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مجلة الاتحاد العربي لسكك العدد 106

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‫ﺍﻓﺘﺘـﺎﺣﻴـﺔ ﺍﻟﻌــﺩﺩ‬ ‫ﻟﻠﻤﻬﻨدس ﻫف اﻟﺼﺎﺒوﻨﻲ‬ ‫ﻤر‬ ‫اﻷﻤﻴـن اﻟﻌـﺎم‬ ‫ﺗﻤﺮ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻤﺮﺣﻠﺔ ﺩﻗﻴﻘﺔ ﺣﺴﺎﺳﺔ ﻭﻫﺎﻣﺔ ، ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﺬﻩ‬ ‫ﺍﻟﻤﺮﺣﻠﺔ ﻫﻲ ﻣﺘﺒﺎﻳﻨﺔ ﻭﻣﺨﺘﻠﻔﺔ ﻓﻲ ﻧﻮﻋﻴﺘﻬﺎ ﻭﻅﺮﻭﻓﻬﺎ ﺑﻴﻦ ﻗﻄﺮ ﻭﺁﺧﺮ ، ﺇﻻ ﺃﻧﻬﺎ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‬ ‫ﺗﻌﺮّ ﺽ ﻣﻌﻈﻢ ﻫﺬﻩ ﺍﻷﻗﻄﺎﺭ ﺍﻟﺘﻲ ﺗﺸﻬﺪ ﺳﺎﺣﺎﺗﻬﺎ ﻫﺬﻩ ﺍﻟﺘﺤﺮﻛﺎﺕ ، ﺇﻟﻰ ﻧﺘﺎﺋﺞ ﻻ ﻳﻤﻜﻦ ﺗﺤﺪﻳﺪ‬ ‫ﻣﻌﺎﻟﻤﻬﺎ ﺍﻻﻳﺠﺎﺑﻴﺔ ﻭ ﺍﻟﺴﻠﺒﻴﺔ ﺑﺸﻜﻞ ﻣﺴﺒﻖ ، ﻓﻘﺪ ﻳﻜﻮﻥ ﻟﻬﺬﻩ ﺍﻟﻤﺴﺘﺠﺪﺍﺕ ﺍﻟﺘﻲ ﺗﺸﻬﺪﻫﺎ ﺑﻌﺾ‬ ‫ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺗﺄﺛﻴﺮ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﺤﻴﺎﺓ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ )ﺃﻣﻨﻴﺎً ﻭﺳﻴﺎﺳﻴﺎً( ، ﺃﻭ ﻋﻠﻰ ﺍﻟﺤﻴﺎﺓ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ )ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺘﻨﻤﻮﻳﺔ( ، ﺍﻟﺘﻲ ﻟﻬﺎ ﺍﺭﺗﺒﺎﻁﻬﺎ ﺍﻟﻮﺛﻴﻖ ﺑﻨﻬﻀﺔ ﻫﺬﺍ ﺍﻟﻘﻄﺮ ﺃﻭ ﺫﺍﻙ‬ ‫)ﺻﻨﺎﻋﻴﺎً ﻭﺯﺭﺍﻋﻴﺎً ﻭﺗﺠﺎﺭﻳﺎً( .‬ ‫ﻭﺑﺎﻟﺮﻏﻢ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻻﻳﺠﺎﺑﻴﺔ ﺍﻟﺘﻲ ﻗﺪ ﺗﺸﻬﺪﻫﺎ ﺑﻌﺾ ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﻧﺘﻴﺠﺔ ﻫﺬﻩ‬ ‫ﺍﻟﺘﺤﺮﻛﺎﺕ ، ﺇﻻ ﺃﻥ ﻟﻬﺎ ﺑﻌﺾ ﺍﻻﻧﻌﻜﺎﺳﺎﺕ ﺍﻟﺴﻠﺒﻴﺔ ﻋﻠﻰ ﻣﺴﻴﺮﺓ ﺍﻟﻨﻬﻀﺔ ﺍﻟﺴﻴﺎﺣﻴﺔ ﺍﻟﺘﻲ‬ ‫ﺗﻨﺸﺪﻫﺎ ﻣﻌﻈﻢ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ، ﻭﺗﻤﻨﺤﻬﺎ ﺟﻞّ ﺍﻫﺘﻤﺎﻣﻬﺎ ، ﻟﺘﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺴﻴﺎﺣﻲ ﻭﺗﻨﻤﻴﺘﻪ‬ ‫ﻭﺍﻧﺘﻌﺎﺷﻪ ، ﻣﺮﺗﻜﺰﺓ ﺑﺬﻟﻚ ﻋﻠﻰ ﺍﻟﻤﺰﺍﻳﺎ ﺍﻟﺘﻲ ﺣﺒﺎ ﷲ ﺑﻬﺎ ﺃﻗﻄﺎﺭ ﻫﺬﺍ ﺍﻟﻮﻁﻦ ﺍﻟﻌﺮﺑﻲ ، ﺑﺤﻜﻢ‬ ‫ﻣﻮﻗﻌﻪ ﺍﻟﺠﻐﺮﺍﻓﻲ ﺍﻟﻤﺘﻤﻴﺰ ، ﺍﻟﺬﻱ ﺃﻛﺴﺒﻪ ﺭﻭﻧﻘﺎ ً ﻭﺟﻤﺎﻻً ﻓﻲ ﻁﺒﻴﻌﺔ ﻣﻜﻮﻧﺎﺗﻪ ، ﻭﻣﻨﺎﺧﺎً ﻣﻌﺘﺪﻻً ﻋﻠﻰ‬ ‫ﻣﺪﺍﺭ ﺍﻟﺴﻨﺔ ﻭﺧﻼﻝ ﻓﺼﻮﻟﻬﺎ ﺍﻟﻤﺨﺘﻠﻔﺔ .‬ ‫ﻭﺍﻟﺴﺆﺍﻝ ﺍﻟﺬﻱ ﻳﻮﺍﺟﻬﻨﺎ ﻓﻲ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ، ﻋﻨﺪﻣﺎ ﻧﻠﺘﻘﻲ ﺑﺎﻷﺧﻮﺓ ﻭﺍﻷﺷﻘﺎء ﻓﻲ ﻣﻨﺎﺳﺒﺎﺕ ﺃﻭ‬ ‫ﺍﺟﺘﻤﺎﻋﺎﺕ ﺗﺪﻋﻰ ﺇﻟﻴﻬﺎ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺮﺑﻲ ﺍﻟﻤﺸﺘﺮﻙ ﺍﻟﻤﻨﺘﺸﺮﺓ ﻋﻠﻰ ﺍﻣﺘﺪﺍﺩ ﺍﻷﺭﺽ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﻣﻦ ﻣﺸﺮﻗﻬﺎ ﺇﻟﻰ ﻣﻐﺮﺑﻬﺎ ، ﻳﺘﻤﺤﻮﺭ ﺑﻤﻌﻨﺎﻩ ﻭﻣﻔﻬﻮﻣﻪ ﻓﻲ ﺻﻴﻐﺔ ﻭﺍﺣﺪﺓ ﻻ ﺗﺨﺮﺝ ﺑﻬﺪﻓﻬﺎ ﻋﻦ‬ ‫ﺍﻟﺴﺆﺍﻝ ﻋﻦ ﺣﺎﻝ ﺍﺗﺤﺎﺩﻧﺎ ﻭﻣﻌﺎﻧﺎﺗﻪ ، ﻧﺘﻴﺠﺔ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻌﺼﻴﺒﺔ ﻭﺍﻟﺪﻗﻴﻘﺔ ، ﺍﻟﺘﻲ ﺗﺘﻌﺮﺽ ﻟﻬﺎ‬ ‫ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﻗﻄﺎﺭﻧﺎ ﺍﻟﻌﺮﺑﻴﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﻮﻁﻦ ، ﺍﻟﺬﻱ ﺑﻌﺜﺖ ﻣﻦ ﺃﺭﺿﻪ ﺍﻟﻄﻴﺒﺔ ﺍﻟﺨﻴّﺮﺓ ﺟﻤﻴﻊ‬ ‫3‬
‫ﺍﻟﺪﻳﺎﻧﺎﺕ ﺍﻟﺴﻤﺎﻭﻳﺔ ، ﺗﻜﺮﻳﻤﺎً ﻟﺸﻌﻮﺏ ﻫﺬﻩ ﺍﻟﻤﻨﻄﻘﺔ ، ﺍﻟﺘﻲ ﻛﺎﻧﺖ ﺃﻫﻼً ﻻﺣﺘﻀﺎﻥ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻻﺕ‬ ‫ﺍﻟﺴﻤﺎﻭﻳﺔ ، ﻭﻣﺜﻼً ﻟﻠﺘﺴﺎﻣﺢ ﺍﻟﺒﺸﺮﻱ ﻓﻲ ﺗﻮﻓﻴﺮ ﺍﻷﻣﺎﻥ ﻭﺍﻟﺘﻌﺎﻳﺶ ﺍﻟﺴﻠﻤﻲ ﻟﻤﺨﺘﻠﻒ ﺍﻟﻄﻮﺍﺋﻒ‬ ‫ﻭﺍﻟﻤﺬﺍﻫﺐ ﻭﺍﻟﻤﻌﺘﻘﺪﺍﺕ ، ﺍﻟﺘﻲ ﺗﺆﻣﻦ ﺑﻬﺎ ﺷﻌﻮﺏ ﻫﺬﻩ ﺍﻟﻤﻨﻄﻘﺔ . ﻭﻳﺤﻤﻞ ﺍﻟﺴﺆﺍﻝ ﺍﻟﺬﻱ ﻳﻮﺟﻪ ﺇﻟﻴﻨﺎ‬ ‫ﺑﻴﻦ ﻁﻴﺎﺗﻪ ﺃﻳﻀﺎً ، ﻣﻌﺮﻓﺔ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺬﻱ ﻭﺻﻞ ﺇﻟﻴﻪ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﺇﻟﻰ ﺃﻱ ﻣﺪﻯ ﺗﺄﺛﺮ ﺑﻨﺘﺎﺋﺞ‬ ‫ﺍﻷﺯﻣﺎﺕ ﺍﻟﺘﻲ ﺗﺨﺘﻠﻒ ﺷﺪﺗﻬﺎ ﻣﻦ ﻗﻄﺮ ﺇﻟﻰ ﺁﺧﺮ ، ﻭﻫﻞ ﺍﻧﻌﻜﺲ ﺗﺄﺛﻴﺮ ﻫﺬﻩ ﺍﻷﺯﻣﺎﺕ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‬ ‫ﻋﻠﻰ ﻣﺴﻴﺮﺓ ﺍﺗﺤﺎﺩﻧﺎ ؟ ﻭﻋﺮﺿﺘﻪ ﺇﻟﻰ ﺻﻌﻮﺑﺎﺕ ﺗﺤﺪ ﻣﻦ ﻧﺸﺎﻁﻪ .‬ ‫ﻭﻟﻌﻞ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﺍﻟﻤﺘﻜﺮﺭ ﺍﻟﺬﻱ ﻳﻄﺮﺣﻪ ﺍﻷﺷﻘﺎء ﻭﺍﻷﺻﺪﻗﺎء ، ﻳﺄﺗﻲ ﻓﻲ ﻣﺤﻠﻪ ، ﻧﺘﻴﺠﺔ‬ ‫ّ‬ ‫ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺘﻲ ﻳﻤﺮ ﺑﻬﺎ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺑﺸﺪﺍﺕ ﻭﺃﺷﻜﺎﻝ ﻣﺨﺘﻠﻔﺔ .‬ ‫ﻭﻟﻢ ﻧﻜﻦ ﻣﺮﺓً ﻣﺒﺎﻟﻐﻴﻦ ﻓﻲ ﺷﺮﺡ ﺍﻟﻮﺍﻗﻊ ﺍﻟﺬﻱ ﻳﻤﺮ ﺑﻪ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﻻ ﻣﺠﺎﻓﻴﻦ ﻟﻠﺤﻘﻴﻘﺔ ﺍﻟﺘﻲ‬ ‫ﻓﺮﺯﺗﻬﺎ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻤﺴﺘﺠﺪﺓ ، ﻧﺘﻴﺠﺔ ﻫﺬﻩ ﺍﻟﺘﺤﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ . ﻭﻛﻨﺎ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‬ ‫ﻧﺤﺮﺹ ﺃﻥ ﻧﻨﻘﻞ ﻷﺧﻮﺗﻨﺎ ﻭﺃﺷﻘﺎﺋﻨﺎ ﺍﻟﻮﺍﻗﻊ ﺍﻟﺬﻱ ﻧﻮﺍﺟﻬﻪ ﻓﻲ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ . ﻭﻟﻠﺤﻘﻴﻘﺔ ﻧﻘﻮﻝ ﺍﻟﻴﻮﻡ‬ ‫ﻓﻲ ﻫﺬﺍ ﺍﻟﻤﺠﺎﻝ ﺃﻳﻀﺎ ً ، ﻟﻘﺪ ﺗﺄﺛﺮ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﻗﺪ ﺗﻜﻮﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻻﺗﺤﺎﺩﺍﺕ ﺗﺄﺛﺮﺕ ﺑﺸﻜﻞ ﺃﻭ‬ ‫ﻭﻗﺪ ﻭﻓﻘﻨﺎ ﻭﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺃﻋﻀﺎء ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﺑﺎﻟﻌﻬﺪ‬ ‫ﺑﺂﺧﺮ ﺑﻤﺎ ﻳﺠﺮﻱ ﻋﻠﻰ ﺍﻟﺴﺎﺣﺔ ﺍﻟﻌﺮﺑﻴﺔ .‬ ‫ﺍﻟﺬﻱ ﻗﻄﻌﻪ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﺃﻧﻔﺴﻬﻢ ، ﺑﺄﻥ ﻳﺒﺬﻟﻮﺍ ﻛﻞ ﺍﻟﺠﻬﻮﺩ ﻟﻴﻜﻮﻥ ﻧﺸﺎﻁ‬ ‫ﺍﺗﺤﺎﺩﻧﺎ ﻓﻲ ﻫﺬﻩ ﺍﻟﻤﺮﺣﻠﺔ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ، ﻭﻟﻴﺴﻌﻰ ﺍﻟﺠﻤﻴﻊ ﻟﺘﺤﻘﻴﻖ ﺃﻧﺸﻄﺔ ﺃﺧﺮﻯ ﺇﺿﺎﻓﻴﺔ ، ﻟﻨﻮﺍﺟﻪ‬ ‫ﺑﻬﺎ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ، ﻭﻟﻨﻌﻤﻞ ﺟﻤﻴﻌﻨﺎ ﻋﻠﻰ ﺗﻌﻤﻴﻖ ﺍﻟﻌﻼﻗﺔ ﻭﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺟﻤﻴﻊ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻌﺮﺑﻲ ﺍﻟﻤﺸﺘﺮﻙ . ﻭﺑﺬﻝ ﺍﻟﺠﻬﻮﺩ ﺍﻟﺘﻲ ﻟﻬﺎ ﺗﺄﺛﻴﺮ ﻟﺘﺤﻘﻴﻖ ﻣﺎ ﻗﺮﺭﺗﻪ ﺍﻟﻘﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫9002 ﻓﻲ ﺍﻟﻜﻮﻳﺖ ، ﻣﻄﻠﻘﺔ‬ ‫ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺘﻨﻤﻮﻳﺔ ﺍﻟﺘﻲ ﺍﻧﻌﻘﺪﺕ ﻓﻲ ﺷﻬﺮ ﻳﻨﺎﻳﺮ ﻣﻦ ﻋﺎﻡ‬ ‫ﺑﻘﺮﺍﺭﻫﺎ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻣﺸﺮﻭﻉ ﺍﻟﺮﺑﻂ ﺍﻟﻌﺮﺑﻲ ﺍﻟﺒﺮﻱ ﺑﺎﻟﺴﻜﻚ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﻧﻌﺘﺒﺮﻩ‬ ‫ﻓﻲ ﺍﺗﺤﺎﺩﻧﺎ ﺣﻘﻖ ﺃﻛﺒﺮ ﻧﺼﺮ ، ﻷﻫﻢ ﻫﺪﻑ ﻣﻦ ﺃﻫﺪﺍﻑ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ﺍﻟﺬﻱ ﻳﺮﻣﻲ ﺇﻟﻰ ﺗﻜﺎﻣﻞ‬ ‫ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻛﺄﻓﻀﻞ ﻭﺳﻴﻠﺔ ﻟﻠﻨﻘﻞ ﻓﻲ ﻭﻁﻨﻨﺎ ﺍﻟﻌﺮﺑﻲ ﻭﺃﻛﺜﺮﻫﺎ ﻣﺰﺍﻳﺎ ﻭﻓﻮﺍﺋﺪ ﺍﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻭﺍﻗﺘﺼﺎﺩﻳﺔ . ﻭﻣﺘﺎﺑﻌﺔ ﺟﻬﻮﺩ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ﻟﺮﺑﻂ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻌﻀﻬﺎ ﺑﺒﻌﺾ ، ﻭﺻﻮﻻً‬ ‫ﺇﻟﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻭﺍﻟﻤﺘﻄﻮﺭﺓ ﻭﺍﻟﺘﻲ ﺗﺮﺗﻘﻲ ﺑﺨﺪﻣﺎﺗﻬﺎ ﺇﻟﻰ ﺃﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ، ﻣﻌﺘﻤﺪﺓ‬ ‫ﻋﻠﻰ ﺗﻄﺒﻴﻖ ﺃﻓﻀﻞ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﺘﻲ ﻭﺻﻞ ﺇﻟﻴﻬﺎ ﻋﺎﻟﻢ ﺍﻟﺴﻜﻚ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻭﻋﻠﻰ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ‬ ‫ﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﺍﻻﺗﺤﺎﺩﺍﺕ ﺍﻟﺪﻭﻟﻴﺔ ﻓﻲ ﻣﺠﺎﻝ ﻗﻄﺎﻋﻨﺎ ﺍﻟﺴﻜﻜﻲ ، ﻭﷲ ﻭﻟﻲ ﺍﻟﺘﻮﻓﻴﻖ .‬ ‫*********‬ ‫4‬
