grh - mdjs.pptx

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HRM in the Ministry of Youth and Sport Presented by : -LAHYANI Saad Eddine -KHALI Wael -HIYADI Kawtar -MOATAMID Oumaima -HANAF Meryem -MABCHOUR Amal -YAALA Hicham -SOUFI Badr S7-Group D supervised by : Mr GASSEMI Karim

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Page 1: GRH - MDJS.pptx

HRM in the Ministry of Youth and Sport

Presented by : -LAHYANI Saad Eddine -KHALI Wael-HIYADI Kawtar -MOATAMID Oumaima-HANAF Meryem -MABCHOUR Amal-YAALA Hicham -SOUFI Badr S7-Group D

supervised by : Mr GASSEMI Karim

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• Different aspects of the HR function within the Ministry of Youth & Sport ?

Problematic :

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Plan :

• Introduction-Partie I : presentation Of the Ministry of Y&S-Partie II : organization and roles of HR-Partie III : administrative management -Partie IV : analysis of HR Development Process-Partie V: analysis of HRIS • Conclusion

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• The Ministry of Youth and Sports is a ministry of the Moroccan government of Mr. Abdelilah Benkiran. The Ministry is in charge of sports policy and issues related to youth. It is headed by Mohammed Ouzzine. The government is responsible for the conduct of sports policy in Morocco.

Presentation of the ministry, its sector of activity and its internal organization

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SWOT Analysis of the Sport sector in Morocco:

Strength Weaknesses

Internal

 1. Commitment and support for morehighest authorities of the State

2. Substantial financial resourcesavailable to athletesparticipants in competitionsinternational

3. Demographic deposit of ayoung population constituting asignificant breeding ground of future champions

 1. Governance and management methods 2. Human resources in sport management (quantitative and qualitative) 3. Infrastructure (quantitative, qualitative and spatial distribution)

Opportunities Threats

External

 

1) Global market of sporting activity and strong demand

  2) 30.09 Law and Professionalization of sport

  3) Moroccan specific assets: appropriate natural environment, patriotism and enthusiasm of Moroccans for the sport.

 

1) Political influences and intrusion of non-sport

  2) Weak mobilization of the private sector (investors, sponsors)

  

3) Governance of the state and federal authorities.

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Presentation of the ministry, its sector of activity and its internal organization

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Missions of The ministry

- Develop social and educational programs that ensure the organization, supervision and protection of youth, children and women

- Improve and generalize the associative action of youth and children to ensure the protection of youth and their integration into society.

- Develop activities related to regional and international cooperation in the field of youth and childhood;

- Preparation of studies and research that promote and contribute to the development of the youth of the child and woman;

- Assist and develop regional policy in the field of youth, children and women,

Presentation of the ministry, its sector of activity and its internal organization

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Missions of General inspection

to inform the Minister on the operation of services, investigate any complaint which is entrusted to him and carry on his instructions, all investigations, inspections and studies.

Missions of delegates:

- They maintain and animate in coordination with representatives of the authorities and provincial and prefectural governments and representatives of the public, dealing with the various stakeholders and operators in the field of Youth and Sports.

- They provide departmental representation at meetings of provincial and prefectural technical committees.

Presentation of the ministry, its sector of activity and its internal organization

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The Directorate of Youth, Children and Women's Affairs

• - The service of establishments in youth and rural activities;

• - The service of youth associations;• - The service of youth cultural tourism.

The division of the youth

group

• -The service children's holiday camps;• -The service of the child protection;• -Service consultation and guidance

The division of childhood

group

• -Service Advancement of Women;• -Service vocational training for women;• -Service basic educational action.

The Division of Women's

Affairs Group

Presentation of the ministry, its sector of activity and its internal organization

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The Directorate of sport

• -The service of coaching;• -The service of studies, programming and

coordination.

The division of the

Advancement of sport Group

• -The service of establishments and sports equipment;

• -Control service facilities and sports halls.

The division of sports

institutions group

• -Service of sports medicine and doping control;

• -Service of insurance.

