Morocco is building one of the most ambitious sports-infrastructure platforms on the African continent.
Stadiums in Rabat, Tangier, Marrakech, Agadir and Fez have been modernised around international competition requirements. Near Casablanca, the Grand Stade Hassan II is under construction with a planned capacity of 115,000 spectators. SONARGES now manages more than 54 sports facilities and operates the national TADAKIR ticketing and access-control platform.
The immediate objective is clear.
Morocco needs venues capable of hosting the world’s largest football events.
But the longer-term economic question is more demanding.
What happens inside those stadiums when no major tournament is taking place?
A modern arena cannot be evaluated only through its capacity, architecture or opening ceremony.
It must operate throughout the year.
It must generate revenue.
Support local employment.
Attract families and businesses.
Host sport, music, culture and corporate activity.
Maintain its technology and physical infrastructure.
Create a predictable experience for clubs, federations, sponsors and spectators.
SONARGES is therefore not simply managing buildings.
It is being asked to build a national sports-venue economy.
The success of Morocco’s stadium programme will ultimately depend not only on what these arenas look like during major competitions.
It will depend on whether they remain active, financially disciplined and socially useful between them.
Construction Creates The Asset
A stadium begins as an engineering project.
Land must be prepared.
Structures built.
Seats installed.
Lighting calibrated.
Security systems tested.
Playing surfaces protected.
Transport connections organised.
Hospitality areas fitted.
Digital infrastructure integrated.
These investments create a physical asset capable of receiving tens of thousands of people.
But construction is only the first economic phase.
Once the venue opens, the cost structure changes.
Electricity must be paid.
The pitch must be maintained.
Security and cleaning teams must remain available.
Digital systems require support.
Seats, lifts, kitchens and sanitary facilities need repair.
Insurance continues.
Technology becomes outdated.
A stadium therefore consumes money even when no event is taking place.
The operating model must begin before the construction work ends.
Who will use each space?
How frequently?
At what price?
Who bears maintenance costs?
Which revenue streams remain active outside football?
A stadium designed only around one tournament may become expensive after the tournament.
A stadium designed around continuous operation becomes long-term infrastructure.
SONARGES Is Becoming A National Operator
SONARGES was established in 2008 and has developed into Morocco’s reference public operator for the construction, equipment and management of major sports infrastructure. Its responsibilities extend across stadiums, indoor pools, sports halls, tennis facilities and other venues.
That scale creates an important advantage.
Each stadium does not need to invent its own systems independently.
Ticketing can be coordinated nationally.
Security procedures can be standardised.
Maintenance contracts can be negotiated across several facilities.
Data can be compared between cities.
Employees can be trained through one institutional framework.
Successful practices can move from one venue to another.
A national operator can also establish consistent expectations for clubs, event organisers and spectators.
But centralisation must not remove local understanding.
A stadium in Tangier serves a different urban market from one in Agadir.
Rabat’s institutional and corporate audience differs from Marrakech’s tourism-driven demand.
Fez possesses its own sporting and cultural identity.
Casablanca will operate at another level of scale entirely.
SONARGES therefore needs one national operating standard combined with individual business plans for each venue.
Capacity Does Not Guarantee Demand
A large stadium can accommodate a major crowd.
That does not mean a major crowd will arrive regularly.
Attendance depends on the event, teams, ticket price, scheduling, transport, security, weather and the wider experience.
A 45,000-seat venue hosting a match with 12,000 spectators is still operating far below its commercial potential.
The empty seats represent more than lost ticket revenue.
Fewer people purchase food.
Hospitality areas remain unused.
Sponsors receive less exposure.
Transport and local businesses capture less activity.
The challenge is not simply filling every stadium for every match.
That would be unrealistic.
It is matching the event with the correct venue configuration.
Some sections can remain closed for lower-demand games.
Hospitality can be adapted.
Staffing can reflect expected attendance.
Digital sales data can improve forecasting.
The venue should be capable of operating efficiently at several levels of demand.
A stadium designed only for maximum capacity can become expensive during ordinary events.
Football Must Remain The Core Product
Morocco’s stadiums are built primarily around football.
The clubs and national teams create the strongest recurring emotional connection.
That core should not be weakened by excessive commercial diversification.
The pitch must remain protected.
Scheduling must respect sporting requirements.