‫ة اﻟدوﻟﻴﺔ اﻟ اﺒﻌﺔ ﻟﻠﻤﻛﺘب اﻟوطﻨﻲ ﻟﻠﺴﻛك اﻟﺤدﻴدﻴﺔ‬ ‫ر‬ ‫اﻟﻤﻨﺎظر‬ ‫ﺑﺎﻟﺗﻌﺎﻭﻥ ﻣﻊ ﺍﻻﺗﺣﺎﺩ ﺍﻟﺩﻭﻟﻲ ﻟﻠﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ‬ ‫ﺣﻭﻝ ﺃﻣﺎﻥ ﻭﺳﻼﻣﺔ ﺍﻟﺧﻁ ﺍﻟﺣﺩﻳﺩﻱ‬ ‫إﻓ ان – اﻟﻤﻐرب ٠٢-٢٢ أﺒرﻴﻝ )ﻨﻴﺴﺎن( ١١٠٢‬ ‫ر‬ ‫ﻣﺷﺭﻭﻉ ﺧﻁ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ‬ ‫ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ﻋﺭﺽ ﺍﻷﺳﺗﺎﺫ ﻣﺣﻣﺩ ﺳﻣﻭﻧﻲ‬ ‫ﻣﺩﻳﺭ ﻗﻁﺏ ﺍﻟﺗﻧﻣﻳﺔ‬ ‫ﺍﻟﻣﻛﺗﺏ ﺍﻟﻭﻁﻧﻲ ﻟﻠﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ ﺍﻟﻣﻐﺭﺑﻳﺔ‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫ﺍﻟﻣﻠﺧﺹ‬ ‫۱. ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫۲. ﺍﻟﻣﺷﺭﻭﻉ : ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء – ﻁﻧﺟﺔ ‪LGV‬‬ ‫۳. ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫۲‬ ‫۲‬ ‫۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﺩﻭﻟﻲ‬ ‫ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﻭﻁﻧﻲ‬ ‫> ﺳﻴﺎﺳﺔ اﻟﻮرﺷﺎت اﻟﻜﺒﻴﺮة :‬ ‫اﻟﺘﺤﺪﻳﺪ اﻟﺘﺎﺑﻊ ﻟﻠﺘﺠﺎرب واﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫‪ ‬ﺗﻣﻭﻳﻝ : ۱۱ ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ ۸۰۰۲-۲۱۰۲‬ ‫اﻟﺘﻄﻮﻳﺮ ﻟﻠﺴﻜﻚ اﻟﺤﺪﻳﺪﻳﺔ ، اﻟﻤﻌﺘﻤﺪ ﺑﺘﺒﻨﻲ‬ ‫‪ ‬ﺃﺗﻭﺳﺗﺭﺍﺩﺍﺕ ۰۰٥۱ﻛﻡ ﻓﻲ ۰۱۰۲ ﻭ ۰۰۸۱ ﻓﻲ ٥۱۰۲‬ ‫اﻟـ ‪ GV‬ﻣﻦ أﺟﻞ ﻛﻞ ﻣﺸﺎرﻳﻊ إﻧﺸﺎء اﻟﺨﻄﻮط‬ ‫‪ ‬ﻣﺭﻓﺄ ﻁﻧﺟﺔ : ۳ ﻣﻠﻳﻭﻥ ‪ EVP‬ﻋﻠﻰ ﺛﻣﺎﻥ ﺃﻗﺳﺎﻁ‬ ‫ﻟﻠﻤﺴﺎﻓﺎت‬ ‫اﻟﻤﺴﺎﻓﺮﻳﻦ‬ ‫ﻟﻨﻘﻞ‬ ‫اﻟﻤﻌﺪة‬ ‫> ﻣﺤﺘﻮى ‪: (٢٠٠٩-٢٠٠٥ ) ONCF‬‬ ‫اﻟﻤﺘﻮﺳﻄﺔ واﻟﻄﻮﻳﻠﺔ .‬ ‫‪ ‬ﺗﻤﻮﻳﻞ ٧.١ ﻣﻠﻴﺎر ﻳﻮرو‬ ‫‪ ٥٥۰ CAF ‬ﻣﻠﻳﻭﻥ ﻳﻭﺭﻭ‬ ‫‪ ‬ﺍﻟﺯﻳﺎﺩﺓ ﻓﻲ ﺣﺭﻛﺔ ﺍﻟﻧﻘﻝ ۲۱% ﺳﻧﻭﻳﺎ ً‬ ‫ﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ : ﺍﻻﻣﺗﺩﺍﺩ ﺍﻟﻁﺑﻳﻌﻲ ﻟﺳﻳﺎﺳﺔ ﺍﻟﻭﺭﺷﺎﺕ ﺍﻟﻛﺑﻳﺭﺓ‬ ‫ﻭﺍﺧﺗﻳﺎﺭ ﻣﻧﻁﻘﻲ ﺑﻣﻭﺍﻛﺑﺔ ﺍﻟﺗﻁﻭﺭ ﻓﻲ ﺍﻟﻣﻣﻠﻛﺔ‬ ‫۳‬ ‫۳‬ ‫۳‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ي اﻟﺘوﻀﻴﺤﻲ‬‫اﻟﻤﺨطط اﻻدار‬ ‫ﻧﺣﻭ ﺃﻭﺭﻭﺑﺎ‬ ‫ﻁﻧﺟﺔ‬ ‫ﻗﻧﻳﻁﺭﺓ‬ ‫ﻓﺎﺱ‬ ‫ﻭﺟﺩﺓ‬ ‫ﻧﺣﻭ ﺍﻟﺷﺑﻛﺔ‬ ‫ﺍﻟﺭﺑﺎﻁ‬ ‫ﺍﻟﻣﻐﺎﺭﺑﻳﺔ‬ ‫ﻣﻛﻧﺎﺱ‬ ‫ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء‬ ‫ﺳﻁﺎﺕ‬ ‫ﻣﺣﻭﺭﺃﻁﻠﺳﻲ‬ ‫ﻣﺭﺍﻛﺵ‬ ‫ﻣﺣﻭﺭﻣﻐﺎﺭﺑﻲ‬ ‫ﺍﻟﺻﻭﻳﺭﺓ‬ ‫ﺃﻏﺎﺩﻳﺭ‬ ‫ﻧﺣﻭ ﺍﻟﻌﻳﻭﻥ‬ ‫٤‬ ‫٤‬ ‫٤‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ﻣﺧﻁﻁ ﺗﻭﺟﻳﻬﻲ ﻣﻧﺎﺳﺏ‬ ‫ﻣﺆﺷﺮات :‬ ‫۰۰٥۱ ﻛﻡ‬ ‫‪ ‬ﻁﻭﻝ‬ ‫٥۱۰۲- ٥۳۰۲‬ ‫‪ ‬ﺗﺎﺭﻳﺦ ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫۰۱ ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ‬ ‫‪ ‬ﺍﻟﺑﻧﻰ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫٦.۰% ﻣﻥ ‪PIB‬‬ ‫‪ ‬ﻟﻭﺍﺯﻡ ﺍﻟﺗﻣﻭﻳﻝ‬ ‫اﻟﻤﺆﺛﺮات :‬ ‫- ۳ ﺃﻭ - ٤ ﻣﻥ ﺍﻟﻌﺭﺽ ﺍﻟﺣﺎﻟﻲ‬ ‫‪ ‬ﺯﻣﻥ ﺍﻟﻣﺳﺎﺭ‬ ‫۹%‬ ‫‪ TRI ‬ﺍﺟﺗﻣﺎﻋﻲ – ﺍﻗﺗﺻﺎﺩﻱ‬ ‫۰٥٥ ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﺍﺳﺗﻬﻼﻙ ﻋﻠﻰ ﺍﻷﻗﻝ / ﺑﺎﻟﺳﻧﺔ‬ ‫- ۰۰۰۰۰۸ 2‪ TCO‬ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﻧﺗﻳﺟﺔ ﺍﻟﺿﻐﻁ‬ ‫- ۰۰۰۰۱۲ 2‪ Teq. TCO‬ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﺍﻗﺗﺻﺎﺩ ﺍﻟﺗﻠﻭﺙ‬ ‫٥‬ ‫٥‬ ‫٥‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-١- اﻷﻫداف اﻻﺴﺘ اﺘﻴﺠﻴﺔ ﻟﻠﻤﺸرو‬ ‫ر‬ ‫ﻣﻮاﺟﻬﺔ اﻟﺘﻄﻮر اﻟﻤﺮﺗﻘﺐ ﻟﺤﺎﺟﺔ اﻟﻤﺴﺎﻓﺮﻳﻦ ﻋﻠﻰ‬ ‫ﻫﺬا اﻟﺨﻂ )اﻟﻤﺤﻮر( + ٠٧% ﺑﻴﻦ ٢٠٠٢ و ٠١٠٢‬ ‫اﻟﺴﻴﺮ ﻋﻠﻰ ﻧﻔﺲ اﻟﻮﺗﻴﺮة ﻣﻊ ﺗﻄﻮر‬ ‫ﻣﻮاﻛﺒﺔ ﺗﻄﻮر اﻟﻘﻄﺐ اﻻﻗﺘﺼﺎدي‬ ‫اﻟﻤﺴﺎرات اﻷوروﺑﻴﺔ واﻟﻤﻐﺮﺑﻴﺔ‬ ‫‪C’est‬‬ ‫اﻟﺠﺪﻳﺪ ﻟﻄﻨﺠﺔ‬ ‫‪incontournable‬‬ ‫ﺗﺤﺮﻳﺮ اﻟﻘﺪرة ﻋﻠﻰ ﺗﺴﻬﻴﻞ ﺣﺮﻛﺔ ﻧﻘﻞ اﻟﺒﻀﺎﺋﻊ ﺑﺎﻟﺴﻜﻚ‬ ‫ﻋﻠﻰ ﻫﺬا اﻟﻤﺤﻮر ) ﺗﺄﺛﻴﺮات اﻟﺠﺮ ﻣﻦ ﻣﺮﻓﺄ ﻃﻨﺠﺔ - اﻟﺒﺤﺮ‬ ‫اﻻﺑﻴﺾ اﻟﻤﺘﻮﺳﻂ ‪(Med‬‬ ‫٦‬ ‫٦‬ ‫٦‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٢- اﻟﻤؤﺜ ات اﻻﻴﺠﺎﺒﻴﺔ ﻟﻠﻤﺸرو‬ ‫ر‬ ‫‪ ‬ﻧﻘﻝ ٦ ﺇﻟﻰ ۸ ﻣﻼﻳﻳﻥ ﻣﻥ ﺍﻟﻣﺳﺎﻓﺭﻳﻥ ﻋﻧﺩ ﻭﺿﻌﻪ ﺑﺎﻻﺳﺗﺛﻣﺎﺭ‬ ‫‪ ‬ﺍﻧﻘﺎﺹ ﺯﻣﻥ ﺍﻟﺳﻔﺭ:‬ ‫• ۲ ﺳﺎﻋﺔ ﻭ۰۱ ﺩﻗﺎﺋﻕ ﻋﻭﺿﺎ ً ﻋﻥ ٤ ﺳﺎﻋﺎﺕ ﻭ ٥٤ ﺩﻗﻳﻘﺔ ﺑﻳﻥ ﻁﻧﺟﺔ ﻭﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء‬ ‫• ﺳﺎﻋﺔ ﻭﻋﺷﺭﻳﻥ ﺩﻗﻳﻘﺔ ﻋﻭﺿﺎ ً ﻋﻥ ﺛﻼﺙ ﺳﺎﻋﺎﺕ ﻭ٥٤ ﺩﻗﻳﻘﺔ ﺑﻳﻥ ﻁﻧﺟﺔ ﻭﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﺗﻘﺩﻳﻡ ﺗﻌﺭﻓﺔ ﺗﻧﺎﻓﺳﻳﺔ ﺑﺗﻭﺍﻓﻕ ﻣﻊ ﺍﻟﻘﺩﺭﺓ ﺍﻟﺷﺭﺍﺋﻳﺔ ﻟﻣﺳﺗﺧﺩﻣﻲ ﺍﻟﻘﻁﺎﺭﺍﺕ‬ ‫۷‬ ‫۷‬ ‫۷‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٣- ﻤﺤﻴط اﻟﻤﺸرو‬ ‫ﺇﻧﺟﺎﺯ ﺧﻁ ﺟﺩﻳﺩ ﻣﻥ ﻁﻧﺟﺔ ﺇﻟﻰ ﺍﻟﻘﻧﻳﻁﺭﺓ ﺑﺣﻭﺍﻟﻲ ۰۰۲ ﻛﻡ ﻭﻫﻭ‬ ‫‪‬‬ ‫ﺧﻁ ﻣﺧﺻﺹ ﻟﻧﻘﻝ ﺍﻟﻣﺳﺎﻓﺭﻳﻥ ﻭﻣﻌﺗﻣﺩ ﻣﻥ ﺃﺟﻝ ۰٥۳ ﻛﻡ/ﺳﺎﻋﺔ‬ ‫ﻭﻣﺳﺗﺛﻣﺭ ﺑـ ۰۲۳ ﻛﻡ/ﺳﺎﻋﺔ .‬ ‫ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺗﺟﻬﻳﺯﺍﺕ ﺍﻟﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ .‬ ‫‪‬‬ ‫ﺗﻼﺅﻡ ﻭﺗﺣﺳﻳﻥ ﺍﻟﺧﻁﻭﻁ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ )ﺍﻟﻛﻼﺳﻳﻛﻳﺔ( ﻟﻣﺩﺧﻝ ﻁﻧﺟﺔ‬ ‫‪‬‬ ‫ﻭﺍﻟﻘﻧﻳﻁﺭﺓ .‬ ‫ﺇﻧﺷﺎء ﻗﻭﺍﻋﺩ ﺃﻋﻣﺎﻝ ﻓﻲ ﺃﺳﻳﻠﺔ ﻭﺍﻟﻘﻧﻳﻁﺭﺓ ﻭﻭﺻﻝ ﺍﻟﺧﻁ ﺍﻟﺗﻘﻠﻳﺩﻱ‬ ‫‪‬‬ ‫ﺑﺎﻟﺧﻁ ﺍﻟﺟﺩﻳﺩ .‬ ‫ﺍﻗﺗﻧﺎء ﺃﺭﺗﺎﻝ )ﻗﻁﺎﺭﺍﺕ( ﻟﻠﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ .‬ ‫‪‬‬ ‫ﺇﻧﺷﺎء ﻭﺭﺷﺔ ﻟﺻﻳﺎﻧﺔ ﺍﻷﺭﺗﺎﻝ ﻓﻲ ﻁﻧﺟﺔ .‬ ‫‪‬‬ ‫ﺗﻁﺑﻳﻕ ﻣﻔﻬﻭﻡ ﺍﻟﻌﺭﺽ ﺍﻟﺗﺟﺎﺭﻱ .‬ ‫‪‬‬ ‫ﺍﻟﺗﺣﺿﻳﺭ ﻟﻠﻭﺿﻊ ﻓﻲ ﺍﻟﺧﺩﻣﺔ : ﺍﺳﺗﺛﻣﺎﺭ ﻭﺻﻳﺎﻧﺔ )ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫‪‬‬ ‫ﻭﺍﻷﺭﺗﺎﻝ( .‬ ‫ﻣﺷﺭﻭﻉ ﻣﺗﻛﺎﻣﻝ ‪‬‬ ‫۸‬ ‫۸‬ ‫۸‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٤- ﻤرﺠﻌﻴﺔ ﻤﻔﻬوم اﻟﺘﺼﻤﻴم‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﺗﻘﻧﻳﺔ ﻟﻘﺎﺑﻠﻳﺔ ﺍﻟﺗﺷﻐﻳﻝ ﺍﻟﻣﺗﺑﺎﺩﻝ )‪(STI‬‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﻋﺎﻟﻣﻳﺔ ﻭﺃﻭﺭﻭﺑﻳﺔ )ﻣﻭﺍﺻﻔﺎﺕ ‪ ISO‬ﻭ ‪( EN‬‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﻣﻐﺎﺭﺑﻳﺔ )‪(NM‬‬ ‫‪ ‬ﻣﺭﺟﻌﻳﺎﺕ ‪ONCF‬‬ ‫‪ ‬ﻣﺭﺟﻌﻳﺎﺕ ﺃﺧﺭﻯ‬ ‫۹‬ ‫۹‬
‫‪Le Projet‬‬ ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ‬ ‫۱- ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ ﻟﻬﻧﺩﺳﺔ ﻣﺩﻧﻳﺔ‬ ‫۲- ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻙ ﺣﺩﻳﺩﻳﺔ‬ ‫۳- ﺃﺭﺗﺎﻝ )ﻣﺟﻣﻭﻋﺎﺕ( ﺫﺍﺕ ﺳﺭﻋﺔ ﻓﺎﺋﻘﺔ ﻭﻭﺭﺷﺔ ﺻﻳﺎﻧﺔ‬ ‫۰۱‬ ‫۰۱‬ ‫۰۱‬
