AOS: Restructuring, New Services, and Strategic Vision for Sustainable Social Action

In a national context marked by the reform and modernization of public services, the President of the Association of Social Works (AOS) for water, electricity, and wastewater distribution companies in Morocco, Mohamed Farnaoui, granted an interview to MCG24. He discussed the ongoing restructuring, the new services set to be established in 2025 and 2026, as well as the ambitious strategy aimed at sustainably bolstering the social action of the sector.

MCG24: Mr. President, why did you initiate a restructuring of the AOS?

President of the Association of Social Works (AOS): The restructuring of the AOS became an imperative necessity. In recent years, the Association has faced financial imbalances that threatened the sustainability of its social actions. In light of this situation, we initiated a responsible and structured recovery process with all stakeholders.

Following a thorough diagnosis, several key measures were adopted. We changed the status of the Association to strengthen its legal framework and improve its governance. A General Assembly was convened, allowing for the election of a new Board of Directors and a Supervisory Committee, which ensures enhanced transparency and institutional control.

In the same spirit of professionalization, a Director was appointed to manage administrative and financial operations. A procedural manual was developed and implemented, accompanied by strict spending controls.

Today, this restructuring serves as the foundation for healthy, rigorous, and sustainability-oriented management.

The year 2025 saw the introduction of new social services. Can you tell us more about them?

Indeed, 2025 marked a significant turning point. Despite the financial recovery context, we were determined to enhance our social offerings.

Among the flagship measures is the housing allowance, which covers 2% of the interest charges on a housing loan capped at 600,000 dirhams. This measure aims to facilitate homeownership for our members.

We also established a birth assistance program, an OMRA aid, and a reevaluation of certain core services. Our objective was clear: to maintain solidarity while continuing our financial recovery efforts.

What are the main social innovations being implemented in 2026?

In line with the decisions made during the Board meeting held on February 11, 2026, at the Kahrama Center in Temara, 2026 is set to focus on expanding and consolidating social services.

New measures include:

• Aligning travel expenses with those applied by SRMS to ensure equity and sector consistency;
• Providing a Ramadan basket for retired sector employees in need;
• Offering a marriage assistance program for the wedding of an active employee;
• Introducing an excellence award for the children of employees who achieve the best scores in high school and ninth grade;
• Establishing a death benefit (consolation aid) in case of death of an employee, their spouse, or child.

Additionally, certain services have been reevaluated, notably pilgrimage assistance and school aid.

These decisions reflect our commitment to combining enhanced solidarity with responsible management.

What is the strategy for social works in the coming years?

Our strategy is founded on a renewed vision structured around four major priorities.

First, financial consolidation and governance modernization to ensure the sustainability of our actions.

Second, modernization of infrastructure through a program to redevelop Centers and Clubs, including bungalows, multifunctional rooms, sports fields, and reception areas.

Third, the valorization and securing of the Association’s assets. We have launched a comprehensive inventory of our real estate and movable property. A priority project involves clearing up land ownership issues: property certificates, exact areas, topographical plans, and mass plans. This approach aims to guarantee legal security and sustainable enhancement of our assets.

Finally, we attach strategic importance to the development of human capital within the AOS. Continuous training, team professionalization, and the modernization of management tools are essential levers to enhance the overall performance of the Association.

Our ambition is clear: to build a solid, transparent, modern, and socially innovative institution.

Any final message for the members?

I want to reassure all our members: all the reforms initiated and the new services established have a single goal — to sustainably strengthen the social mission of the Association.

I would also like to thank the Ministry of Interior, the Directors General of SRMs and companies, as well as the locally elected delegates for their involvement and contributions to the success of this restructuring initiative, which will significantly support the establishment and development of regional multi-service companies.

The AOS is now moving forward on a more solid foundation, with strengthened governance, a clear strategic vision, and a strong commitment to serve its members with equity, responsibility, and dedication.