The Three-year Strategic Plan 2018/2019-2020/2021

1.1 Vision 2030 in motion FIGURE 1 : GNI PER CAPITA (USD) TARGETS FOR MAURITIUS COMPARED TO THE HIGH INCOME THRESHOLD Per Capita GNI (USD), WB Atlas Method 20,000 19,000 18,000 16,000 13,550 14,000 15,120 12,235 13,290 12,000 10,000 9,770 8,000 6,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 High Income Threshold Mauritius GNI per Capita, US$ (Atlas Method) Vision 2030 is about maintaining the pace of 100 on the Human Development Index (HDI) of progress so that Mauritius can join the league the United Nations Development Programme. of high income countries by 2023 with a per It was then among the low HDI nations of the capita GNI of USD 13,550 and to firmly anchor world. Currently, Mauritius has a score of 78 Mauritius on a rising income path to a GNI of and ranks among the High HDI nations of the some USD 19,000 by 2030. world. The Human Development Metric Our goal is to become a very high HDI country by 2021, that is, with a score of around 81 In 1980, Mauritius achieved a score of 55 out of going on to reach 87 in 2030. FIGURE 2 : HDI VALUE TARGETS FOR MAURITIUS 0.88 0.87 0.86 0.84 HDI Value 0.82 75th percentile 0.82 0.81 0.80 0.78 0.76 0.74 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Source: UN Development Program (2016) Vision in 2030 (Cont’d) The Modernity Metric The Sustainable Development Metric A progressive development path must be paved Sustainable development is about a commitment with strong commitment to modernity in all aspects to meet the needs of current generations of of life and in particular the physical infrastructure Mauritians without compromising the right of that determines the quality of life, the productivity future generations to meet theirs. level of the nation and its global competitiveness. The Five Pillars of Vision 2030: Strong A fully open Coherent Social A safer living Sustainable Economy country Development environment for Development & Inclusive all and higher Society quality of life • A Mauritius • A strong and • No absolute • Much lower • A clean transformed vast network poverty crimes and green into a High of diplomatic • A fairer • Curtailing the Mauritius Income Country relations distribution of scourge of for future with a standard • A thriving Africa income and drugs generations as of living partnership wealth • Much safer well comparable that redefines • A country roads to that of our trade and with modern Advanced cross border infrastructure Economies economic • Education and • A high-value relations appropriate added service • Open air space training for our economy • An appropriate youths • A fully fledged immigration • Providing the ocean economy policy best health care • Full that the country employment for can afford both men and • A decent house women for every family • No gender gap in the society Three-Year Strategic Plan | 2018/19 - 2020/21 7

1.2 The Three-Year Strategic Plan Introduced for the first time along with other budget documents in 2017/18, the Three Year Strategic Plan is an annual rolling plan within a clear strategic framework for each Ministry. Resources are made available annually in the budget for the implementation of the plans. The annual budget is thus cast within a 3 year strategic framework which is itself formulated on the basis of the longer term Vision 2030. The Three-Year Strategic Plan covers all economic and social sectors that are grouped in 21 chapters and begins by highlighting Government’s Top 10 priorities. How to read the Three-Year Strategic Plan 2018/19-2020/21 Each chapter is structured as follows: i. A brief statement of the mission for the sector; ii. Highlights of the current situation; iii. The Medium and Long Term Goals; iv. Articulation of the strategic directions and the respective enablers; v. A table of key actions and targets for the next three years; and vi. A table of key capital projects and their cost over the next three years. The document also includes the Public Sector Investment Programme for the period 2018/19-2020/21. TOP 10 PRIORITY AREAS Three-Year Strategic Plan | 2018/19 - 2020/21 9 1.310 Top 10 Priority

1.3 Top Priority AreasAreas Education Energy Gender Mainstreaming 35% of our electricity needs Accessible and inclusive No gender gap in the produced from local renewable education for all labour market energy sources by 2030 Set up the Special Educa- Share of electricity Global Gender Gap tion Needs (SEN) Authority produced from Index ranking to achieve inclusion of all renewable energy learners irrespective of their 22% in 2017 112 in 2017 disabilities 28% in 2020 109 in 2020 35% in 2030 80 in 2030 • 30% representation of women Additional Electricity in Parliament by 2030 generation capacity Gross Tertiary with the installation Enrolment Rate of a Combined Cycle Gas Turbine power 47.1% in 2017 plant of 120 MW at 49.5% in 2020 Fort George 60% in 2030 Installation of Housing and lands battery energy Higher education: storage systems (18 Position Mauritius MW) to enhance as a major regional the reliability of All families with access to electricity supply, decent, safe and and continental affordable housing regulate frequency education hub and promote the integration Provision of of intermittent over 9,500 hous- renewable energy es to low-in- come families over the next three years Top 10 Priority Areas (Cont’d) Land Drainage/ Law & Reducing Poverty Flood Control Order & Inequality Turning flood prone Reduce Eradicate absolute poverty zones into flood free areas crime rate and reduce inequality Reduce Crime rate from Gini co-efficient 4.8 per thousand 0.4 in 2017 population in 2016 to 4.5 by 2020 0.35 in 2020 and to less 0.25 in 2030 Flood risk mapping than 4.0 by 2030 through Aerial 3D imagery Digital Elevation Model to Educational support to cover whole of Mauritius & Safe City Project some 17,000 students Rodrigues by next year from vulnerable Installation of groups every year 4,000 Intelligent Implementation of around Video Surveillance 700 drain projects in flood cameras prone areas over the next under Safe City three years Project Regular maintenance and cleaning of Number of families existing drainage under SRM infrastructure, rivers and canals Fight against recidivism 10,000 in 2017 through comprehensive rehabilitation programmes 8,000 in 2020 2,000 in 2030 Three-Year Strategic Plan | 2018/19 - 2020/21 11 1.310 Top 10 Priority