Players and technical teams need professional conditions.
Supporters must feel that the stadium remains their sporting home.
But football itself can become a stronger business.
Clubs can sell more than an ordinary seat.
Season tickets.
Family sections.
Premium lounges.
Corporate boxes.
Museum access.
Training-ground experiences.
Matchday tours.
Supporter memberships.
Food packages.
Merchandise collections.
Digital content.
These services increase revenue without requiring ticket prices to rise equally for every supporter.
The objective is segmentation.
A student may need an affordable seat.
A family may value comfort and security.
A company may pay considerably more for hospitality.
One stadium can serve all three when the product is designed clearly.
Clubs And Venue Operators Need Aligned Incentives
A stadium operator controls the facility.
The football club creates much of the recurring demand.
The relationship between them determines whether commercial potential is used effectively.
Who controls ticketing?
Who receives hospitality revenue?
Who sells advertising inside the venue?
Who manages food and merchandise?
Who carries the cost when attendance is weak?
Who invests in supporter experience?
Unclear responsibilities create missed opportunities.
The club may hesitate to promote premium products when the venue receives most of the revenue.
The operator may avoid investment when the club controls the commercial return.
SONARGES needs transparent agreements defining how value and responsibility are shared.
The strongest structure rewards both sides when attendance, hospitality and customer satisfaction improve.
The venue operator should not function only as a landlord.
The club should not behave as though maintenance and security carry no cost.
A professional partnership recognises that both institutions contribute to the event.
TADAKIR Can Become The Commercial Backbone
SONARGES operates TADAKIR as Morocco’s national ticketing and access-control infrastructure for sports venues.
Its strategic value extends beyond selling tickets.
A unified platform can show how demand develops.
When do supporters purchase?
Which sections sell first?
How does price affect attendance?
Which cities attract travelling fans?
How many buyers return?
Which events attract families?
How many purchased tickets are actually used?
This information can improve scheduling, pricing, staffing and marketing.
Digital access control can also reduce fraud and improve stadium security.
But the platform must remain easy to use.
Registration should be straightforward.
Payment options must reflect how Moroccan customers actually transact.
Tickets should be transferable under clear rules.
Customer support must respond when identities, payments or access systems fail.
A national platform becomes powerful when people trust it during both ordinary matches and high-demand events.
Ticketing Must Reward Loyalty
Popular matches create scarcity.
Demand can exceed available capacity within minutes.
This attracts resale activity and creates frustration among genuine supporters.
A stronger ticketing system can recognise loyalty.
Season-ticket holders.
Registered club members.
Supporters who attended earlier matches.
Families purchasing through verified accounts.
Priority access can reward consistent participation rather than only speed during one online sale.
But loyalty systems must remain transparent.
Supporters need to understand how priority is earned.
Rules should not change without explanation.
A stadium economy becomes more durable when customers build a long-term relationship with the venue and club.
The transaction should not begin from zero before every match.
Hospitality Is A Major Untapped Revenue Stream
The largest stadiums in the world generate substantial income from hospitality.
Corporate boxes.
Private suites.
Premium seating.
Business lounges.
Conference rooms.
Restaurants.
Networking spaces.
These products can operate at significantly higher margins than ordinary seating.
A company may use a box to host clients, reward employees or build commercial relationships.
The value extends beyond the view of the pitch.
Privacy.
Catering.
Parking.
Dedicated access.
Professional service.
Year-round availability.
Moroccan companies already spend on corporate events, hotels and business entertainment.
Stadium hospitality can compete for part of that expenditure.
But premium infrastructure alone does not create a premium product.
Food quality, staff training, punctuality, cleanliness and account management must match the price.
A luxurious room with inconsistent service will not retain corporate clients.
Naming Rights Can Finance Operations
Stadium naming rights have become an important revenue source internationally.
A company pays to associate its brand with a venue over several years.
The operator gains predictable income.
The sponsor gains repeated visibility across matches, concerts, broadcasts and digital media.
Morocco’s major arenas could attract interest from banks, telecommunications groups, airlines, industrial companies and consumer brands.
But naming rights must be approached carefully.
Some stadium names carry national, royal, historic or local significance that should be preserved.
The commercial strategy can therefore be adapted.
Individual stands.
Hospitality lounges.
Training areas.
Digital zones.