The division of sports medicine

that group

Presentation of the ministry, its sector of activity and its internal organization

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Presentation of the company, its sector of activity and its internal organization

• Direction of human resources:

Source: MJS:http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines

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Presentation of the company, its sector of activity and its internal organization

• Direction of budget and equipment:

Division of budget and accounting• -The service of budgeting and accounting;• -Service of contracts;• -Service of planning

Division of equipment and materials• -Service of equipment and control of property;• -Service of equipment and car park.

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Presentation of the company, its sector of activity and its internal organization

The minister

Mohammed Ouzzine is a Moroccan politician born January 5, 1969. He is the current Minister of Youth and Sports in the Benkirane government.

Member of the political bureau of the Popular Movement (MP ), Mr. Ouzzine held of 2002-2007 , the advisor to the Minister of Agriculture , Rural Development and Marine Fisheries .

Mr. Ouzzine was elected in the elections of November 25, a member of the House of Representatives in Ifrane constituency.

Elected president of the common Wade Ifrane

Elected president of a group of rural communes of the province of Ifrane

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2.1 Organization of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

According to the head of department of human resources. In everyday life, the Human Resources function addresses several tasks that could be grouped into 4 main

areas:

Recruitment of employees

Staff remuneration

The forward management of jobs and skills

The improvement of working conditions

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The development

and management of

human resources.

The development of

a master plan for management

planning functions and the number of

staff and departmental

officials.

The development

and implementation of programs and

methods of training of

managerial staff and officials.

The organization of training

sessions for the benefit of

officials of the Ministry.

The management of social affairs of

officials and staff of the

department.

Development and support of

the development of

modern Informatics systems and

their extension.

2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

Pursuant to Decree No. 2.02.379 of 12 June 2002 on the functions and organization of the Ministry of Youth and Sports, the Department of Human Resources is responsible for:

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career is understood in terms of a decision-making process and a framework to

make best use of existing human capital.

to reflect in terms of skills and potential. Focusing the

collective leaders focus their attention on the jobs

and skills associated.

2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

Two dimensions are distinguished to interpret the second component of human resource development: the horizon of the approach and the level of analysis.

The development and management of human resources.

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The development of a master plan for management planning functions and the number of staff and departmental officials.

The entry and departure of a government

official requires the outset to have a look on the regulatory framework for the recruitment

of staff, systems or devices recruitment on initial training theory and practice as well as

tenure and allocation.The implementation of these management

tools will also reduce delays both in promotions, tenure and reclassifications after

training, as it is expected to implement an integrated management that takes into

account both a management administrative and financial.

2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

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Defining the objectives of training

and strategies

means to achieve them

evaluate the results

2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

The development and implementation of programs and methods of training of managerial staff and officials.

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2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

The organization of training sessions for the benefit of officials of the Ministry

The organization of professional development sessions for the benefit of executives, aims to develop leadership skills at higher levels by offering current

and potential managers a range of development opportunities. Strategy Management Development has three strategic goals:

1. Provide a model of

leadership to executives

2. Form great

leaders;

3. Create a culture of

continuous learning.

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2.2-The different missions of the Human Resources function:

2 - Organization and Roles of the Human Resources function:

The management of social affairs of officials and staff of the department

• Apply the management policy set by the Human Resources

• Ensure compliance with the labor law and social law

• Maintaining relationships and negotiate with the social partners

• Propose solutions to employees in case of dispute

• Make the interface between employees and management

The management of social affairs is to manage everything related to employment law. The charge of social affairs is the privileged interlocutor of staff, management and strict application of labor law. Thus, the charge of Social Affairs is responsible for:

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2.3 Description of the strategic role of HR management:2 - Organization and Roles of the Human

Resources function:

The HR management of ministry claims resolutely rank agent of change facing talent management and human resources to support

the expectation of excellence. In fact, the DHR maintains the necessary changes. He sees himself more as the architect determines what form should change, but not necessarily as the person making

the change. It must make the process of possible changes are managing the human aspect.

