Standfirst: On May 20, 2026, Wafasalaf celebrated 40 years of history serving the financing needs of Moroccans. Driss Fedoul, Chairman of Wafasalaf’s Management Board, looks back on these years of commitment in Morocco and outlines the company’s strategic ambitions for 2030.
The event brought together employees and partners to pay tribute to four decades of commitment, innovation, and customer proximity.
Held under the theme “40 years of history… between yesterday, today, and tomorrow,” this institutional evening highlighted the relationships the company has built with several generations of Moroccans, while opening a new strategic chapter focused on the future.
It was also marked by the presentation of insights from the Wafasalaf Consumer Observatory, an initiative dedicated to analyzing changes in Moroccan consumption habits over forty years. The study highlights four major trends:
Drawing on these insights, Wafasalaf unveiled its strategic vision for 2030. Driss Fedoul, Chairman of the Management Board, shares the ambitions driving this new phase.
Driss Fedoul: It is a deeply meaningful milestone. Forty years of shared history with the people of Morocco and across several generations—forty years of impact, commitment, and responsibility toward society.
Throughout this period, we have fully embraced our role as a driver of utility, mobility, and access to life projects, whether personal or professional. We are an enabler—an actor that allows every Moroccan to bring their plans to life.
Along this journey, we have upheld a constant promise—a multidimensional signature that embodies proximity, commitment, and support for customers, employees, partners, and society as a whole. This signature is directly aligned with major national challenges: gender equality, financial inclusion, youth employability, reducing carbon footprints, and modernizing the products and services offered to Moroccans.
D.F.: These transformations are profound and accelerating. Usage patterns are evolving rapidly. Customer and consumer journeys are becoming increasingly demanding, digitalized, and instantaneous. Added to this are challenges related to mobility, carbon footprint reduction, payments, and financial inclusion.
Our role in this environment is to continue supporting these transformations—but in a deeper way. This is precisely the ambition of the 2026–2030 strategic plan we have just launched: to evolve our already established leadership into that of a new-generation leader.
We aim to be a Market Developer of new usage models in the Moroccan market, leveraging innovation and technology. We also seek to strengthen our position as a center of expertise in consumer credit, serving customer acquisition, prospecting, and equipment.
D.F.: The first pillar is universality. The idea is to continue addressing a broader customer base, including both traditional and non-traditional segments seeking financial inclusion and access to equipment, with tailored products suited to their new usage patterns.
The second pillar is innovation. We aim to become the benchmark for customer experience in the Moroccan market by capitalizing on digital and technological excellence. We want to remain a constant laboratory for experimentation—developing new products, new services, and new journeys to maintain our differentiation.
The third pillar is transition. We aim to be an active player in energy transitions: promoting more sustainable financing for automobiles and home equipment, and making a concrete commitment to environmental preservation.
The fourth pillar is staying human-centered. For us, this is essential and applies in two ways. First, the human dimension in customer relationships: we aim to be a company that is 100% digital and 100% human at the same time. Second, the human dimension internally: HR must play a fundamental and strategic role through skills development, career progression, and fostering a strong corporate culture.