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Marrakech – The OCP Foundation, the social development arm of OCP Group, Morocco’s state-owned phosphate giant, released its 2025 activity report on Thursday, detailing a year of consolidated operations across education, agriculture and climate, entrepreneurship, and research and innovation.
The report, titled “De la vision à l’impact” (From Vision to Impact), outlines an action plan that reached 95,731 beneficiaries – 60% of them women – through 256 projects carried out with 116 institutional partners in 16 countries across three continents.
The foundation, recognized as a public utility institution since March 2012, also reported 67 staff members, 5,181 people trained, and 1,016 cooperatives and associations supported during the year.
An additional 5,611 individuals in vulnerable situations received comprehensive support combining healthcare, psychosocial assistance, education access, and social integration pathways.
The foundation cast its 2025 strategy around the core conviction that “durable transformation does not come from multiplying initiatives,” but from their coherence, alignment, and capacity to produce lasting effects on territories. It said its approach aims to turn “collective energy into a coherent trajectory,” with a stated focus on shifting from pilot projects to reproducible models.
In his editorial, OCP Group CEO Mostafa Terrab stated that “Morocco’s greatest wealth is its women and men.”
Education: The largest share of activity
Education accounted for the broadest segment of the foundation’s work. The sector recorded 98 projects, 17 institutional partners, and 78 associations, reaching 40,278 beneficiaries – 52% of whom were women and girls. A total of 1,539 individuals received training, and 334 children and youth were supported through inclusion programs.
The second cohort of its Écoles Parrainées (Sponsored Schools) program was completed. It covered 29 schools, mobilized over 500 education actors, and reached nearly 14,000 students, 49% of them girls. More than 300 educational and administrative staff were trained, along with 190 school club facilitators. Over 150 school clubs were created, and 200 students and 50 teachers participated in inter-school competitions.
In partnership with the Morocco Innovation and Evaluation Lab (MEL), the foundation supported an evaluation of pedagogical tools and practices across 5,412 primary schools and middle schools. Separately, the foundation trained 82 provincial directors in territorial education reform management, and 229 facilitators were certified through a program with the Africa Business School (ABS).
Through the Ibn Rochd Foundation for Sciences and Innovation and its Massarat scholarship project, the foundation awarded 4,059 excellence grants, 58% of which went to girls, across four establishments. These include the Lycée Mohammed VI d’Excellence in Benguerir (LM6E), the lycées d’excellence in Rabat and Laayoune, and the Centre de Formation aux Métiers du Développement Vert (CFMDV).
The foundation also strengthened its support for public Classes Préparatoires aux Grandes Écoles (CPGE). Two pilot centers tested new language learning approaches, 27 public centers received evaluations of their teaching equipment, and eight centers began deploying institutional development plans for the 2024-2026 period.
A national assessment of BTS (vocational diploma) programs was conducted with the Institute of Education Sciences (ISE) at the University Mohammed VI Polytechnic (UM6P). It led to the accreditation of a new program in electromechanical and hydromechanical maintenance, set to launch in 2026.
On inclusion, seven partner associations supported 122 children and youth with disabilities, three of whom have entered the workforce. Fifty children with diabetes and 152 with trisomy received tailored support.
Thirty hearing-impaired individuals were fitted with hearing devices, 55 school life assistants were trained, and over 500 people living with HIV received medical and social assistance. In partnership with the Fondation Lalla Asmae, 70 cochlear implants were funded for children from over 16 African countries.
The foundation also supported the Douar Atamkine center in Benslimane alongside the National Union of Moroccan Women, training 60 instructors and reaching 4,436 beneficiaries through 10 training modules focused on women’s economic empowerment.
Agriculture, climate, and entrepreneurship
In agriculture and climate resilience, the foundation carried out operations in 16 countries with over 11,300 beneficiaries, including 7,000 farmers, 68% of whom were women. The portfolio included 48 projects – six newly signed in 2025 – with 33 institutional partners.
Programs covered soil analysis, regenerative agriculture, ecosystem restoration, community resilience projects, and agricultural carbon credits. The Afric’Avenir program, developed with UNESCO and UM6P, focused on artificial intelligence for development, education, culture, heritage, and environmental sustainability.
On the entrepreneurship front, the foundation reached 6,028 beneficiaries, 53% women. It supported 162 startups and 738 cooperatives, trained 1,411 individuals, and accompanied 2,031 youth.
The Moroccan Retail Tech Builder program (MRTB), developed with the Ministry of Industry and Commerce and UM6P, completed its first cohort of 31 startups and launched a second edition targeting 300 startups over three years, expanding its scope to include trade alongside retail tech.
The Social Experience Program placed 437 UM6P students with 115 NGOs and associations, producing 134 projects, 34 of which were carried out in 2025.
Research, innovation, and the road to 2030
In research and innovation, the foundation advanced the National Program for Research, Development, and Innovation (PNARDI), which now holds a portfolio of 147 projects, 62 of them completed.
The program mobilized 24 funds and 35 institutional partners, reaching over 160 beneficiaries and delivering 1,760 training sessions to 231 researcher-teachers across 16 structuring projects.
The DevTech 25 fund was launched to accelerate technological development, and the foundation reported progress in HIV mutation mapping. A national digital education system saw 62 projects completed and 85 in progress.
The foundation’s model relies on co-construction with public institutions, universities, research centers, enterprises, and local communities. Its internal ecosystem draws on UM6P as a structuring partner for converting knowledge into concrete solutions, alongside Act4Community and SBU+, which bridge territorial initiatives, research, and OCP Group operational needs.
Externally, partnerships with international organizations, associations, and academic networks serve as what the foundation describes as levers to secure program longevity and scale impact.
Looking ahead, the foundation outlined a 2030 trajectory built around five priorities: placing communities at the center of impact, strengthening partnership ecosystems, leveraging knowledge for innovation, and promoting pioneering models in education and sustainable agriculture.
The fifth priority centers on building an agile organization that integrates digitalization and artificial intelligence within what it calls a “Servant Leadership” organizational model. The foundation stated that a strategy “is built, tested, and adjusted,” with the stated ambition of producing durable, measurable transformations capable of reinforcing the autonomy of territories.
