details of the reform plan

The analysis of the PEC sector has revealed that despite the various contributions, its development remains hampered by a number of weaknesses and shortcomings. This observation is from the Ministry of Finance.
These include, among other things, the proliferation of PECs, particularly of a non-market nature, sometimes with overlaps between PECs or with administrative structures under the ministries and the dependence of non-market PECs on the General State Budget -BGE- ( more than 36 billion in subsidies planned in 2020).
The ministry also noted the growing needs expressed by EEP merchant state support in equity and / or guarantee for their sustainability / development (ONCF, RAM, ONEE, HAO, ADM, etc.) and the lack of synergy / critical size allowing external growth (port, logistics, transport sectors, etc.) and slow consolidation (ONEE, promotion, social, etc.). Faced with this situation, several actions will be taken to correct the structural dysfunctions of the EEPs, to guarantee optimal complementarity and coherence between their respective missions and, ultimately, to improve their economic and social efficiency.

The reform plan will therefore be deployed as follows:

Resizing and restructuring of the EEP sector:

• For Non-Merchant and Social EEPs: through the reintegration into the relevant ministries of certain missions after the liquidation / dissolution of the EEP whose maintenance is no longer necessary, the regrouping of certain EEP whose maintenance would be justified and the liquidation / dissolution of the EEP whose the mission is no longer proven. • For EEP Merchants and Financiers: through the strengthening of the sustainability of the model, the creation of homogeneous sectoral groups / holdings meeting the requirements of critical size, optimization of management (flow , cash flow, costs, etc.), attractiveness for the financial market and the realization of new opportunities offered by artificial intelligence, digitalization, the circular economy and the creation of an Agency dedicated to the Active Management of market shareholdings and state finances.

  – Creation of the National Agency dedicated to the strategic management of State holdings and to monitor the performance of public establishments with the aim of further strengthening the role of the State shareholder, promoting good governance within PECs, ensuring strategic management of State holdings and monitoring the performance of public establishments. – Examples of operations that could be considered:

• Infrastructure Sector (Transport and Logistics): Combination of ADM, ONCF, SNTL, CFR and AMDL: + Creation of an entity responsible for the construction of road, motorway and rail infrastructure as well as transport services. + Group of l ‘logistics activity within a single public operator in order to create synergies and develop an integrated logistics offer.
• Agriculture and Agro-Industry Sector: Regrouping of ONICL and its subsidiaries in a single entity + This unit must be transferred to the private sector • Territorial Development Sector: Dissolution of the 3 Development Agencies (South, North and Oriental):

+ Since their maintenance is no longer justified because of duplicates either with other EEP or with departments or CL.

• Social Sector: Merger of ADS, Entraide Nationale, ODCO and the Compensation Fund into a single operator:

+ Creation of a single and visible entity in charge of social action instead of the multiple existing EEPs.

(With MAP)

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