Fan parks.
Transport connections.
Specific spaces can carry commercial partnerships without changing the identity of the complete stadium.
The objective should not be commercialisation at any cost.
It should be finding respectful ways for private capital to support public infrastructure.
Sponsorship Must Extend Beyond Signage
Traditional stadium sponsorship often focuses on visible logos.
Perimeter boards.
Banners.
Screens.
Backdrops.
Visibility remains valuable, but brands increasingly want interaction.
A telecommunications partner could improve connectivity inside the stadium.
A bank could integrate cashless payment.
An automotive company could support transport or parking.
A food company could create fan experiences.
A technology partner could support data, security or digital navigation.
The strongest partnerships solve an operational problem while giving the sponsor meaningful visibility.
This is more durable than simply renting advertising space.
SONARGES can package national partnerships across several facilities while preserving local opportunities for regional businesses.
A company may want visibility across Morocco’s major stadiums.
A smaller business may prefer one venue connected closely to its city.
Both models can coexist.
Food And Beverage Must Become Professional
A supporter may spend several hours around a stadium.
Food and drink become part of the experience and an important revenue source.
But stadium catering is operationally difficult.
Demand arrives in short, intense periods.
Thousands of people may want service during the same fifteen-minute interval.
Products must remain safe.
Queues must move quickly.
Payment must be efficient.
Prices must remain understandable.
The menu should reflect both speed and Moroccan identity.
Poor catering creates frustration and leaves revenue uncollected.
Supporters may avoid purchasing because queues are too long or quality is inconsistent.
SONARGES can establish professional concession standards.
Digital payment.
Pre-ordering.
Mobile vendors.
Regional products.
Clear hygiene controls.
Several price levels.
The objective is not transforming every match into a luxury dining experience.
It is delivering reliable food at the speed a stadium requires.
Local Businesses Should Participate
Large national contracts can create efficiency, but stadium activity should also reach local companies.
Caterers.
Cleaning firms.
Transport providers.
Security companies.
Merchandise producers.
Event agencies.
Technology suppliers.
Local participation spreads the economic impact beyond the venue.
But access should not weaken professional standards.
Small businesses may need support to meet insurance, volume, hygiene or digital-payment requirements.
Procurement can be divided into packages proportionate to supplier capacity.
A regional product can be tested in one stadium before wider expansion.
The stadium then becomes a commercial platform for Moroccan companies.
An event attended by tens of thousands of people provides unusual market visibility.
Merchandise Can Extend The Matchday Economy
Supporters want to express identity.
Shirts.
Scarves.
Caps.
Flags.
Collectibles.
Club and national-team merchandise can generate substantial revenue.
When official products are unavailable, expensive or difficult to find, informal alternatives fill the gap.
This weakens quality control and reduces income for clubs and rights holders.
Stadiums should make legitimate merchandise easy to purchase.
Physical shops.
Temporary kiosks.
Digital pre-ordering.
Collection points.
Personalisation.
Limited-edition match products.
The commercial model must also protect affordability.
Not every supporter can purchase a premium official shirt.
A wider range of licensed products can serve different budgets while preserving authenticity.
The Stadium Must Operate Before Kick-Off
The economic day should begin before the match.
Supporters can arrive early when the surrounding experience gives them a reason.
Fan zones.
Food areas.
Children’s activities.
Sponsor events.
Music.
Club museums.
Public training sessions.
Merchandise.
Player-history exhibitions.
Early arrival reduces pressure at security gates and transport points.
It also increases commercial spending.
The same principle applies after the match.
Restaurants and controlled entertainment can spread departure times and reduce congestion.
A stadium should not behave like a building that opens ninety minutes before kick-off and empties immediately after the final whistle.
It can become a destination for several hours.
Concerts Can Fill The Calendar
SONARGES already positions national sports infrastructure as a platform where sport meets music and culture. (SONARGES)
Concerts can generate significant revenue during periods without football.
Large international tours need venues with capacity, security and technical infrastructure.
Moroccan artists can also use major arenas to create national events.
But concert use carries operational risk.
The pitch must be protected.
Stages require heavy equipment.
Sound affects surrounding neighbourhoods.
Crowd profiles differ from football.
Schedules must allow enough time for installation and removal.
The commercial value should therefore be measured after all additional costs.
