During an internal meeting, organized on October 25 in a both face-to-face and digital format, Hamid Addou, Chairman and CEO of Royal Air Maroc (RAM), presented to all employees the new organization of the Company.
In a context of recovery in air transport at the global level, this organizational transformation is necessary to support the development of the Company and put it back on a growth trajectory. It responds to many internal and external challenges in a constantly changing environment, both uncertain and full of opportunities, says the national company.
The exacerbated competition at the end of the crisis, as well as the changing expectations and habits of travelers thus require a marked reorientation towards the establishment of “customer-centric” organizations, based on optimizing the customer experience, advanced digitization and the notions of sustainability and eco-responsibility.
In addition to the operational poles, Royal Air Maroc is restructuring around three complementary poles, responsible for operating in close synergy. This organization chart will create an environment conducive to transformation, innovation and sharing. It improves the mechanisms likely to accelerate decision-making and promote cross-functional work. Finally, it makes it possible to optimize the development potential linked to Royal Air Maroc’s membership in the oneworld alliance.
Commercial pole. More aggressive, it now has dedicated Business Units by market, according to the specificities of the regions served to better meet the requirements of the company’s various clienteles: Europe Department, Americas Department, Africa Department and Morocco, Asia and Middle East Department .
The Cargo will be strengthened following the performance of this activity during the difficult economic climate of Covid 19, which has demonstrated its strategic importance through its missions of transporting vaccines and medical equipment both to Morocco and to other countries.
Through the Network & Revenue Management Department, the transformation of the sales force also aims to improve the efficiency of the network and the sales force in the service of sustainable growth.
The division is supported by support functions: Alliances & Partnerships Department, Support & Sales Management Department, Communication & Trade Marketing Department.
Customer Experience Department. Its mission is renewed, aiming to better understand the customer and the experience of his trip, in order to master it from start to finish and always better serve him. This division is structured in two Departments: Customer Experience and Customer Proximity.
Transformation Pole. He will be the guarantor of the agility and continuous improvement of the processes, responsible for permanently supporting the Company’s adaptation to strong changes in consumer trends and behavior and to the predominance of new technologies. This pole is organized into four Departments: Strategy & Innovation, Digital & IT, Marketing, e-Commerce, supported by a CSR & Sustainable Development department.
The operational divisions remain made up of Operations Department, organized around the Air Operations, Technical, Quality Safety & Security, Training & Human Resources Departments, and the Support Department bringing together the Finance, Management Control & Shareholdings, Purchasing & General Affairs and Human Capital Departments.
Anxious to evolve in the field of parity, the reform of the organization of Royal Air Maroc also reinforces the presence of women in the top management of the company. Royal Air Maroc now has seven directors, including a division director.
As such, Royal Air Maroc recently confirmed its participation in the “25by2025” program initiated by IATA in terms of feminization of teams within large international companies.
For Hamid Addou, “Royal Air Maroc is reinventing itself and we are more than ever mobilized, in this period of recovery, to face the major challenges that await the company in the coming years. To this end, we have completely refocused the company’s strategy on the customer experience, controlled from end to end but also rethought the employee’s experience for a human capital that is better prepared and integrated into its environment ”.
“We are thus giving ourselves the means to serve with an objective of excellence various increasingly demanding clienteles, but also to continue to favor Royal Air Maroc by the many tourists and visitors attracted by our destination Morocco”, he concludes. .
All operational, commercial and administrative teams are thus in battle order to carry out Royal Air Maroc’s mission and project the national air flag into the future, in accordance with the best standards of organization and quality of service.