‫‪Le Projet‬‬ ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻟﻬﻨدﺴﺔ ﻤدﻨﻴﺔ‬ ‫ﺍﻟﻁﻭﻝ : ۰۰۲ ﻛﻡ ﻣﻥ ﺧﻁ ﻣﺯﺩﻭﺝ ﺟﺩﻳﺩ ﺣﻳﺙ ۲۸۱ ﻛﻡ ﻳﻣﻛﻥ‬ ‫ﺍﺳﺗﺛﻣﺎﺭﻫﺎ ﺑـ ۰۲۳ﻛﻡ/ﺳﺎﻋﺔ ) ﺃﺭﺍﺿﻲ : ﺣﻭﺍﻟﻲ ۰۰۸۱ ﻫﻛﺗﺎﺭ(‬ ‫ﺍﻟﻣﻧﺷﺂﺕ : ﻣﻌﺩﻝ ٥۲.۱ ﻣﻧﺷﺄﺓ ﻓﻧﻳﺔ – ﺑﺎﻟﻛﻳﻠﻭﻣﺗﺭ ﺃﻱ :‬ ‫- ۰٥۲ ﻣﻧﺷﺄﺓ ﻋﺎﺩﻳﺔ‬ ‫- ﺳﺑﻊ ﻣﻧﺷﺂﺕ ﻛﺑﻳﺭﺓ )۸ ﻛﻡ(‬ ‫ﻧﻘﻝ ﺍﻷﺗﺭﺑﺔ : ۹۲ ﻣﻠﻳﻭﻥ ﻣﺗﺭﻣﻛﻌﺏ ﺣﻔﺭ ، ﻣﻥ ﺃﺟﻝ ٦۲ ﻣﻠﻳﻭﻥ‬ ‫ﻣﺗﺭ ﻣﻛﻌﺏ ﺭﺩﻡ ) ﺣﻳﺙ ۷ ﻣﻠﻳﻭﻥ ﻣﻥ ﺍﻟﻣﻭﺍﺩ ﺍﻟﻧﺑﻳﻠﺔ(‬ ‫ﻣﺳﺎﺭ ﺑﺟﺎﻧﺏ ﺍﻷﻭﺗﻭﺳﺗﺭﺍﺩ ﻋﻠﻰ ﻣﺳﺎﻓﺔ ۱٥ ﻛﻳﻠﻭﻣﺗﺭ‬ ‫ﺃﻱ ۸۲% ﻣﻥ ﺍﻟﻣﺳﺎﺭ‬ ‫ﻫﻳﺋﺔ ﺑﻳﺋﻳﺔ : ﻣﺳﺎﺭ ﻳﺄﺧﺫ ﺑﺎﻟﺣﺳﺑﺎﻥ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺍﻟﺑﻳﺋﺔ‬ ‫۱۱‬ ‫۱۱‬ ‫۱۱‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻟﻬﻨدﺴﺔ ﻤدﻨﻴﺔ‬ ‫اﻟﻘﺴم اﻟﺸﻤﺎﻟﻲ‬ ‫‪ ‬ﺍﻟﻁﻭﻝ ٥۸ ﻛﻡ‬ ‫‪ ‬ﻗﺎﻋﺩﺓ ﺃﻋﻣﺎﻝ ﻓﻲ ﺗﻧﻳﻥ ﺱ. ﺍﻟﻳﻣﺎﻧﻲ‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﺗﻳﺔ‬ ‫‪ PCV ۱ ‬ﻭ ۱ ‪PCVE‬‬ ‫‪ ‬ﻭﺭﺷﺔ ﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﻘﺳﻡ ﺍﻟﺟﻧﻭﺑﻲ‬ ‫‪ ‬ﺍﻟﻁﻭﻝ ٦۱۱ ﻛﻡ‬ ‫‪ ‬ﻗﺎﻋﺩﺓ ﺃﻋﻣﺎﻝ ﻓﻲ ﺍﻟﻘﻧﻳﻁﺭﺓ‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﺗﻳﺔ ﻭﺟﻬﺎﺯ ﺯﻳﺎﺩﺓ ﺍﻟﺗﻭﺗﺭ‬ ‫‪ PCV ۲ ‬ﻭ ۲ ‪PCVE‬‬ ‫۲۱‬ ‫۲۱‬ ‫۲۱‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : ﺘﺠﻬﻴ ات اﻟﺴﻛك اﻟﺤدﻴدﻴﺔ‬ ‫ز‬ ‫اﻟﺴـﻛـﺔ‬ ‫‪ ‬ﺳﻛﻙ ﺑﺭﻭﻓﻳﻝ ‪٦۰ UIC‬ﻛﻎ ﻣﺟﻣﻌﺔ ﻛﻬﺭﺑﺎﺋﻳﺎ ً ﺑﺎﻟﻠﺣﺎﻡ‬ ‫‪ ‬ﻋﻭﺍﺭﺽ ﻣﻥ ﺍﻟﺑﻳﺗﻭﻥ ﺍﻟﻣﺳﻠﺢ ﻗﻁﻌﺔ ﻭﺍﺣﺩﺓ ‪ monobloc‬ﺑﻭﺻﻼﺕ ﺭﺑﻁ ﺑﻼﺳﺗﻳﻛﻳﺔ‬ ‫‪ ‬ﻁﺑﻘﺔ ﺑﺣﺹ )ﺯﻟﻁ( ۰۳ ﺳﻡ ﻋﻠﻰ ﺍﻷﻗﻝ‬ ‫‪ ‬ﻣﻔﺎﺗﻳﺢ ﺳﻛﺔ ﺑﻘﻠﺏ ﺫﻭ ﺇﺑﺭﺓ ﻣﺗﺣﺭﻛﺔ‬ ‫ﻛﺘﻴﻨﺔ وﻤﺤطﺎت ﻋﻴﺔ‬ ‫ﻓر‬ ‫‪ ‬ﻛﺗﻳﻧﺔ ﺫﺍﺕ ﺗﻐﺫﻳﺔ ۲ × ٥.۲ ﻛﻳﻠﻭﻓﻭﻟﺕ‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﺗﺣﻛﻡ ﻋﻥ ﺑﻌﺩ ﻣﻥ ﻣﺭﻛﺯ ﻣﺣﻁﺔ ﻓﺭﻋﻳﺔ ﻭﺍﻗﻌﺔ ﻓﻲ ﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﻣﺣﻁﺗﻳﻥ ﻓﺭﻋﻳﺗﻳﻥ ﻭﺟﻬﺎﺯ ﺯﻳﺎﺩﺓ ﺗﻭﺗﺭ‬ ‫اﻻﺸﺎ ات واﻟﺘﺤﻛم ﻋن ﺒﻌد‬ ‫ر‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﻛﻡ ﻋﻥ ﺑﻌﺩ ﻭﺍﻗﻌﺔ ﻓﻲ ﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﻣﺣﻁﺎﺕ ﺗﺣﻭﻳﻝ )ﻣﻔﺎﺻﻝ( ﻣﻌﻠﻭﻣﺎﺗﻳﺔ )‪(PAI‬‬ ‫‪ ERTMS ‬ﻣﺳﺗﻭﻯ ۲ ، ‪GSM-R‬‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﺃﻣﺎﻥ ﻭﻛﺷﻑ ﻭﺗﻧﺑﻳﻪ ﻭﺇﻧﺫﺍﺭ‬ ‫۳۱‬ ‫۳۱‬ ‫۳۱‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﻤﻌدات اﻟﻤﺘﺤرﻛﺔ‬ ‫أرﺘﺎﻝ ﻋﺔ ﻓﺎﺌﻘﺔ‬ ‫ﺒﺴر‬ ‫‪ ‬ﺃﺭﺗﺎﻝ ﺑﺗﻳﺎﺭ ﻣﺯﺩﻭﺝ ‪ 3KV CC ، 25KV‬ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺃﻥ‬ ‫ﺗﺳﻳﺭ ﺑـ ۰۲۳ ﻛﻡ/ﺳﺎﻋﺔ‬ ‫‪ ‬ﺭﺗـﻝ ﺑﻁـﻭﻝ ۰۰۲ ﻣﺗـﺭ ﻣﺅﻟـﻑ ﻣـﻥ ﻣﻘﻁﻭﺭﺗﻳـﻥ ﺭﺃﺳـــﻳﺗﻳـﻥ‬ ‫ﻣﺟﻬﺯﺗﻳﻥ ﺑﻣﺣﺭﻙ ﻭﺑﻳﻧﻬﻣﺎ ۸ﻣﻘﻁﻭﺭﺍﺕ ﺑﻁﺎﺑﻘﻳﻥ)۳۳٥ﻣﻘﻌﺩ(‬ ‫ﻤﺸﻐﻝ ﺼﻴﺎﻨـﺔ‬ ‫‪ ‬ﺍﻟﻘﺩﺭﺓ : ۰۳ ﺭﺗـﻝ‬ ‫‪ ‬ﺍﻟﻣﺳﺎﺣﺔ ۲۲ ﻫﻛﺗﺎﺭ ﻣﻧﻬﺎ ۰۰۰۰۳ﻡ² ﻣﻐﻁﺎﺓ‬ ‫‪ ‬ﺇﺷﺎﺭﺍﺕ ﻗﻳﺎﺩﺓ ﻣﺭﻛﺯﻳﺔ ﻣﻊ ﻣﺭﻛﺯ ﺗﺣﻭﻳﻝ ﻣﻌﻠﻭﻣﺎﺗﻲ ،‬ ‫٤۱ ﻛﻡ ﻣﻥ ﺍﻟﺧﻁ ، ﻛﺗﻳﻧﺔ‬ ‫‪ ‬ﻋﺩﺩ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻓﻲ ﺍﻟﺻﻳﺎﻧﺔ : ۰۰۲‬ ‫٤۱‬ ‫٤۱‬ ‫٤۱‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ي‬‫٢-٦- اﻟﻤﺨطط اﻟﻤدﻴر‬ ‫9002‬ ‫0102‬ ‫1102‬ ‫2102‬ ‫3102‬ ‫4102‬ ‫5102‬ ‫ﺩﺭﺍﺳﺎﺕ‬ ‫31-.‪Déc‬‬ ‫ﺃﻋﻣﺎﻝ ﺗﺣﺿﻳﺭﻳﺔ‬ ‫ﺃﻋﻣﺎﻝ ﻣﺩﻧﻳﺔ‬ ‫01-‪Juil‬‬ ‫11- ‪Juin‬‬ ‫41-‪Jan‬‬ ‫ﻣﺷﺎﻏﻝ ﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﻭﺿﻊ ﻓﻲ ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫11-‪Avri‬‬ ‫41-‪Mars‬‬ ‫ﻣﻌﺩﺍﺕ ﻣﺗﺣﺭﻛـﺔ‬ ‫01-‪Déc‬‬ ‫51‪Déc‬‬ ‫ﺇﻧﺷﺎءﺍﺕ ﺧﺗﺎﻣﻳﺔ‬ ‫21-.‪Fév‬‬ ‫41-.‪Oct‬‬ ‫ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻙ ﺣﺩﻳﺩﻳﺔ‬ ‫11- ‪Août‬‬ ‫41-.‪Déc‬‬ ‫ﺗﺟﺎﺭﺏ‬ ‫51-.‪Janv‬‬ ‫ﻣﺻﺎﺩﻗﺔ‬ ‫51-.‪Déc‬‬ ‫٥۱‬ ‫٥۱‬
Le Projet Pôle Développement - Direction Projets LGV ‫ ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬LGV : ‫۲- ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٢-٧- ﻫﻴﻛﻠﻴﺔ اﻟﺘﺸﻐﻴﻝ‬ MOA + AMO ‫ﻨو‬ ‫ﻨو‬ MOE ‫ع‬‫ﻨو‬ ‫ﻨو‬ GC ‫ع‬ GC ‫ع‬ MOE EF EF ‫ﺠﻨوب‬ ‫ﺸﻤﺎﻝ‬ IT ‫ع‬ MOE GC MOE IT GC Sud ‫ﻤﻊ ﻤﻬﻤﺔ ﺘﻛﺎﻤﻠﻴﺔ‬ (avec mission ‫ﻤﻌدات ﻤﺘﺤرﻛﺔ‬ Nord d’intégration) C/R Matériel ‫ﺴﻛك ﺤدﻴدﻴﺔ‬ Roulant Entreprises Entreprises Entreprises ‫ﺘﺠﻬﻴ ات‬ ‫ﺘﻌﻬدات‬ ‫ﺘﻌﻬدات‬ ‫ﺘﻌﻬدات‬ ‫ورﺸﺔ‬ ‫ﺼﻴﺎﻨﺔ‬ C/R C/R Equipements Atelier ‫ز‬ Ferroviaires Maintenance ۱٦ ۱٦ ۱٦
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع )اﻟﻛوادر اﻟﻬﻨدﺴﻴﺔ(‬‫٢-٧- ﻫﻨدﺴﺔ اﻟﻤﺸرو‬ ‫ﺍﻟﻌﺩﺩ ﺍﻟﻔﻌﻠﻲ ﻓﻲ ﺍﻟﺧﺗﺎﻡ‬ ‫ﺍﻟﻌﺩﺩ ﺍﻟﻔﻌﻠﻲ ﺣﺎﻟﻳﺎ ً‬ ‫ﺍﻻﺻﻁﻼﺡ‬ ‫001‬ ‫06‬ ‫ﺭﺅﺳﺎء ﺍﻷﺷﻐﺎﻝ‬ ‫07‬ ‫55‬ ‫ﻣﺳﺎﻋﺩﻱ ﺭﺅﺳﺎء ﺍﻷﺷﻐﺎﻝ‬ ‫082‬ ‫531‬ ‫ﺭﺅﺳﺎء ﺍﻷﻋﻣﺎﻝ‬ ‫)*( 054‬ ‫052‬ ‫ﺍﻟﻣﺟﻣﻭﻉ‬ ‫)*( : أﻛﺜر ﻤن ٠٥% ﻤن اﻟﻤﻬﻨدﺴﻴن ﻫم ﻤن اﻟﻤﻐﺎرﺒﺔ‬ ‫۷۱‬ ‫۷۱‬ ‫۷۱‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٨- ﻛﻠﻔﺔ اﻟﻤﺸرو‬ ‫ﺗﻘﺩﻳﺭ ﺍﻟﻛﻠﻔﺔ ) ﻭﻓﻕ ﺍﻟﻣﻌﻁﻳﺎﺕ ﺍﻻﻗﺗﺻﺎﺩﻳﺔ ﻓﻲ ﻳﻧﺎﻳﺭ ۰۱۰۲ (‬ ‫ﺍﻟﻣﺑﻠﻎ )ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ(‬ ‫ﺍﻟﻣﺑﻠﻎ )ﻣﻠﻳﺎﺭ ﺩﺭﻫﻡ ﻣﻐﺭﺑﻲ(‬ ‫ﺍﻟﻣﺟﺎﻝ‬ ‫9,0‬ ‫57,2‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ ﻭﺍﻟﺩﺭﺍﺳﺎﺕ‬ ‫5,0‬ ‫52,7‬ ‫ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫5,0‬ ‫6,5‬ ‫ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻛﻳﺔ‬ ‫4,0‬ ‫4,4‬ ‫ﻣﻌﺩﺍﺕ ﻣﺗﺣﺭﻛﺔ‬ ‫8,1‬ ‫02‬ ‫ﺍﻟﻣﺟﻣﻭﻉ‬ ‫4,4‬ ‫57,2‬ ‫%22‬ ‫%41‬ ‫ع واﻟد‪Pilotage‬‬ ‫ﻗﻴﺎدة‪ du projet et‬اﺴﺎت‬ ‫ر‬ ‫‪ études‬اﻟﻤﺸرو‬ ‫‪‬‬ ‫‪ ‬اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ‬ ‫‪Infrastructures‬‬ ‫6,5‬ ‫52,7‬ ‫‪ ‬ﺘﺠﻬﻴ ات ﺴﻛﻛﻴﺔ‬ ‫ز‬ ‫%63‬ ‫‪Equipements ferroviares‬‬ ‫‪‬ﻤﻌدات ﻤﺘﺤرﻛﺔ‬ ‫%82‬ ‫‪Matériel Roulant‬‬ ‫۸۱‬ ‫۸۱‬ ‫۸۱‬
Pôle Développement - Direction Projets LGV ‫ ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬LGV : ‫۲- ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ع‬‫٢-٨- ﺘﻤوﻴﻝ اﻟﻤﺸرو‬ 75 500 ‫ﻗروض‬ ‫ ﺘﻤوﻴﻝ ﻤﻐرﺒﻲ‬Marocains Emprunts Financements Don 1225 ‫ﻫﺒـﺔ‬ ‫اﻟﻤﺒﺎﻟﻎ ﺒﻤﻼﻴﻴن اﻟﻴورو‬ (Montants en millions €) ۱۹ ۱۹ ۱۹
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٩- اﻟﻤ اﺤﻝ اﻟﺘﻲ أﻨﺠزت‬ ‫ر‬ ‫‪ ‬ﺃﻛﺗﻭﺑﺭ ۷۰۰۲ : ﺗﻭﻗﻳﻊ ﺑﺭﻭﺗﻭﻛﻭﻝ ﺍﻻﺗﻔﺎﻕ ﺑﻳﻥ ﺍﻟﺟﻣﻬﻭﺭﻳﺔ ﺍﻟﻔﺭﻧﺳﻳﺔ ﻭﺍﻟﻣﻣﻠﻛﺔ ﺍﻟﻣﻐﺭﺑﻳﺔ ﻟﻣﺷﺭﻭﻉ ﺍﻟﻘﻁﺎﺭ ﺫﻱ‬ ‫ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻁﻧﺟﺔ – ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء .‬ ‫‪ ‬ﻣﺎﺭﺱ ۸۰۰۲ : ﺇﻧﺷﺎء ﺇﺩﺍﺭﺓ ﻓﻲ ‪ ONCF‬ﻟﻘﻳﺎﺩﺓ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪ ‬ﺃﺑـﺭﻳـﻝ ۹۰۰۲ : ﺍﺧﺗﻳﺎﺭ ﺍﻟﺟﻬﺔ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻣﺎﻝ .‬ ‫‪ ‬ﺳﺑﺗﻣﺑﺭ ۹۰۰۲: ﺇﻋـﻼﻥ ﺍﻟﻣﺷﺭﻭﻉ ﻟﻠﺧﺩﻣﺔ ﺍﻟﻌﺎﻣﺔ .‬ ‫‪ ‬ﻳﻧﺎﻳـــﺭ ۰۱۰۲ : ﺗﻌﻳﻳﻥ ﺇﺩﺍﺭﺓ ﺃﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫‪ ‬ﻳﻭﻟﻳــﻭ ۰۱۰۲ : ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﻣﻭﺍﻓﻘﺔ ﺍﻟﻠﺟﻧﺔ ﺍﻟﻭﻁﻧﻳﺔ ﻟﻠﺑﻳﺋﺔ .‬ ‫‪ ‬ﺃﻛﺗﻭﺑﺭ ۰۱۰۲ : ﺍﻟﺑﺩء ﺑﺎﻷﻋﻣﺎﻝ ﺍﻟﺗﺣﺿﻳﺭﻳﺔ ) ‪ ZC‬ﻭﺷﺑﻛﺎﺕ( .‬ ‫‪ ‬ﻧﻭﻓﻣﺑﺭ ۰۱۰۲ : ﺗﻌﻳﻳﻥ ﺇﺩﺍﺭﺓ ﺃﺷﻐﺎﻝ ﺍﻟﻣﻧﺷﺂﺕ ﺍﻟﺧﺗﺎﻣﻳﺔ .‬ ‫‪ ‬ﺩﻳﺳﻣﺑﺭ ۰۱۰۲ : ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﻣﻭﺿﻭﻉ ﺗﻣﻭﻳﻝ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪ ‬ﻓﺑﺭﺍﻳــﺭ ۱۱۰۲ : ﺇﻁﻼﻕ ﺍﻟﺧﻳﺎﺭﺍﺕ ﺍﻟﻣﺳﺑﻘﺔ ﻷﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫‪ ‬ﺃﺑﺭﻳــﻝ ۱۱۰۲ : ﺇﻁﻼﻕ ﺍﻟﻘﺳﻡ ﺍﻷﻭﻝ ﻣﻥ ﺃﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫۰۲‬ ‫۰۲‬ ‫۰۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺗﻘﺎﺩ ﻣﺟﻣﻭﻋﺔ ﺍﻟﻣﺟﺎﻻﺕ ﻭﻓﻕ ﺍﻟﻣﻭﺍﺻﻔﺎﺕ ﺍﻟﺩﻭﻟﻳﺔ ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻭﺑﺷﻛﻝ ﺧﺎﺹ ﻣﻭﺍﺻﻔﺎﺕ ‪. ISO‬‬ ‫ﺇﻥ ﻫﻳﻛﻠﻳﺔ ﺍﻻﺩﺍﺭﺓ ﻫﻲ ﻣﻥ ﺍﻟﻧﻭﻉ ﺍﻟﻧﻣﻭﺫﺟﻲ ﺍﻟﻣﻁﺑﻕ ﻋﻠﻰ ﺍﻟﻣﺷﺎﺭﻳﻊ ﺍﻟﻣﻌﻘﺩﺓ ﺑﻧﻔﺱ ﺍﻟﻧﻣﺎﺫﺝ‬ ‫ﺍﻷﻭﺭﻭﺑﻳﺔ‬ ‫ﻭﻫﻲ ﺗﻐﻁﻲ ﻣﻥ ﻧﺎﺣﻳﺔ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﻛﺑﻳﺭﺓ ﺍﻟﺗﺎﻟﻳﺔ :‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻟﻧﻭﻋﻳﺔ .‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻷﻣﻧﻳﺔ .‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻟﺑﻳﺋﻳﺔ .‬ ‫۱۲‬ ‫۱۲‬ ‫۱۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ة اﻟﻨوﻋﻴﺔ‬ ‫٣-١- اﻻدار‬ ‫‪SMQ‬‬ ‫‪SMQ‬‬ ‫‪ONCF‬‬ ‫‪ ‬ﺃﻫﺪﺍﻑ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻨﻮﻋﻲ‬ ‫‪ONCF‬‬ ‫‪Référentiel‬‬ ‫ﺭﺟﻌﻳﺔ ﺍﻟﻣﻬﻣﺎﺕ‬ ‫‪des missions‬‬ ‫‪ ‬ﺍﻟﺳﻣﺎﺡ ﺑﺎﻟﻭﺻﻭﻝ ﺇﻟﻰ ﺩﺭﺟﺔ ﻣﻥ ﺍﻻﻧﺟﺎﺯ ﺍﻟﻣﻁﻠﻭﺏ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‬ ‫ﻣﻥ ﻣﺩﻳﺭ ﺃﻋﻣﺎﻝ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪Manuel Management‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫‪Projet‬‬ ‫ﻟـ ‪ONCF‬‬ ‫)‪(MMP LGV‬‬ ‫‪ ‬ﺇﻋﻁﺎء ﻗﻭﺍﻋﺩ ﺍﻟﺗﺷﻐﻳﻝ ﺍﻟﻣﺷﺗﺭﻙ ﻟﻛﻝ ﺍﻟﻌﺎﻣﻠﻳﻥ .‬ ‫‪ ‬ﺍﻛﺗﺳﺎﺏ ﻣﺳﺗﻭﻯ ﺛﻘﺔ ﻛﺎﻑ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﺃﻫﺩﺍﻑ‬ ‫‪Schéma Directeur de la Qualité‬‬ ‫ﺍﻟﻬﻳﻛﻠﻳﺔ ﺍﻟﻣﻭﺟﻬﺔ ﻟﻠﻧﻭﻋﻳﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫)‪(SDQ‬‬ ‫ﻣﺧﻁﻁ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫)‪Plan Management Projet (PMP‬‬ ‫‪ ‬ﻧﻅﺎﻡ ﻧﻭﻋﻲ : ﻣﻭﺍﺻﻔﺎﺕ 0009 ‪ISO‬‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫‪ ‬ﻫﻳﻛﻠﻳﺔ ﻣﻭﺟﻪ ﻟﻧﻅﺎﻡ ﻧﻭﻋﻲ .‬ ‫ﺍﻟﻘﻭﺍﻋﺩ ‪Procédures et‬‬ ‫‪ documents‬ﻭﺍﻟﻣﺳﺗﻧﺩﺍﺕ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ ﻟﻠﻣﺷﺭﻭﻉ‬ ‫‪internes au projet‬‬ ‫ﻓﻲ‬ ‫‪ ‬ﻣﺧﻁﻁ ﺗﺄﻣﻳﻥ ﺍﻟﻧﻭﻋﻳﺔ )‪. (PAQ‬‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫۲۲‬ ‫۲۲‬ ‫۲۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٢- ة اﻟﻤﺤﻴط اﻟﺒﻴﺌﻲ‬ ‫إدار‬ ‫‪ ‬ﺗﻛﺎﻣﻝ ﻛﻝ ﺍﻟﻣﺭﻛﺑﺎﺕ ﺍﻟﺑﻳﺋﻳﺔ ﻓﻲ ﺍﻟﻣﺷﺭﻭﻉ ﻟﻠﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻣﺳﺎﺋﻝ ﺍﻟﺑﻳﺋﻳﺔ .‬ ‫‪ ‬ﺗﺄﻣﻳﻥ ﻣﺳﺎﻋﺩﺓ ﻟﻠﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﺍﻟﺑﻳﺋﻲ .‬ ‫‪ ‬ﺗﻌﺭﻳﻑ ، ﺍﻟﺗﺣﺿﻳﺭ ﻭﺍﻟﻌﻣﻝ ﻋﻠﻰ ﻣﺧﻁﻁ ﺇﺩﺍﺭﺓ ﺑﻳﺋﻳﺔ ﻭﺍﺟﺗﻣﺎﻋﻳﺔ )‪. (PGES‬‬ ‫‪ ‬ﻳﺗﺑﻊ ﺫﻟﻙ ﺗﻧﻔﻳﺫ ‪ PGES‬ﻣﻥ ﺧﻼﻝ ﺗﻧﻔﻳﺫ ﺍﻷﻋﻣﺎﻝ .‬ ‫۳۲‬ ‫۳۲‬ ‫۳۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫‪ ‬ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺃﻣﺎﻥ ﺍﻟﻨﻈﺎﻡ :‬ ‫ﺍﻟﻤﻀﻲ ﻗﺪﻣﺎ ً ﺑﺸﻜﻞ ﻳﺴﻤﺢ ﺑﺘﻘﺪﻳﺮ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺑﺤﺪﻭﺩ ﺍﻷﻣﺎﻥ ﺑﺸﻜﻞ ﻣﻌﺎﺩﻝ ﻋﻠﻰ ﺍﻷﻗﻞ ﻵﺧﺮ ﻣﺮﺟﻌﻴﺎﺕ‬ ‫‪ LGV‬ﺍﻷﻭﺭﻭﺑﻴﺔ .‬ ‫‪ ‬ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﺴﻼﻣﺔ )ﺍﻷﻣﺎﻥ( ﺍﻟﻤﺪﻧﻴﺔ :‬ ‫ﺗﻌﺭﻳﻑ ﻣﻌﺎﻳﻳﺭ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﺑﻣﺎ ﻳﺗﻭﺍﻓﻕ ﻣﻊ ﻣﺎ ﻫﻭ ﻣﻌﻣﻭﻝ ﺑﻪ ﻣﺣﻠﻳﺎ ً ﻭﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺧﻁﻭﻁ‬ ‫‪ LGV‬ﺍﻷﻭﺭﻭﺑﻳﺔ ﺍﻷﺧﻳﺭﺓ .‬ ‫‪ ‬ﺍﻟﺗﺣﻛﻡ ﻓﻲ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﺣﻣﺎﻳﺔ ﻟﺻﺣﺔ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻭﺳﻼﻣﺔ ﺍﻟﺗﻧﻘﻼﺕ ﺧﻼﻝ ﺇﻧﺷﺎء ﺍﻟﻌﻣﻝ :‬ ‫ﺗﻌﺭﻳﻑ ﻗﻭﺍﻋﺩ ﻟﻠﺳﻼﻣﺔ ﻭﺍﻟﺣﻣﺎﻳﺔ ﻟﻠﺻﺣﺔ ﻓﻲ ﺍﻟﻌﻣﻝ .‬ ‫ﻭﺿﻊ ﻣﻧﻅﻡ ﺃﻣﺎﻥ ﻓﻲ ﺍﻟﻭﺭﺷﺔ .‬ ‫٤۲‬ ‫٤۲‬ ‫٤۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫“ﺗﺟﻬﻳﺯﺍﺕ‬ ‫“ﻣﻌﺩﺍﺕ‬ ‫ﻻ‬ ‫ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ”‬ ‫ﻣﺗﺣﺭﻛﺔ”‬ ‫ﻻ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﻋﻣﻠﻳﺔ ﺗﺻﺩﻳﻕ‬ ‫ﻋﻣﻠﻳﺔ ﻣﺷﺎﺑﻬﺔ‬ ‫“ﺍﺳﺗﺛﻣﺎﺭ‬ ‫ﺍﻟﺧﻁ‬ ‫ﻟﻠﻣﻌﺩﺍﺕ‬ ‫ﺳﻼﻣﺔ ﺍﻟﻧﻅﺎﻡ :‬ ‫ﻻ‬ ‫ﺍﻟﻣﺗﺣﺭﻛﺔ‬ ‫ﻻ‬ ‫ﺍﻟﻧﻅﺎﻡ”‬ ‫- ﺗﺼﺪﻳﻖ ﺍﻟﺨﻂ ﺍﻟﺠﺪﻳﺪ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ‬ ‫ﺧﻁ ﻣﺻﺩﻕ‬ ‫‪ MR‬ﻣﺷﺎﺑﻬﺔ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫- ﺍﻋﺘﻤﺎﺩ ﺍﻟﻤﻌﺪﺍﺕ ﺍﻟﻤﺘﺤﺮﻛﺔ .‬ ‫ﻧﻅﺎﻡ ﻣﺗﻛﺎﻣﻝ‬ ‫- ﺗﻜﺎﻣﻞ ﺍﻟﻨﻈﺎﻡ .‬ ‫ﻧﻌﻡ‬ ‫- ﺇﺣﺎﻟﺔ ﺍﻟﻌﻤﻞ ﻟﻠﻤﺴﺘﺜﻤﺮ / ﺍﻟﺬﻱ ﻳﺼﻮﻥ .‬ ‫ﺗﻘﺩﻳﻡ ﺍﻟﻌﻣﻝ‬ ‫ﻻ‬ ‫‪ ‬ﺷﻬﺎﺩﺓ ﺇﺣﺎﻟﺔ ﺍﻟﻌﻣﻝ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ ﻟﻼﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫ﺍﺳﺗﺛﻣﺎﺭ ﺗﺟﺎﺭﻱ‬ ‫ﻣﺳﻣﻭﺡ ﺑﻪ‬ ‫ﻧﻌﻡ‬ ‫ﺍﻧﺟﺎﺯ ﺍﻻﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫٥۲‬ ‫٥۲‬ ‫٥۲‬
‫‪Pôle Développement - Direction Projets LGV‬‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫“ﺗﺟﻬﻳﺯﺍﺕ‬ ‫“ﻣﻌﺩﺍﺕ‬ ‫ﻻ‬ ‫ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ”‬ ‫ﻣﺗﺣﺭﻛﺔ”‬ ‫ﻻ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﻋﻣﻠﻳﺔ ﺗﺻﺩﻳﻕ‬ ‫ﻋﻣﻠﻳﺔ ﻣﺷﺎﺑﻬﺔ‬ ‫“ﺍﺳﺗﺛﻣﺎﺭ‬ ‫ﻻ‬ ‫ﺍﻟﺧﻁ‬ ‫ﻟﻠﻣﻌﺩﺍﺕ‬ ‫ﺍﻟﻣﺗﺣﺭﻛﺔ‬ ‫ﻻ‬ ‫ﺳﻼﻣﺔ ﺍﻟﻧﻅﺎﻡ :‬ ‫ﺍﻟﻧﻅﺎﻡ”‬ ‫- ﺗﺤﻀﻴﺮ ﻗﻮﺍﻋﺪ ﺍﻟﻌﻤﻞ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ‬ ‫ﺧﻁ ﻣﺻﺩﻕ‬ ‫‪ MR‬ﻣﺷﺎﺑﻬﺔ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫- ﺗﺄﻫﻴﻞ ﺍﻟﻌﺎﻣﻠﻴﻦ )ﺍﺳﺘﺜﻤﺎﺭ ﻭﺻﻴﺎﻧﺔ(.‬ ‫ﻧﻅﺎﻡ ﻣﺗﻛﺎﻣﻝ‬ ‫- ﺇﺩﺍﺭﺓ ﺍﻟﺴﻼﻣﺔ .‬ ‫ﻧﻌﻡ‬ ‫- ﺗﺤﻘﻴﻖ ﺳﻴﺮ ﻓﺎﺭﻉ .‬ ‫ﺗﻘﺩﻳﻡ ﺍﻟﻌﻣﻝ‬ ‫- ﺍﺧﺘﺒﺎﺭ ﺍﻟﺤﺎﻻﺕ ﺍﻻﻧﺤﺪﺍﺭﻳﺔ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ ﻟﻼﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫- ﺍﺧﺘﺒﺎﺭ ﺍﻟﺤﻮﺍﺩﺙ.‬ ‫ﺍﺳﺗﺛﻣﺎﺭ ﺗﺟﺎﺭﻱ‬ ‫‪ ‬ﺍﻟﺴﻤﺎﺡ ﺑﻮﺿﻊ ﺑﺎﺳﺘﺜﻤﺎﺭ ﺗﺠﺎﺭﻱ.‬ ‫ﻣﺳﻣﻭﺡ ﺑﻪ‬ ‫ﻧﻌﻡ‬ ‫ﺍﻧﺟﺎﺯ ﺍﻻﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫٦۲‬ ‫٦۲‬ ‫٦۲‬
‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ :‬ ‫ﺇﻥ ﺳﻼﻣﺔ ‪ LGV‬ﻫﻲ ﺿﺮﻭﺭﺓ ﻣﻄﻠﻘﺔ‬ ‫ﺩﺭﺍﺳﺔ ﺑﻳﺋﻳﺔ ﻭﺍﺟﺗﻣﺎﻋﻳﺔ ﺗﺣﺩﺩ ﺍﻟﻣﻧﺎﻁﻕ ﻭﺍﻷﺧﻁﺎﺭ ﻭﻁﺭﻳﻘﺔ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﻌﺗﻣﺩﺓ ﻣﻥ ﺃﺟﻝ :‬ ‫‪ ‬ﺳـﺩ ﻣﻧﺎﻓﺫ ﺍﻟﻁﺭﻓﻳﻥ ﻋﻠﻰ ﻁﻭﻝ ﺍﻟﻣﺳﺎﺭ : ﺇﻏﻼﻕ ﻋﺎﺩﻱ ﺃﻭ ﺍﺟﺑﺎﺭﻱ ﻟﻣﻧﺎﻁﻕ ﺣﺳﺎﺳﺔ ﻭﺑﺟﺩﺭﺍﻥ ﻓﻲ ﺍﻟﺣﺎﻻﺕ‬‫ّ‬ ‫ﺍﻟﻧﻭﻋﻳﺔ .‬ ‫‪ ‬ﺗﺣﻘﻳﻕ ﺃﻋﻣﺎﻝ ﻗﻔﺯ ﺑﺗﻭﺍﻓﻕ ﻣﻊ ﺍﻟﻣﺳﺅﻭﻟﻳﻥ ﺍﻟﻣﺣﻠﻳﻳﻥ ﻭﺍﻟﻌﺎﻣﺔ ﻣﻥ ﺃﺟﻝ ﺗﻭﺿﻊ ﺃﻓﺿﻝ .‬ ‫ﻳﺟﺏ ﺃﻥ ﺗﺭﺍﻗﺏ ﻭﺗﺻﺎﻥ ﻫﺫﻩ ﺍﻟﺳﻼﻣﺔ ﻭﺃﻥ ﻳﻛﻭﻥ ﺑﺎﻻﻣﻛﺎﻥ ﺍﻟﻭﺻﻭﻝ ﻟﻠﺳﻣﺎﺡ ﺑﺻﻳﺎﻧﺔ ﺍﻟﺧﻁ ﻭﺗﺩﺧﻝ ﻓﺭﻕ ﺍﻻﻧﻘﺎﺫ.‬ ‫‪ ‬ﺇﺿﺑﺎﺭﺓ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﻭﺗﺗﺿﻣﻥ :‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﻭﻭﺳﺎﺋﻁ ﺗﺩﺧﻝ ﻋﻠﻰ ‪ LGV‬ﻭﻋﻠﻰ ﻣﺗﻥ ﺍﻟـ ‪RGV‬‬ ‫‪ ‬ﺗﻌﺭﻳﻑ ﺃﺧﻁﺎﺭ ﺍﻷﻣﺎﻧﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﻟـ ‪. LGV‬‬ ‫‪ ‬ﺗﺄﺳﻳﺱ ﻣﺧﻁﻁ ﺗﻧﻅﻳﻡ ﺍﻻﻧﻘﺎﺫ .‬ ‫۷۲‬
‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﺍﻟﺳﻼﻣﺔ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ :‬ ‫ع : ﺤﺎدث ﻛﺒﻴر ﻤﻌدوم‬‫اﻟﻬدف ﺴﻼﻤﺔ اﻟﻤﺸرو‬ ‫ﻣﺅﺳﺳﺔ ﺍﺳﺗﺑﺎﻗﻳﺔ ﺑﺗﺄﻣﻳﻥ ﺟﻬﺎﺯ ﻣﻥ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻓﻲ ﺍﻟﺳﻼﻣﺔ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ )‪(CSPS‬‬ ‫ﺇﻥ ‪ CSPS‬ﻟﻬﺎ ﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﺗﺎﻟﻳﺔ :‬ ‫‪ ‬ﻭﺿﻊ ﻣﺧﻁﻁ ﻋﺎﻡ ﻟﻠﺗﻭﺍﻓﻕ ﺑﻳﻥ ﺍﻷﻣﺎﻥ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ .‬ ‫‪ ‬ﺍﻟﺣﺭﺹ ﻋﻠﻰ ﺍﻟﻘﻭﺍﻋﺩ ﺍﻟﻣﻧﺻﻭﺹ ﻋﻧﻬﺎ ﻓﻲ ﻗﺎﻧﻭﻥ ﺍﻟﻌﻣﻝ .‬ ‫‪ ‬ﺍﻷﺧﺫ ﺑﻌﻳﻥ ﺍﻻﻋﺗﺑﺎﺭ ﺍﻟﺧﻁﺭ ﺍﻟﺧﺎﺹ ﺍﻟﻣﺭﺗﺑﻁ ﻟﻸﻧﺷﻁﺔ ﺍﻟﻣﺗﺭﺍﺑﻁﺔ ﻟﻠﺗﻌﻬﺩﺍﺕ .‬ ‫‪ ‬ﺍﻟﺗﻛﺎﻣﻝ ﻣﻧﺫ ﺑﺩﺍﻳﺔ ﻁﻭﺭ ﺗﺻﻣﻳﻡ ﺃﻋﻣﺎﻝ ﺍﻟﺳﻼﻣﺔ ﻟﻠﺻﻳﺎﻧﺔ ﺍﻟﻼﺣﻘﺔ ﻟﻸﻋﻣﺎﻝ .‬ ‫۸۲‬