A successful concert strategy does not simply accept every possible event.
It selects those that fit the venue, calendar and surrounding city.
Sports Halls Can Host More Than Competition
SONARGES also manages indoor sports halls capable of hosting competitions, shows and large gatherings.
These facilities can operate more frequently than major football stadiums because they serve smaller events and are less exposed to weather.
Basketball.
Volleyball.
Futsal.
Combat sports.
Esports.
Concerts.
Graduation ceremonies.
Corporate conventions.
Community programmes.
Indoor venues can create year-round activity and reduce dependence on football.
The same commercial principles apply.
Flexible configurations.
Digital ticketing.
Hospitality.
Food service.
Clear rental packages.
Professional event production.
A national operator can help federations and organisers understand the full cost and potential revenue of using these venues.
Esports Creates A New Venue Market
Younger audiences increasingly engage with competitive gaming.
Large esports events combine sport, entertainment, technology and live audiences.
They require strong connectivity, production systems, screens and adaptable indoor space.
Morocco’s sports halls could become hosts for national and regional tournaments.
This would attract audiences who may not attend conventional matches.
Technology companies, banks and consumer brands may also view esports as an attractive sponsorship platform.
The opportunity should be approached professionally.
The event needs credible organisers, technical reliability and a real audience.
Esports should not be added to the calendar only because it appears modern.
It becomes valuable when integrated into a wider youth and digital strategy.
Stadium Tours Can Generate Daily Revenue
Supporters and tourists do not need to wait for matchday to visit a stadium.
Guided tours can show:
The pitch.
Changing rooms.
Player tunnels.
Press areas.
Hospitality spaces.
Stadium architecture.
Historic moments.
National-team achievements.
Tours create relatively predictable daily revenue and make the venue more accessible to families and visitors.
Rabat, Tangier, Marrakech and Casablanca all receive domestic or international visitors who may include a stadium experience in their stay.
The product must be professionally organised.
Multilingual guides.
Online booking.
Clear schedules.
Accessible routes.
Merchandise.
Photography opportunities.
A stadium built to host the world can also become a tourism attraction between tournaments.
Museums Can Preserve Sporting Memory
Morocco’s football history contains players, clubs, victories and national moments with strong emotional value.
Stadium museums can preserve this history.
Historic shirts.
Match balls.
Photographs.
Broadcast footage.
Supporter culture.
Women’s football.
Futsal.
African competitions.
The 2022 World Cup run.
The museum should not become a collection of objects without narrative.
It should explain how Moroccan football developed and what major moments meant to the country.
Digital and interactive content can engage younger visitors.
Temporary exhibitions can change throughout the year.
A museum creates education, tourism and commercial activity while strengthening the cultural value of the stadium.
Conference Business Can Use Empty Space
Modern stadiums contain rooms, lounges and hospitality areas that remain unused on most non-match days.
Companies need venues for meetings, product launches, training and conferences.
A stadium offers something different from a conventional hotel.
Scale.
Identity.
Parking.
Technology.
Memorable surroundings.
A business event can include a stadium tour or pitch-side experience.
This creates revenue from infrastructure that already exists.
But SONARGES must build a professional business-events service.
Dedicated sales teams.
Clear packages.
Reliable internet.
Catering.
Technical support.
Flexible room configuration.
Corporate clients expect precision.
The atmosphere may attract them initially.
Operational quality determines whether they return.
Weddings And Private Events Require Careful Positioning
Some stadium spaces may also attract private events.
Large celebrations.
Awards ceremonies.
Community gatherings.
Graduations.
The demand can create useful off-day revenue.
But the venue must protect its core sporting identity and operational calendar.
Not every space or event type will be appropriate.
Noise, security, catering and cleaning requirements must be managed.
The objective is not turning the complete stadium into a general rental hall.
It is using suitable areas commercially without disrupting sport.
Public Access Creates Social Value
A publicly backed sports facility should not serve only elite teams and paying spectators.
Parts of the infrastructure can support wider participation.
Community sport.
School programmes.
Youth training.
Women’s sport.
Walking activities.
Health campaigns.
Open days.
The precise model depends on venue design and security.
The main pitch may require protection.
Training grounds, surrounding spaces or indoor facilities may offer more regular public access.
Social use may not generate the highest direct revenue.
It strengthens public value and builds future audiences.