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2.3 Description of the strategic role of HR management:2 - Organization and Roles of the Human

Resources function:

The HR function within the ministry has evolved over time. In beginning, the role of HRD was focused on all what is administrative

in order to ensure compliance with the regulations (social, fiscal, conventional) and to be charge of implementing the activities of Payroll Administration staff to manage social statements, time

management and vocational training., then move to the legal Ensure compliance with Law and social Law of work. Finally, HRD has become rather marketrice because it applies the basic concepts of marketing

in recruitment. It considers a position as a product on the market.

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2.4 Brief description of the various projects of the Human Resources department:

2 - Organization and Roles of the Human Resources function:

-Implementation of a new HR policy: -implementation of the system of management of jobs, manpower and skills -245 new hires: 205 to the ministry, 40 ongoing, 24 through sports federations -1276 advancements grade

-Social work: -new association of social work of MJS

-pilgrimage colonies for children and family MJS, supplementary health insurance -initiation of the study for the establishment of the foundation of social work

-Computerization of the ministry:

-Establishment of an internal messaging system.

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2.5 Analysis of the distinctive values of the Human Resources Department

2 - Organization and Roles of the Human Resources function:

Driving and managing change comprises:

-The accompanying HR reforms : Continued convergence projects and harmonization of HRM.The steering of HRM.

-Better recruit and train better :Optimizing the organization of recruitment.The post-recruitment training.

-Retirement Act:Rising the retirement age.

Professionalizing HRM comprises:

Organize , facilitate and mobilize HR

Improving the business environment

Promoting a decisional human resources information system

will equip the strategic management of HR.

The strategic objectives of HRM policy remain , namely better recruit, manage better, better dialogue and better pay . Indeed, MDJS fits in the guidelines listed below:

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3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:

Principals functions:Adjustment

of allowances

family records

Adjustment records of workplace accidents

Validation Service

Monitoring records unions

represented at the

Ministry

Presentation of

certificates of salary.

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3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:

Constitution of the personnel file:( Photocopies of diplomas, Extract birth…)

Membership of social organizations:

Declaration of Children Calculation of contributions FAMILY

ALLOWANCES

Registration at C.M.R

Registration to C.N.O.P.S

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3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:

• Advantage money• Fringe benefit

Calculation of income tax (IR)

• Entering payroll data on the software• Payment and held fixed(tax and social security deductions)

Processing Payroll:

• reason for the absence (illness, Work Accident, Crash ride, Death..)• The maternity and paternity leave/ Parental leave/Sick leave

Absence /Leave Manag.

• Resignation:• Termination, revocation and abundant job• Retirement• final settlement

The End Records Management Service:

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3 – Analysis of Administrative Human Resources Management process: 3.2) Description and analysis of management activities of trade unions or staff representative:

Unions:• provide individual and collective defense of

the interests of employees, at the Ministry

of youth and sports.

Delegates:• role of communication

low participation

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3 – Analysis of Administrative Human Resources Management process: 3.3 Description of the process of development of the human resources budget:

• This type of management is also a way for the central administration and decentralized services to determine the objectives to be achieved in the coming period.

Improve the quality of

services rendered by the

administration

Facilitate the devolution of management

Establish a balance between

ministerial responsibility for

the results, on the one hand,

and the necessary

autonomy to line managers, on the

other hand

Focus attention and energies on

the results of the action through

the control process to ensure

their implementation

In order to:

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3 – Analysis of Administrative Human Resources Management process: 3.3 Description of the process of development of the human resources budget:

• Implementation of budget management within the department is based on the following steps:

1-FRAMING AND STRATEGIC DIRECTIONS

3-Agreement

5-Execution

2-STRATEGIC PLANNING

4-Eligibility

6- Assessment and monitoring

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3 – Analysis of Administrative Human Resources Management process: 3.4) Identification and analysis of control practices of social management:

• social control has goals of social control and social performance of the organization:

INFORM DIAGNOSIS Require MANAGE

The dashboard is a reference tool that gives values and indices that describe the evolution of relevant facts in the decision process.

Workforce The flow of personnel labor costs

Demographics Training Absenteeism.

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3 – Analysis of Administrative Human Resources Management process: 3.5 Proposals and recommendations:

Develop interfaces (programs) related to

payroll processing that allow the exchange of

information between different software and applications

Prepare to face in the future growth of

labor by recruiting new human skills.

