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Republic of Mauritius
MAURITIUSNATIONAL EXPORT STRATEGYINSTITUTIONAL ALIGNMENT CROSS-SECTOR 2017-2021
The International Trade Centre ( ITC )
Street address: ITC 54-56, rue de Montbrillant 1202 Geneva, Switzerland
Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland
Telephone: +41 - 22 730 0111
Fax: +41 - 22 733 4439
E-mail: itcreg @ intracen.org
Internet: http : / / www.intracen.org
Layout: Jesús Alés – www.sputnix.es
This National Export Strategy ( NES ) is an official document of the Government of Mauritius. The NES was developed on the basis of the process, methodology and technical assistance of the International Trade Centre ( ITC ) within the framework of its Trade Development Strategy programme.
ITC is the joint agency of the World Trade Organization and the United Nations. As part of the ITC mandate of fostering sustainable development through increased trade opportunities, the Export Strategy section offers a suite of trade-related strategy solutions to maximize the development payoffs from trade. ITC-facilitated trade development strategies and road maps are ori-ented to the trade objectives of a country or region and can be tailored to high-level economic goals, specific development targets or particular sec-tors, allowing policymakers to choose their preferred level of engagement.
The views expressed herein do not reflect the official opinion of ITC. Mention of firms, products and product brands does not imply the endorsement of ITC. This document has not been formally edited by ITC.
Republic of Mauritius
MAURITIUS NATIONAL EXPORT STRATEGY INSTITUTIONAL ALIGNMENT CROSS-SECTOR 2017-2021
Photo: © shutterstock
INTERNATIONAL TRADE CENTRE III
ACKNOWLEDGEMENTS
The National Export Strategy ( NES ) was developed under the aegis of the Government of the Republic of Mauritius, the political leadership of the Ministry of Industry, Commerce and Consumer Protection ( MICCP ) and with the operational support of the Enterprise Mauritius ( EM ). This document benefited particularly from the inputs and guidance provided by the members of the sector team.
Technical facilitation, guidance and support for the process were provided by the project team of the International Trade Centre ( ITC ).
Name Function Organization
Ms. Marion Jansen Chief, Office of the Chief Economist and Export Strategy ITC
Mr. Anton Said Head, Trade Strategy Development Programme ITC
Mr. Darius Kurek Project manager ITC
Mr. Rahul Bhatnagar Project lead technical adviser ITC
Ms. Claude Manguila Project technical adviser ITC
Mr. Reg Ponniah Technical editor ITC
Name Organization
Mr. Arvind Radhakrisna Enterprise Mauritius
Mrs. Chesta Domun MAURITAS
Mrs. Rooma Narrainen Mauritius Chamber of Commerce and Industry
Mrs. R Nanhuck Mauritius Standards Bureau
Ms. K. Sewbundhun Ministry of Business, Enterprise & Cooperatives
Mr. Hossenbux MRA Customs
Mrs. Gowrydoss PMO Rodrigues
Mrs. Nirmala Jeetah Board of Investment
INTERNATIONAL TRADE CENTREIV
ACRONYMS
AMM Association of Mauritian Manufacturers
BPML FREEPORT SERVICES LTD
CRS Common Reporting Standard
EM Enterprise Mauritius
FSCC Financial Services Consultative Council
GBC Global Business Category
HRDC Human Resource Development Council
JCC Joint Coordinating Committee
JEC Joint Economic Council
APAMM Mauritian Shipping Agents Association
MAURITAS Mauritius Accreditation Service
MBGS Mauritius Business Growth Scheme
CCI Mauritius Chamber of Commerce and Industry
MCCI Mauritius Chamber of Commerce and Industry
MITIA Mauritius IT Industry Association
MQA Mauritius Qualifications Authority
MRC Mauritius Research Council
MRA Mauritius Revenue Authority
MoUs Memorandums of Understanding
OTAM Outsourcing and Telecommunication
Association of Mauritius
PPP Public-Private-Partnership
SM Statistics Mauritius
TSIs Trade Support Institutions
INTERNATIONAL TRADE CENTRE V
ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III
ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV
INTRODUCTION 1
TRADE-FOCUSED INSTITUTIONAL STRUCTURE IN MAURITIUS 3
ASSESSMENT OF COORDINATION WITHIN THE TSN . . . . . . . . . . . . . . . . . 4
ANALYSIS OF TSI CAPACITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
COMPETITIVENESS CONSTRAINTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
THE WAY FORWARD 9
VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
STRATEGIC OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
SECTOR-SPECIFIC RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
PLAN OF ACTION 13
CONTENTS
FIGURES
Figure 1 : The Strategic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Figure 2 : TSN Coordination Map for Mauritius . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Photo: © shutterstock
1INTRODUCTION
INTRODUCTION
Institutions are fundamental building blocks for trade competitiveness given that they implement the recom-mendations and actions proposed by development plans and strategies. A strong institutional framework is indis-pensable for realizing the overall development agenda of the country and indeed, this has worked well in the past in Mauritius. The country has a successful history of leverag-ing institutional arrangements involving joint public and private sector collaboration towards solving issues and harvesting opportunities. Institutions such as Enterprise Mauritius, Board of Investment, Mauritius Chamber of Commerce and Industry ( CCI ) and the Joint Economic Council ( JEC ) have been in place and operating activity in tandem with the public sector since the early days of independence.
However, the institutional network in charge of providing support to trading firms suffers various coordination and capacity challenges. These translate into additional diffi-culties for enterprises that are exporting or wish to export goods and services. Therefore a comprehensive review of the institutional framework will be conducted to align and capacitate the TSN better. This particular strategy will cover all types of Trade Support Institutions including those providing policy support, trade services and busi-ness services support to enterprises.
As Mauritius progresses to a new paradigm involving re-invention of mature sectors and the emergence of new sectors, strong institutional coordination and individual TSN capacities will be especially relevant to develop a robust TSN.
Photo: General Design, Photo 2.jpg
Photo: Software Development, Photo 1.jpg
3TRADE-FOCUSED INSTITUTIONAL STRUCTURE IN MAURITIUS
TRADE-FOCUSED INSTITUTIONAL STRUCTURE IN MAURITIUS
In the context of trade competitiveness, the institutional support is provided by Trade Support Institutions ( TSIs ) that together constitute the aggregate TSN in the country.
Four types of TSIs are considered as indicated below :
POLICY SUPPORT NETWORK
These represent ministries and authorities responsible for influencing or implementing policies in the country. These include :
� Ministry of Industry, Commerce and Consumer Protection
� Ministry of Fisheries � Ministry of Foreign Affairs � Competent Authority Seafood � Ministry of Tourism and Leisure � Ministry of Finance � Ministry Of Tertiary Education, Science, Research &
Technology � Ministry of Business, Enterprise and Cooperatives � Ministry of Agro-Industry and Food Security � Mauritius Revenue Authority ( MRA ) � Local Government Authorities � Mauritius Accreditation Service ( MAURITAS ) � Division of Veterinary Services, Ministry of Agro-
Industry and Food security � Human Resource Development Council ( HRDC ) � Mauritius Business Growth Scheme ( MBGS ) Unit � National Productivity And Competitiveness Council
TRADE SERVICES NETWORK
These institutions or agencies provide a wide range of trade related services to both Government and enterpris-es. These include :
� OTAM ( Outsourcing and Telecommunication Associa-tion of Mauritius )
� Board of Airlines Association � Mauritius Chamber of Commerce and Industry ( MCCI ) � Association Of Mauritian Manufacturers ( AMM ) � Mauritian Shipping Agents Association ( APAMM ) � Association des Hoteliers et Restaurateurs de l’Ile
Maurice
BUSINESS SERVICES NETWORK
These are associations, or major representatives, of com-mercial services providers used by exporters to effect in-ternational trade transactions. These include :
� Board of Investment � Mauritius Ports Authority � SMEDA � Enterprise Mauritius � Mauritius Cane Industry Authority � Statistics Mauritius ( SM ) � BPML FREEPORT SERVICES LTD � Central Informatics Bureau � Global Finance Mauritius � Mauritius Standards Bureau � Cargo Handling Corporation Ltd � Bank of Mauritius � Mauritius Telecom Ltd � Mauritius Tourism Promotion Authority
4 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021
CIVIL SOCIETY NETWORK
These institutions are not explicitly engaged in trade relat-ed activities. They are often opinion-leaders representing interests that have a bearing on the country’s export po-tential and socio-economic development. These include :
� University of Technology � Mauritius Qualifications Authority ( MQA ) � Mauritius Research Council ( MRC ) � University of Mauritius
ASSESSMENT OF COORDINATION WITHIN THE TSN
SELECT NODES ARE DRIVING COORDINATION
As indicated in the coordination map, a handful of TSIs are driving coordination activity and information flow with-in the TSN. These primarily include policy support and trade services support institutions such as BOI, Ministry of Agroindustry, Ministry of Finance, EM, MEXA, MCCI etc. The prominence ( high level of interconnectedness ) of these institutions stems from the diversity of services that they provide to enterprises, as well as the ‘cooperation network’ that has developed between specific institutions ( such as ministries and parastatals, trade information pro-viders such as EM, MEXA etc. ). For instance, MEXA plays the role of a sectoral organization for several sectors in-cluding Textiles, Jewelleries, and light industries.
HIGH DEGREE OF AD-HOC ACTIVITY VERSUS FORMALIZED RELATIONSHIPS
The vast majority of relationships indicated by institu-tions are ad-hoc – i.e. based on informal relationships rather than through formalized mechanisms such as Memorandums of Understanding ( MoUs ) and other in-stitutional relationships. While the ad-hoc nature may not in itself be considered a weakness, there are implications on aspects such as institutional memory if officers in-volved in information flow were to leave the TSIs. Potential bottlenecks may appear if these linkages are disrupted, however this is to be investigated further. Efficiency gains could easily be achieved through the elaboration of col-laboration protocol agreements that would define the way institutions interact in performing the chosen business collaboration.
