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CAPITAL HUMAIN

At OCP, human capital is the company’s main competitive advantage. OCP puts human capital at the core of its strategy and is fully committed to attracting, developing and permanently retaining talented people while constantly balancing skills, experiences and career aspirations and the company’s values and strategic objectives.

Human capital positions cover a set of activities allowing optimal and personalized management of our talented people: recruitment, development and career management consulting, talent management, training, compensation, management of social relations, HR analytics, etc.

 
FINANCE

OCP’s financial strategy is developed and integrated into its strategy and its image for the financial community, while ensuring active performance management and risk management. It is based on four key areas:

  1. Funding: Ensuring the availability of the necessary financial means for the achievement of the development strategy in the best conditions (cost, risk and maturity) and respecting financial balances;
  2. Communication and financial information: Producing and communicating reliable and precise information in accordance with international best practices;
  3. Performance management: Driving operational and financial performance to maximize profitability and optimize the allocation of Group resources;
  4. Financial and operational risk management: Evaluating and hedging the financial and operational risks to protect the Group’s profitability and activities.
 
COMMUNICATION & INFORMATION

Knowing how to communicate well in a world where information flow is exponential is a challenge faced by global companies such as OCP, a worldwide enterprise entering a new era where everything is moving. The Media Group is made up of a multidisciplinary team including all communication and information positions (project managers, press secretaries, graphic designers, social media managers, video makers, journalists and reporters, strategic planners, etc.). It works every day to provide the Group with fluid, credible and influential communications, to make OCP a unique company in the national and international landscape both through its activities and its identity.

 
STRATEGY
 
LEGAL & CORPORATE AFFAIRS

The legal department supports the realization of OCP Group’s strategy. It takes on the role of a solution-oriented business partner, assisting all OCP entities in the design and implementation of the strategy. It participates in negotiation and restructuring operations of all kinds and helps cement partnership in Morocco and the rest of the world, in order to optimize our operations and make our transactions secure. Due to the great diversity of OCP’s activities, the legal department, in keeping with the needs identified, is involved in each step so as to ensure that decision-making preserves the Group’s interests as much as possible. The legal department also ensures that OCP activities follow international compliance and governance standards so that trust-based relationships can be established with our partners and investors, thus facilitating access to national and international capital markets. Through its assistance in domains as varied as international commercial law, business law, real estate law, finance law, intellectual property law, and national and international dispute resolution, the legal department has made it possible for high-quality technical expertise to emerge. The corporate affairs department is in charge of OCP’s reputation management. It handles the development of the reputation strategy, risk management and the promotion of the company’s image through close coordination with the relevant departments. To do this, the corporate affairs department manages relationships with decisive stakeholders and streamlines OCP’s interactions with its international ecosystem. The identification and evaluation of opportunities and of the risks generated by public policy and regulatory affairs, as well as the development of strategies to handle the corresponding issues, are under the responsibility of this department. The corporate affairs department anticipates the deployment of OCP Group’s strategy and works to bring together conditions that are favorable to its execution through cross-functional actions with various OCP departments.

 
PERFORMANCE MANAGEMENT

Performance Management guides OCP Group’s performance in a comprehensive, integrated way and optimizes both strategic and operational decision-making at every level of OCP’s value chain.

Performance Management’s mission is divided across four entities:

  • A Corporate Boardroom entity that acts as a one-stop shop for decision-making tools (progress reports, what-if scenarios, simulations, etc.), with which the stakeholders’ plans must be compatible;
  • A Supply Chain & Business Steering entity in charge of the overall optimization in collaboration with stakeholders, of the Group’s production and marketing programs, and of the end-to-end design of its supply chain with a view to maximizing value;
  • A Corporate Planning entity in charge of rethinking OCP’s planning;
  • A Quality Management entity in charge of strengthening OCP’s quality measures (policy review, design of the quality management system, etc.), monitoring relevant legal and regulatory developments, and ensuring our products’ compliance with official norms and standards and client specifications.
 
RISK MANAGEMENT

At OCP, the risk management department designs and identifies risk management and risk strategy mechanisms. One of its main missions is to establish a culture of risk management by deploying a proactive approach at all levels of the organization. Risk management teams work daily in cross-disciplinary mode to integrate risk management as a way of achieving operational excellence. With a global vision of all the activities of OCP Group, they define the metrics to measure risk and track results, contributing to the strengthening of internal control and risk management mechanisms and make decision support tools available to governance bodies.

 
CIRCULAR ECONOMY

Built into a program within OCP, this new concept in our mining industry is in line with sustainable development goals. Inspired by the concept of a green economy, the circular economy program aims to satisfy needs while preserving resources and respecting the planet and turning waste into resources. The program aims to support the Group in the efficient use of resources and maximum reduction of the environmental impact, while making this activity a driver of value creation and wellbeing.

 
ORGANIZATION 

In order to support the new transformation dynamic resulting from OCP’s aspiration to accelerate its new emerging strategic development, the Organization department has been mandated to design and implement the company’s new operating model while mobilizing all stakeholders in this transformation movement. This will help make OCP a company known for its ability to establish, implement, and review strategies that lead to a concrete impact on the company in terms of value creation, innovation, and adaptation in a complex and uncertain environment. As part of this effort, OCP Group has leveraged UM6P’s research capacity with the goal of becoming a model for the world in terms of industrial organizational and managerial innovation.

 
AUDIT

Internal audit is an independent and objective activity providing the Group with assurance on the degree of control of its operations, and gives it advice for improvement. It helps OCP to achieve its objectives by assessing its risk management, control and governance processes, and by making proposals to enhance their effectiveness. Internal audit supports the increase in and preservation of the value of the organization by giving objective advice based on a risk approach.

 
HSE

This abbreviation refers to health, safety and environment, an area of technical expertise controlling aspects relating to occupational hazards within OCP. The HSE entity intervenes in the management of quality and safety and in the Group’s environmental management. It is, as such, responsible for ensuring that a culture of staff safety is instilled and providing training in terms of prevention, and it ensures respect of standards and the reliability of facilities. The issues are many and involve cross-disciplinary knowledge across the whole company.

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