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مجلة الاتحاد العربي لسكك العدد 106

  • 1. ‫ﺍﻓﺘﺘـﺎﺣﻴـﺔ ﺍﻟﻌــﺩﺩ‬ ‫ﻟﻠﻤﻬﻨدس ﻫف اﻟﺼﺎﺒوﻨﻲ‬ ‫ﻤر‬ ‫اﻷﻤﻴـن اﻟﻌـﺎم‬ ‫ﺗﻤﺮ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻤﺮﺣﻠﺔ ﺩﻗﻴﻘﺔ ﺣﺴﺎﺳﺔ ﻭﻫﺎﻣﺔ ، ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﺬﻩ‬ ‫ﺍﻟﻤﺮﺣﻠﺔ ﻫﻲ ﻣﺘﺒﺎﻳﻨﺔ ﻭﻣﺨﺘﻠﻔﺔ ﻓﻲ ﻧﻮﻋﻴﺘﻬﺎ ﻭﻅﺮﻭﻓﻬﺎ ﺑﻴﻦ ﻗﻄﺮ ﻭﺁﺧﺮ ، ﺇﻻ ﺃﻧﻬﺎ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‬ ‫ﺗﻌﺮّ ﺽ ﻣﻌﻈﻢ ﻫﺬﻩ ﺍﻷﻗﻄﺎﺭ ﺍﻟﺘﻲ ﺗﺸﻬﺪ ﺳﺎﺣﺎﺗﻬﺎ ﻫﺬﻩ ﺍﻟﺘﺤﺮﻛﺎﺕ ، ﺇﻟﻰ ﻧﺘﺎﺋﺞ ﻻ ﻳﻤﻜﻦ ﺗﺤﺪﻳﺪ‬ ‫ﻣﻌﺎﻟﻤﻬﺎ ﺍﻻﻳﺠﺎﺑﻴﺔ ﻭ ﺍﻟﺴﻠﺒﻴﺔ ﺑﺸﻜﻞ ﻣﺴﺒﻖ ، ﻓﻘﺪ ﻳﻜﻮﻥ ﻟﻬﺬﻩ ﺍﻟﻤﺴﺘﺠﺪﺍﺕ ﺍﻟﺘﻲ ﺗﺸﻬﺪﻫﺎ ﺑﻌﺾ‬ ‫ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺗﺄﺛﻴﺮ ﻣﺒﺎﺷﺮ ﻋﻠﻰ ﺍﻟﺤﻴﺎﺓ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ )ﺃﻣﻨﻴﺎً ﻭﺳﻴﺎﺳﻴﺎً( ، ﺃﻭ ﻋﻠﻰ ﺍﻟﺤﻴﺎﺓ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ )ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺘﻨﻤﻮﻳﺔ( ، ﺍﻟﺘﻲ ﻟﻬﺎ ﺍﺭﺗﺒﺎﻁﻬﺎ ﺍﻟﻮﺛﻴﻖ ﺑﻨﻬﻀﺔ ﻫﺬﺍ ﺍﻟﻘﻄﺮ ﺃﻭ ﺫﺍﻙ‬ ‫)ﺻﻨﺎﻋﻴﺎً ﻭﺯﺭﺍﻋﻴﺎً ﻭﺗﺠﺎﺭﻳﺎً( .‬ ‫ﻭﺑﺎﻟﺮﻏﻢ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻻﻳﺠﺎﺑﻴﺔ ﺍﻟﺘﻲ ﻗﺪ ﺗﺸﻬﺪﻫﺎ ﺑﻌﺾ ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﻧﺘﻴﺠﺔ ﻫﺬﻩ‬ ‫ﺍﻟﺘﺤﺮﻛﺎﺕ ، ﺇﻻ ﺃﻥ ﻟﻬﺎ ﺑﻌﺾ ﺍﻻﻧﻌﻜﺎﺳﺎﺕ ﺍﻟﺴﻠﺒﻴﺔ ﻋﻠﻰ ﻣﺴﻴﺮﺓ ﺍﻟﻨﻬﻀﺔ ﺍﻟﺴﻴﺎﺣﻴﺔ ﺍﻟﺘﻲ‬ ‫ﺗﻨﺸﺪﻫﺎ ﻣﻌﻈﻢ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ، ﻭﺗﻤﻨﺤﻬﺎ ﺟﻞّ ﺍﻫﺘﻤﺎﻣﻬﺎ ، ﻟﺘﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺴﻴﺎﺣﻲ ﻭﺗﻨﻤﻴﺘﻪ‬ ‫ﻭﺍﻧﺘﻌﺎﺷﻪ ، ﻣﺮﺗﻜﺰﺓ ﺑﺬﻟﻚ ﻋﻠﻰ ﺍﻟﻤﺰﺍﻳﺎ ﺍﻟﺘﻲ ﺣﺒﺎ ﷲ ﺑﻬﺎ ﺃﻗﻄﺎﺭ ﻫﺬﺍ ﺍﻟﻮﻁﻦ ﺍﻟﻌﺮﺑﻲ ، ﺑﺤﻜﻢ‬ ‫ﻣﻮﻗﻌﻪ ﺍﻟﺠﻐﺮﺍﻓﻲ ﺍﻟﻤﺘﻤﻴﺰ ، ﺍﻟﺬﻱ ﺃﻛﺴﺒﻪ ﺭﻭﻧﻘﺎ ً ﻭﺟﻤﺎﻻً ﻓﻲ ﻁﺒﻴﻌﺔ ﻣﻜﻮﻧﺎﺗﻪ ، ﻭﻣﻨﺎﺧﺎً ﻣﻌﺘﺪﻻً ﻋﻠﻰ‬ ‫ﻣﺪﺍﺭ ﺍﻟﺴﻨﺔ ﻭﺧﻼﻝ ﻓﺼﻮﻟﻬﺎ ﺍﻟﻤﺨﺘﻠﻔﺔ .‬ ‫ﻭﺍﻟﺴﺆﺍﻝ ﺍﻟﺬﻱ ﻳﻮﺍﺟﻬﻨﺎ ﻓﻲ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ، ﻋﻨﺪﻣﺎ ﻧﻠﺘﻘﻲ ﺑﺎﻷﺧﻮﺓ ﻭﺍﻷﺷﻘﺎء ﻓﻲ ﻣﻨﺎﺳﺒﺎﺕ ﺃﻭ‬ ‫ﺍﺟﺘﻤﺎﻋﺎﺕ ﺗﺪﻋﻰ ﺇﻟﻴﻬﺎ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻌﺮﺑﻲ ﺍﻟﻤﺸﺘﺮﻙ ﺍﻟﻤﻨﺘﺸﺮﺓ ﻋﻠﻰ ﺍﻣﺘﺪﺍﺩ ﺍﻷﺭﺽ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﻣﻦ ﻣﺸﺮﻗﻬﺎ ﺇﻟﻰ ﻣﻐﺮﺑﻬﺎ ، ﻳﺘﻤﺤﻮﺭ ﺑﻤﻌﻨﺎﻩ ﻭﻣﻔﻬﻮﻣﻪ ﻓﻲ ﺻﻴﻐﺔ ﻭﺍﺣﺪﺓ ﻻ ﺗﺨﺮﺝ ﺑﻬﺪﻓﻬﺎ ﻋﻦ‬ ‫ﺍﻟﺴﺆﺍﻝ ﻋﻦ ﺣﺎﻝ ﺍﺗﺤﺎﺩﻧﺎ ﻭﻣﻌﺎﻧﺎﺗﻪ ، ﻧﺘﻴﺠﺔ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻌﺼﻴﺒﺔ ﻭﺍﻟﺪﻗﻴﻘﺔ ، ﺍﻟﺘﻲ ﺗﺘﻌﺮﺽ ﻟﻬﺎ‬ ‫ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﻗﻄﺎﺭﻧﺎ ﺍﻟﻌﺮﺑﻴﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﻮﻁﻦ ، ﺍﻟﺬﻱ ﺑﻌﺜﺖ ﻣﻦ ﺃﺭﺿﻪ ﺍﻟﻄﻴﺒﺔ ﺍﻟﺨﻴّﺮﺓ ﺟﻤﻴﻊ‬ ‫3‬
  • 2. ‫ﺍﻟﺪﻳﺎﻧﺎﺕ ﺍﻟﺴﻤﺎﻭﻳﺔ ، ﺗﻜﺮﻳﻤﺎً ﻟﺸﻌﻮﺏ ﻫﺬﻩ ﺍﻟﻤﻨﻄﻘﺔ ، ﺍﻟﺘﻲ ﻛﺎﻧﺖ ﺃﻫﻼً ﻻﺣﺘﻀﺎﻥ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻻﺕ‬ ‫ﺍﻟﺴﻤﺎﻭﻳﺔ ، ﻭﻣﺜﻼً ﻟﻠﺘﺴﺎﻣﺢ ﺍﻟﺒﺸﺮﻱ ﻓﻲ ﺗﻮﻓﻴﺮ ﺍﻷﻣﺎﻥ ﻭﺍﻟﺘﻌﺎﻳﺶ ﺍﻟﺴﻠﻤﻲ ﻟﻤﺨﺘﻠﻒ ﺍﻟﻄﻮﺍﺋﻒ‬ ‫ﻭﺍﻟﻤﺬﺍﻫﺐ ﻭﺍﻟﻤﻌﺘﻘﺪﺍﺕ ، ﺍﻟﺘﻲ ﺗﺆﻣﻦ ﺑﻬﺎ ﺷﻌﻮﺏ ﻫﺬﻩ ﺍﻟﻤﻨﻄﻘﺔ . ﻭﻳﺤﻤﻞ ﺍﻟﺴﺆﺍﻝ ﺍﻟﺬﻱ ﻳﻮﺟﻪ ﺇﻟﻴﻨﺎ‬ ‫ﺑﻴﻦ ﻁﻴﺎﺗﻪ ﺃﻳﻀﺎً ، ﻣﻌﺮﻓﺔ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺬﻱ ﻭﺻﻞ ﺇﻟﻴﻪ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﺇﻟﻰ ﺃﻱ ﻣﺪﻯ ﺗﺄﺛﺮ ﺑﻨﺘﺎﺋﺞ‬ ‫ﺍﻷﺯﻣﺎﺕ ﺍﻟﺘﻲ ﺗﺨﺘﻠﻒ ﺷﺪﺗﻬﺎ ﻣﻦ ﻗﻄﺮ ﺇﻟﻰ ﺁﺧﺮ ، ﻭﻫﻞ ﺍﻧﻌﻜﺲ ﺗﺄﺛﻴﺮ ﻫﺬﻩ ﺍﻷﺯﻣﺎﺕ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‬ ‫ﻋﻠﻰ ﻣﺴﻴﺮﺓ ﺍﺗﺤﺎﺩﻧﺎ ؟ ﻭﻋﺮﺿﺘﻪ ﺇﻟﻰ ﺻﻌﻮﺑﺎﺕ ﺗﺤﺪ ﻣﻦ ﻧﺸﺎﻁﻪ .‬ ‫ﻭﻟﻌﻞ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ ﺍﻟﻤﺘﻜﺮﺭ ﺍﻟﺬﻱ ﻳﻄﺮﺣﻪ ﺍﻷﺷﻘﺎء ﻭﺍﻷﺻﺪﻗﺎء ، ﻳﺄﺗﻲ ﻓﻲ ﻣﺤﻠﻪ ، ﻧﺘﻴﺠﺔ‬ ‫ّ‬ ‫ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺘﻲ ﻳﻤﺮ ﺑﻬﺎ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻗﻄﺎﺭ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺑﺸﺪﺍﺕ ﻭﺃﺷﻜﺎﻝ ﻣﺨﺘﻠﻔﺔ .‬ ‫ﻭﻟﻢ ﻧﻜﻦ ﻣﺮﺓً ﻣﺒﺎﻟﻐﻴﻦ ﻓﻲ ﺷﺮﺡ ﺍﻟﻮﺍﻗﻊ ﺍﻟﺬﻱ ﻳﻤﺮ ﺑﻪ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﻻ ﻣﺠﺎﻓﻴﻦ ﻟﻠﺤﻘﻴﻘﺔ ﺍﻟﺘﻲ‬ ‫ﻓﺮﺯﺗﻬﺎ ﺍﻟﻈﺮﻭﻑ ﺍﻟﻤﺴﺘﺠﺪﺓ ، ﻧﺘﻴﺠﺔ ﻫﺬﻩ ﺍﻟﺘﺤﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻟﺴﺎﺣﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ . ﻭﻛﻨﺎ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‬ ‫ﻧﺤﺮﺹ ﺃﻥ ﻧﻨﻘﻞ ﻷﺧﻮﺗﻨﺎ ﻭﺃﺷﻘﺎﺋﻨﺎ ﺍﻟﻮﺍﻗﻊ ﺍﻟﺬﻱ ﻧﻮﺍﺟﻬﻪ ﻓﻲ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ . ﻭﻟﻠﺤﻘﻴﻘﺔ ﻧﻘﻮﻝ ﺍﻟﻴﻮﻡ‬ ‫ﻓﻲ ﻫﺬﺍ ﺍﻟﻤﺠﺎﻝ ﺃﻳﻀﺎ ً ، ﻟﻘﺪ ﺗﺄﺛﺮ ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﻗﺪ ﺗﻜﻮﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻻﺗﺤﺎﺩﺍﺕ ﺗﺄﺛﺮﺕ ﺑﺸﻜﻞ ﺃﻭ‬ ‫ﻭﻗﺪ ﻭﻓﻘﻨﺎ ﻭﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺃﻋﻀﺎء ﺍﺗﺤﺎﺩﻧﺎ ، ﻭﺑﺎﻟﻌﻬﺪ‬ ‫ﺑﺂﺧﺮ ﺑﻤﺎ ﻳﺠﺮﻱ ﻋﻠﻰ ﺍﻟﺴﺎﺣﺔ ﺍﻟﻌﺮﺑﻴﺔ .‬ ‫ﺍﻟﺬﻱ ﻗﻄﻌﻪ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﺃﻧﻔﺴﻬﻢ ، ﺑﺄﻥ ﻳﺒﺬﻟﻮﺍ ﻛﻞ ﺍﻟﺠﻬﻮﺩ ﻟﻴﻜﻮﻥ ﻧﺸﺎﻁ‬ ‫ﺍﺗﺤﺎﺩﻧﺎ ﻓﻲ ﻫﺬﻩ ﺍﻟﻤﺮﺣﻠﺔ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ، ﻭﻟﻴﺴﻌﻰ ﺍﻟﺠﻤﻴﻊ ﻟﺘﺤﻘﻴﻖ ﺃﻧﺸﻄﺔ ﺃﺧﺮﻯ ﺇﺿﺎﻓﻴﺔ ، ﻟﻨﻮﺍﺟﻪ‬ ‫ﺑﻬﺎ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ ، ﻭﻟﻨﻌﻤﻞ ﺟﻤﻴﻌﻨﺎ ﻋﻠﻰ ﺗﻌﻤﻴﻖ ﺍﻟﻌﻼﻗﺔ ﻭﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺟﻤﻴﻊ ﻣﺆﺳﺴﺎﺕ ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻌﺮﺑﻲ ﺍﻟﻤﺸﺘﺮﻙ . ﻭﺑﺬﻝ ﺍﻟﺠﻬﻮﺩ ﺍﻟﺘﻲ ﻟﻬﺎ ﺗﺄﺛﻴﺮ ﻟﺘﺤﻘﻴﻖ ﻣﺎ ﻗﺮﺭﺗﻪ ﺍﻟﻘﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫9002 ﻓﻲ ﺍﻟﻜﻮﻳﺖ ، ﻣﻄﻠﻘﺔ‬ ‫ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺘﻨﻤﻮﻳﺔ ﺍﻟﺘﻲ ﺍﻧﻌﻘﺪﺕ ﻓﻲ ﺷﻬﺮ ﻳﻨﺎﻳﺮ ﻣﻦ ﻋﺎﻡ‬ ‫ﺑﻘﺮﺍﺭﻫﺎ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻣﺸﺮﻭﻉ ﺍﻟﺮﺑﻂ ﺍﻟﻌﺮﺑﻲ ﺍﻟﺒﺮﻱ ﺑﺎﻟﺴﻜﻚ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﻧﻌﺘﺒﺮﻩ‬ ‫ﻓﻲ ﺍﺗﺤﺎﺩﻧﺎ ﺣﻘﻖ ﺃﻛﺒﺮ ﻧﺼﺮ ، ﻷﻫﻢ ﻫﺪﻑ ﻣﻦ ﺃﻫﺪﺍﻑ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ﺍﻟﺬﻱ ﻳﺮﻣﻲ ﺇﻟﻰ ﺗﻜﺎﻣﻞ‬ ‫ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻛﺄﻓﻀﻞ ﻭﺳﻴﻠﺔ ﻟﻠﻨﻘﻞ ﻓﻲ ﻭﻁﻨﻨﺎ ﺍﻟﻌﺮﺑﻲ ﻭﺃﻛﺜﺮﻫﺎ ﻣﺰﺍﻳﺎ ﻭﻓﻮﺍﺋﺪ ﺍﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻭﺍﻗﺘﺼﺎﺩﻳﺔ . ﻭﻣﺘﺎﺑﻌﺔ ﺟﻬﻮﺩ ﻫﺬﺍ ﺍﻻﺗﺤﺎﺩ ﻟﺮﺑﻂ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻌﻀﻬﺎ ﺑﺒﻌﺾ ، ﻭﺻﻮﻻً‬ ‫ﺇﻟﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻭﺍﻟﻤﺘﻄﻮﺭﺓ ﻭﺍﻟﺘﻲ ﺗﺮﺗﻘﻲ ﺑﺨﺪﻣﺎﺗﻬﺎ ﺇﻟﻰ ﺃﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ، ﻣﻌﺘﻤﺪﺓ‬ ‫ﻋﻠﻰ ﺗﻄﺒﻴﻖ ﺃﻓﻀﻞ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﺘﻲ ﻭﺻﻞ ﺇﻟﻴﻬﺎ ﻋﺎﻟﻢ ﺍﻟﺴﻜﻚ ﺍﻟﺤﺪﻳﺪﻳﺔ ، ﻭﻋﻠﻰ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ‬ ‫ﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﺍﻻﺗﺤﺎﺩﺍﺕ ﺍﻟﺪﻭﻟﻴﺔ ﻓﻲ ﻣﺠﺎﻝ ﻗﻄﺎﻋﻨﺎ ﺍﻟﺴﻜﻜﻲ ، ﻭﷲ ﻭﻟﻲ ﺍﻟﺘﻮﻓﻴﻖ .‬ ‫*********‬ ‫4‬
  • 3.