EVIDENCE OF WEAK AND MISSING RELATIONSHIPS ESPECIALLY BETWEEN INDUSTRY AND ACADEMIA
There is evidence that some critical linkages are either weak or altogether missing. One instance is related to the weak links between the academic infrastructure, including Tertiary Education and TVET institutions. Survey results indicated that while universities such as the University of Mauritius and University of Technology are connected to their policy making and regulatory institutions such as the Ministry of Tertiary Education and the Tertiary Education Commission, neither groups reported connections with the main TSIs that provide direct trade services related support to the private sector, including EM, MEXA and MCCI. In the absence of such linkages, the feedback loop1 between industry and academia is weak – and di-rectly contributes to the skills mismatch issue.
Furthermore, there is evidence that tertiary education pro-viders such as universities themselves are not coordi-nating with each other. There is significant duplication of academic programmes, especially in the case of institu-tions that have been set up recently. There is little focus on gauging the skills requirements for the future, and in-stead programmes are being established solely based on current demand.
OVERALL LACK OF COORDINATION IN THE SERVICES SECTOR
In general, the service delivery of policy support institu-tions towards SMEs is of concern, and is leading to slow policy and regulations development, especially for servic-es. There is no overall coordination body spearheading development efforts for the services sector. Since 2012, BOI has been mandated with services promotion ; how-ever, it is not involved in policy and sector development. There is indeed no TSIs mandated with leading these aspects. In the absence of TSIs support, services firms in sectors such as ICT have forged ahead on their own, but an inflection point has been reached. To grow further, dedicated and concerted support is required for services.
EMERGENCE OF TSIs ‘ISLANDS’
A number of TSIs islands – comprising 2-3 TSIs – exist without any direct connection ( ad-hoc or formalized ) with the TSN ‘mainland’ as indicated in the coordination map. This indicates that information is not being shared
1. To address this feedback issue, consultative committees have been set up at the university level to ensure collaboration between tertiary education institutions and the private sector. These are relatively new ( 2013 ) and the NES will further assess the work being undertaken and support required by these committees.
5TRADE-FOCUSED INSTITUTIONAL STRUCTURE IN MAURITIUS
between these islands, and other TSIs that are relatively more linked. While information sharing naturally depends on the context, it is uncommon to view islands that are not linked at all to the majority of other TSIs. This suggests broken linkages – for instance, the Mauritius Research Council ( MRC ), an apex body that coordinates and pro-motes investment in research falls under the purview of the Ministry of Tertiary Education naturally indicating coordination flows that must exist between these insti-tutions. However, neither institution reflected this in the survey. Additionally, the MRC is not connected to other TSIs involved in research such as universities etc. There are other such examples as well that will be the focus of further analysis.
PERCEPTION AMONG TSIS ON MUTUAL INFORMATION FLOW VARIES
Some incoherencies can be found on how TSIs perceive information flow between each other. For instance, while EM noted an ad-hoc relationship with MCCI with informa-tion primarily flowing inwards from MCCI to EM, MCCI noted a formalized bilateral relationship, with information flowing both ways. This and other examples point to dis-connectedness between TSIs in terms of perception, and the type of collaboration that exists with their peers.
WEAK INTER-MINISTERIAL AND INTER-AGENCY COORDINATION LEADING TO WEAK SERVICE DELIVERY TO SMES
Scope exists to strengthen the coordination and infor-mation flow between ministries and their parastatals. In certain cases, parastatals are frequently delayed in re-sponding to information requests from the private sector owing to delays on the part of related ministries. Client requests frequently require support from other ministries and in some cases ministries are either slow or not fully equipped to respond.
ANALYSIS OF TSIs CAPACITIES
OPTIMIZATION OF TSI MANDATES MAY BE REQUIRED TO CATER TO THE SERVICES SECTOR
There is an inadequate, though emerging focus on ser-vices throughout the TSN. The traditional focus of TSIs on goods has led to relatively robust service portfolios for sectors such as textiles and agro-products, whereas
support towards services – both emerging and relatively mature sectors − such as ICT and tourism remains limited.
As discussed earlier, services sector firms have been growing faster than available regulatory and institutional support. However, growth is now threatened across the board, whether in the case of nascent sectors such as medical tourism or emerging sectors such as ICT, as well as mature sectors, such as the spa and leisure sector, among others. There is no lead agency responsible for services sector development activity, and the gap extends to the policy level. Nevertheless, BOI has been given the mandate to oversee the development of the sector and a targeted approach has been adopted for the promotion and development of each sub sector. Neither the Ministry of Commerce and Consumer Protection nor the Ministry of Business Enterprise and Cooperatives is mandated or fully equipped in terms of capacities to accommodate the needs of services firms. Leading trade service providers to SMEs have limited, though evolving service-based focus. This includes leading TSIs such as SMEDA2, MEXA, and EM.
Services sector associations only exist for the IT and fi-nancial services sectors, but there are gaps here as well. The master plan for services notes that while the ICT-BPO segment has two sector associations − Mauritius IT Industry Association ( MITIA ) and Outsourcing and Telecommunications Association of Mauritius ( OTAM ) − many small sector firms are not part of these associations.3
Given the severity of the institutional gap that services face, there is an urgent requirement to review and opti-mize the mandates of key institutions to include services. In addition, resources and technical expertise to cater to services must be injected in these institutions to assist them in executing the mandate.
INSUFFICIENT BRANDING, MARKETING AND COMMUNICATION OF PRODUCTS AND SERVICES
To an extent, TSIs are relatively weak in promoting their services and raising awareness on their range of services. For example, despite a range of SME financing schemes available in the country ( ranging between 15-20 loan in-struments ), SMEs have complained of a lack of support relating to access to credit. In other areas also, there is disconnectedness between services available and aware-ness of consumers. TSIs must develop more robust exter-nal communications capabilities in this regard.
2. In the case of SMEDA, which focuses on providing a variety of services to SMEs, the definition of SME itself is limited to enterprises providing goods, and therefore automatically excludes services.3. Services Master Plan Page 29
6 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021
WEAK KNOWLEDGE MANAGEMENT OWING TO INSUFFICIENT INVESTMENT AND USE OF ICT
Use of best practices in terms of internal knowledge man-agement is a weakness of Mauritian TSIs that has been documented through a variety of benchmarking studies ( involving select institutions ) and has also emerged as a key constraint through the TSN survey. This has implica-tions on building and managing institutional memory, and also facilitating efficiency gains.
This challenge extends to ministries. The master plan for services notes that there is no evidence of an institutional culture in all aspects of government ministries and agen-cies.4 A number of weaknesses including non-functioning email addresses, lack of feedback forms, and low use of electronic forms have been cited.5
Improved use of Customer Relationship Management ( CRM ) systems and Computer Document Management Systems ( CDMS )6 will improve knowledge management levels within the organizations and even streamline pro-cesses resulting in increased efficiency levels.
RESOURCE CONSTRAINTS AT TSIS HAMPER SERVICE DELIVERY
Mauritian TSIs are generally well resourced in terms of financial, technical and human capacity, but there are some areas of weaknesses that have been identified.
Financial : Some TSIs have noted that financial resource constraints have prevented them from implementing schemes that are launched by the government in sup-port of SMEs. In some cases, these constraints prevent the TSIs from implementing their own strategic plans.
Technical : There is certainly a requirement for greater absorption of Results Based Management ( RBM ) within organizations. Internal processes need to be reviewed, linked to the key goals noted in the strategic plan, and re-sults should be evaluated based on established metrics.
TSIs must also install feedback processes to read and forecast the evolving needs of their clients better, and tailor their processes and service offerings accordingly.
Human Capital : In terms of human capital, while TSIs generally have a strong management layer and a robust technical layer, the middle management layer is weak and
4. Services Master Plan page 325. ibid6. GoM is in the process of rolling out an e-Document Management System, and is in the bidding process stage, as noted in the Master Plan for Services. p. 32
requires significant coaching and skills development. This challenge is partially the result of brain drain of qualified ( and trained ) staff to the private sector or international destinations, ultimately affecting TSIs capacity to respond to client needs.
Additionally, as the focus on services ramps up and TSIs adjust their service portfolios accordingly training needs for staff will also require attention. For instance, MSMEs ( and especially services MSMEs ) face access to finance challenges because frequently, loan officers are not trained to respond to the specific circumstances of small firms that have inadequate collateral and cannot demon-strate high creditworthiness. While specific loan instru-ments are to be developed to address this gap, training needs for the staff must accompany this.
COMPETITIVENESS CONSTRAINTS
QUALITY OF THE BUSINESS ENVIRONMENT
ABSENCE OF A LEAD AGENCY FOR THE SERVICES SECTOR
Specifically in regard to the services sector, there is a need to appoint a lead agency or ministry to spearhead the services sector development in Mauritius. BOI was tasked with leading the promotion of services related ac-tivities in 2012 . However, it is not involved in policy formu-lation. Furthermore BOI’s main mandate of investment promotion means that there is still a gap for an agency whose sole purpose is policy formulation and implemen-tation for the services sector. Given the national goal of transitioning to a knowledge-based economy, the busi-ness case for such an entity is well made.
In general, the portfolio of assistance services available to the services sector by the TSN is poor, and the bulk of the focus of TSIs is centred on the manufacturing / agriculture sector. TSIs oriented towards the private sector such as EM, JEC, SMEDA, MCCI have a limited service portfolio available for the services sector, although there is recogni-tion among the leadership of these organizations of these gaps, and efforts to address this are ongoing.
A regulatory gap regarding services has been pointed out ranging from unclear guidelines / lack of legal certainty to an altogether absence of the regulations.