Strengthen the process of social

control management to make effective and

achieve the performance level of

human resources.

Promoting social dialogue in order to give staff freedom of

expression. This allows fostering communication

within the group and information exchange.

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The division of learning and executive development

The section of learning program

The section of in-service learning

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

Learning process

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The REC approach was launched in 1997 is characterized by pooling the efforts of several stakeholders and transfer skills in action. It takes the form of a formal file where you can found:

Descriptions of each target job: mission and job content in terms of main activities

The Profile of Commons and specific job skills; The qualifications required on the basic training and

professional experience.

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

REC (référentiel des emplois et des compétences)

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

The learning process schema

Analyze the

training needs

Develop the

training plan

The cooperation

with the various training

institutions

The training achievement

Evaluate the

training plan

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

In the MJS, learning is an excellent tool for skills development and motivation

Fill the weaknesses

• to ensure maximum performance and increase skills and improve employability

Retain employees

• offering them the privilege to receive learning free of charge

Description of the strategically role of learning 

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

Development and operationalization of the learning plan

Summary training Plan 2010-2013 it is divided into 7 topics:

Team management

Office

Legislation & cooporation

Internal audit

System development

Project management

Secretariat

The training program lasts 67 days with a amount of 600 employees

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

Development and operationalization of the learning plan

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

Learning statistics

• Integration of 480 students• Creation of 3 new orientation in professional

license• Partnership with ISCAE and ENCG-Casablanca

Sport managemen

t

• Training budget has increased from 294 000 dhs in 2009 to 1 000 000 dhs recently that mean a rise of 240 %.

• The number of beneficiaries represents 90% of all the ministry employees.

Internal

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Description of the recruitment process

Contest noticeElaboration of the

order relating aperture of the contest

Elaboration of the contest notice and

publication

processing of requests for Nominating

Judgment of list selected to take the

examination, publication and convoncation

End of the processing operation of ApplicationsActors: authorizing officer

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Tests

written tests Corrections and ratings

Oral or practical

tests

jury deliberation

Description of the recruitment process

Candidates selectedActors: authorizing officer

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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AssignmentsNotification for the complement of the

file

request of the medical certificate and verification of non registration in

CCD

assignment of candidates and

notification to the relevant services

Establishment of the minutes of the

Decree recruitment and signature

Description of the recruitment process

Assignment and recruitment of the candidateActors: authorizing officer / Ministerial

Treasurer

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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IRFC: the Royal Institute of Executive Training for Youth and Sports

signing labor contracts with the laureates of IRFC with the aim to initiate a recruitment process for new CSPI (socio-sport clubs integrated area) ensure administrative and sports animation of the CSPI solve the problem of unemployed graduates of IRFC allowing them to obtain stable jobs appropriate to their education.

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Indicators encrypted on recruitment

Achievement 2009 – 2011- Establishment of system management of jobs, staff and skills (GPEEC)- 245 new hires: 205 at the MJS 45 through sports federations- 1276 advancements grade (28% officials MJS)

State of playTotal absence of human resource management- A high average age (48 years)- A lack of adequate job / skill

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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E- recruitment

01/03/2011: a partnership sealed between the MJS and and AmalJob.com.

AmalJob.com: the first site 100% Moroccan Online job

– 4,000,000 visitors – 200,000 CV– 1,200 customers– The placement of over 13,000 profiles

The development of an online recruitment system adapted to the specificities of MJS

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Critical analysis of the current system of recruitment

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

• Recruitment needs are not defined on the basis of a careful analysis

Insufficient control needs

• The lack of predictive analytics jobs and skills does not allow establishing a medium-term visibility on the recruitment needs

Lack of medium-term recruitment

needs

• Very few departments provide their young recruits an integration program

Lack of integration programs for young

recruits

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to develop and classify jobs ministry and establish a system of workforce planning, jobs and skills

to anticipate strategic changes in business administration, with the decision support and management of human resources policies

Job and Competency Planning

A deficit in human resources and skills, due to A deficit in human resources and skills, due to retirements and the economic and budgetary constraints limiting the recruitment

process and creation of employment position

The implementation of a system of forward planning of staff, employment and skills

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Evaluation Process

Rank promotion

Choice: officials and employees promoted in grade by the regulatory

requirements for promotion

By professional contest (EAP): held annually

usually in the month of December

Advancement to a higher step

the regularization of step increments for

officials and employees of the Department.