  • 4. ‫ة اﻟدوﻟﻴﺔ اﻟ اﺒﻌﺔ ﻟﻠﻤﻛﺘب اﻟوطﻨﻲ ﻟﻠﺴﻛك اﻟﺤدﻴدﻴﺔ‬ ‫ر‬ ‫اﻟﻤﻨﺎظر‬ ‫ﺑﺎﻟﺗﻌﺎﻭﻥ ﻣﻊ ﺍﻻﺗﺣﺎﺩ ﺍﻟﺩﻭﻟﻲ ﻟﻠﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ‬ ‫ﺣﻭﻝ ﺃﻣﺎﻥ ﻭﺳﻼﻣﺔ ﺍﻟﺧﻁ ﺍﻟﺣﺩﻳﺩﻱ‬ ‫إﻓ ان – اﻟﻤﻐرب ٠٢-٢٢ أﺒرﻴﻝ )ﻨﻴﺴﺎن( ١١٠٢‬ ‫ر‬ ‫ﻣﺷﺭﻭﻉ ﺧﻁ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ‬ ‫ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ﻋﺭﺽ ﺍﻷﺳﺗﺎﺫ ﻣﺣﻣﺩ ﺳﻣﻭﻧﻲ‬ ‫ﻣﺩﻳﺭ ﻗﻁﺏ ﺍﻟﺗﻧﻣﻳﺔ‬ ‫ﺍﻟﻣﻛﺗﺏ ﺍﻟﻭﻁﻧﻲ ﻟﻠﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ ﺍﻟﻣﻐﺭﺑﻳﺔ‬
  • 5. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫ﺍﻟﻣﻠﺧﺹ‬ ‫۱. ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫۲. ﺍﻟﻣﺷﺭﻭﻉ : ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء – ﻁﻧﺟﺔ ‪LGV‬‬ ‫۳. ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫۲‬ ‫۲‬ ‫۲‬
  • 6. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﺩﻭﻟﻲ‬ ‫ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﻭﻁﻧﻲ‬ ‫> ﺳﻴﺎﺳﺔ اﻟﻮرﺷﺎت اﻟﻜﺒﻴﺮة :‬ ‫اﻟﺘﺤﺪﻳﺪ اﻟﺘﺎﺑﻊ ﻟﻠﺘﺠﺎرب واﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫‪ ‬ﺗﻣﻭﻳﻝ : ۱۱ ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ ۸۰۰۲-۲۱۰۲‬ ‫اﻟﺘﻄﻮﻳﺮ ﻟﻠﺴﻜﻚ اﻟﺤﺪﻳﺪﻳﺔ ، اﻟﻤﻌﺘﻤﺪ ﺑﺘﺒﻨﻲ‬ ‫‪ ‬ﺃﺗﻭﺳﺗﺭﺍﺩﺍﺕ ۰۰٥۱ﻛﻡ ﻓﻲ ۰۱۰۲ ﻭ ۰۰۸۱ ﻓﻲ ٥۱۰۲‬ ‫اﻟـ ‪ GV‬ﻣﻦ أﺟﻞ ﻛﻞ ﻣﺸﺎرﻳﻊ إﻧﺸﺎء اﻟﺨﻄﻮط‬ ‫‪ ‬ﻣﺭﻓﺄ ﻁﻧﺟﺔ : ۳ ﻣﻠﻳﻭﻥ ‪ EVP‬ﻋﻠﻰ ﺛﻣﺎﻥ ﺃﻗﺳﺎﻁ‬ ‫ﻟﻠﻤﺴﺎﻓﺎت‬ ‫اﻟﻤﺴﺎﻓﺮﻳﻦ‬ ‫ﻟﻨﻘﻞ‬ ‫اﻟﻤﻌﺪة‬ ‫> ﻣﺤﺘﻮى ‪: (٢٠٠٩-٢٠٠٥ ) ONCF‬‬ ‫اﻟﻤﺘﻮﺳﻄﺔ واﻟﻄﻮﻳﻠﺔ .‬ ‫‪ ‬ﺗﻤﻮﻳﻞ ٧.١ ﻣﻠﻴﺎر ﻳﻮرو‬ ‫‪ ٥٥۰ CAF ‬ﻣﻠﻳﻭﻥ ﻳﻭﺭﻭ‬ ‫‪ ‬ﺍﻟﺯﻳﺎﺩﺓ ﻓﻲ ﺣﺭﻛﺔ ﺍﻟﻧﻘﻝ ۲۱% ﺳﻧﻭﻳﺎ ً‬ ‫ﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ : ﺍﻻﻣﺗﺩﺍﺩ ﺍﻟﻁﺑﻳﻌﻲ ﻟﺳﻳﺎﺳﺔ ﺍﻟﻭﺭﺷﺎﺕ ﺍﻟﻛﺑﻳﺭﺓ‬ ‫ﻭﺍﺧﺗﻳﺎﺭ ﻣﻧﻁﻘﻲ ﺑﻣﻭﺍﻛﺑﺔ ﺍﻟﺗﻁﻭﺭ ﻓﻲ ﺍﻟﻣﻣﻠﻛﺔ‬ ‫۳‬ ‫۳‬ ‫۳‬
  • 7. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ي اﻟﺘوﻀﻴﺤﻲ‬‫اﻟﻤﺨطط اﻻدار‬ ‫ﻧﺣﻭ ﺃﻭﺭﻭﺑﺎ‬ ‫ﻁﻧﺟﺔ‬ ‫ﻗﻧﻳﻁﺭﺓ‬ ‫ﻓﺎﺱ‬ ‫ﻭﺟﺩﺓ‬ ‫ﻧﺣﻭ ﺍﻟﺷﺑﻛﺔ‬ ‫ﺍﻟﺭﺑﺎﻁ‬ ‫ﺍﻟﻣﻐﺎﺭﺑﻳﺔ‬ ‫ﻣﻛﻧﺎﺱ‬ ‫ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء‬ ‫ﺳﻁﺎﺕ‬ ‫ﻣﺣﻭﺭﺃﻁﻠﺳﻲ‬ ‫ﻣﺭﺍﻛﺵ‬ ‫ﻣﺣﻭﺭﻣﻐﺎﺭﺑﻲ‬ ‫ﺍﻟﺻﻭﻳﺭﺓ‬ ‫ﺃﻏﺎﺩﻳﺭ‬ ‫ﻧﺣﻭ ﺍﻟﻌﻳﻭﻥ‬ ‫٤‬ ‫٤‬ ‫٤‬
  • 8. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۱- ﻣﻠﻑ ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻓﻲ ﺍﻟﻣﻐﺭﺏ‬ ‫ﻣﺧﻁﻁ ﺗﻭﺟﻳﻬﻲ ﻣﻧﺎﺳﺏ‬ ‫ﻣﺆﺷﺮات :‬ ‫۰۰٥۱ ﻛﻡ‬ ‫‪ ‬ﻁﻭﻝ‬ ‫٥۱۰۲- ٥۳۰۲‬ ‫‪ ‬ﺗﺎﺭﻳﺦ ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫۰۱ ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ‬ ‫‪ ‬ﺍﻟﺑﻧﻰ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫٦.۰% ﻣﻥ ‪PIB‬‬ ‫‪ ‬ﻟﻭﺍﺯﻡ ﺍﻟﺗﻣﻭﻳﻝ‬ ‫اﻟﻤﺆﺛﺮات :‬ ‫- ۳ ﺃﻭ - ٤ ﻣﻥ ﺍﻟﻌﺭﺽ ﺍﻟﺣﺎﻟﻲ‬ ‫‪ ‬ﺯﻣﻥ ﺍﻟﻣﺳﺎﺭ‬ ‫۹%‬ ‫‪ TRI ‬ﺍﺟﺗﻣﺎﻋﻲ – ﺍﻗﺗﺻﺎﺩﻱ‬ ‫۰٥٥ ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﺍﺳﺗﻬﻼﻙ ﻋﻠﻰ ﺍﻷﻗﻝ / ﺑﺎﻟﺳﻧﺔ‬ ‫- ۰۰۰۰۰۸ 2‪ TCO‬ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﻧﺗﻳﺟﺔ ﺍﻟﺿﻐﻁ‬ ‫- ۰۰۰۰۱۲ 2‪ Teq. TCO‬ﺑﺎﻟﺳﻧﺔ‬ ‫‪ ‬ﺍﻗﺗﺻﺎﺩ ﺍﻟﺗﻠﻭﺙ‬ ‫٥‬ ‫٥‬ ‫٥‬
  • 9. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-١- اﻷﻫداف اﻻﺴﺘ اﺘﻴﺠﻴﺔ ﻟﻠﻤﺸرو‬ ‫ر‬ ‫ﻣﻮاﺟﻬﺔ اﻟﺘﻄﻮر اﻟﻤﺮﺗﻘﺐ ﻟﺤﺎﺟﺔ اﻟﻤﺴﺎﻓﺮﻳﻦ ﻋﻠﻰ‬ ‫ﻫﺬا اﻟﺨﻂ )اﻟﻤﺤﻮر( + ٠٧% ﺑﻴﻦ ٢٠٠٢ و ٠١٠٢‬ ‫اﻟﺴﻴﺮ ﻋﻠﻰ ﻧﻔﺲ اﻟﻮﺗﻴﺮة ﻣﻊ ﺗﻄﻮر‬ ‫ﻣﻮاﻛﺒﺔ ﺗﻄﻮر اﻟﻘﻄﺐ اﻻﻗﺘﺼﺎدي‬ ‫اﻟﻤﺴﺎرات اﻷوروﺑﻴﺔ واﻟﻤﻐﺮﺑﻴﺔ‬ ‫‪C’est‬‬ ‫اﻟﺠﺪﻳﺪ ﻟﻄﻨﺠﺔ‬ ‫‪incontournable‬‬ ‫ﺗﺤﺮﻳﺮ اﻟﻘﺪرة ﻋﻠﻰ ﺗﺴﻬﻴﻞ ﺣﺮﻛﺔ ﻧﻘﻞ اﻟﺒﻀﺎﺋﻊ ﺑﺎﻟﺴﻜﻚ‬ ‫ﻋﻠﻰ ﻫﺬا اﻟﻤﺤﻮر ) ﺗﺄﺛﻴﺮات اﻟﺠﺮ ﻣﻦ ﻣﺮﻓﺄ ﻃﻨﺠﺔ - اﻟﺒﺤﺮ‬ ‫اﻻﺑﻴﺾ اﻟﻤﺘﻮﺳﻂ ‪(Med‬‬ ‫٦‬ ‫٦‬ ‫٦‬
  • 10. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٢- اﻟﻤؤﺜ ات اﻻﻴﺠﺎﺒﻴﺔ ﻟﻠﻤﺸرو‬ ‫ر‬ ‫‪ ‬ﻧﻘﻝ ٦ ﺇﻟﻰ ۸ ﻣﻼﻳﻳﻥ ﻣﻥ ﺍﻟﻣﺳﺎﻓﺭﻳﻥ ﻋﻧﺩ ﻭﺿﻌﻪ ﺑﺎﻻﺳﺗﺛﻣﺎﺭ‬ ‫‪ ‬ﺍﻧﻘﺎﺹ ﺯﻣﻥ ﺍﻟﺳﻔﺭ:‬ ‫• ۲ ﺳﺎﻋﺔ ﻭ۰۱ ﺩﻗﺎﺋﻕ ﻋﻭﺿﺎ ً ﻋﻥ ٤ ﺳﺎﻋﺎﺕ ﻭ ٥٤ ﺩﻗﻳﻘﺔ ﺑﻳﻥ ﻁﻧﺟﺔ ﻭﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء‬ ‫• ﺳﺎﻋﺔ ﻭﻋﺷﺭﻳﻥ ﺩﻗﻳﻘﺔ ﻋﻭﺿﺎ ً ﻋﻥ ﺛﻼﺙ ﺳﺎﻋﺎﺕ ﻭ٥٤ ﺩﻗﻳﻘﺔ ﺑﻳﻥ ﻁﻧﺟﺔ ﻭﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﺗﻘﺩﻳﻡ ﺗﻌﺭﻓﺔ ﺗﻧﺎﻓﺳﻳﺔ ﺑﺗﻭﺍﻓﻕ ﻣﻊ ﺍﻟﻘﺩﺭﺓ ﺍﻟﺷﺭﺍﺋﻳﺔ ﻟﻣﺳﺗﺧﺩﻣﻲ ﺍﻟﻘﻁﺎﺭﺍﺕ‬ ‫۷‬ ‫۷‬ ‫۷‬
  • 11. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٣- ﻤﺤﻴط اﻟﻤﺸرو‬ ‫ﺇﻧﺟﺎﺯ ﺧﻁ ﺟﺩﻳﺩ ﻣﻥ ﻁﻧﺟﺔ ﺇﻟﻰ ﺍﻟﻘﻧﻳﻁﺭﺓ ﺑﺣﻭﺍﻟﻲ ۰۰۲ ﻛﻡ ﻭﻫﻭ‬ ‫‪‬‬ ‫ﺧﻁ ﻣﺧﺻﺹ ﻟﻧﻘﻝ ﺍﻟﻣﺳﺎﻓﺭﻳﻥ ﻭﻣﻌﺗﻣﺩ ﻣﻥ ﺃﺟﻝ ۰٥۳ ﻛﻡ/ﺳﺎﻋﺔ‬ ‫ﻭﻣﺳﺗﺛﻣﺭ ﺑـ ۰۲۳ ﻛﻡ/ﺳﺎﻋﺔ .‬ ‫ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺗﺟﻬﻳﺯﺍﺕ ﺍﻟﺳﻛﻙ ﺍﻟﺣﺩﻳﺩﻳﺔ .‬ ‫‪‬‬ ‫ﺗﻼﺅﻡ ﻭﺗﺣﺳﻳﻥ ﺍﻟﺧﻁﻭﻁ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ )ﺍﻟﻛﻼﺳﻳﻛﻳﺔ( ﻟﻣﺩﺧﻝ ﻁﻧﺟﺔ‬ ‫‪‬‬ ‫ﻭﺍﻟﻘﻧﻳﻁﺭﺓ .‬ ‫ﺇﻧﺷﺎء ﻗﻭﺍﻋﺩ ﺃﻋﻣﺎﻝ ﻓﻲ ﺃﺳﻳﻠﺔ ﻭﺍﻟﻘﻧﻳﻁﺭﺓ ﻭﻭﺻﻝ ﺍﻟﺧﻁ ﺍﻟﺗﻘﻠﻳﺩﻱ‬ ‫‪‬‬ ‫ﺑﺎﻟﺧﻁ ﺍﻟﺟﺩﻳﺩ .‬ ‫ﺍﻗﺗﻧﺎء ﺃﺭﺗﺎﻝ )ﻗﻁﺎﺭﺍﺕ( ﻟﻠﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ .‬ ‫‪‬‬ ‫ﺇﻧﺷﺎء ﻭﺭﺷﺔ ﻟﺻﻳﺎﻧﺔ ﺍﻷﺭﺗﺎﻝ ﻓﻲ ﻁﻧﺟﺔ .‬ ‫‪‬‬ ‫ﺗﻁﺑﻳﻕ ﻣﻔﻬﻭﻡ ﺍﻟﻌﺭﺽ ﺍﻟﺗﺟﺎﺭﻱ .‬ ‫‪‬‬ ‫ﺍﻟﺗﺣﺿﻳﺭ ﻟﻠﻭﺿﻊ ﻓﻲ ﺍﻟﺧﺩﻣﺔ : ﺍﺳﺗﺛﻣﺎﺭ ﻭﺻﻳﺎﻧﺔ )ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫‪‬‬ ‫ﻭﺍﻷﺭﺗﺎﻝ( .‬ ‫ﻣﺷﺭﻭﻉ ﻣﺗﻛﺎﻣﻝ ‪‬‬ ‫۸‬ ‫۸‬ ‫۸‬
  • 12. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٤- ﻤرﺠﻌﻴﺔ ﻤﻔﻬوم اﻟﺘﺼﻤﻴم‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﺗﻘﻧﻳﺔ ﻟﻘﺎﺑﻠﻳﺔ ﺍﻟﺗﺷﻐﻳﻝ ﺍﻟﻣﺗﺑﺎﺩﻝ )‪(STI‬‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﻋﺎﻟﻣﻳﺔ ﻭﺃﻭﺭﻭﺑﻳﺔ )ﻣﻭﺍﺻﻔﺎﺕ ‪ ISO‬ﻭ ‪( EN‬‬ ‫‪ ‬ﻣﻭﺍﺻﻔﺎﺕ ﻣﻐﺎﺭﺑﻳﺔ )‪(NM‬‬ ‫‪ ‬ﻣﺭﺟﻌﻳﺎﺕ ‪ONCF‬‬ ‫‪ ‬ﻣﺭﺟﻌﻳﺎﺕ ﺃﺧﺭﻯ‬ ‫۹‬ ‫۹‬
  • 13. ‫‪Le Projet‬‬ ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ‬ ‫۱- ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ ﻟﻬﻧﺩﺳﺔ ﻣﺩﻧﻳﺔ‬ ‫۲- ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻙ ﺣﺩﻳﺩﻳﺔ‬ ‫۳- ﺃﺭﺗﺎﻝ )ﻣﺟﻣﻭﻋﺎﺕ( ﺫﺍﺕ ﺳﺭﻋﺔ ﻓﺎﺋﻘﺔ ﻭﻭﺭﺷﺔ ﺻﻳﺎﻧﺔ‬ ‫۰۱‬ ‫۰۱‬ ‫۰۱‬
  • 14. ‫‪Le Projet‬‬ ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻟﻬﻨدﺴﺔ ﻤدﻨﻴﺔ‬ ‫ﺍﻟﻁﻭﻝ : ۰۰۲ ﻛﻡ ﻣﻥ ﺧﻁ ﻣﺯﺩﻭﺝ ﺟﺩﻳﺩ ﺣﻳﺙ ۲۸۱ ﻛﻡ ﻳﻣﻛﻥ‬ ‫ﺍﺳﺗﺛﻣﺎﺭﻫﺎ ﺑـ ۰۲۳ﻛﻡ/ﺳﺎﻋﺔ ) ﺃﺭﺍﺿﻲ : ﺣﻭﺍﻟﻲ ۰۰۸۱ ﻫﻛﺗﺎﺭ(‬ ‫ﺍﻟﻣﻧﺷﺂﺕ : ﻣﻌﺩﻝ ٥۲.۱ ﻣﻧﺷﺄﺓ ﻓﻧﻳﺔ – ﺑﺎﻟﻛﻳﻠﻭﻣﺗﺭ ﺃﻱ :‬ ‫- ۰٥۲ ﻣﻧﺷﺄﺓ ﻋﺎﺩﻳﺔ‬ ‫- ﺳﺑﻊ ﻣﻧﺷﺂﺕ ﻛﺑﻳﺭﺓ )۸ ﻛﻡ(‬ ‫ﻧﻘﻝ ﺍﻷﺗﺭﺑﺔ : ۹۲ ﻣﻠﻳﻭﻥ ﻣﺗﺭﻣﻛﻌﺏ ﺣﻔﺭ ، ﻣﻥ ﺃﺟﻝ ٦۲ ﻣﻠﻳﻭﻥ‬ ‫ﻣﺗﺭ ﻣﻛﻌﺏ ﺭﺩﻡ ) ﺣﻳﺙ ۷ ﻣﻠﻳﻭﻥ ﻣﻥ ﺍﻟﻣﻭﺍﺩ ﺍﻟﻧﺑﻳﻠﺔ(‬ ‫ﻣﺳﺎﺭ ﺑﺟﺎﻧﺏ ﺍﻷﻭﺗﻭﺳﺗﺭﺍﺩ ﻋﻠﻰ ﻣﺳﺎﻓﺔ ۱٥ ﻛﻳﻠﻭﻣﺗﺭ‬ ‫ﺃﻱ ۸۲% ﻣﻥ ﺍﻟﻣﺳﺎﺭ‬ ‫ﻫﻳﺋﺔ ﺑﻳﺋﻳﺔ : ﻣﺳﺎﺭ ﻳﺄﺧﺫ ﺑﺎﻟﺣﺳﺑﺎﻥ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺍﻟﺑﻳﺋﺔ‬ ‫۱۱‬ ‫۱۱‬ ‫۱۱‬