One of the reasons why support services for enterprises in the services sector have been slow to emerge is their relative lack of participation in consultations aimed at the
7TRADE-FOCUSED INSTITUTIONAL STRUCTURE IN MAURITIUS
private sector. As the master plan for Mauritian services sector points out, there is an unintended bias ( p.17 ) relat-ing to the involvement of the services sector firms in con-sultations with the private sector. Additionally, Mauritian services firms which do not belong to traditional service professions ( such as tourism, ICT ) do not belong to asso-ciations which prevents them from actively being invited to consultations and other modes for affecting policy making.
ACCESS TO FINANCE CHALLENGES
SMEs in particular face specific challenges in access to finance across sectors and value chains and these must be addressed to improve competitiveness. The private sector has noted that bank charges and interest rates are relatively high in general possibly owing to limited competition.
Awareness among SMEs on the availability of loan in-struments is also a challenge. As an example, there are currently about 17-20 financing schemes available to ex-porters, including export credit guarantees, but there is a consistent refrain among exporters on the lack of finan-cial instruments. This can possibly be attributed to weak marketing of these instruments by banks.
Services firms in particular face significant access to Finance Issues :
Firms in the services sector are mainly SMEs facing typi-cal access to finance challenges as SMEs in other sec-tors. Despite a variety of SME financing schemes available in Mauritius, services firms are relatively unable to access capital. This may be attributed to a number of factors :
� Service firms face challenges in raising collateral − ser-vices are inherently tied to intellectual capital rather than physical assets that banks typically prefer to use as collateral. Also services firms are mainly SMEs af-fected by debt financing options.
� The Services master plan notes two additional rea-sons :
– Lack of awareness among the SME community on existing loan instruments, and mismatch between the provisions / requirements of existing loan instru-ments with the needs / capabilities of sector firms.
– Existing loan instruments may not be well aligned with the requirements of the services sector, and some adjustments are required within the scope of provisions, and eligibility criteria.
IMPORTANT COORDINATION – AND CAPACITY-BASED GAPS EXIST WITHIN THE TSN WHICH HAVE AFFECTED SERVICE DELIVERY TO THE TRADING SECTOR
The national TSN including TSIs involved in the policy making, trade support services, business services and civil society space has served the private sector well in the past, but is now exhibiting signs of fatigue and structural weaknesses. This is owing to both expansion in the SME sector ( which is putting pressure on a stretched TSN and exposing capacity-and coordination-based weaknesses ), and evolution of the exporting sector in the country ( ser-vices diversification among others ), which have exposed significant structural weaknesses in the TSN. Important challenges now exist which are constraining SMEs in-volved in trade from reaching their operational and stra-tegic goals.
SECTOR-SPECIFIC COMPETITIVENESS CONSTRAINTS
FISHERIES & AQUACULTURE
Lack of synergies between institutions and departments of the Ministry of Ocean Economy and lack of usage of existing tools ( Albion )
There is a lack of synergies reported between a number of key institutions responsible for the fisheries and aqua-culture sectors. This is the case between the Ministry of Ocean Economy and the Albion Centre, which is affili-ated to it.
FINANCIAL SERVICES
Inadequate coordination hinders growth
Coordination is lacking within the private sector, within the public sector, and between the two. In regard to all three, the lack of an appropriate umbrella organization is a key hindrance. While the Financial Services Consultative Council ( FSCC ) was established to be such a body for public-private coordination, it fell into disuse and was only recently revived. In addition, it is a council, and not a per-manent body with fixed staff. As such, its effectiveness is limited with regard to performing a more permanent role providing coordination services, advocacy, and other services. Coordination is also impacted by the presence of numerous regulatory bodies whose mandates are at times unaligned. This is a particular challenge to the BoM and Financial Services Commission ( FSC ) although the Joint Coordinating Committee ( JCC ) has been formed to help the two organizations share information and collabo-rate. In reality, the FSC was established in 2001 as a first
8 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021
step towards unifying all regulatory functions. The second step was supposed to involve merging the FSC and the regulatory arm of the BoM, but these efforts have stalled.
Limited alignment between institutions and industry restrict growth
Institutions have a limited understanding of the private sector and low motivation to respond to industry. The MRA for example collects data under the Common Reporting Standard ( CRS ), but the industry feels that the MRA is not aligned with its needs. It is perceived as being quite heavy on operators, and client queries take a very long time. In general, it should be noted that staff at the BoM, FSC, MRA, and other public support institutions lack adequate private sector experience, which makes it more difficult for them to understand industry needs. Staff training as well as more regular contact between the public and private sectors would help align needs and foster a more facilita-tive business environment.
Lack of strategic voice for the sector hinders development
The financial services sector lacks an effective umbrella organization that would allow for advocacy, strategy plan-ning, and cooperation. This is complicated further by the prevalence of short-term and reactive thinking, as op-posed to proactive long term-thinking. Indeed, individual entities tend to consider their own interests instead of the big picture. This limits opportunities for synergistic devel-opment of higher value added services.
Redundant procedures for due diligence and know-your-client reporting increase time and cost burdens.
Mauritius has no central, know-your-client database con-taining information on foreign entities and Global Business Category ( GBC ) licence holders, nor is there a centralized organ to handle all such requests. Instead, each financial service provider must make individual requests of the cli-ent in performing their own DD and KYC ( and each client must run around to different agencies and institutions ). The resulting duplication and inefficiencies place a sig-nificant time and cost burden on the client.
PROCESSED FOODS
The lack of coordination among TSIs
Large number of TSIs operating in the Mauritian agricul-tural sector has resulted in a scattering of resources and a duplication of efforts, an overlapping of functions, and to TSIs competing with one another. No common agenda and no long-term strategy to support the sector.
MEDICAL AND SCIENTIFIC DEVICES
Piecemeal consideration of the sector
There is a lack of coordination among institutions. Several organizations, including BOI, MCCI, SMEDA, EM, MEXA and the Ministry of Industry and the Ministry of Health, have resources directly or indirectly dedicated to the med-ical devices sector but efforts are not coordinated
Trade Support Network is lacking the specific expertise and skills required to support the industry efficiently
As the sector is relatively new in Mauritius, institutions do not understand fully the nature of the sector and lack infor-mation on the sector, both from a technical and regulatory point of view, making it difficult for industry’s professionals to interact with qualified and knowledgeable counterparts at the institutional level.
No clear vision for the life science sector and no clear understanding of the industry’s needs and requirements
So far, the logic which was relied upon in supporting the medical devices manufacturers was purely financial at the expense of a sustainable development strategy for Mauritius. The medical devices sector has not yet been considered a priority sector for TSIs and suffers from insufficient political will demonstrated by the Mauritian authorities.
NES ALIGNMENT
As discussed earlier, institutions are fundamental to the success of Mauritius’ trade development agen-da, as they are responsible to implementing the stra-tegic recommendations put forward by individual development plans, including the NES. Improving the robustness of the TSN is therefore an important consideration of the NES.
The NES design will examine further the TSN’s co-ordination linkages for strengths, weaknesses and gaps, and also continue to identify capacity-based challenges of TSIs. When combined with an as-sessment of the evolving and future requirements of SMEs in Mauritius, this analysis will serve to gen-erate recommendations to be channelled into the NES strategic plans of action. These recommenda-tions will improve coordination, and address capac-ity gaps of relevant TSIs along financial, technical and human capital dimensions.
9THE WAY FORWARD
THE WAY FORWARD
The country has a successful history of leveraging insti-tutional arrangements involving joint public and private sector collaboration towards solving issues and harvest-ing opportunities. As Mauritius progresses to a new par-adigm involving reinvention of mature sectors and the emergence of new ones, the TSN will need to realign on growing services sectors and a knowledge-based econ-omy. Gaps such as poor coordination between industry and academia, and lack of a sector development agency for services will need to be tackled in the short term.
VISION
The NES consultations gave stakeholders the opportunity to come together and define their vision for the skills de-velopment sector. This statement embodies the ambition of the sector, and as such, can be used to rally stakehold-ers around a common goal.
“Mauritius – Strategic hub for international trade
”STRATEGIC OBJECTIVESThe NES vision for institutional alignment will be support-ed by three strategic objectives. These objectives provide a framework for addressing constraints, and they highlight key areas where action is required over the next five years.
