits and the marketing logistics of the Products of the Earth.
21253757376826 Promotion of local products divisionSanae ADNANEPromotion of local products division, is in charge of: - Establish institutional or commercial partnerships for the development of the marketing of local products at national and international level - Launch and monitor the promotion of local products and labels nationally and internationally and - Launch and follow communication campaigns around local products and labels.
27 promoting local products nationwide Service/sites/default/files/organigramme/Sanae-ADNANE.jpgSanae ADNANEManagement of the promotion of local products through: - The establishment of institutional and commercial partnerships for the development of the marketing of local products at the national level. - The launching and monitoring of promotional campaigns for local products and labels at the national level. - The launch and follow-up of communication campaigns around local products and labels.
28 promoting local products on an international scale Service/sites/default/files/organigramme/Ismail-LACHGAR.jpgIsmail LACHGAR-Establishment of institutional and commercial partnerships for the development of the marketing of local products at the international level. - Launch and follow-up of promotional campaigns for local products and labels on an international scale. - Launch and follow-up of communication campaigns around local products and labels.
29 Marketing Development of Local Products Logistics Division/sites/default/files/organigramme/JEBARI-2.pngJalal JEBARIMarketing Development of Local Products Logistics Division, is in charge of : - Prospecting and inventory of local products, cooperatives and producer groups - preparation of offers of local products adapted to the needs of distributors and consumers - Development of a master plan for the implementation of logistics platforms - Accompaniment of setting up logistics platforms - Elaboration the tender documents for the delegated management of the platforms - Monitoring the management of logistics platforms granted to the private sector under the Public Private Partnership - Development of the offer of groupings of local products in accordance with the requirements of the markets - The support of producer groups for local products for their upgrading (governance, production, valorisation, packaging, marketing ...) and - Accompaniment of Pillar II projects for the development of equitable and sustainable partnerships for the valorization and marketing of local products.
30 development of the national offer of local products service/sites/default/files/organigramme/Badr-El-OUATAOUI.jpgBadr El OUATAOUIMonitoring the launch of the offers of local products according to market requirements
Monitoring the development of the national offer of local products
1- management of the logistics and commercial platform.
2- management of the "Terroir du Maroc" collective label.
3- SEO management in modern circuits.
4- Project management Dono
1- Local producer groups support
21266151137033 Administrative and financial directorate/sites/default/files/organigramme/ARIBA_0.pngAbdelhakim ARIBAThe Administrative and financial directorate is responsible, under the authority of the General Director and according to the texts in force, is in charge of the following missions: - Budget planning and accounting management - Management of Legal Affairs and Litigation - Human resources development - The management of markets and logistics and - Management of the environment and climate change file.
21253757371234 Legal Division/sites/default/files/organigramme/Laila%20ECHCHRRAH.jpgLAILA ECHCHARRAFThe Legal Division is responsible for: Contract management: -Management of contracts related to Green Morocco Plan projects -Drafting and review of contracts and agreements Management of Legal Affairs and Litigation - Legal advice for ADA management -Conflict management - Management and follow-up of the legal proceedings related to the activity of the ADA -Monitoring the execution of judgments - Processing of requests within the Interministerial Technical Commission and notification of decisions to partners -Follow-up of legal cases concerning partnership projects in connection with law firms and - Treatment of social disputes concerning workers related to partnership projects in liaison with the social partners.
35 Mediation service/sites/default/files/organigramme/Jihane-EL-GUEDDARI.jpgJihane EL GUEDDARI1- Management legal files that use mediation. 2- Management and follow-up of litigation procedures and ensure the respect of the various stages. 3- Anticipation of amicable solutions with third parties.
36 litigation service/sites/default/files/organigramme/Photo%20EL%20MASLOUHI.pngAbderrazzak EL MASLOUHI1- Management of opinions and legal documents. 2- Management of litigation management. 3- Supervision of the return of deposits. 4- Supervision of the organization of the CIT (Technical Commission).