• Internal communication within the organization• Tool for improvement for both : he person whose performance is evaluated and

for the organization

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

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Recommendations

Description of the learning process

Description of the recruitement process

Description of the evaluation process

4-Analysis of Human Resources development process

Develop consistent assessment instruments and make a notation operational evaluation system

Extend the field of progress in the same scale by increasing the number of steps within the same scale

Link any rank promotion to professional examinations and competitions and generalize this measure to all administrative

Develop learning programs customized for the promotions needs under the proposed system

Give the study of the files of appointment to positions of responsibility to specialized committees for greater transparency and fairness

Insert control techniques managements and performance measures

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5- Analysis of HRIS

Definition :

• A human resource information system is an information system or manages service that provides a single, centralized view of the data that a human resource management group requires for completing human

resource processes.

• It is a software or online solution for the data entry, data tracking, and data information needs of the Human

Resources

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The GIPE is a system that allows all stakeholders in the process of management, control and remuneration of the State personnel to apply the same rules of management,

unifying concepts and procedures and adopt the same communication standards for the exchange of information

based on modern information technology.

Definition of the GIPE

5- Analysis of HRIS

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Objectives of the GIPE :

The unification of data concepts and procedures for the management of State personnel;

Standardization of business rules; Simplification of administrative procedures and circuits in

order to reduce processing time records of employees; The harmonization and approximation of data exchanged

between partners in order to achieve a “same form”; The implementation of this system to all public

administrations.

5- Analysis of HRIS

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Generally the GIPE in the Ministry of Y&S is established for two reasons:

NORMALIZATION INFORMATISATION

The HRIS in the MDJS

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Processes of exchange between the partners of the GIPE in the MDJS

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The types of information exchanged between partners

Information on the administrative status :Identifiers; No., CIN, Nationality, Gender, Name...Administrative situation Grade Echelon, Index, assignment....Prior service and service interruptionsMarital Status: Spouse, Children, custody...

Staffing situation and budget items:The establishment plans (framework law)The breakdown by entity and grades using a sequential numbering The historical movements’ framework law affecting a PBCurrent status or position of each PB: busy, vacant, delegate, deleted reserved....

The historical situations PB: Evolution of the situation of a PB (vacant and occupied until his removal ...)

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Action performed The weak point

•The GIPE allowed a better control of the management of budget items;•The development of collective treatment acts of Personnel Management has a speed and a significant reduction in workload;

•Data communication is always done through magnetic media (floppy disks);•The use of paper documents in the file is in parallel with the computerized system and that is an obstacle to the circulation of information;•The diversity of statutes governing the State personnel and complexity of administrative procedures do not facilitate the work of setting aperture and maintenance GIPE system.

The HRIS in the MDJS

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Conclusion

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Biblio/Webographie• LA POLITIQUE DE VALORISATION DES RESSOURCES HUMAINES :

UN FACTEUR DE COMPETITIVITE DES P.M.E. Odile Marie

• Documents administratifs accordés par la responsable recrutement au MDJS , Mme ElAlaoui Salsabile

• Leconomiste (Édition N° 3154 du 23/11/2009 )• Page Facebook de l’ancien ministre Mr Moncif Belkhiyat {https://

www.facebook.com/note.php?note_id=187106647991565&comments}

• http://www.mjs.gov.ma/fr/Page-8/attributions

• http://refgrh.mmsp.gov.ma/fiche_de_procedure.php?lang=fr&slider=2&IdProcedure=11&NumProcessus=2&fi=st

• http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines

• http://fr.slideshare.net/MJS_info/prsentation-du-bilan-du-ministre-de-la-jeunesse-et-des-sports-du-maroc-2009-2011

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