Strategic Objective 1 : Improve overall policy, regulatory and institutional coordination among TSIs
The first strategic objective will seek to establish mecha-nisms for enhanced coordination and alignment among TSIs and strengthening relations with educational insti-tutions and the private sector. Furthermore, under this objective the strategy will aim at improving the policy and institutional framework to improve legal security and predictability for operators as well as transparency and access to trade information. This will be done through ex-tended e-government solutions and removing non-tariff barriers, hence also improving the quality of the business environment for operators, notably the exporting enter-prises. The following operational recommendations fall under this strategic objective :
� Enhance coordination among TSIs � Foster industry-academia linkages � Improve coordination and consultation with private
sector related to standardization, technical regula-tions and conformity assessment procedures ( TBT and SPS issues )
� Increase security and predictability of laws and regula-tions for operators
� Mainstream e-government solutions for trade � Establish a national trade information network � Foster cooperation of border agencies through a single
window for trade � Remove non-tariff barriers to trade
Strategic Objective 2 : Strengthen the institutional framework for services
The second strategic objective aims at reinforcing the institutional set-up for services, which currently is heav-ily fragmented and ineffective in Mauritius. As Mauritius moves towards a knowledge-based and a services-ori-ented economy, the strategy will attempt to strengthen in-tra-sector coordination, policy and regulatory framework,
10 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021
while enhancing export investment promotion and access to trade information. The centrepiece of the set-up will be the creation of a services coalition as a coordination and policy advocacy platform for the private sector and an improved institutional anchorage of policy-making and strategic development for services. The following opera-tional recommendations fall under this strategic objective :
� Improve institutional coordination for services sector development
� Improve and consolidate policy and regulatory frame-work for services
� Improve export and investment promotion in services � mprove availability of data and information on services
Strategic Objective 3 : Establish an implemen-tation framework for the Mauritius NES
The third strategic objective lays the plan for the estab-lishment of the governance for the management and im-plementation of the National Export Strategy, providing it with required human and technical capabilities as well as resources. This will allow it to fulfil key functions for NES implementation such as project development and pro-gramme planning, budgeting, monitoring and reporting on progress in implementation, fundraising and donor re-lations as well as policy outreach and communication with external partners, the business community and the wider public. It also aims at ensuring that implementing partners and institutions play their respective roles and coordi-nation accordingly during the 5 years of implementation lifespan of the NES, and beyond, both at the national and the sector level. The following operational recommenda-tions fall under this strategic objective :
� Establish and operationalize the NES implementation framework
� Support NES implementation management functions
Figure 1 : The Strategic Framework
VisionMauritius – Strategic hub
for international trade
Strategic objective 3:Establish an implementation
framework for theMauritius NES
Strategic objective 2:Strangthen the institutional
framework for servicesStrategic
Strategic objective 1:Improve overall policy,
regulatory and institutionalcoordination among TSIs
11THE WAY FORWARD
SECTOR-SPECIFIC RECOMMENDATIONS
ALL SERVICES
Establish a Coalition of Mauritian Services Industries
In keeping with the global trend on coalitions of service industries that have formed over the last decade to inform policymakers on challenges that services firms face as well as the opportunities facing services, it is recommend-ed that a service coalition ( Coalition of Mauritian Services Industries – CMSI ) be established. This would include relatively mature sectors that already have associations ( such as the ICT sector which has multiple associations ), as well as nascent, emerging sectors for which associa-tions do not exist yet. Essentially, the coalition will com-prise services firms and associations that are involved in the services sphere in the country, and will be aimed at consolidating, linking and elaborating the current de-bate on developing the services sectors and especially the support structures in the form of policy, regulations, and institutional support for Mauritian services firms. It will serve as a consultative forum for envisioning the fu-ture of the sector and provide a unified voice for advising the Government and international partners on aspects of trade ( alignment with regional and international trad-ing blocs ), sector development ( regulatory and policy coherence, institutional support by TSIs ), among other aspects. The formation of this coalition will also result in cross-fertilization of ideas and formation of common po-sitions by the various services sectors in the country and will ultimately facilitate a unified voice for advocacy and development for the overall services sector.
FINANCIAL SERVICES
Enhance coordination and institutional support in financial services
The majority of Mauritian financial services are provided in isolation, and the various sub-segments and players operate in silos. To add value, particularly through the creation of synergies and cross-selling, these segments must work together. Coordination, particularly at the in-stitutional level, will therefore be paramount to product development and promotion efforts. This will require the alignment ( or fusion ) of institutions, and the FSCC will play a particularly important role.
FISHERIES & AQUACULTURE
Reinforce the inter-ministerial collaboration for the fisheries sector
To centralize the management of the sector, develop a one-stop-shop system and streamline procedures.
AGRO-PROCESSED FOODS
Need for the establishment of a single authority, to act as a one-stop-shop, to promote and support the industry
The entity could take the form of an inter-branch organi-zation under the aegis of the Ministries in charge and functioning on the basis of a Public-Private-Partnership ( PPP ) model.
MEDICAL DEVICES
Need for a dedicated “one stop partner” contact dealing with all existing institutions
This entity could take the form of a steering committee that would play an advisory role to the Government and prepare proposals and projects for the industry. The com-mittee could also help promote the industry and facilitate the establishment of new companies. It could comprise representatives from EM, BOI, Ministries, SMEDA, MCCI and MEXA, among others, with a view to generate syn-ergies through improved collaboration and interaction between those actors to achieve greater coordination in the institutional response to the development needs of the industry.
Need for capacity building at institutional level
Institutional capacity building is required urgently for insti-tutions to understand the fast-evolving sector of medical and scientific devices better and to improve the quality of the support provided, particularly in the field of research and development.
12 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021
Figure 2 : TSN Coordination Map for Mauritius
MAURITIUS
RODRIGUESMauritius
Mad
agas
carAFRICA
IndianOcean
IndianOcean
MAURITIUS NATIONAL EXPORT STRATEGY
INSTITUTIONAL ALIGNMENT CROSS-SECTOR
PLAN OF ACTION
14 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021St
rate
gic
obje
ctiv
e 1 :
Impr
ove
over
all p
olic
y, re
gula
tory
and
inst
itutio
nal c
oord
inat
ion
amon
g TS
Is
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
1.1.
Enh
ance
Co
ordi
natio
n am
ong
TSIs
1.1.
1. E
stab
lish
a st
andi
ng c
omm
ittee
or u
nit f
or T
SI c
oord
inat
ion
unde
r the
Inte
r-ag
ency
stra
tegy
coo
rdin
atio
n co
mm
ittee
( IAS
CC )
for t
he c
oord
inat
ion
of a
ll ex
port-
orie
nted
TSI
s wi
th a
cle
ar w
ork
plan
and
mon
itorin
g an
d re
porti
ng m
echa
nism
. »Th
e St
andi
ng C
omm
ittee
to e
stab
lish
its ru
les
of p
roce
dure
s as
pe
r obj
ectiv
es o
f NES
pro
ject
. »To
em
phas
ise
on b
road
/key
act
iviti
es fo
r qui
ck w
ins.
1Al
l TSI
s,Bu
sine
sses
»St
andi
ng c
omm
ittee
es
tabl
ishe
d ; »Pr
ogre
ss o
n co
mpl
etio
n of
wor
k-pl
an re
gist
ered
PMO
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
Core
Tea
m in
volv
ing :
PM
O, M
OFA,
Min
. of
Indu
stry
& C
omm
erce
, M
in. F
inan
ce, M
OBEC
, EM
, BOI
,MCC
I, M
EXA,
Bu
sine
ss M
aurit
ius
1.1.
2. P
rom
ote
bila
tera
l MoU
s, p
artn
ersh
ips
and
colla
bora
tions
am
ong
TSIs
to s
treng
then
inst
itutio
nal p
artn
ersh
ips
and
colla
bora
tion
for s
ervi
ce d
eliv
ery.
1Al
l TSI
s,Bu
sine
sses
»In
crea
sed
use
of
bila
tera
l MoU
s ; »Im
prov
ed c
oord
inat
ion
betw
een
TSIs
IASC
CRe
leva
nt m
inis
tries
,pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.1.
3. P
rom
ote
sect
oral
leve
l MoU
s to
enh
ance
pro
gram
min
g of
in
terv
entio
ns a
t the
sec
tor l
evel
with
rele
vant
sec
tor T
SIs.
Con
duct
a
pilo
t in
one
sect
or o
ver o
ne y
ear,
asse
ss a
nd ro
ll ou
t.
2Se
ctor
TSI
s,Se
ctor
bus
ines
ses
»In
crea
sed
use
of s
ecto
r-le
vel M
oUs ;
»Im
prov
ed c
oord
inat
ion
amon
g TS
Is a
t sec
tor
leve
l
IASC
CRe
leva
nt m
inis
tries
,pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.1.
4. E
stab
lish
sect
or-l
evel
sta
ndin
g su
bcom
mitt
ees /
unit
to c
oord
inat
e an
d m
onito
r sec
tor-
leve
l MoU
s. T
hese
su
bcom
mitt
ees /
units
sha
ll be
em
bedd
ed in
exi
stin
g le
adin
g se
ctor
al o
rgan
izat
ions
( pub
lic, p
rivat
e &
par
asta
tal b
odie
s ).
2Se
ctor
TSI
s,Se
ctor
bus
ines
ses
»Se
ctor
sta
ndin
g co
mm
ittee
s es
tabl
ishe
d ; »In
crea
sed
coor
dina
tion
in s
ervi
ces
deliv
ery
regi
ster
ed
IASC
CRe
leva
nt m
inis
tries
,Pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.2.
Fos
ter
indu
stry
ac
adem
ia
linka
ges
1.2.
1. P
rom
ote
perm
anen
t aca
dem
ia-in
dust
ry in
terfa
ces
at th
e un
iver
sitie
s an
d m
ajor
tech
nica
l sch
ools
to e
stab
lish
and
mai
ntai
n re
gula
r aca
dem
ia-in
dust
ry c
olla
bora
tion
thro
ugh :
»Se
rvic
es to
ent
erpr
ises
( res
earc
h, c
onsu
ltanc
y an
d ad
viso
ry
man
date
s ) p
rovi
ded
by s
tude
nts
and
rese
arch
ers,
»In
tern
ship
s fo
r stu
dent
s in
ent
erpr
ises
, »Su
ppor
t for
ent
repr
eneu
rshi
p, in
nova
tion
amon
g st
uden
ts,
»Ev
ents
( job
fairs
, ent
repr
eneu
rshi
p aw
ards
, con
fere
nces
) sp
onso
red
by e
nter
pris
es.
2Ac
adem
ia,
stud
ents
,pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry, s
ervi
ces
sect
or
»In
terfa
ces
esta
blis
hed,
»In
crea
sed
inte
ract
ion
betw
een
acad
emia
and
pr
ivat
e se
ctor
Univ
ersi
ty o
f M
aurit
ius ;
Univ
ersi
ty o
f Te
chno
logy
of
Mau
ritiu
s
Rele
vant
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
1.2.
2. A
n ap
prop
riate
mec
hani
sm to
be
esta
blis
hed
to e
ncou
rage
th
e de
velo
pmen
t of p
artn
ersh
ips
betw
een
ente
rpris
es a
nd
acad
emia
to fo
ster
trai
ning
, edu
catio
n an
d re
sear
ch in
trad
e-re
late
d jo
bs a
nd s
ecto
rs m
ost a
ffect
ed b
y sk
ills-
mis
mat
ch.
