When Nature Tests Skills… The Regional Multiservice Company RSK Responds with Action

Eighteen Billion Dirhams by 2030: Strengthening Essential Service Networks Against Climate Disruptions

Eighteen billion dirhams is the amount pledged by the Regional Multi-Services Company of Rabat – Salé – Kénitra to fortify its networks against climate-related challenges, which are no longer anomalies but a daily reality for all players in the essential services sector. Behind this figure lies a vision outlined by Mr. Younes Nizar, Director of Liquid Sanitation at the Regional Multi-Services Company of Rabat – Salé – Kénitra, in an interview with MCG24.

Mr. Nizar explained that this budget is allocated across three fronts: reinforcing electrical networks to ensure a steady supply, constructing reservoirs and pipelines to secure the distribution of drinking water, and developing sanitation and stormwater management infrastructures to mitigate flood risks. The goal, as he summarizes it, is "to protect citizens and ensure the continuity of public service, even in times of crisis."

Three Risks…and Constant Vigilance

The Company’s operations, intrinsically tied to water and electricity, place it on the front lines of natural events. Mr. Nizar highlights three distinct risks: violent winds that threaten electrical infrastructures, particularly in rural areas; the floods that struck parts of the region in early 2026; and the drought episodes Morocco has experienced in recent years.

In alignment with national directives on the resilience of critical infrastructures, the Company has established a detailed map of the most sensitive and strategic structures, enabling the identification of critical points and the development of targeted action plans to mitigate impact. These plans are built on three pillars, as our interviewee specifies: human capital through qualification, training, and awareness; material resources; and organization, ensuring effective intervention.

On the ground, the material speaks for itself: interconnection of supply sources, mobile generators, pumping systems ready to intervene during floods, and desalination and wastewater treatment stations to tackle dry spells. These tools are part of a structured crisis management plan, regularly updated, defining roles and responsibilities for those involved, establishing internal and external communication channels, and outlining specific scenarios for each activity: drinking water, sanitation, and electricity.

Sidi Kacem 2026: A Field Testimony

Mr. Badr Moumou, Provincial Director of the Regional Multi-Services Company of Rabat – Salé – Kénitra for Sidi Kacem, shares the experiences of his teams at the onset of 2026. The first step, he recounts, was setting up a monitoring cell at the Provincial Directorate, composed of representatives from the three sectors: electricity, drinking water, and liquid sanitation. The aim, according to Mr. Moumou, is to obtain "an immediate and comprehensive view of the network’s state, prioritizing needs and coordinating all teams deployed in the field."

Simultaneously, response teams were stationed on a 24/7 basis in the affected areas, with a mapping of strategic points: water reservoirs and pumping stations for drinking water; substations, particularly those transitioning from high to medium voltage, for the electrical network; and collectors and pumping stations for the sanitation network. These teams provided reports every two hours to the provincial cell, which coordinated further with a broader monitoring cell led by the provincial governor, bringing together local authorities, civil protection, and territorial communities. "Intervention in such situations is closely tied to the territory," explains Mr. Moumou, "because a blocked road simply means intervention is impossible."

In terms of technical approach, the Company has adopted a three-tiered method. First is implementing safety measures by isolating damaged sections of the network to protect citizens’ well-being. Second, transitioning power supply to backup solutions: generators, mobile tanks, or pumps. Third, the actual repair phase, once a secure alternative is in place.

Mr. Moumou cites concrete examples. On the Mechraâ Bel Ksiri – Al Haouafate route, teams had to isolate certain medium-to-low voltage transformers due to the risk of flooding, ensuring both citizen safety and the safety of the installations, "as everyone knows, water conducts electricity." To address power outages for certain users, generators were deployed to ensure a temporary supply for the population.

For the drinking water network, the protocol called for enhanced quality control through intensified analyses to prevent contamination risks, utilizing temporary solutions such as mobile tanks when necessary. Regarding sanitation, Mr. Moumou emphasized that the priority was "to prevent wastewater from backing up into homes," through the continuous operation of pumping stations, bolstered by mobile pumps in critical areas.

