Construction & 2030: Behind Major Projects, the Skills Challenge
Morocco’s construction sector is at the heart of a significant investment cycle.
Infrastructure, transportation, public facilities, hospitality and major development projects are creating a substantial pipeline of construction activity towards 2030.
However, this dynamic does not automatically translate into continuously rising stock-market valuations.
According to Médias24, as of September 14, 2026, TGCC, Jet Contractors and SGTM had declined by 20.6%, 24.5% and 31.2% respectively since the beginning of the year, while order books continued to benefit from major projects related to 2030. Médias24
This is first and foremost a financial and market development.
It does not, on its own, allow any conclusion to be drawn regarding the HR policies or operational capabilities of the companies concerned.
It does, however, raise an important question for the construction sector:
as the number and scale of projects increase, do organizations have the capabilities required to turn order books into sustainable execution?
In construction, growth is fundamentally an execution challenge
Winning a major contract is one step.
Delivering it on time, at the expected quality level, while controlling costs and maintaining safety standards is another.
When several major projects must be executed simultaneously, organizational complexity increases rapidly.
Companies need to build teams, assign leadership, mobilize technical expertise, coordinate subcontractors and manage operations across multiple sites.
Growth in order books therefore needs to be matched by growth in execution capacity.
And execution capacity depends directly on people.
Critical capabilities become a strategic asset
Some construction skills can be particularly difficult to replace quickly.
Project directors, site engineers, construction managers, planning specialists, HSE professionals, procurement profiles, project controllers and technical experts can all become critical as project volumes increase.
The challenge is therefore not simply to hire more people.
Organizations need to determine which capabilities will be required, when they will be required, on which projects and at what level of seniority.
This also helps avoid situations where multiple strategic projects compete internally for the same scarce expertise.
Recruitment must begin before the need becomes urgent
In an active market, waiting until a critical position officially becomes vacant can create operational risk.
Experienced profiles may require weeks or months to identify, approach and recruit.
Organizations therefore need to anticipate.
Which projects will begin in six months?
Which leaders will already be committed elsewhere?
Which capabilities can be developed internally?
Which profiles will need to be sourced externally?
Recruitment then moves beyond simply filling vacancies.
It becomes part of operational capacity planning.
This is where Executive Search becomes strategically relevant, particularly in construction. MAK Associates explicitly lists construction among its Executive Search specializations. MAK Associates & Co
Middle management becomes decisive
Major projects are not executed only by senior executives.
Between corporate leadership and site teams sits an entire management layer responsible for translating strategic objectives into day-to-day execution.
Construction managers, package managers, project managers and site directors need to coordinate teams, manage priorities, escalate risks and maintain execution standards.
As an organization scales quickly, this management layer can become particularly important.
Moving an excellent technical specialist into management also requires preparation.
Technical expertise alone does not necessarily provide the skills required to lead teams, delegate effectively or make decisions under pressure.
Retaining talent becomes as important as recruiting it
Periods of strong activity naturally create more opportunities for experienced professionals.
Critical profiles can therefore become increasingly sought after.
For construction companies, the question is not only:
“How do we recruit?”
It is also:
“How do we retain critical capabilities throughout the project lifecycle?”
Compensation, career development, management quality, recognition, mobility between projects and visibility over future opportunities can all influence retention.
2030 should also be viewed as a capability horizon
Major investment programs can be planned years in advance.
Capabilities should be planned in the same way.
Construction companies can translate development plans into workforce and capability plans:
Which roles will become critical?
How many teams will be required?
Which profiles can be developed internally?
Which recruitments need to be anticipated?
Which managers need to be prepared for greater responsibility?
This connects business strategy directly to organization and Human Capital.
From order books to delivery capability
Recent stock-market movements among listed construction companies remain primarily market information.
They do not demonstrate that the companies concerned face HR or capability problems.
They do, however, highlight a broader reality:
the value of an order book is ultimately realized through execution.
Between the signing of a project and its delivery stand people, managers, expertise and thousands of operational decisions.
Major projects create opportunities.
Human Capital helps determine an organization’s ability to turn those opportunities into completed projects.
MAK Associates supports organizations through Executive Search — including construction profiles — and Human Capital advisory. MAK Associates & Co
News source: Médias24 — “BTP coté : la Bourse commence-t-elle déjà à douter de la promesse 2030 ?”, September 14, 2026.