2Ac
adem
ia,
stud
ents
,pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry, s
ervi
ces
sect
or
»Po
licy
adop
ted
and
impl
emen
ted,
»Sk
ills
mis
mat
ch re
duce
d ov
er ti
me
MoE
HRRe
leva
nt m
inis
tries
,pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
15PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 1 :
Impr
ove
over
all p
olic
y, re
gula
tory
and
inst
itutio
nal c
oord
inat
ion
amon
g TS
Is
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
1.3.
Impr
ove
coor
dina
tion
and
cons
ulta
tion
with
priv
ate
sect
or
rela
ted
to
stan
dard
izatio
n,
tech
nica
l re
gula
tions
an
d co
nfor
mity
as
sess
men
t pr
oced
ures
( T
BT a
nd S
PS
issu
es )
1.3.
1. A
men
d st
anda
rdiz
atio
n pr
oced
ures
to in
clud
e pr
ivat
e se
ctor
re
pres
enta
tion
in te
chni
cal c
omm
ittee
s an
d on
the
Boar
d of
the
stan
dard
izat
ion
bodi
es.
1Pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry,
cons
umer
s
»Pr
ivat
e se
ctor
ad
equa
tely
repr
esen
ted
»St
anda
rdiz
atio
n m
ore
in
line
with
priv
ate
sect
or
need
s
MSB
MIN
D, M
SB, A
gro,
M
AURI
TAS,
Min
of H
ealth
, M
CCI,
MEX
A, M
RA, M
in.
Fish
erie
s
1.3.
2. A
lign
stan
dard
dev
elop
men
t wor
k on
the
need
s of
the
NES
prio
rity
sect
ors
as w
ell a
s st
rate
gic
expo
rt m
arke
ts a
s de
fined
by
the
NES
and
regi
onal
and
bila
tera
l tra
de a
gree
men
ts.
1Pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, SM
Es,
cons
umer
s
»St
anda
rdiz
atio
n m
ore
in li
ne w
ith N
ES p
riorit
y se
ctor
s
MSB
Rele
vant
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
Ongo
ing
1.3.
2. D
evel
op a
web
-bas
ed p
latfo
rm o
r rev
amp
the
exis
ting
to in
form
and
con
sult
oper
ator
s on
sta
ndar
ds a
nd te
chni
cal
regu
latio
ns in
pla
ce a
s we
ll as
sta
ndar
diza
tion
activ
ities
( alo
ng
the
lines
of t
he U
NCEF
ACT
plat
form
).
2Pr
ivat
e se
ctor
, m
anuf
actu
ring
indu
stry
, ex
port-
orie
nted
en
terp
rises
, SM
Es,
cons
umer
s
»W
eb-b
ased
pla
tform
op
erat
iona
l, »Im
prov
ed tr
ansp
aren
cy
and
info
rmat
ion
for
oper
ator
s
MSB
( Nat
iona
l en
quiry
poi
nt )
Rele
vant
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
Ongo
ing
1.4.
Incr
ease
se
curit
y an
d pr
edic
tabi
lity
of la
ws a
nd
regu
latio
ns fo
r op
erat
ors
1.4.
1. R
emov
e re
gula
tory
gap
s an
d ar
eas
of le
gal u
ncer
tain
ty in
pr
iorit
y se
ctor
s an
d tra
de-r
elat
ed fu
nctio
nal s
uppo
rting
trad
e an
d SM
Es in
follo
wing
ste
ps :
»M
appi
ng o
f leg
al g
aps
and
uncl
ear r
egul
atio
ns ;
»Id
entif
ying
prio
rity
case
s to
add
ress
; »Am
endi
ng, c
larif
ying
or c
ompl
emen
ting
as a
ppro
pria
te th
e sa
id
gaps
or r
egul
atio
ns.
1Pr
ivat
e se
ctor
en
terp
rises
, op
erat
ors
and
cons
umer
s
»Re
gula
tory
gap
ana
lysi
s co
nduc
ted,
»Im
prov
ed a
nd m
ore
effe
ctiv
e an
d le
gal a
nd
regu
lato
ry fr
amew
ork
IASC
CSt
ate
Law
Offic
e ( S
LO ),
Lega
l ser
vice
s of
rele
vant
m
inis
tries
,pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.4.
2. A
sses
s la
ws a
nd re
gula
tions
rela
ted
to tr
ade,
exp
ort
prom
otio
n, c
ompe
titiv
enes
s, in
nova
tion
dom
estic
mar
ket a
nd
the
busi
ness
env
ironm
ent a
s we
ll as
in p
riorit
y se
ctor
s, id
entif
y as
soci
ated
inst
itutio
ns a
nd c
larif
y, am
end
or in
trodu
ce c
lear
co
ordi
natio
n or
con
sulta
tion
proc
edur
es a
mon
g in
tere
sted
in
stitu
tions
as
a m
anda
tory
ste
p in
law-
mak
ing
proc
edur
es.
1Al
l TSI
s »As
sess
men
t of t
rade
-re
late
d la
ws c
ondu
cted
»M
ore
effic
ient
and
co
ordi
nate
d la
w-m
akin
g pr
oced
ures
IASC
CLe
gal s
ervi
ces
of re
leva
nt
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
1.4.
3. W
here
nec
essa
ry, i
ntro
duce
form
al c
oord
inat
ion,
co
nsul
tatio
n an
d in
form
atio
n ex
chan
ge re
quire
men
ts a
nd
proc
edur
es, i
nclu
ding
lead
tim
es a
s pa
rt of
impl
emen
ting
laws
an
d re
gula
tions
and
ser
vice
del
iver
y to
ope
rato
rs a
nd tr
ader
s.
2Al
l TSI
s »Fo
rmal
coo
rdin
atio
n re
quire
men
ts a
nd
proc
edur
es in
trodu
ced,
»Im
prov
ed IT
S se
rvic
e de
liver
y
IASC
CLe
gal s
ervi
ces
of re
leva
nt
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
16 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021St
rate
gic
obje
ctiv
e 1 :
Impr
ove
over
all p
olic
y, re
gula
tory
and
inst
itutio
nal c
oord
inat
ion
amon
g TS
Is
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
1.5.
M
ains
tream
e-
gove
rnm
ent
solu
tions
for
trade
1.5.
1. E
nhan
ce u
se o
f IT
in g
over
nmen
t ser
vice
s fo
r the
pop
ulat
ion
and
econ
omic
ope
rato
rs th
roug
h th
e fo
llowi
ng s
teps
: »Ad
opt e
lect
roni
c da
ta a
nd d
ocum
ent m
anag
emen
t and
cus
tom
er
rela
tion
man
agem
ent s
yste
ms
for i
nter
nal u
se a
nd e
xter
nal u
ser
appl
icat
ions
; »Tr
ain
gove
rnm
ent s
taff ;
Mon
itor,
asse
ss a
nd m
odify
ser
vice
s on
per
iodi
c ba
sis
to e
nsur
e fu
nctio
nalit
y an
d ef
ficie
ncy.
1Al
l TSI
s,
oper
ator
s, th
e ge
nera
l pub
lic
»In
crea
sed
num
ber o
f se
rvic
es a
nd p
roce
dure
s fo
r ope
rato
rs a
nd
popu
latio
n on
line
»Re
duce
d co
sts
and
time
to o
pera
tors
Min
istry
of I
T /
NCB
Rele
vant
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
On-g
oing
1.5.
2. Im
prov
e th
e up
take
and
use
of I
T by
gov
ernm
ent a
genc
ies
in
the
trade
sup
port
netw
ork
( TSN
) as
a m
eans
of e
nhan
cing
inte
rnal
kn
owle
dge
man
agem
ent a
nd in
stitu
tiona
l mem
ory,
stre
amlin
ing
busi
ness
pro
cess
es a
nd im
prov
ing
cohe
renc
e, c
oord
inat
ion
and
effic
ienc
y of
gov
ernm
ent s
ervi
ce d
eliv
ery.
2Al
l TSI
s,
oper
ator
s, th
e ge
nera
l pub
lic
»Nu
mbe
r of T
SIs
usin
g ED
MS/
CRM
, »Im
prov
ed IT
S se
rvic
e de
liver
y
Min
istry
of I
T /
NCB
Rele
vant
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
1.5.
3. In
trodu
ce o
r am
end
legi
slat
ion
on le
gal t
rans
pare
ncy
and
acce
ss to
info
rmat
ion
for o
pera
tors
that
will
requ
ire p
ublic
atio
n,
upda
te a
nd e
asy
acce
ss to
laws
, reg
ulat
ions
and
ser
vice
s th
roug
h th
e in
tern
et, c
onsi
sten
t with
com
mitm
ents
by
Mau
ritiu
s un
der t
he
WTO
Tra
de F
acili
tatio
n Ag
reem
ent.
1Al
l TSI
s,
oper
ator
s, th
e ge
nera
l pub
lic
»Le
gisl
atio
n am
ende
d »In
crea
sed
trans
pare
ncy
and
lega
l pre
dict
abili
ty
for o
pera
tors
IASC
CRe
leva
nt m
inis
tries
,pu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.6.
Est
ablis
h a
natio
nal t
rade
in
form
atio
n ne
twor
k
1.6.
1. E
stab
lish
one
sing
le tr
ade,
bus
ines
s an
d te
chno
logy
in
telli
genc
e hu
b / w
eb-p
orta
l for
ent
erpr
ises
, hos
ted
unde
r IA
SCC
( or i
nstit
utio
n to
be
dete
rmin
ed ) a
nd li
nked
to e
xist
ing
TSIs
web
site
s to
enh
ance
coo
rdin
atio
n am
ong
TSIs
and
enh
ance
ac
cess
to in
form
atio
n fo
r exp
orte
rs, i
nclu
ding
abo
ut d
estin
atio
n re
quire
men
ts.
