Résumé de la recherche

Résumé:

This article examines how OCP Group, a Morocco-based industrial group with international operations, formalizes, legitimates, and structures employee well-being and talent development as strategic capabilities in corporate disclosures and governance arrangements. It addresses a recurring problem in management and sustainability research: public reporting often provides rich information about policies and indicators, yet it cannot by itself demonstrate employee experience or establish causal organizational effects. The study uses a longitudinal qualitative documentary design. The corpus includes OCP sustainability or integrated reports for 2020-2023, annual or financial reports for 2020-2024, and the Responsible Human Resources Management Policy issued in February 2022 and updated in January 2023. Directed qualitative content analysis, longitudinal thematic comparison, and a documentary plausibility-chain approach distinguish formal commitments, organizational routines, reported indicators, and external validation. The findings identify a human-capital architecture that connects health and safety, quality of working life, learning, talent development, dialogue, inclusion, and ESG governance. The study does not measure lived employee well-being, psychological safety, implementation consistency, or causal financial effects. It contributes a critical framework for studying human-centric transformation through corporate disclosure and extends this debate to a globally connected industrial group headquartered in Morocco.