The success of the 2030 World Cup will not be measured solely by the quality of its organization, but above all by the longevity of the infrastructure after the final whistle, assures Ali Ghanbouri, president of CPECSO, in a statement to TelQuel. The stadiums and other infrastructure, with a total construction and modernization cost nearing 52 billion dirhams, represent the most visible share of this colossal investment.
“We are primarily concerned about the profitability of the stadiums after the 2030 World Cup”
“For us, the reasoning of the report is very clear. The only concern is the return on investment. The World Cup will require a colossal investment for Morocco, which will certainly have an impact on the national economy. These investments must not aim at the World Cup as an end in itself, but serve the essential cause: the development of the country,” Ghanbouri explains.
The performance of these infrastructures is therefore an integral part of the investment, and that is “the main concern,” according to our source. This issue affects all funding allocated to the World Cup, with stadiums representing a significant share. “We are primarily concerned about their profitability after the event,” Ghanbouri warns.
Integrating the World Cup into a long-term development model
The report notes that Morocco is already implementing a broad economic transformation plan: social projects, energy infrastructure, and a push toward industrialization by 2035. The Center also stresses that the World Cup must not be “a stand-alone operation, but a lever in service of the new development model, aiming for emergence by 2035. It must be part of this dynamic: investments should not be spent on the event and then abandoned. They should instead strengthen national infrastructure,” insists the president of the Center.
The example of the Marrakech–Kénitra high-speed rail line, whose completion has been brought forward to capitalize on the momentum of the competition, perfectly illustrates this approach.
“Each project must be justified by its contribution to post-2030 development. Unlike Brazil or South Africa (countries that suffered economically after hosting the World Cup), Morocco is not following a ‘natural trend’ toward hosting, but rather choosing to use the World Cup to accelerate its transformation,” Ghanbouri reassures, adding: “The only mistake would be to limit efforts to the hosting of matches, without planning for the profitability and sustainability of these investments through 2035 and beyond.”
Innovative governance and local partnerships
The center recommends breaking away from the traditional administrative management of stadiums: “Our recommendations focus first on stadium governance. They should not be managed in a traditional or bureaucratic way, but through a model combining flexibility and public-private partnerships,” argues Ghanbouri.
The president of CPECSO proposes creating “dedicated regional companies equipped with a mixed investment fund,” which would manage each stadium as “an engine of economic revitalization tailored to local specificities.”
“Marrakech’s economy is not the same as Tangier’s, and each region must have its own structure,” he explains. In practical terms, these entities would be responsible for maintenance, event programming, and the commercial use of adjoining spaces (shops, restaurants, VIP boxes, etc.).
Stadiums in service of the urban economy
Beyond the playing fields, stadiums must become “multi-purpose venues”: shopping centers, cultural hubs, concert halls, pop-up museums, exhibition and convention spaces. “The use of stadiums must not be limited to football, with one match every two weeks. These infrastructures should energize the urban economy throughout the year,” recommends Ghanbouri.
This approach, already tested in London (Wembley), Munich (Allianz Arena), and Madrid (Santiago Bernabéu), allows for steady revenue generation and a constant flow of visitors.
“The stadiums built for the 2030 World Cup must energize the urban economy throughout the year”
Ultimately, the economic success of these facilities depends on the appeal of the Moroccan league. According to our source, it is crucial to strengthen Morocco’s sports system—especially football. To ensure attendance and profitability, the national league must be “made more attractive and financially solid,” so that local teams can “deliver quality entertainment in these next-generation stadiums.”
“The development of infrastructure must go hand in hand with the growth of the sport itself,” Ghanbouri emphasizes. Without a pool of strong clubs and solid competitions, even the most modern venues risk seeing their stands empty, he warns.
The report also highlights the complementary roles of various stakeholders: the state (legal framework, funding), local governments (urban planning, transportation), the private sector (operations, partnerships), clubs (sports programming), and civil society (cultural and educational programs). Each must be engaged through clear governance mechanisms, performance indicator tracking, and sports marketing strategies, in order to position the stadiums within a framework of “integrated territorial projects.”
As the countdown begins, the success of the 2030 World Cup in Morocco will not be determined solely on the pitch, but above all by the country’s ability to transform these monumental structures into drivers of shared prosperity and territorial cohesion.
Written in French by ElMehdi El Azhary, edited in English by Eric Nielson