A child who first enters a stadium through a school programme may return later as a supporter, athlete or employee.
Commercial and social functions do not always compete.
They can reinforce one another.
The Youth Pass Can Expand Access
In March 2026, SONARGES and Morocco’s Ministry of Youth, Culture and Communication launched the Youth Pass within national sports infrastructure, widening the connection between young people and managed facilities.
This type of initiative can help fill underused time periods.
Young users may access swimming, sport or cultural activity at defined conditions.
The operator gains additional utilisation.
The public investment reaches a broader population.
But access programmes should be measured.
How many young people use them?
Which facilities attract the strongest demand?
Do users return?
Are women and girls participating?
Which regions remain underserved?
A programme becomes more valuable when usage data improves future design.
Women’s Sport Needs Permanent Scheduling
Morocco has invested increasingly in women’s football and other women’s competitions.
Modern facilities can accelerate that development.
But inclusion requires more than making the venue available for one major event.
Women’s teams need predictable match dates, training opportunities, professional changing facilities, media infrastructure and safe spectator access.
Commercial development also matters.
Sponsors need packages.
Tickets need promotion.
Families need reasons to attend.
Women’s sport should not always receive the least attractive time slots after every other calendar decision has been made.
A national operator can help establish consistent standards across venues.
The audience will grow when the product is treated professionally and regularly.
Accessibility Must Be Built Into Operations
A stadium may technically include accessible seating while remaining difficult to use.
Parking routes.
Entrance gates.
Lifts.
Toilets.
Signage.
Staff assistance.
Ticket purchasing.
All must work together.
Spectators with disabilities should be able to attend without depending on improvised help.
Accessible seating should offer a good view and allow families or companions to remain nearby.
Digital systems should allow requirements to be declared in advance.
Operational testing should include real users.
Accessibility is not only a construction specification.
It is a complete service journey.
Families Need A Different Stadium Experience
Football culture can grow when families feel comfortable attending.
Clear seating.
Safe access.
Clean facilities.
Family sections.
Child-friendly food.
Predictable departure routes.
Visible assistance.
These details influence whether parents return.
A stadium dominated only by the most committed adult supporters limits its audience.
Family attendance creates long-term value.
Children build attachment to clubs and national teams.
Sponsors gain access to a broader consumer market.
Food and merchandise spending may increase.
SONARGES can create family products without weakening traditional supporter culture.
Different sections can serve different needs inside the same venue.
Security Must Remain Integrated With Hospitality
Large crowds require strict security.
Identity checks.
Access control.
Cameras.
Stewarding.
Emergency planning.
Crowd separation where necessary.
But security should not make every spectator feel treated as a threat.
Professional stadium management combines firmness with clear service.
Staff should understand the difference between stewarding and policing.
Instructions need to be communicated respectfully.
Entry systems should process people quickly enough to prevent dangerous crowding outside.
Emergency routes must remain visible.
The safest stadium is not necessarily the one with the most visible barriers.
It is the one where risk has been anticipated and movement is managed predictably.
TADAKIR Data Must Be Protected
Digital ticketing connects names, identity information, payments and attendance records.
This can improve security and commercial understanding.
It also creates responsibility.
Customers need to know how their information is used.
Access must be controlled.
Systems should be protected against cyberattacks.
Data should not be transferred to commercial partners without a legitimate and transparent basis.
A national ticketing platform becomes critical infrastructure during major events.
A system failure can prevent thousands of people from entering.
Cybersecurity, backup access and operational recovery must therefore be tested before high-demand occasions.
Transport Is Part Of The Ticket
A stadium experience does not begin at the gate.
It begins when the spectator leaves home.
Road access.
Rail.
Tramway.
Bus services.
Taxis.
Pedestrian routes.
Parking.
The venue may operate perfectly while the overall experience fails because arrival and departure become chaotic.
Event planning should connect ticketing with transport.
A digital ticket can include directions, recommended arrival time and public-transport options.
Special services can be scheduled around expected demand.
Parking can be reserved in advance.
Spectators can receive real-time updates.
The operator cannot manage every transport system directly.
It can coordinate with the institutions that do.
For major arenas, mobility planning is part of stadium operations.