2Al
l TSI
s,pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry, S
MEs
»In
telli
genc
e an
d se
rvic
e po
rtal e
stab
lishe
d, »Im
prov
ed IT
S se
rvic
e de
liver
y
IASC
C,M
inis
try o
f In
dust
ry
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
1.6.
2. C
reat
e a
stra
tegi
c m
onito
ring
cell,
hos
ted
unde
r IAS
CC
( or i
nstit
utio
n to
be
dete
rmin
ed ),
to g
athe
r up-
to-d
ate
and
trade
in
form
atio
n, a
nd to
det
ect e
arly
sig
nals
on
targ
eted
mar
kets
and
pr
oduc
ts.
2Al
l TSI
s,pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry, S
MEs
»St
rate
gy m
onito
ring
cell
esta
blis
hed
»Im
prov
ed a
cces
s to
tra
de in
form
atio
n
IASC
C,M
inis
try o
f In
dust
ry
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
1.6.
3. P
ut in
pla
ce a
coo
pera
tion
fram
ewor
k to
pro
mot
e th
e ex
chan
ge a
nd d
isse
min
atio
n of
trad
e in
form
atio
n am
ong
gove
rnm
ent a
genc
ies,
TSI
s, m
edia
, aca
dem
ia, r
esea
rch
orga
niza
tions
and
the
priv
ate
sect
or.
2Al
l TSI
s,pr
ivat
e se
ctor
, ex
port-
orie
nted
en
terp
rises
, loc
al
man
ufac
turin
g in
dust
ry, S
MEs
»Co
oper
atio
n fra
mew
ork
amon
g pa
rtici
patin
g TS
Is e
stab
lishe
d »Im
prov
ed c
oord
inat
ion
amon
g pa
rtici
patin
g TS
Is.
IASC
C,M
inis
try o
f In
dust
ry
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
17PLAN OF ACTIONSt
rate
gic
obje
ctiv
e 1 :
Impr
ove
over
all p
olic
y, re
gula
tory
and
inst
itutio
nal c
oord
inat
ion
amon
g TS
Is
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
1.7.
Fos
ter
coop
erat
ion
of b
orde
r ag
enci
es
thro
ugh
a si
ngle
win
dow
for t
rade
1.7.1
. Exp
and
the
curre
nt s
ingl
e wi
ndow
and
sin
gle
entry
for
impo
rt-ex
port
oper
atio
ns to
incl
ude
form
aliti
es w
ith a
ll th
e bo
rder
ag
enci
es th
roug
h on
e si
ngle
cha
nnel
for o
pera
tors
.
1Al
l bor
der
agen
cies
,al
l tra
de o
pera
tors
»Si
ngle
win
dow
expa
nded
, »Re
duce
d co
sts
and
time
to o
pera
tors
MOF
EDPu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
Ongo
ing
1.7.
2. In
trodu
ce fo
rmal
coo
pera
tion
and
coor
dina
tion
amon
g bo
rder
age
ncie
s an
d re
late
d M
inis
tries
to s
tream
line
cust
oms
and
trade
form
aliti
es a
nd p
roce
dure
s.
2Al
l bor
der
agen
cies
,al
l tra
de o
pera
tors
»Fo
rmal
coo
pera
tion
intro
duce
d, »Re
duce
d co
sts
and
time
to o
pera
tors
MOF
EDPu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.7.
3. L
ink
bord
er a
genc
ies
IT s
yste
ms
to th
e si
ngle
win
dow.
2Al
l bor
der
agen
cies
,al
l tra
de o
pera
tors
»Si
ngle
win
dow
expa
nded
, »Re
duce
d co
sts
and
time
to o
pera
tors
MOF
EDPu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
1.8.
Rem
ove
non-
tarif
f ba
rrier
s to
tra
de
1.8.
1. E
nsur
e co
ntin
ued
long
-ter
m s
usta
inab
ility
and
ope
ratio
n of
th
e al
ert m
echa
nism
for n
on-t
ariff
bar
riers
( NTM
s ) a
nd p
rom
ote
it am
ong
TSIs
dom
estic
and
fore
ign
oper
ator
s.
1Op
erat
ors
SMEs
TSIs
»In
crea
sed
use
of a
lert
mec
hani
sm,
»Nu
mbe
r of b
arrie
rs li
fted
MCC
IPu
blic
, priv
ate
and
para
stat
al b
odie
s in
the
seve
n NE
S pr
iorit
y se
ctor
s
Ongo
ing
1.8.
2. E
stab
lish
a fo
rmal
mec
hani
sm to
rem
ove
regu
lato
ry a
nd
proc
edur
al b
arrie
rs a
nd e
quiv
alen
t mea
sure
s an
d to
faci
litat
e co
ordi
natio
n am
ong
TSIs
thro
ugh
the
aler
t mec
hani
sm.
1Op
erat
ors
SMEs
TSIs
»In
crea
sed
use
of a
lert
mec
hani
sm,
»Nu
mbe
r of b
arrie
rs li
fted
MCC
IIn
tern
atio
nal T
rade
Di
visi
on /
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in
the
seve
n NE
S pr
iorit
y se
ctor
s
Ongo
ing
1.8.
3. C
ondu
ct a
sys
tem
atic
sto
ckta
king
of N
TM is
sues
to d
iscu
ss
inte
rnal
ly, t
akin
g in
to c
onsi
dera
tion
feed
back
from
the
stak
ehol
der
mee
ting
to d
evel
op a
n ac
tion
plan
.
3Op
erat
ors
SMEs
TSIs
»Nu
mbe
r of b
arrie
rs li
fted
»Ac
tion
Plan
dev
elop
edM
CCI
Publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
e se
ven
NES
prio
rity
sect
ors
Ongo
ing
18 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021St
rate
gic
Obje
ctiv
e 2:
Stre
ngth
en th
e in
stitu
tiona
l fra
mew
ork
for s
ervi
ces
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
impl
emen
ter
Supp
ortin
g im
plem
ente
rsPo
ssib
le
fund
ing
sour
ce
2017
2018
2019
2020
2021
2.1.
Impr
ove
inst
itutio
nal
coor
dina
tion
for s
ervi
ces
sect
or
deve
lopm
ent
2.1.
1. W
here
app
ropr
iate
, est
ablis
h st
andi
ng s
ub-c
omm
ittee
s in
mai
n se
rvic
es s
ubse
ctor
s to
cha
rt ou
t nee
ds a
nd
requ
irem
ents
of e
ach
subs
ecto
r, se
t obj
ectiv
es a
nd m
onito
r th
em.
1Al
l sub
sect
or T
SIs
busi
ness
es »St
andi
ng c
omm
ittee
es
tabl
ishe
d; »Pr
ogre
ss o
n co
mpl
etio
n of
wor
k pl
an re
gist
ered
Resp
ectiv
e TS
Is,
Min
istri
es/ M
inis
try
of F
orei
gn A
ffairs
EM to
lead
Non
- fin
anci
al
and
non
tour
ism
,M
TPA
for t
ouris
m s
ecto
rFS
PA fo
r fin
anci
al
serv
ices
2.1.
2. A
ncho
r the
nat
iona
l pol
icy-
mak
ing
and
regu
lato
ry
func
tions
for s
ervi
ces
with
in th
e re
alm
of o
ne s
ingl
e in
stitu
tion
(ape
x bod
y) to
ove
rsee
and
ste
er th
e de
velo
pmen
t of
the
serv
ices
sec
tor a
s a
whol
e in
clo
se c
oord
inat
ion
with
se
rvic
es h
ubs
and
to m
ake
reco
mm
enda
tions
to th
e Ca
bine
t.
1Al
l ser
vice
s TS
Is,
Busi
ness
es in
the
serv
ices
sec
tor
»Se
rvic
es A
pex b
ody
appo
inte
d, »M
ore
effic
ient
and
ef
fect
ive
regu
latio
n of
the
serv
ices
sec
tor
over
tim
e
Min
istry
of F
inan
ce
and
Econ
omic
De
velo
pmen
t(to
be
deci
ded
by
IASC
C)
MCC
I, BO
I, EM
, MEX
A,
FSPA
and
oth
er re
leva
nt
inst
itutio
ns
2.1.
3. U
nder
the
iden
tifie
d se
rvic
es a
pex b
ody
esta
blis
h a
join
t mon
itorin
g m
echa
nism
com
pose
d of
repr
esen
tativ
es
of a
ll se
rvic
es re
late
d in
stitu
tions
and
hub
s to
col
lect
in
form
atio
n fro
m o
ther
min
istri
es a
nd a
genc
ies
invo
lved
in
serv
ices
(ser
vice
s hu
bs),
mon
itor t
heir
activ
ities
and
repo
rt to
Cab
inet
and
Par
liam
ent.
1Al
l ser
vice
s TS
Is,
Busi
ness
es in
the
serv
ices
sec
tor
»M
onito
ring
mec
hani
sm
in p
lace
, »Re
gula
r rep
orts
and
re
com
men
datio
ns
subm
itted
to C
abin
et/
Parli
amen
t
Min
istry
of F
inan
ce
and
Econ
omic
De
velo
pmen
t(to
be
deci
ded
by
IASC
C)
MCC
I, BO
I, EM
, MEX
A,
FSPA
and
oth
er re
leva
nt
inst
itutio
ns
2.1.
4. E
stab
lish
a jo
int p
rivat
e co
aliti
on o
f ser
vice
indu
strie
s (C
SI) a
s an
um
brel
la b
ody
and
cons
ulta
tive
foru
m fo
r the
se
rvic
e in
dust
ry to
coo
rdin
ate
subs
ecto
r act
iviti
es a
nd
serv
ice
deliv
ery,
polic
y ad
voca
cy, t
rade
inte
llige
nce
and
prom
otio
n.
