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10 Dirhams
| Uitgever | Banque du Maroc |
|---|---|
| Jaar | 1970-1985 |
| Type | Log in om details te zien |
| Waarde | Log in om details te zien |
| Valuta | Log in om details te zien |
| Samenstelling | Log in om details te zien |
| Afmetingen | Log in om details te zien |
| Vorm | Log in om details te zien |
| Drukker | Thomas De La Rue & Company, Limited, London, United Kingdom |
| Ontwerper(s) | Log in om details te zien |
| Graveur(s) | Log in om details te zien |
| In omloop tot | Log in om details te zien |
| Referentie(s) | Log in om details te zien |
| Beschrijving voorzijde | Portrait of King Hassan II at centre-left, set against a vignette of the Andalusian Gardens (Jardin Andalou des Oudayas) within the Kasbah of Oudaïa in Rabat, with the pavilion tower of Moulay Ismail and the Museum of Moroccan Arts visible in the background. The composition is framed by intricate guilloche underprint work, with Arabic inscriptions and the denomination rendered in intaglio. |
|---|---|
| Opschrift voorzijde | Log in om details te zien |
| Beschrijving keerzijde | Log in om details te zien |
| Opschrift keerzijde | Log in om details te zien |
| Handtekening(en) | Mohamed El Mdaghri / Prince Moulay Hassan Ben Medhdi El Alaovi Hassan Lukash / Ahmed Ben Nani |
| Beveiligingstype | Log in om details te zien |
| Beschrijving beveiliging | Log in om details te zien |
| Varianten | Log in om details te zien |
| Opmerkingen |
Pick 57 spans fifteen years and two signature combinations, reflecting the administrative turnover at Banque du Maroc during a period when Hassan II was consolidating state control over financial institutions. The earlier pairing includes Prince Moulay Hassan Ben Medhdi El Alaovi as a signatory — a member of the Alaoui royal family serving in a banking capacity, which was not unusual for Moroccan institutional appointments of that period but gives the earlier issues a distinct political character.
Thomas De La Rue handled the full run from London. The extended print span without a redesign was deliberate cost management — Morocco kept the plate in service rather than commissioning a new issue at each administrative change.