OXFORD INTERNATIONAL MAURITIUS. An Introduction. Nikhil Treebhoohun. Hennessy Park Hotel, Jan 16,2015. Website:

Transcription

1 OIM DIALOGUE OXFORD INTERNATIONAL MAURITIUS Mauritius at another inflection point An Introduction by Nikhil Treebhoohun Hennessy Park Hotel, Jan 16,2015 Website:

2 What is OIM? Set up in 2011 Link between Africa and Asia Association with Oxford International Associates Consultancy, Advisory, Research, Training

3 Recent Assignments I Facilitated a brainstorming session for the Financial Services Commission (Mauritius) on the future of the financial services in Mauritius. Subsequently published a book A Roadmap for the Mauritian Financial Services Industry Contributed to the Overseas Development Institute(ODI)-led report: European Report on Development 2014: Financing and other means of implementation in the post-2015 context - Mauritius Country Illustration Prepared a feasibility report on Social Housing for the Mauritius Chamber of Commerce and Industry Foundation

4 Recent Assignments II Reviewed a report for the International Organization for Migration (IOM) on the Migration Profile for Mauritius Facilitated a brainstorming workshop for the IOM on the development of a Migration policy for Mauritius Produced a report for the IOM: Towards the Development of a National Migration and Development Policy for Mauritius

5 Recent Assignments III Resource Persons: ODI workshop in February 2014 in Bangladesh on Economic transformation of Mauritius and on the Restructuring of the Textile Industry in Mauritius UNDP at a workshop in October 2014 in Malawi organised by the Economic Association of Malawi SASPEN and FES international conference on Social Protection for Migrants in the SADC spoke on the movement of business people within the African sub-region.

6 CF or Dialogue? Quo Vadis? (1997) Competitiveness Foresight (2004) Exports of tradeable services in Mauritius(2008) Roadmap for the Mauritian financial services industry ( )

7 NIS QUESTIONS (2004) Have we reached the limits of our production possibilities? What type of innovation is required to take us on a high-growth path? Do we have enough competencies to identify the new sources of growth? Do we have enough resources to support new sources of growth? How do we make Mauritius more attractive to the outside world in the new environment? What are we willing to trade-off to have higher growth?

8 KEY CHALLENGE (2004) With Mauritius future as a sugar producer looking bleak, powerful competitive pressures being placed on textiles and garments exports, OECD placing limits on financial sector competition, and finite limits on high value tourism, what should the island s strategy for growth and development be for the next 10 years and beyond?

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10 What orientations for Mauritius? GDP Trend under 2 Scenarii GDP at constant 1992 pric ces (Rs M) GDP ( ) GDP ( )-4% growth GDP ( )-8% growth Year

11 Economic growth rate th rate (% ) G D P grow Year

12 What Happened: Evolution of Annual Real GDP Growth, Growth Rate, %

13 Employment by Sector 120 Employment Trends by Sector, Number Employed, ' Sugarcane Manufacturing EPZ/ Textiles Construction Hotel and restaurants Financial and insurance activities Public administration and defence, etc

14 Poverty and income distribution 2001/ / Gini Coefficient Percentage of total household income accruing to Lowest 20% of households Highest 20% of households Poverty Line: Half median monthly income per adult equivalent Rs 2,804 Rs 3,821 Rs 5,660 Proportion of poor households(%) Estimated number of poor households 23,700 26,400 33,800 Source: EDR Report, 2014

15 GDP per capita under different scenarii of economic growth Average Annual Growth rate (%) Year where 2003 GDP per capita doubles (Population growth of 1% per annum)

16 WAY FORWARD I Multidisciplinary technical teams: Examine fully the consequences and work out the implications for opening up in terms of essential changes in policy and the administration of policy as far as the following are concerned : - fiscal policy, monetary policy, exchange rate policy, immigration policy, urban development policy and FDI entry/exit policy, changes in government behaviour and business behaviour

17 WAY FORWARD II Outline a marketing strategy for selling brand Mauritius to the world as the best platform on which to undertake globally orientated ICT/BPO business, and To work out a roadmap for managing "the transition.

18 OBJECTIVES To attract high skilled manpower To review the marketing strategy and branding of Mauritius To develop competent leadership at all levels with emphasis on governance and meritocracy To gear foreign policy towards achievement of the above objectives