  • 15. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻟﻬﻨدﺴﺔ ﻤدﻨﻴﺔ‬ ‫اﻟﻘﺴم اﻟﺸﻤﺎﻟﻲ‬ ‫‪ ‬ﺍﻟﻁﻭﻝ ٥۸ ﻛﻡ‬ ‫‪ ‬ﻗﺎﻋﺩﺓ ﺃﻋﻣﺎﻝ ﻓﻲ ﺗﻧﻳﻥ ﺱ. ﺍﻟﻳﻣﺎﻧﻲ‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﺗﻳﺔ‬ ‫‪ PCV ۱ ‬ﻭ ۱ ‪PCVE‬‬ ‫‪ ‬ﻭﺭﺷﺔ ﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﻘﺳﻡ ﺍﻟﺟﻧﻭﺑﻲ‬ ‫‪ ‬ﺍﻟﻁﻭﻝ ٦۱۱ ﻛﻡ‬ ‫‪ ‬ﻗﺎﻋﺩﺓ ﺃﻋﻣﺎﻝ ﻓﻲ ﺍﻟﻘﻧﻳﻁﺭﺓ‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﺗﻳﺔ ﻭﺟﻬﺎﺯ ﺯﻳﺎﺩﺓ ﺍﻟﺗﻭﺗﺭ‬ ‫‪ PCV ۲ ‬ﻭ ۲ ‪PCVE‬‬ ‫۲۱‬ ‫۲۱‬ ‫۲۱‬
  • 16. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : ﺘﺠﻬﻴ ات اﻟﺴﻛك اﻟﺤدﻴدﻴﺔ‬ ‫ز‬ ‫اﻟﺴـﻛـﺔ‬ ‫‪ ‬ﺳﻛﻙ ﺑﺭﻭﻓﻳﻝ ‪٦۰ UIC‬ﻛﻎ ﻣﺟﻣﻌﺔ ﻛﻬﺭﺑﺎﺋﻳﺎ ً ﺑﺎﻟﻠﺣﺎﻡ‬ ‫‪ ‬ﻋﻭﺍﺭﺽ ﻣﻥ ﺍﻟﺑﻳﺗﻭﻥ ﺍﻟﻣﺳﻠﺢ ﻗﻁﻌﺔ ﻭﺍﺣﺩﺓ ‪ monobloc‬ﺑﻭﺻﻼﺕ ﺭﺑﻁ ﺑﻼﺳﺗﻳﻛﻳﺔ‬ ‫‪ ‬ﻁﺑﻘﺔ ﺑﺣﺹ )ﺯﻟﻁ( ۰۳ ﺳﻡ ﻋﻠﻰ ﺍﻷﻗﻝ‬ ‫‪ ‬ﻣﻔﺎﺗﻳﺢ ﺳﻛﺔ ﺑﻘﻠﺏ ﺫﻭ ﺇﺑﺭﺓ ﻣﺗﺣﺭﻛﺔ‬ ‫ﻛﺘﻴﻨﺔ وﻤﺤطﺎت ﻋﻴﺔ‬ ‫ﻓر‬ ‫‪ ‬ﻛﺗﻳﻧﺔ ﺫﺍﺕ ﺗﻐﺫﻳﺔ ۲ × ٥.۲ ﻛﻳﻠﻭﻓﻭﻟﺕ‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﺗﺣﻛﻡ ﻋﻥ ﺑﻌﺩ ﻣﻥ ﻣﺭﻛﺯ ﻣﺣﻁﺔ ﻓﺭﻋﻳﺔ ﻭﺍﻗﻌﺔ ﻓﻲ ﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﻣﺣﻁﺗﻳﻥ ﻓﺭﻋﻳﺗﻳﻥ ﻭﺟﻬﺎﺯ ﺯﻳﺎﺩﺓ ﺗﻭﺗﺭ‬ ‫اﻻﺸﺎ ات واﻟﺘﺤﻛم ﻋن ﺒﻌد‬ ‫ر‬ ‫‪ ‬ﻣﺣﻁﺔ ﺗﺣﻛﻡ ﻋﻥ ﺑﻌﺩ ﻭﺍﻗﻌﺔ ﻓﻲ ﺍﻟﺭﺑﺎﻁ‬ ‫‪ ‬ﻣﺣﻁﺎﺕ ﺗﺣﻭﻳﻝ )ﻣﻔﺎﺻﻝ( ﻣﻌﻠﻭﻣﺎﺗﻳﺔ )‪(PAI‬‬ ‫‪ ERTMS ‬ﻣﺳﺗﻭﻯ ۲ ، ‪GSM-R‬‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﺃﻣﺎﻥ ﻭﻛﺷﻑ ﻭﺗﻧﺑﻳﻪ ﻭﺇﻧﺫﺍﺭ‬ ‫۳۱‬ ‫۳۱‬ ‫۳۱‬
  • 17. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٥- اﻟﻤرﻛﺒﺎت اﻟرﺌﻴﺴﻴﺔ : اﻟﻤﻌدات اﻟﻤﺘﺤرﻛﺔ‬ ‫أرﺘﺎﻝ ﻋﺔ ﻓﺎﺌﻘﺔ‬ ‫ﺒﺴر‬ ‫‪ ‬ﺃﺭﺗﺎﻝ ﺑﺗﻳﺎﺭ ﻣﺯﺩﻭﺝ ‪ 3KV CC ، 25KV‬ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺃﻥ‬ ‫ﺗﺳﻳﺭ ﺑـ ۰۲۳ ﻛﻡ/ﺳﺎﻋﺔ‬ ‫‪ ‬ﺭﺗـﻝ ﺑﻁـﻭﻝ ۰۰۲ ﻣﺗـﺭ ﻣﺅﻟـﻑ ﻣـﻥ ﻣﻘﻁﻭﺭﺗﻳـﻥ ﺭﺃﺳـــﻳﺗﻳـﻥ‬ ‫ﻣﺟﻬﺯﺗﻳﻥ ﺑﻣﺣﺭﻙ ﻭﺑﻳﻧﻬﻣﺎ ۸ﻣﻘﻁﻭﺭﺍﺕ ﺑﻁﺎﺑﻘﻳﻥ)۳۳٥ﻣﻘﻌﺩ(‬ ‫ﻤﺸﻐﻝ ﺼﻴﺎﻨـﺔ‬ ‫‪ ‬ﺍﻟﻘﺩﺭﺓ : ۰۳ ﺭﺗـﻝ‬ ‫‪ ‬ﺍﻟﻣﺳﺎﺣﺔ ۲۲ ﻫﻛﺗﺎﺭ ﻣﻧﻬﺎ ۰۰۰۰۳ﻡ² ﻣﻐﻁﺎﺓ‬ ‫‪ ‬ﺇﺷﺎﺭﺍﺕ ﻗﻳﺎﺩﺓ ﻣﺭﻛﺯﻳﺔ ﻣﻊ ﻣﺭﻛﺯ ﺗﺣﻭﻳﻝ ﻣﻌﻠﻭﻣﺎﺗﻲ ،‬ ‫٤۱ ﻛﻡ ﻣﻥ ﺍﻟﺧﻁ ، ﻛﺗﻳﻧﺔ‬ ‫‪ ‬ﻋﺩﺩ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻓﻲ ﺍﻟﺻﻳﺎﻧﺔ : ۰۰۲‬ ‫٤۱‬ ‫٤۱‬ ‫٤۱‬
  • 18. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ي‬‫٢-٦- اﻟﻤﺨطط اﻟﻤدﻴر‬ ‫9002‬ ‫0102‬ ‫1102‬ ‫2102‬ ‫3102‬ ‫4102‬ ‫5102‬ ‫ﺩﺭﺍﺳﺎﺕ‬ ‫31-.‪Déc‬‬ ‫ﺃﻋﻣﺎﻝ ﺗﺣﺿﻳﺭﻳﺔ‬ ‫ﺃﻋﻣﺎﻝ ﻣﺩﻧﻳﺔ‬ ‫01-‪Juil‬‬ ‫11- ‪Juin‬‬ ‫41-‪Jan‬‬ ‫ﻣﺷﺎﻏﻝ ﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﻭﺿﻊ ﻓﻲ ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫11-‪Avri‬‬ ‫41-‪Mars‬‬ ‫ﻣﻌﺩﺍﺕ ﻣﺗﺣﺭﻛـﺔ‬ ‫01-‪Déc‬‬ ‫51‪Déc‬‬ ‫ﺇﻧﺷﺎءﺍﺕ ﺧﺗﺎﻣﻳﺔ‬ ‫21-.‪Fév‬‬ ‫41-.‪Oct‬‬ ‫ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻙ ﺣﺩﻳﺩﻳﺔ‬ ‫11- ‪Août‬‬ ‫41-.‪Déc‬‬ ‫ﺗﺟﺎﺭﺏ‬ ‫51-.‪Janv‬‬ ‫ﻣﺻﺎﺩﻗﺔ‬ ‫51-.‪Déc‬‬ ‫٥۱‬ ‫٥۱‬
  • 19. Le Projet Pôle Développement - Direction Projets LGV ‫ ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬LGV : ‫۲- ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٢-٧- ﻫﻴﻛﻠﻴﺔ اﻟﺘﺸﻐﻴﻝ‬ MOA + AMO ‫ﻨو‬ ‫ﻨو‬ MOE ‫ع‬‫ﻨو‬ ‫ﻨو‬ GC ‫ع‬ GC ‫ع‬ MOE EF EF ‫ﺠﻨوب‬ ‫ﺸﻤﺎﻝ‬ IT ‫ع‬ MOE GC MOE IT GC Sud ‫ﻤﻊ ﻤﻬﻤﺔ ﺘﻛﺎﻤﻠﻴﺔ‬ (avec mission ‫ﻤﻌدات ﻤﺘﺤرﻛﺔ‬ Nord d’intégration) C/R Matériel ‫ﺴﻛك ﺤدﻴدﻴﺔ‬ Roulant Entreprises Entreprises Entreprises ‫ﺘﺠﻬﻴ ات‬ ‫ﺘﻌﻬدات‬ ‫ﺘﻌﻬدات‬ ‫ﺘﻌﻬدات‬ ‫ورﺸﺔ‬ ‫ﺼﻴﺎﻨﺔ‬ C/R C/R Equipements Atelier ‫ز‬ Ferroviaires Maintenance ۱٦ ۱٦ ۱٦
  • 20. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع )اﻟﻛوادر اﻟﻬﻨدﺴﻴﺔ(‬‫٢-٧- ﻫﻨدﺴﺔ اﻟﻤﺸرو‬ ‫ﺍﻟﻌﺩﺩ ﺍﻟﻔﻌﻠﻲ ﻓﻲ ﺍﻟﺧﺗﺎﻡ‬ ‫ﺍﻟﻌﺩﺩ ﺍﻟﻔﻌﻠﻲ ﺣﺎﻟﻳﺎ ً‬ ‫ﺍﻻﺻﻁﻼﺡ‬ ‫001‬ ‫06‬ ‫ﺭﺅﺳﺎء ﺍﻷﺷﻐﺎﻝ‬ ‫07‬ ‫55‬ ‫ﻣﺳﺎﻋﺩﻱ ﺭﺅﺳﺎء ﺍﻷﺷﻐﺎﻝ‬ ‫082‬ ‫531‬ ‫ﺭﺅﺳﺎء ﺍﻷﻋﻣﺎﻝ‬ ‫)*( 054‬ ‫052‬ ‫ﺍﻟﻣﺟﻣﻭﻉ‬ ‫)*( : أﻛﺜر ﻤن ٠٥% ﻤن اﻟﻤﻬﻨدﺴﻴن ﻫم ﻤن اﻟﻤﻐﺎرﺒﺔ‬ ‫۷۱‬ ‫۷۱‬ ‫۷۱‬
  • 21. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫ع‬‫٢-٨- ﻛﻠﻔﺔ اﻟﻤﺸرو‬ ‫ﺗﻘﺩﻳﺭ ﺍﻟﻛﻠﻔﺔ ) ﻭﻓﻕ ﺍﻟﻣﻌﻁﻳﺎﺕ ﺍﻻﻗﺗﺻﺎﺩﻳﺔ ﻓﻲ ﻳﻧﺎﻳﺭ ۰۱۰۲ (‬ ‫ﺍﻟﻣﺑﻠﻎ )ﻣﻠﻳﺎﺭ ﻳﻭﺭﻭ(‬ ‫ﺍﻟﻣﺑﻠﻎ )ﻣﻠﻳﺎﺭ ﺩﺭﻫﻡ ﻣﻐﺭﺑﻲ(‬ ‫ﺍﻟﻣﺟﺎﻝ‬ ‫9,0‬ ‫57,2‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ ﻭﺍﻟﺩﺭﺍﺳﺎﺕ‬ ‫5,0‬ ‫52,7‬ ‫ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫5,0‬ ‫6,5‬ ‫ﺗﺟﻬﻳﺯﺍﺕ ﺳﻛﻛﻳﺔ‬ ‫4,0‬ ‫4,4‬ ‫ﻣﻌﺩﺍﺕ ﻣﺗﺣﺭﻛﺔ‬ ‫8,1‬ ‫02‬ ‫ﺍﻟﻣﺟﻣﻭﻉ‬ ‫4,4‬ ‫57,2‬ ‫%22‬ ‫%41‬ ‫ع واﻟد‪Pilotage‬‬ ‫ﻗﻴﺎدة‪ du projet et‬اﺴﺎت‬ ‫ر‬ ‫‪ études‬اﻟﻤﺸرو‬ ‫‪‬‬ ‫‪ ‬اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ‬ ‫‪Infrastructures‬‬ ‫6,5‬ ‫52,7‬ ‫‪ ‬ﺘﺠﻬﻴ ات ﺴﻛﻛﻴﺔ‬ ‫ز‬ ‫%63‬ ‫‪Equipements ferroviares‬‬ ‫‪‬ﻤﻌدات ﻤﺘﺤرﻛﺔ‬ ‫%82‬ ‫‪Matériel Roulant‬‬ ‫۸۱‬ ‫۸۱‬ ‫۸۱‬
  • 22. Pôle Développement - Direction Projets LGV ‫ ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬LGV : ‫۲- ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ع‬‫٢-٨- ﺘﻤوﻴﻝ اﻟﻤﺸرو‬ 75 500 ‫ﻗروض‬ ‫ ﺘﻤوﻴﻝ ﻤﻐرﺒﻲ‬Marocains Emprunts Financements Don 1225 ‫ﻫﺒـﺔ‬ ‫اﻟﻤﺒﺎﻟﻎ ﺒﻤﻼﻴﻴن اﻟﻴورو‬ (Montants en millions €) ۱۹ ۱۹ ۱۹
  • 23. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۲- ﺍﻟﻣﺷﺭﻭﻉ : ‪ LGV‬ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء - ﻁﻧﺟﺔ‬ ‫٢-٩- اﻟﻤ اﺤﻝ اﻟﺘﻲ أﻨﺠزت‬ ‫ر‬ ‫‪ ‬ﺃﻛﺗﻭﺑﺭ ۷۰۰۲ : ﺗﻭﻗﻳﻊ ﺑﺭﻭﺗﻭﻛﻭﻝ ﺍﻻﺗﻔﺎﻕ ﺑﻳﻥ ﺍﻟﺟﻣﻬﻭﺭﻳﺔ ﺍﻟﻔﺭﻧﺳﻳﺔ ﻭﺍﻟﻣﻣﻠﻛﺔ ﺍﻟﻣﻐﺭﺑﻳﺔ ﻟﻣﺷﺭﻭﻉ ﺍﻟﻘﻁﺎﺭ ﺫﻱ‬ ‫ﺍﻟﺳﺭﻋﺔ ﺍﻟﻔﺎﺋﻘﺔ ﻁﻧﺟﺔ – ﺍﻟﺩﺍﺭ ﺍﻟﺑﻳﺿﺎء .‬ ‫‪ ‬ﻣﺎﺭﺱ ۸۰۰۲ : ﺇﻧﺷﺎء ﺇﺩﺍﺭﺓ ﻓﻲ ‪ ONCF‬ﻟﻘﻳﺎﺩﺓ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪ ‬ﺃﺑـﺭﻳـﻝ ۹۰۰۲ : ﺍﺧﺗﻳﺎﺭ ﺍﻟﺟﻬﺔ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻣﺎﻝ .‬ ‫‪ ‬ﺳﺑﺗﻣﺑﺭ ۹۰۰۲: ﺇﻋـﻼﻥ ﺍﻟﻣﺷﺭﻭﻉ ﻟﻠﺧﺩﻣﺔ ﺍﻟﻌﺎﻣﺔ .‬ ‫‪ ‬ﻳﻧﺎﻳـــﺭ ۰۱۰۲ : ﺗﻌﻳﻳﻥ ﺇﺩﺍﺭﺓ ﺃﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫‪ ‬ﻳﻭﻟﻳــﻭ ۰۱۰۲ : ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﻣﻭﺍﻓﻘﺔ ﺍﻟﻠﺟﻧﺔ ﺍﻟﻭﻁﻧﻳﺔ ﻟﻠﺑﻳﺋﺔ .‬ ‫‪ ‬ﺃﻛﺗﻭﺑﺭ ۰۱۰۲ : ﺍﻟﺑﺩء ﺑﺎﻷﻋﻣﺎﻝ ﺍﻟﺗﺣﺿﻳﺭﻳﺔ ) ‪ ZC‬ﻭﺷﺑﻛﺎﺕ( .‬ ‫‪ ‬ﻧﻭﻓﻣﺑﺭ ۰۱۰۲ : ﺗﻌﻳﻳﻥ ﺇﺩﺍﺭﺓ ﺃﺷﻐﺎﻝ ﺍﻟﻣﻧﺷﺂﺕ ﺍﻟﺧﺗﺎﻣﻳﺔ .‬ ‫‪ ‬ﺩﻳﺳﻣﺑﺭ ۰۱۰۲ : ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﻣﻭﺿﻭﻉ ﺗﻣﻭﻳﻝ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪ ‬ﻓﺑﺭﺍﻳــﺭ ۱۱۰۲ : ﺇﻁﻼﻕ ﺍﻟﺧﻳﺎﺭﺍﺕ ﺍﻟﻣﺳﺑﻘﺔ ﻷﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫‪ ‬ﺃﺑﺭﻳــﻝ ۱۱۰۲ : ﺇﻁﻼﻕ ﺍﻟﻘﺳﻡ ﺍﻷﻭﻝ ﻣﻥ ﺃﻋﻣﺎﻝ ﺍﻟﻬﻧﺩﺳﺔ ﺍﻟﻣﺩﻧﻳﺔ .‬ ‫۰۲‬ ‫۰۲‬ ‫۰۲‬
  • 24. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺗﻘﺎﺩ ﻣﺟﻣﻭﻋﺔ ﺍﻟﻣﺟﺎﻻﺕ ﻭﻓﻕ ﺍﻟﻣﻭﺍﺻﻔﺎﺕ ﺍﻟﺩﻭﻟﻳﺔ ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻭﺑﺷﻛﻝ ﺧﺎﺹ ﻣﻭﺍﺻﻔﺎﺕ ‪. ISO‬‬ ‫ﺇﻥ ﻫﻳﻛﻠﻳﺔ ﺍﻻﺩﺍﺭﺓ ﻫﻲ ﻣﻥ ﺍﻟﻧﻭﻉ ﺍﻟﻧﻣﻭﺫﺟﻲ ﺍﻟﻣﻁﺑﻕ ﻋﻠﻰ ﺍﻟﻣﺷﺎﺭﻳﻊ ﺍﻟﻣﻌﻘﺩﺓ ﺑﻧﻔﺱ ﺍﻟﻧﻣﺎﺫﺝ‬ ‫ﺍﻷﻭﺭﻭﺑﻳﺔ‬ ‫ﻭﻫﻲ ﺗﻐﻁﻲ ﻣﻥ ﻧﺎﺣﻳﺔ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﻛﺑﻳﺭﺓ ﺍﻟﺗﺎﻟﻳﺔ :‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻟﻧﻭﻋﻳﺔ .‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻷﻣﻧﻳﺔ .‬ ‫• ﺍﻻﺩﺍﺭﺓ ﺍﻟﺑﻳﺋﻳﺔ .‬ ‫۱۲‬ ‫۱۲‬ ‫۱۲‬