The Grand Stade Hassan II Requires A District Strategy
The planned 115,000-seat Grand Stade Hassan II near Casablanca will operate at a scale beyond Morocco’s existing football venues. It is being developed on a broader site intended to include additional sporting and landscape infrastructure, with completion targeted before the 2030 World Cup.
A venue of this size cannot function as an isolated object.
It needs a surrounding district strategy.
Transport connections.
Parking.
Hotels.
Restaurants.
Retail.
Training facilities.
Public spaces.
Security zones.
Event logistics.
The site must handle exceptional international events while remaining useful during ordinary periods.
A 115,000-seat stadium will not fill every week.
The surrounding assets therefore need independent reasons for people to visit.
Training academies, sport centres, museums, events and leisure activity can create year-round demand.
The stadium should become the anchor of a wider destination rather than an expensive building used occasionally.
Maintenance Is The Real Legacy Test
New infrastructure creates pride.
Maintenance receives less public attention.
Yet the long-term value of a stadium depends on what happens after opening.
Seats fade.
Screens fail.
Water systems leak.
Concrete requires inspection.
Security technology becomes outdated.
The pitch experiences wear.
Deferred maintenance may reduce cost temporarily.
It creates larger repair bills later.
SONARGES provides integrated facility management with continuous supervision across areas including energy, digital systems, security, comfort and technical intervention.
This capability is central to the entire investment strategy.
Each stadium needs a life-cycle maintenance plan.
Expected replacement dates.
Annual budgets.
Preventive inspections.
Supplier accountability.
Emergency reserves.
The question should not be how little maintenance costs this year.
It should be how efficiently the asset can remain operational for decades.
Events Must Contribute To Maintenance
Every commercial event uses the venue.
The pitch may be covered.
Seats and facilities require cleaning.
Electricity consumption rises.
Equipment experiences wear.
Rental prices should therefore include the real cost of operation and future maintenance.
An event can generate impressive gross revenue while creating limited net value after security, staffing, energy and repair costs are included.
SONARGES needs event-level profitability analysis.
Revenue.
Direct cost.
Staffing.
Cleaning.
Pitch impact.
Technical use.
Commercial value.
Not every event needs to produce the same margin.
Some may carry social or national importance.
But the financial effect should be understood.
Energy Efficiency Can Protect Operating Budgets
Large stadiums consume significant energy.
Lighting.
Screens.
Cooling.
Ventilation.
Security systems.
Broadcasting infrastructure.
Offices.
Hospitality areas.
Energy efficiency reduces cost and environmental pressure.
LED systems.
Smart controls.
Solar generation where practical.
Efficient cooling.
Real-time consumption monitoring.
Water-saving fixtures.
The largest savings may come from operating systems rather than visible new technology.
A facility should not cool or light unused sections at full capacity.
Different event modes can activate only what is required.
A national portfolio gives SONARGES the ability to compare consumption and identify underperforming facilities.
Water Management Is Essential
Morocco’s water constraints make stadium operations particularly sensitive.
Pitches require irrigation.
Cleaning consumes water.
Large crowds increase sanitary demand.
Landscaping can add further pressure.
Modern arenas need efficient systems.
Recycled water where technically and legally appropriate.
Moisture monitoring.
Leak detection.
Drought-resistant landscaping.
Pitch technologies adapted to climate.
The playing surface must meet elite standards.
That requirement should encourage innovation rather than uncontrolled consumption.
Water performance can become a core operating indicator for every SONARGES facility.
The Pitch Is A High-Value Asset
Football depends on the quality of the playing surface.
A weak pitch affects performance, safety and international reputation.
Maintaining elite grass requires specialist knowledge.
Irrigation.
Drainage.
Light.
Ventilation.
Fertilisation.
Recovery time.
Concerts and non-football events can damage the surface.
The venue must price and schedule those events accordingly.
Protective flooring reduces risk but does not remove it entirely.
The pitch-management team should participate in calendar decisions before commercial commitments are signed.
One profitable concert should not create several weeks of sporting disruption.
Staff Create The Experience
A spectator encounters many employees.
Parking teams.
Security.
Ticket support.
Ushers.
Cleaners.
Food-service staff.
Medical teams.
Customer-service agents.
The building may be world-class while the experience feels disorganised because employees lack training or authority.
Venue management should create one service culture across contractors and internal teams.
Staff need clear roles.
Uniform communication.
Emergency procedures.