1Se
rvic
e su
bsec
tor
TSIs
, ope
rato
rs in
the
serv
ices
sec
tors
»Co
aliti
on o
f ser
vice
in
dust
ries
esta
blis
hed
»In
crea
sed
coor
dina
tion
and
polic
y ad
voca
cy
Busi
ness
Mau
ritiu
s an
d ot
her p
rivat
e se
ctor
inst
itutio
n
MCC
I, BO
I, EM
, MEX
A,
FSPA
and
oth
er re
leva
nt
inst
itutio
ns
2.2.
Im
prov
e an
d co
nsol
idat
e po
licy
and
regu
lato
ry
fram
ewor
k fo
r se
rvic
es
2.2.
1. A
sses
s re
gula
tory
gap
s an
d ar
eas
of le
gal u
ncer
tain
ty
in s
ervi
ces
sect
ors
and
clar
ify, c
ompl
emen
t or a
men
d la
ws
and
regu
latio
ns a
s ne
cess
ary
to re
mov
e am
bigu
ity a
nd s
eek
prec
isio
n in
pro
cess
and
requ
irem
ents
. In
parti
cula
r, re
plac
e gu
idel
ines
by
regu
latio
ns fo
r all
area
s of
regu
lato
ry a
utho
rity.
1Al
l ser
vice
s TS
Is,
Busi
ness
es in
the
serv
ices
sec
tor
»Re
gula
tory
gap
an
alys
is c
ondu
cted
, »Nu
mbe
r or %
of
guid
elin
es re
plac
ed b
y re
gula
tions
IASC
CLe
gal s
ervi
ces
of re
leva
nt
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
ree
serv
ices
sec
tors
and
five
cr
oss
sect
or fu
nctio
ns
2.2.
2. C
ondu
ct a
hol
istic
revi
ew o
f law
s an
d re
gula
tions
pe
rtain
ing
to th
e se
rvic
es s
ecto
r and
its
subs
ecto
rs a
nd to
up
date
, am
end,
repe
al a
s ap
prop
riate
, and
con
solid
ate
them
wi
th a
vie
w of
gre
ater
regu
lato
ry c
oher
ence
and
effi
cien
cy
and
in li
ne w
ith in
tern
atio
nal b
est p
ract
ice
on s
ervi
ces
and
regu
lato
ry im
pact
ass
essm
ent a
s ap
prop
riate
.
2Al
l ser
vice
s TS
Is,
Busi
ness
es in
the
serv
ices
sec
tor
»Re
gula
tory
revi
ew
cond
ucte
d, »Nu
mbe
r or %
of l
aws
and
regu
latio
ns in
line
wi
th in
tern
atio
nal b
est
prac
tice
IASC
CLe
gal s
ervi
ces
of re
leva
nt
min
istri
es,
publ
ic, p
rivat
e an
d pa
rast
atal
bod
ies
in th
ree
serv
ices
sec
tors
and
five
cr
oss
sect
or fu
nctio
ns
2.3.
Impr
ove
expo
rt an
d in
vest
men
t pr
omot
ion
in
serv
ices
2.3.
1. E
stab
lish
an e
xpor
t pro
mot
ion
prog
ram
me
for s
ervi
ces
in c
olla
bora
tion
with
diff
eren
t ser
vice
s hu
bs to
coo
rdin
ate
subs
ecto
r pro
mot
ion
activ
ities
and
con
vey
a co
mm
on v
isio
n.
2Op
erat
ors
in th
e se
rvic
es s
ecto
r »Se
rvic
es e
xpor
t pr
omot
ion
prog
ram
me
esta
blis
hed,
»In
crea
sed
serv
ices
ex
ports
Ente
rpris
e M
aurit
ius
MCC
I, BO
I, EM
, MEX
A,
FSPA
and
oth
er re
leva
nt
inst
itutio
ns
19PLAN OF ACTIONSt
rate
gic
Obje
ctiv
e 2:
Stre
ngth
en th
e in
stitu
tiona
l fra
mew
ork
for s
ervi
ces
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
impl
emen
ter
Supp
ortin
g im
plem
ente
rsPo
ssib
le
fund
ing
sour
ce
2017
2018
2019
2020
2021
2.3.
Impr
ove
expo
rt an
d in
vest
men
t pr
omot
ion
in
serv
ices
2.3.
2. E
stab
lish
capa
city
bui
ldin
g pr
ogra
mm
es fo
r ser
vice
s SM
Es to
dev
elop
and
gro
w th
eir b
usin
ess,
incl
udin
g m
anag
emen
t tra
inin
g an
d te
chni
cal s
kills
dev
elop
men
t, bu
sine
ss fa
cilit
atio
n an
d ex
port
read
ines
s.
2Op
erat
ors
in th
e se
rvic
es s
ecto
r »Ca
paci
ty b
uild
ing
prog
ram
mes
es
tabl
ishe
d, »In
crea
se in
gro
wth
of
SM
E (s
ize a
nd
turn
over
)
EM (EM
to le
ad N
on-
finan
cial
and
non
to
uris
m)
MTP
A (fo
r tou
rism
sec
tor)
FSPA
(for
fina
ncia
l se
rvic
es) a
nd o
ther
re
leva
nt T
SIs
2.3.
3. E
stab
lish
a su
pplie
r dev
elop
men
t pro
gram
me
for
serv
ices
SM
Es in
par
tner
ship
with
maj
or b
uyer
s in
key
se
rvic
es s
ubse
ctor
s.
1Op
erat
ors
in th
e se
rvic
es s
ecto
r »Su
pplie
r pro
gram
me
esta
blis
hed
»In
crea
sed
num
ber o
f bu
sine
ss re
latio
ns
EMM
CCI,
BOI,
MEX
A, F
SPA
MTP
A an
d ot
her r
elev
ant
inst
itutio
ns
2.3.
4. D
evis
e an
inve
stm
ent p
rom
otio
n fra
mew
ork
to a
ttrac
t fo
reig
n di
rect
inve
stm
ent i
n pr
iorit
y se
ctor
s, in
clud
ing
tax
ince
ntiv
es, b
usin
ess
faci
litat
ion
mea
sure
s an
d in
vest
or c
are
mea
sure
s.
1Fo
reig
n in
vest
ors
in
serv
ices
»In
vest
men
t pro
mot
ion
fram
ewor
k de
velo
ped
»Nu
mbe
r of n
ew
inve
stm
ents
in s
ervi
ces
BOI
All T
SIs
2.3.
5. D
evis
e an
ince
ntiv
e pa
ckag
e to
attr
act i
nves
tmen
t by
dom
estic
inve
stor
s in
the
prio
rity
sect
ors
in li
ne w
ith
mea
sure
for f
orei
gn in
vest
ors
to e
nsur
e eq
uity
.
1Op
erat
ors
in th
e se
rvic
es s
ecto
r »Nu
mbe
r of i
nves
tmen
t pr
omot
ion
pack
ages
de
velo
ped
»Gr
owin
g %
sha
re o
f do
mes
tic in
vest
men
t in
serv
ices
MOF
ED/
BOI
All T
SIs
2.4.
Impr
ove
avai
labi
lity
of d
ata
and
info
rmat
ion
on s
ervi
ces
2.4.
1. F
orm
alize
and
ope
ratio
naliz
e a
priv
ate-
publ
ic s
ervi
ces
trade
info
rmat
ion
netw
ork
with
ded
icat
ed re
sour
ces
pool
ed
from
the
vario
us T
SIs,
thro
ugh
the
follo
wing
ste
ps:
»Es
tabl
ishi
ng a
pro
toco
l, su
ppor
ted
by a
Mem
oran
dum
of
Unde
rsta
ndin
g (M
oU),
to in
crea
se c
olla
bora
tion
in th
e ne
twor
k de
finin
g ro
les
and
resp
onsi
bilit
ies
of n
etwo
rk
mem
ber i
nstit
utio
ns, t
heir
area
s of
exp
ertis
e, a
nd
mod
aliti
es o
f col
labo
ratio
n; a
nd
»De
velo
ping
a w
ebsi
te d
edic
ated
to s
ervi
ces
trade
in
form
atio
n, in
clud
ing
dest
inat
ion
requ
irem
ents
, for
ser
vice
s op
erat
ors
activ
e on
dom
estic
and
inte
rnat
iona
l mar
kets
.
1Al
l ser
vice
s TS
Is,
busi
ness
es in
the
serv
ices
sec
tor
»Se
rvic
es tr
ade
info
rmat
ion
netw
ork
esta
blis
hed
»In
crea
sed
avai
labi
lity
and
relia
bilit
y of
in
form
atio
n on
trad
e in
se
rvic
es
EMM
CCI,
BOI,
EM, M
EXA,
FS
PA a
nd o
ther
rele
vant
in
stitu
tions
2.4.
2. B
uild
the
capa
citie
s of
Sta
tistic
s M
aurit
ius,
rela
ted
min
istri
es a
nd a
genc
ies
to c
olle
ct d
isag
greg
ated
and
firm
-le
vel d
ata
on p
rodu
ctio
n, s
ales
and
exp
orts
of s
ervi
ces
as
well
as in
vest
men
ts in
ser
vice
s su
bsec
tors
, not
ably
thro
ugh
man
dato
ry re
porti
ng re
late
d to
taxa
tion
(VAT
) and
regu
lar
firm
-lev
el s
urve
ys.
1Al
l ser
vice
s TS
Is,
busi
ness
es in
the
serv
ices
sec
tor
»M
anda
tory
repo
rting
of
dis
aggr
egat
ed d
ata
on tr
ade
in s
ervi
ces
intro
duce
d »Nu
mbe
r of f
irm s
urve
ys
cond
ucte
d
Stat
istic
s M
aurit
ius
Bank
of M
aurit
ius,
Min
istry
of F
inan
ce a
nd
Econ
omic
Dev
elop
men
t
2.4.