  • 25. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ة اﻟﻨوﻋﻴﺔ‬ ‫٣-١- اﻻدار‬ ‫‪SMQ‬‬ ‫‪SMQ‬‬ ‫‪ONCF‬‬ ‫‪ ‬ﺃﻫﺪﺍﻑ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻨﻮﻋﻲ‬ ‫‪ONCF‬‬ ‫‪Référentiel‬‬ ‫ﺭﺟﻌﻳﺔ ﺍﻟﻣﻬﻣﺎﺕ‬ ‫‪des missions‬‬ ‫‪ ‬ﺍﻟﺳﻣﺎﺡ ﺑﺎﻟﻭﺻﻭﻝ ﺇﻟﻰ ﺩﺭﺟﺔ ﻣﻥ ﺍﻻﻧﺟﺎﺯ ﺍﻟﻣﻁﻠﻭﺏ‬ ‫ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‬ ‫ﻣﻥ ﻣﺩﻳﺭ ﺃﻋﻣﺎﻝ ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫‪Manuel Management‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫‪Projet‬‬ ‫ﻟـ ‪ONCF‬‬ ‫)‪(MMP LGV‬‬ ‫‪ ‬ﺇﻋﻁﺎء ﻗﻭﺍﻋﺩ ﺍﻟﺗﺷﻐﻳﻝ ﺍﻟﻣﺷﺗﺭﻙ ﻟﻛﻝ ﺍﻟﻌﺎﻣﻠﻳﻥ .‬ ‫‪ ‬ﺍﻛﺗﺳﺎﺏ ﻣﺳﺗﻭﻯ ﺛﻘﺔ ﻛﺎﻑ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﺃﻫﺩﺍﻑ‬ ‫‪Schéma Directeur de la Qualité‬‬ ‫ﺍﻟﻬﻳﻛﻠﻳﺔ ﺍﻟﻣﻭﺟﻬﺔ ﻟﻠﻧﻭﻋﻳﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻣﺷﺭﻭﻉ .‬ ‫)‪(SDQ‬‬ ‫ﻣﺧﻁﻁ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫)‪Plan Management Projet (PMP‬‬ ‫‪ ‬ﻧﻅﺎﻡ ﻧﻭﻋﻲ : ﻣﻭﺍﺻﻔﺎﺕ 0009 ‪ISO‬‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫‪ ‬ﻫﻳﻛﻠﻳﺔ ﻣﻭﺟﻪ ﻟﻧﻅﺎﻡ ﻧﻭﻋﻲ .‬ ‫ﺍﻟﻘﻭﺍﻋﺩ ‪Procédures et‬‬ ‫‪ documents‬ﻭﺍﻟﻣﺳﺗﻧﺩﺍﺕ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ ﻟﻠﻣﺷﺭﻭﻉ‬ ‫‪internes au projet‬‬ ‫ﻓﻲ‬ ‫‪ ‬ﻣﺧﻁﻁ ﺗﺄﻣﻳﻥ ﺍﻟﻧﻭﻋﻳﺔ )‪. (PAQ‬‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫۲۲‬ ‫۲۲‬ ‫۲۲‬
  • 26. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٢- ة اﻟﻤﺤﻴط اﻟﺒﻴﺌﻲ‬ ‫إدار‬ ‫‪ ‬ﺗﻛﺎﻣﻝ ﻛﻝ ﺍﻟﻣﺭﻛﺑﺎﺕ ﺍﻟﺑﻳﺋﻳﺔ ﻓﻲ ﺍﻟﻣﺷﺭﻭﻉ ﻟﻠﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻣﺳﺎﺋﻝ ﺍﻟﺑﻳﺋﻳﺔ .‬ ‫‪ ‬ﺗﺄﻣﻳﻥ ﻣﺳﺎﻋﺩﺓ ﻟﻠﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﺍﻟﺑﻳﺋﻲ .‬ ‫‪ ‬ﺗﻌﺭﻳﻑ ، ﺍﻟﺗﺣﺿﻳﺭ ﻭﺍﻟﻌﻣﻝ ﻋﻠﻰ ﻣﺧﻁﻁ ﺇﺩﺍﺭﺓ ﺑﻳﺋﻳﺔ ﻭﺍﺟﺗﻣﺎﻋﻳﺔ )‪. (PGES‬‬ ‫‪ ‬ﻳﺗﺑﻊ ﺫﻟﻙ ﺗﻧﻔﻳﺫ ‪ PGES‬ﻣﻥ ﺧﻼﻝ ﺗﻧﻔﻳﺫ ﺍﻷﻋﻣﺎﻝ .‬ ‫۳۲‬ ‫۳۲‬ ‫۳۲‬
  • 27. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫‪ ‬ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺃﻣﺎﻥ ﺍﻟﻨﻈﺎﻡ :‬ ‫ﺍﻟﻤﻀﻲ ﻗﺪﻣﺎ ً ﺑﺸﻜﻞ ﻳﺴﻤﺢ ﺑﺘﻘﺪﻳﺮ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺑﺤﺪﻭﺩ ﺍﻷﻣﺎﻥ ﺑﺸﻜﻞ ﻣﻌﺎﺩﻝ ﻋﻠﻰ ﺍﻷﻗﻞ ﻵﺧﺮ ﻣﺮﺟﻌﻴﺎﺕ‬ ‫‪ LGV‬ﺍﻷﻭﺭﻭﺑﻴﺔ .‬ ‫‪ ‬ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﺴﻼﻣﺔ )ﺍﻷﻣﺎﻥ( ﺍﻟﻤﺪﻧﻴﺔ :‬ ‫ﺗﻌﺭﻳﻑ ﻣﻌﺎﻳﻳﺭ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﺑﻣﺎ ﻳﺗﻭﺍﻓﻕ ﻣﻊ ﻣﺎ ﻫﻭ ﻣﻌﻣﻭﻝ ﺑﻪ ﻣﺣﻠﻳﺎ ً ﻭﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺧﻁﻭﻁ‬ ‫‪ LGV‬ﺍﻷﻭﺭﻭﺑﻳﺔ ﺍﻷﺧﻳﺭﺓ .‬ ‫‪ ‬ﺍﻟﺗﺣﻛﻡ ﻓﻲ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﺣﻣﺎﻳﺔ ﻟﺻﺣﺔ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻭﺳﻼﻣﺔ ﺍﻟﺗﻧﻘﻼﺕ ﺧﻼﻝ ﺇﻧﺷﺎء ﺍﻟﻌﻣﻝ :‬ ‫ﺗﻌﺭﻳﻑ ﻗﻭﺍﻋﺩ ﻟﻠﺳﻼﻣﺔ ﻭﺍﻟﺣﻣﺎﻳﺔ ﻟﻠﺻﺣﺔ ﻓﻲ ﺍﻟﻌﻣﻝ .‬ ‫ﻭﺿﻊ ﻣﻧﻅﻡ ﺃﻣﺎﻥ ﻓﻲ ﺍﻟﻭﺭﺷﺔ .‬ ‫٤۲‬ ‫٤۲‬ ‫٤۲‬
  • 28. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫“ﺗﺟﻬﻳﺯﺍﺕ‬ ‫“ﻣﻌﺩﺍﺕ‬ ‫ﻻ‬ ‫ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ”‬ ‫ﻣﺗﺣﺭﻛﺔ”‬ ‫ﻻ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﻋﻣﻠﻳﺔ ﺗﺻﺩﻳﻕ‬ ‫ﻋﻣﻠﻳﺔ ﻣﺷﺎﺑﻬﺔ‬ ‫“ﺍﺳﺗﺛﻣﺎﺭ‬ ‫ﺍﻟﺧﻁ‬ ‫ﻟﻠﻣﻌﺩﺍﺕ‬ ‫ﺳﻼﻣﺔ ﺍﻟﻧﻅﺎﻡ :‬ ‫ﻻ‬ ‫ﺍﻟﻣﺗﺣﺭﻛﺔ‬ ‫ﻻ‬ ‫ﺍﻟﻧﻅﺎﻡ”‬ ‫- ﺗﺼﺪﻳﻖ ﺍﻟﺨﻂ ﺍﻟﺠﺪﻳﺪ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ‬ ‫ﺧﻁ ﻣﺻﺩﻕ‬ ‫‪ MR‬ﻣﺷﺎﺑﻬﺔ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫- ﺍﻋﺘﻤﺎﺩ ﺍﻟﻤﻌﺪﺍﺕ ﺍﻟﻤﺘﺤﺮﻛﺔ .‬ ‫ﻧﻅﺎﻡ ﻣﺗﻛﺎﻣﻝ‬ ‫- ﺗﻜﺎﻣﻞ ﺍﻟﻨﻈﺎﻡ .‬ ‫ﻧﻌﻡ‬ ‫- ﺇﺣﺎﻟﺔ ﺍﻟﻌﻤﻞ ﻟﻠﻤﺴﺘﺜﻤﺮ / ﺍﻟﺬﻱ ﻳﺼﻮﻥ .‬ ‫ﺗﻘﺩﻳﻡ ﺍﻟﻌﻣﻝ‬ ‫ﻻ‬ ‫‪ ‬ﺷﻬﺎﺩﺓ ﺇﺣﺎﻟﺔ ﺍﻟﻌﻣﻝ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ ﻟﻼﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫ﺍﺳﺗﺛﻣﺎﺭ ﺗﺟﺎﺭﻱ‬ ‫ﻣﺳﻣﻭﺡ ﺑﻪ‬ ‫ﻧﻌﻡ‬ ‫ﺍﻧﺟﺎﺯ ﺍﻻﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫٥۲‬ ‫٥۲‬ ‫٥۲‬
  • 29. ‫‪Pôle Développement - Direction Projets LGV‬‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫“ﺗﺟﻬﻳﺯﺍﺕ‬ ‫“ﻣﻌﺩﺍﺕ‬ ‫ﻻ‬ ‫ﺑﻧﻳﺔ ﺗﺣﺗﻳﺔ”‬ ‫ﻣﺗﺣﺭﻛﺔ”‬ ‫ﻻ‬ ‫ﻧﻅﺎﻡ ﻓﺭﻋﻲ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﻋﻣﻠﻳﺔ ﺗﺻﺩﻳﻕ‬ ‫ﻋﻣﻠﻳﺔ ﻣﺷﺎﺑﻬﺔ‬ ‫“ﺍﺳﺗﺛﻣﺎﺭ‬ ‫ﻻ‬ ‫ﺍﻟﺧﻁ‬ ‫ﻟﻠﻣﻌﺩﺍﺕ‬ ‫ﺍﻟﻣﺗﺣﺭﻛﺔ‬ ‫ﻻ‬ ‫ﺳﻼﻣﺔ ﺍﻟﻧﻅﺎﻡ :‬ ‫ﺍﻟﻧﻅﺎﻡ”‬ ‫- ﺗﺤﻀﻴﺮ ﻗﻮﺍﻋﺪ ﺍﻟﻌﻤﻞ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ‬ ‫ﺧﻁ ﻣﺻﺩﻕ‬ ‫‪ MR‬ﻣﺷﺎﺑﻬﺔ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫- ﺗﺄﻫﻴﻞ ﺍﻟﻌﺎﻣﻠﻴﻦ )ﺍﺳﺘﺜﻤﺎﺭ ﻭﺻﻴﺎﻧﺔ(.‬ ‫ﻧﻅﺎﻡ ﻣﺗﻛﺎﻣﻝ‬ ‫- ﺇﺩﺍﺭﺓ ﺍﻟﺴﻼﻣﺔ .‬ ‫ﻧﻌﻡ‬ ‫- ﺗﺤﻘﻴﻖ ﺳﻴﺮ ﻓﺎﺭﻉ .‬ ‫ﺗﻘﺩﻳﻡ ﺍﻟﻌﻣﻝ‬ ‫- ﺍﺧﺘﺒﺎﺭ ﺍﻟﺤﺎﻻﺕ ﺍﻻﻧﺤﺪﺍﺭﻳﺔ .‬ ‫ﻋﻣﻠﻳﺔ ﺗﺣﺿﻳﺭ ﻟﻼﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫- ﺍﺧﺘﺒﺎﺭ ﺍﻟﺤﻮﺍﺩﺙ.‬ ‫ﺍﺳﺗﺛﻣﺎﺭ ﺗﺟﺎﺭﻱ‬ ‫‪ ‬ﺍﻟﺴﻤﺎﺡ ﺑﻮﺿﻊ ﺑﺎﺳﺘﺜﻤﺎﺭ ﺗﺠﺎﺭﻱ.‬ ‫ﻣﺳﻣﻭﺡ ﺑﻪ‬ ‫ﻧﻌﻡ‬ ‫ﺍﻧﺟﺎﺯ ﺍﻻﺳﺗﺛﻣﺎﺭ ﺍﻟﺗﺟﺎﺭﻱ‬ ‫٦۲‬ ‫٦۲‬ ‫٦۲‬
  • 30. ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ :‬ ‫ﺇﻥ ﺳﻼﻣﺔ ‪ LGV‬ﻫﻲ ﺿﺮﻭﺭﺓ ﻣﻄﻠﻘﺔ‬ ‫ﺩﺭﺍﺳﺔ ﺑﻳﺋﻳﺔ ﻭﺍﺟﺗﻣﺎﻋﻳﺔ ﺗﺣﺩﺩ ﺍﻟﻣﻧﺎﻁﻕ ﻭﺍﻷﺧﻁﺎﺭ ﻭﻁﺭﻳﻘﺔ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﻌﺗﻣﺩﺓ ﻣﻥ ﺃﺟﻝ :‬ ‫‪ ‬ﺳـﺩ ﻣﻧﺎﻓﺫ ﺍﻟﻁﺭﻓﻳﻥ ﻋﻠﻰ ﻁﻭﻝ ﺍﻟﻣﺳﺎﺭ : ﺇﻏﻼﻕ ﻋﺎﺩﻱ ﺃﻭ ﺍﺟﺑﺎﺭﻱ ﻟﻣﻧﺎﻁﻕ ﺣﺳﺎﺳﺔ ﻭﺑﺟﺩﺭﺍﻥ ﻓﻲ ﺍﻟﺣﺎﻻﺕ‬‫ّ‬ ‫ﺍﻟﻧﻭﻋﻳﺔ .‬ ‫‪ ‬ﺗﺣﻘﻳﻕ ﺃﻋﻣﺎﻝ ﻗﻔﺯ ﺑﺗﻭﺍﻓﻕ ﻣﻊ ﺍﻟﻣﺳﺅﻭﻟﻳﻥ ﺍﻟﻣﺣﻠﻳﻳﻥ ﻭﺍﻟﻌﺎﻣﺔ ﻣﻥ ﺃﺟﻝ ﺗﻭﺿﻊ ﺃﻓﺿﻝ .‬ ‫ﻳﺟﺏ ﺃﻥ ﺗﺭﺍﻗﺏ ﻭﺗﺻﺎﻥ ﻫﺫﻩ ﺍﻟﺳﻼﻣﺔ ﻭﺃﻥ ﻳﻛﻭﻥ ﺑﺎﻻﻣﻛﺎﻥ ﺍﻟﻭﺻﻭﻝ ﻟﻠﺳﻣﺎﺡ ﺑﺻﻳﺎﻧﺔ ﺍﻟﺧﻁ ﻭﺗﺩﺧﻝ ﻓﺭﻕ ﺍﻻﻧﻘﺎﺫ.‬ ‫‪ ‬ﺇﺿﺑﺎﺭﺓ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﻭﺗﺗﺿﻣﻥ :‬ ‫‪ ‬ﺗﺟﻬﻳﺯﺍﺕ ﻭﻭﺳﺎﺋﻁ ﺗﺩﺧﻝ ﻋﻠﻰ ‪ LGV‬ﻭﻋﻠﻰ ﻣﺗﻥ ﺍﻟـ ‪RGV‬‬ ‫‪ ‬ﺗﻌﺭﻳﻑ ﺃﺧﻁﺎﺭ ﺍﻷﻣﺎﻧﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺩﻧﻳﺔ ﻟـ ‪. LGV‬‬ ‫‪ ‬ﺗﺄﺳﻳﺱ ﻣﺧﻁﻁ ﺗﻧﻅﻳﻡ ﺍﻻﻧﻘﺎﺫ .‬ ‫۷۲‬
  • 31. ‫۳- ﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺭﻭﻉ‬ ‫٣-٣- ة اﻟﺴﻼﻤﺔ‬ ‫إدار‬ ‫ﺍﻟﺳﻼﻣﺔ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ :‬ ‫ع : ﺤﺎدث ﻛﺒﻴر ﻤﻌدوم‬‫اﻟﻬدف ﺴﻼﻤﺔ اﻟﻤﺸرو‬ ‫ﻣﺅﺳﺳﺔ ﺍﺳﺗﺑﺎﻗﻳﺔ ﺑﺗﺄﻣﻳﻥ ﺟﻬﺎﺯ ﻣﻥ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻓﻲ ﺍﻟﺳﻼﻣﺔ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ )‪(CSPS‬‬ ‫ﺇﻥ ‪ CSPS‬ﻟﻬﺎ ﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﺗﺎﻟﻳﺔ :‬ ‫‪ ‬ﻭﺿﻊ ﻣﺧﻁﻁ ﻋﺎﻡ ﻟﻠﺗﻭﺍﻓﻕ ﺑﻳﻥ ﺍﻷﻣﺎﻥ ﻭﺣﻣﺎﻳﺔ ﺍﻟﺻﺣﺔ .‬ ‫‪ ‬ﺍﻟﺣﺭﺹ ﻋﻠﻰ ﺍﻟﻘﻭﺍﻋﺩ ﺍﻟﻣﻧﺻﻭﺹ ﻋﻧﻬﺎ ﻓﻲ ﻗﺎﻧﻭﻥ ﺍﻟﻌﻣﻝ .‬ ‫‪ ‬ﺍﻷﺧﺫ ﺑﻌﻳﻥ ﺍﻻﻋﺗﺑﺎﺭ ﺍﻟﺧﻁﺭ ﺍﻟﺧﺎﺹ ﺍﻟﻣﺭﺗﺑﻁ ﻟﻸﻧﺷﻁﺔ ﺍﻟﻣﺗﺭﺍﺑﻁﺔ ﻟﻠﺗﻌﻬﺩﺍﺕ .‬ ‫‪ ‬ﺍﻟﺗﻛﺎﻣﻝ ﻣﻧﺫ ﺑﺩﺍﻳﺔ ﻁﻭﺭ ﺗﺻﻣﻳﻡ ﺃﻋﻣﺎﻝ ﺍﻟﺳﻼﻣﺔ ﻟﻠﺻﻳﺎﻧﺔ ﺍﻟﻼﺣﻘﺔ ﻟﻸﻋﻣﺎﻝ .‬ ‫۸۲‬