Mr. Moumou acknowledges that emergency response logic starkly contrasts with ordinary operational procedures. Normally, intervention times are governed by contractual commitments; any operational action across the three networks is conducted within two to four hours. Conversely, in a crisis such as flooding, response is "based on priority" within the provincial cell framework. Essential infrastructures—hospitals, health centers, and water reservoirs serving thousands of subscribers—are classified as top priority, with interventions expected within a maximum of four hours.

However, certain cases necessitated prolonged waits before intervention. On the same Mechraâ Bel Ksiri – Al Haouafate route, substations and electrical poles sustained damages requiring several days to repair, primarily due to "completely blocked access roads," necessitating alternate solutions, particularly the use of generators.

Mr. Moumou concludes his testimony with a succinct statement: "The speed and effectiveness of interventions fundamentally depend on the level of preparedness and anticipation: qualified teams, suitable and operational resources, and close coordination with local and provincial authorities."

From Reaction to Anticipation

Recent crises, observes Mr. Younes Nizar, have taught the Company two fundamental lessons. The first highlights the vital importance of resource pooling: inter-provincial solidarity protocols have been enhanced, allowing for rapid redeployment of equipment and heavy machinery from unaffected areas to impacted zones. The second lesson prompted a series of in-depth sectoral studies to refine the vulnerability mapping of each territory.

The combined outcome of these lessons, as he adds, is a shift "from reactive management to a genuine anticipation strategy," where sites for pre-positioning equipment and human resources are defined in advance, based on specific risks identified through these sectoral studies.

The provinces of Kénitra, Sidi Kacem, and Sidi Slimane are top on the list of exposed areas, alongside other sensitive points. These territories receive special attention and sustained coordination with local authorities, fostering proximity to citizens.

Digitalization: The Decision-Making Arm

On another front, digitalization plays a central role in the Company’s strategy. Mr. Nizar describes it as "an accelerator for decision-making and a guarantor of operational precision." This translates into integrating Geographic Information Systems (GIS) with field complaint management tools via tablets and the SIGID system. Additionally, there is an ongoing project to broaden the scope of remote management, which will facilitate real-time monitoring and supervision of installations.

This integrated digital infrastructure, as he specifies, will provide a comprehensive overview and remote control of drinking water, liquid sanitation, and electricity installations without necessitating systematic field visits.

Citizens at the Center of the System

Communication in crisis situations also occupies a central role in this ecosystem. The Company has established a Regional Customer Relations Center responsible for real-time complaint reception and processing, complemented by various channels: SMS, social media, and digital platforms, ensuring speed and transparency in information dissemination.

The aim of this diversity is twofold, as Mr. Nizar summarizes: "to enable citizens to easily report incidents, and to provide them with the possibility to track ongoing interventions."

The Environmental Challenge… a Parallel Battle

In tandem with managing natural risks, the Company is also engaged in another demanding struggle: environmental protection. As Mr. Nizar explains, environmental incidents can be either accidental, resulting from wastewater discharges following pump station failures, or continuous, significantly impacting the natural environment.

Since its inception, the Regional Multi-Services Company of Rabat – Salé – Kénitra has launched a program for the rehabilitation and modernization of pumping stations on a regional scale, aimed at eradicating accidental discharges. The initial results began to emerge just months after its operations commenced.

As for ongoing discharges that persist in certain areas, their elimination remains a top priority. In this regard, the Company has planned to construct around ten wastewater treatment plants over the next three years, under a clearly defined goal: total eradication of all direct discharges into nature on a regional scale by 2030.

Ultimately, the contours of a regional operator emerge, working discreetly and methodically, translating national directives into concrete projects on the ground, and betting on the convergence between infrastructure investment, digitalization, and proximity to citizens. As Mr. Nizar concludes: "In times of crisis, every decision has a single purpose: to ensure service continuity, regardless of circumstances." A seemingly simple statement, yet it embodies a tacit contract between a company and the citizens it serves.