3. In
trodu
ce re
gula
r and
det
aile
d re
porti
ng o
n se
rvic
es
by th
e St
atis
tics
Mau
ritiu
s to
acc
ount
the
impo
rtanc
e of
the
serv
ices
sec
tor a
nd it
s su
bsec
tors
for t
he M
aurit
ius
econ
omy.
2Al
l ser
vice
s TS
Is,
busi
ness
es in
the
serv
ices
sec
tor
»In
crea
sed
num
ber
of s
ervi
ce-r
elat
ed
indi
cato
rs p
ublis
hed
Stat
istic
s M
aurit
ius
Bank
of M
aurit
ius,
Min
istry
of F
inan
ce a
nd
Econ
omic
Dev
elop
men
t
2.4.
4. S
uppo
rt th
e Ba
nk o
f Mau
ritiu
s to
ado
pt th
e Ex
tend
ed
Bala
nce
of P
aym
ents
Sys
tem
(EBO
PS) f
or th
e co
llect
ion,
pr
oces
sing
and
man
agem
ent o
f det
aile
d, d
isag
greg
ated
and
re
liabl
e st
atis
tics
and
info
rmat
ion
on tr
ade
in s
ervi
ces
and
stre
ngth
en it
s ca
paci
ties
and
reso
urce
s to
ope
rate
it.
1Ba
nk o
f Mau
ritiu
sAl
l ser
vice
s TS
Is,
busi
ness
es in
the
serv
ices
sec
tor
»Ex
tend
ed B
alan
ce o
f Pa
ymen
ts S
yste
m
esta
blis
hed
»Se
rvic
es s
tatis
tics
in
line
with
inte
rnat
iona
l be
st p
ract
ice
Bank
of M
aurit
ius
Fina
nce
and
Econ
omic
De
velo
pmen
t
20 MAURITIUS NATIONAL EXPORT STRATEGY – INSTITUTIONAL ALIGNMENT CROSS-SECTOR • 2017 – 2021St
rate
gic
Obje
ctiv
e 3 :
Est
ablis
h an
impl
emen
tatio
n fra
mew
ork
for t
he M
aurit
ius
NES
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
3.1.
Est
ablis
h an
d op
erat
iona
lize
the
NES
impl
emen
tatio
n fra
mew
ork
3.1.
1. E
stab
lish
or id
entif
y a
publ
ic-p
rivat
e NE
S go
vern
ance
and
im
plem
enta
tion
stru
ctur
e ( e
.g. I
ASCC
), in
clud
ing
a te
chni
cal s
ecre
taria
t to
stee
r, m
anag
e an
d m
onito
r the
impl
emen
tatio
n of
the
Natio
nal E
xpor
t Stra
tegy
an
d to
pro
mot
e th
e NE
S am
ong
expo
rt-or
ient
ed o
pera
tors
. »Th
is NE
S go
vern
ance
bod
y to
defin
e th
e m
odali
ties o
f im
plem
enta
tion
of th
e NE
S »Th
is c
entra
l NES
gov
erna
nce
stru
ctur
e sh
ould
wor
k in
clo
se c
oord
inat
ion
with
sec
tor-
leve
l im
plem
enta
tion
stru
ctur
es a
s de
fined
by
prio
rity
sect
or
stra
tegi
es.
1Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Se
cret
aria
t ful
ly
oper
atio
nal ;
»Nu
mbe
r of a
ctiv
ities
/ %
of c
ompl
etio
n
IASC
C ( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
3.1.
2. B
ased
on
impl
emen
tatio
n re
spon
sibi
litie
s se
t out
in th
e NE
S an
d th
e TS
N m
appi
ng, e
stab
lish
a co
ordi
natio
n m
echa
nism
und
er th
e NE
S go
vern
ance
st
ruct
ure
to fo
rmal
ly li
nk im
plem
entin
g ag
enci
es ( t
hrou
gh M
oUs
or o
ther
wise
).
1Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»M
oU o
r sim
ilar i
n pl
ace,
»Nu
mbe
r of a
ctiv
ities
/ %
of c
ompl
etio
n )
IASC
C ( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
3.1.
3. B
ased
on
the
TSN
map
ping
, dev
elop
a s
peci
alize
d ca
paci
ty-b
uild
ing
pro-
gram
me
for e
ligib
le T
SIs
havi
ng N
ES im
plem
enta
tion
resp
onsi
bilit
ies
at th
e na
-tio
nal a
nd th
e se
ctor
leve
l to
brin
g al
l elig
ible
TSI
s up
to th
e sa
me
leve
l thr
ough
: »Pe
riod
benc
hmar
king
, »Qu
ality
ass
uran
ce,
»Tr
aini
ng a
nd c
apac
ity b
uild
ing,
»M
onito
ring
and
eval
uatio
n.
2Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Nu
mbe
r of
spec
ific
capa
city
-bu
ildin
g in
itiat
ives
im
plem
ente
d
IASC
C ( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
3.2.
Sup
port
NES
impl
emen
tatio
n m
anag
emen
t fu
nctio
ns
3.2.
1. S
treng
then
the
capa
citie
s of
the
NES
impl
emen
tatio
n go
vern
ing
body
an
d its
exe
cutiv
e se
cret
aria
t in
term
s of
hum
an c
apita
l and
fina
ncia
l res
ourc
es
to e
nsur
e ad
equa
te te
chni
cal a
nd o
pera
tiona
l cap
acity
to m
anag
e ef
fect
ivel
y th
e ov
eral
l NES
impl
emen
tatio
n.
1Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Se
cret
aria
t ful
ly
oper
atio
nal ;
»Op
erat
iona
l bud
get
allo
cate
d
IASC
C( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in
NES
and
its 7
prio
rity
sect
ors
and
5 cr
oss
sect
or fu
nctio
ns( T
rade
Sup
port
Netw
ork )
3.2.
2. S
treng
then
the
capa
citie
s of
the
sect
or-l
evel
impl
emen
tatio
n st
ruct
ures
in
prio
rity
sect
ors
in te
rms
of h
uman
cap
ital a
nd fi
nanc
ial r
esou
rces
to e
nsur
e ad
equa
te te
chni
cal a
nd o
pera
tiona
l cap
acity
to m
anag
e ef
fect
ivel
y NE
S im
plem
enta
tion
at th
e se
ctor
-lev
el.
2Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Se
ctor
-lev
el
impl
emen
tatio
n st
ruct
ures
fully
op
erat
iona
l ; »Ad
equa
te re
sour
ces
allo
cate
d
IASC
C( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
3.2.
3. A
ssis
t the
exe
cutiv
e se
cret
aria
t in
perfo
rmin
g ke
y im
plem
enta
tion
man
agem
ent f
unct
ions
for t
he N
ES :
»Pr
ojec
t dev
elop
men
t, »Op
erat
iona
l pla
nnin
g an
d bu
dget
ing ;
»Fu
nd ra
isin
g an
d do
nor r
elat
ions
; »M
onito
ring
and
repo
rting
on
impl
emen
tatio
n.
1Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Im
plem
enta
tion
man
agem
ent s
uppo
rt in
pla
ce,
»Im
plem
enta
tion
in
prog
ress
»( n
umbe
r of a
ctiv
ities
an
d %
of c
ompl
etio
n )
IASC
C( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
21PLAN OF ACTIONSt
rate
gic
Obje
ctiv
e 3 :
Est
ablis
h an
impl
emen
tatio
n fra
mew
ork
for t
he M
aurit
ius
NES
Ope
ratio
nal
obje
ctiv
eAc
tiviti
esPr
iorit
y1=
high
2=m
ed3=
low
Impl
emen
tatio
n pe
riod
Bene
ficia
ries
Targ
ets
Lead
im
plem
ente
rSu
ppor
ting
impl
emen
ters
Poss
ible
fu
ndin
g so
urce
2017
2018
2019
2020
2021
3.2.
Sup
port
NES
impl
emen
tatio
n m
anag
emen
t fu
nctio
ns
3.2.
4. A
ssis
t the
exe
cutiv
e se
cret
aria
t in
perfo
rmin
g ou
treac
h, c
omm
unic
atio
n an
d po
licy
advo
cacy
to k
ey s
take
hold
ers
( Gov
ernm
ent,
Parli
amen
t, pr
ivat
e se
ctor
, TSI
s, d
evel
opm
ent p
artn
ers
and
the
gene
ral p
ublic
), on
a re
gula
r bas
is.
Outre
ach
activ
ities
incl
ude :
»NE
S co
mm
unic
atio
n an
d pr
omot
ion
plan
; »Es
tabl
ishm
ent a
nd m
anag
emen
t of a
n NE
S we
bsite
link
ed to
exi
stin
g m
ajor
tra
de in
form
atio
n pl
atfo
rms ;
»Re
porti
ng a
nd m
akin
g po
licy
reco
mm
enda
tions
to C
abin
et a
nd P
arlia
men
t ; »Li
aisi
ng w
ith d
onor
s an
d de
velo
pmen
t par
tner
s.
1Al
l TSI
s in
volv
ed in
NES
im
plem
enta
tion
»Im
plem
enta
tion
man
agem
ent s
uppo
rt in
pla
ce,
»Im
plem
enta
tion
in
prog
ress
»( n
umbe
r of a
ctiv
ities
an
d %
of c
ompl
etio
n )
IASC
C( d
ecis
ion
to b
e m
ade
by In
ter-
Min
iste
rial
Com
mitt
ee fo
r NE
S )
Publ
ic, p
rivat
e an
d pa
rast
atal
s id
entif
ied
in N
ES a
nd it
s se
ven
prio
rity
sect
ors
and
five
cros
s se
ctor
func
tions
( Tra
de S
uppo
rt Ne
twor
k )
Street address: 54-56, rue de Montbrillant 1202 Geneva, SwitzerlandPostal address: Palais des Nations 1211 Geneva 10, SwitzerlandTelephone: +41-22 730 0111Fax: +41-22 733 4439E-mail: [email protected]: www.intracen.org
Republic of Mauritius