37 Mobilization of Financing DivisionMobilization of Financing Division is responsible for: 1- The eve of canvassing of national and international donors: - Establish partnerships with the authorities and operators involved in investing in the agricultural sector - Coordinate the research of potential national and international partners for the financing of Green Morocco Plan projects - Participate in the development of the Agency's communication strategy for promoting projects to national donors - Ensure the promotion of projects at fairs, road shows ... and - Validate the choice of national and international funders to solicit them, according to the fundraising strategy. 2- The day before the realization and the follow-up of the external financing plans: - Develop the project financing plan, the plan for scaling up ... - Ensure the consolidation of the financing files carried out and - Follow up on the progress of funding files 3 -Management of the environment and climate change file - Manage ADA accreditation with the Climate Change Adaptation Fund and - Acting as the focal point for environment and climate change issues within the ADA.
38 national donor serviceHajar CHMANTI HOUARI1- Monitoring and completion of funded projects. 2- Management of the agreements with the local banks. 3- Management of the agreements with the national backers.
39 international donors serviceSoumiya CHBAR1- monitoring and implementation of funding plans of international donors.
40 environmental service/sites/default/files/organigramme/Meryem-ANDALOUSSI.jpgMeryem ANDALOUSSI1. Suivi de la conception du projet. 2. Suivi de la coordination pour les dossiers de l’environnement et du changement climatique.
41 Human Resources and logistic service/sites/default/files/organigramme/Mle%2085.jpgJamila LAMRABETTEThe Human Resources and Logistics Division is responsible for: Human Resources Development: Administrative management of the staff Capacity building and Recruitment and career management. Market Management: Invitation to tender management Expenditure of ADA by contracts, contracts and purchase orders and Procurement, monitoring of execution and management of contracts. Logistics Management: Monitoring the supply of ADA entities Inventory management Maintenance of the real estate heritage Fleet and technical infrastructure management and Assistance to providers.
42 Human Resources service/sites/default/files/organigramme/Bouchaib-EL-ABCHI.jpgBouchaib EL ABCHI1- Management of remuneration. 2- Ensure good administrative management. 3- management of accident records. 4- Ensure the smooth running of the HR organization. 5- Management of HR development.
43 Kaoutar AMAAYACH/sites/default/files/organigramme/Mle%20136.jpg1- Follow-up of the development of the specifications for the launching of tenders. 2- Monitoring the launch of consultations for contracts and purchase orders. 3- Follow-up of the Preparation and the organization of the opening meeting of the folds 4- Follow-up of the preparation of the definitive contract. 5- Monitoring the execution of contracts, contracts and purchase orders. 6- Tracking of scheduling files. 7- Follow-up of the internal and external audit missions as well as the missions of Inspections. 8- Archiving and the classification of the files.
44 logistic service/sites/default/files/organigramme/Mohamed-BOUKHARI.jpgMohamed BOUKHARI1- Supervision of the purchase operation. 2- Monitoring fleet management. 3- Monitoring the stock situation. 4- Maintenance monitoring and maintenance of premises. 5- Monitoring the management of the asset. 6- Monitoring the execution of contracts, contracts, purchase orders and logistics conventions. 7-Management of the team and its entity
45 Mohammed AMMOR/sites/default/files/organigramme/AMMOR.jpgThe Budget and Accounting Division is in charge of: Budget planning: Budget planning and budget control Preparation of tools necessary for the management and performance measurement (dashboards, analyzes ...) and Preparation of the Board of Directors. Accounting management: Keeping the accounts and producing the financial statements Supplier invoice control and regulation and cash management Management of relations with third parties (suppliers, banks ...)
46 Nabil DANOUJ1- Monitoring of the general and budgetary accounts. 2- follow-up of the Treasury. 3- Management of the regulations. 4- Management of Inventories of Fixed Assets and Inventories of the ADA. 5- Management of the automation of the Budget Management System.
47 Budget Planning Service/sites/default/files/organigramme/Soumia-FAHCHOUCH.jpgSoumia FAHCHOUCH1- Management of budget planning and budget control. 2- Participation in the preparation of the Board of Directors. 3- Management of the automation of the Budget Management System.
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