Language capability.
Customer-service standards.
Temporary event workers require preparation as seriously as permanent employees.
A supporter rarely knows which company employs the person at the gate.
Every employee represents the venue.
Major Events Can Create Permanent Skills
AFCON 2025 and the road to the 2030 World Cup give Morocco repeated opportunities to test operations at international scale.
These events create knowledge in crowd management, broadcasting, hospitality, volunteering, transport and security.
The knowledge should remain inside institutions after each competition.
Operational manuals.
Performance reviews.
Training programmes.
Databases of experienced workers.
Supplier evaluations.
Post-event analysis.
Without institutional learning, every major tournament begins again from the beginning.
SONARGES can become the national repository of venue-management expertise.
Its technical-assistance mission in Brazzaville during May 2026 also indicates that this capability may eventually be shared beyond Morocco. (SONARGES)
Morocco Can Export Stadium Management
Many African countries possess major stadiums but face challenges around maintenance, ticketing, security and commercial operation.
SONARGES can transform Moroccan experience into an exportable service.
Infrastructure audits.
Maintenance planning.
Digital ticketing.
Venue-opening support.
Event operations.
Training.
Commercial strategy.
Technical assistance does not require Morocco to own foreign venues.
It can sell expertise.
This would create regional influence and revenue while giving SONARGES exposure to different operating environments.
The strongest export product will not be theoretical consultancy.
It will be a model proven across Morocco’s own stadium portfolio.
Performance Must Be Published Through KPIs
A national venue operator should be judged through measurable performance.
Number of events.
Attendance.
Revenue per event.
Non-matchday revenue.
Maintenance cost.
Energy use.
Water use.
Customer satisfaction.
Digital-ticket adoption.
Security incidents.
Accessibility.
Venue utilisation.
Local procurement.
These indicators help distinguish active infrastructure from impressive but underused buildings.
Not every figure needs to be published in commercially sensitive detail.
But public reporting can show whether assets are producing value and improving over time.
A stadium cannot be evaluated only when television cameras arrive.
Its ordinary operating performance matters more to long-term sustainability.
Every Stadium Needs Its Own Business Plan
SONARGES manages a national portfolio.
Each venue still requires an individual commercial identity.
Tangier may combine football, tourism and major concerts.
Marrakech can connect events with its international visitor economy.
Agadir can integrate sport with a leisure destination.
Rabat can attract institutional, cultural and corporate activity.
Fez can draw on regional identity and national competitions.
Casablanca can operate at the largest commercial scale.
The same revenue strategy will not work equally everywhere.
Local population.
Tourism.
Club demand.
Transport.
Corporate market.
Competing venues.
All must be considered.
The national operator provides systems.
The city determines the commercial proposition.
The 2030 Deadline Must Accelerate The Permanent Model
The World Cup creates urgency.
Construction schedules become visible.
International standards must be achieved.
Major operating decisions receive priority.
But the tournament should not delay long-term commercial planning until after 2030.
Contracts, staffing, technology and revenue strategies should be designed now around the period that follows.
How will hospitality be sold after the World Cup?
Which clubs will use each venue?
Which concerts fit the annual calendar?
How will museums and tours operate?
What maintenance reserve will remain?
Which spaces can serve conferences?
The post-event model should influence decisions before the event.
Legacy is not something added after the final whistle.
It is built into the asset from the beginning.
The Stadium-Operating Test
Morocco has already demonstrated the ambition to build and modernise major sports infrastructure.
SONARGES now stands at the centre of the next challenge.
Turning construction into operation.
Operation into experience.
Experience into recurring demand.
Demand into revenue.
Revenue into maintenance and long-term value.
Football will remain the emotional centre of these venues.
But football alone cannot activate every space throughout the year.
Hospitality, concerts, museums, tours, conferences, community sport, retail, catering and digital services must become part of the operating model.
The objective is not excessive commercialisation.
It is sustainability.
A well-managed stadium should serve supporters without pricing them out.
Generate business revenue without losing its identity.
Host global events while remaining useful to its city.
Protect public investment through professional maintenance.
Morocco’s arenas will receive worldwide attention in 2030.
SONARGES’ real performance will be measured during the thousands of ordinary days before and after it.
A tournament can fill a stadium for one month.
A strong operating company can keep it valuable for generations.