lectoral phase ahead of its May 14 leadership vote, as Mehdi Tazi and Mohamed Bachiri officially unveiled their roadmap for the 2026–2029 mandate.
During a high-profile presentation in Casablanca, the duo outlined an ambitious vision aimed at transforming the employers’ organization from a traditional advocacy body into what they described as an institution focused on measurable impact, execution, and economic influence.
Their roadmap is built around five strategic pillars:
1. Unlocking private investment
The candidates pledged to work toward simplifying administrative procedures, improving the business climate, and facilitating access to industrial land and financing for Moroccan companies.
2. Strengthening productive sovereignty
A major priority is boosting national industrial capacity, reinforcing supply chains, improving logistics performance, and accelerating Morocco’s energy transition.
3. Making innovation and digital transformation competitive drivers
The roadmap highlights support for startups, digital transformation, artificial intelligence, and advanced technologies as essential tools for enhancing competitiveness.
4. Expanding Morocco’s international economic reach
The duo aims to reinforce Morocco’s economic presence across Africa and global markets while leveraging the expertise of Moroccan professionals abroad.
5. Empowering regional and sectoral representation
They also proposed strengthening regional branches and sector federations to ensure closer engagement with businesses across all regions of the Kingdom.
According to Mehdi Tazi, the coming years require “speed, execution, and measurable results,” signaling a desire to make CGEM a stronger institutional force capable of influencing public policy and economic reform.
The election comes at a strategic moment for Morocco, as the country accelerates major infrastructure projects, industrial expansion, and preparations linked to the 2030 FIFA World Cup, making this leadership race particularly significant for the future of Morocco’s private sector.
