Sustainable performance cannot exist without safety, commitment, and fulfillment
Insight from Amal Boukhriss, Human Resources and CSR Director at Sonasid
In a rapidly changing industrial sector, employee experience relies on companies' ability to combine sustainable performance, safety, skill development, and well-being at work.
Amal Boukhriss, Director of Human Resources and CSR at Sonasid, discusses the Group's strengths, her vision of employee experience, and the strategies implemented to enhance its attractiveness and employee well-being.
Supported by its key shareholders and leading institutional investors, Sonasid is the leader in the Moroccan steel sector and a major regional player in the production of low-carbon footprint steels. With a production capacity of 1.1 million tons of concrete reinforcing bars and wire rod, the Sonasid Group has developed over 50 years of technical and operational expertise to support major construction projects in Morocco. As Morocco's leading recycler, Sonasid has adopted a "zero waste" manufacturing process powered by renewable energy. This approach results in a carbon footprint that is 68% lower than the global industry average and avoids 1.4 million tons of CO2 each year. Sonasid is also the first long steel producer in Morocco to obtain international EPD certification, which will be extended to steel fibers in 2025.
At Sonasid, employee experience is built on a strong belief: sustainable performance cannot exist without the safety, commitment, and fulfillment of the men and women who drive the company daily. Health and safety are therefore an absolute priority and a strong indicator of our management culture. Our "zero accident" ambition mobilizes the entire organization through a structured system. This culture is also based on three core values: Solidarity, Audacity, and Integrity, which guide collective dynamics within the Group. Skill development is another major pillar of our HR policy. By 2025, over 77,000 hours of training have been provided. We also pay special attention to supporting career paths and identifying talent. Annual reviews, People Review cycles, career committees led by the HR department, and succession plans monitored by the Appointments and Remuneration Committee ensure that this management is forward-looking and promotes sustainable skill development. Engagement is finally based on the quality of dialogue and the ability given to everyone to contribute to the company's life.
Since 2025, the Group has implemented an ambitious health and well-being at work program. Parenthood plays an important role in this initiative. Maternity leave has been extended to five months of paid leave, while paternity leave reaches ten days. A nursery is now operational at the Nador site, and several partnerships have been established with specialized institutions to facilitate access to suitable childcare solutions near the Group's locations. Remote work arrangements have also been put in place, taking into account the needs of employees and the operational realities of the jobs. Diversity and inclusion are also key areas of our HR policy.
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