1.3 Top Priority AreasAreas Youth Road Safety Water Employment Reduce road Round the clock Improving youth accidents water supply employability Additional water 375 km of roads Unemployment rate resources made safe over the next 3 years through installation 30Mm in 2020 3 7.1% in 2017 of road safety 6% in 2020 devices 115Mm in 2030 3 4-5% by 2030 Installation of 300 Replacement of 300 Intelligent Traffic km of old pipes over Facilitate placement Surveillance Cameras the next three years opportunities for on 75 sites registered jobseekers under Safe City Project Water losses (non-revenue water) 55% in 2017 50% in 2020 37% by 2030 • Youth Employment Programme, Increase in targeted Expand water • Dual Training Programme crack-down operations tank scheme to • National Skills Development against road traffic offences reach out to 30,000 Programme, and additional house- • Trainee Engineer Scheme holds over the next three years Agriculture Mission Statement To achieve the four-fold objective of increasing productivity of agricultural land, export revenue, local production of healthy foods by environmentally sustainable practices, and enhancing eco-tourism through preservation of the country’s unique biodiversity Three-Year Strategic Plan | 2018/19 - 2020/21 13 Current Situation Medium and Long Term Goals Despite a contribution to GDP of 3.1 percent in • Boost import-substituting production. 2017, agriculture remains an important activity • Increase agricultural exports and production

2.1 Agriculture for securing livelihoods in the rural areas. The agricultural sector, including fisheries, accounted of high-value crops. for around 40 percent of export earnings. • Improve national food security level. • Build resilience of the sugar cane industry to Mauritius imports most of its staples such as rice, fluctuating sugar prices. wheat, edible oils, meats and dairy products. It is estimated that only 23 percent of local • Preserve the 47,000 ha of forests and natural food consumption requirements are met by the parks and unique biodiversity. agricultural food sector. After allowing for climatic and market risks Table 1 gives a snapshot of the sector in terms of as well as eco-friendly production methods, land utilization and industry participation in 2017. a 4 percent annual increase in gross value addition from agriculture is targeted for the Table 1: Land utilisation and Industry participation in 2017 next decade. Land Usage Sub-sector Area (hectares) FIGURE 3 : GROSS VALUE ADDED IN AGRICULTURE, Sugarcane 50,000 FORESTRY AND FISHING (RS BILLION) Food Crops 7,800 Tea 620 Industry participation 24.0 Sub-sector Number of Farmers Sugarcane 16.2 Small Farmers 12,500 Corporate Farmers 33 15.0 Food Crops 8,000 Tea 1,300 Livestock 4,500 Main recent developments: •  Around 500 hectares of abandoned fields brought under cultivation by June 2018. A Sheltered Farming Park of 20,000m2 for •  young entrepreneurs has been set up at Plaine Magnien. • A fifth bee reserve zone has been set up at La Marie and over 300 beekeepers have received training. • 34 new crop varieties have been recommended for commercial cultivation. • 30 hectares of forest lands have been 2018 2020 2030 re-afforested. Agriculture (Cont’d) Strategic Directions and Enablers The sector is faced with several challenges namely: (i) fluctuations in sugar prices; (iii) abandonment of cultivation and slow adoption of new technologies and standards; and (ii) climate change, pests and diseases; (iv) exposure of forests and natural parks’ biodiversity to invasion by undesirable species. The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS • Expand climate resilient agriculture, with a focus on high-value products, bio-farming and sheltered farming. • Modern eco-friendly farming practices will help increase production of healthy foods. These include: o better performing varieties; o hydroponics and sheltered farming; o sustainable production practices (organic/ biofarming, smart Increase production of agriculture with less chemicals); high value crops and o ICT for efficient use of resources; and o supply chain management to reduce food loss and food wastage. commodities • Set up entrepreneurship programmes, such as the Young Graduate Entrepreneurship Scheme, that focus on innovation and production systems based on the cluster farming model. • Accelerate the pace of adoption of sheltered farming systems. • Develop additional dedicated bee reserve zones and provide specialised training for potential bee keepers. • Increase revenue from premium and certified sugars (through appropriate marketing strategies), bagasse-based and biomass-based Promote sustainability energy and other co-products, to reduce over-dependence on sugar sold in EU markets. of sugarcane industry • Diversify market destinations for sugar exports. • Implement a medium term strategy to further reduce costs. Smarter • Introduce schemes to encourage cultivation on abandoned lands. agricultural land use • Develop a comprehensive centralised land data bank to ensure optimal utilisation of prime agricultural lands. • Enhance forests and national parks through restoration and reforestation Preserve programmes and protect the unique flora and fauna from invasive species. • Conduct a comprehensive forest inventory and provide basic amenities in biodiversity natural parks to enhance eco-tourism. • Steps will be taken to improve: Improve quarantine o quarantine surveillance activities and phytosanitary border controls activities and related to import and export inspections; phytosanitary o on-field surveillance for animal diseases, crop pests and vectors; and border controls o treatment standards and processes, and certification methodologies. Three-Year Strategic Plan | 2018/19 - 2020/21 15 Key Actions and Targets Key Actual Target Target Target

2.1 Agriculture Performance KEY ACTION Indicator 2017/18 (Prov) 2018/19 2019/20 2020/21 Implementation of a diversified marketing strategy for Value added sugar 360,000 370,000 400,000 400,000 exported (tonnes) value added sugar Extent of Bring back abandoned cane lands abandoned cane 500 550 600 650 lands leased out under cultivation (Additional ha) State Land area put under bio-farming 39.3 Use of State Land for bio-farming activities activities 60 90 120 (cumulative ha) State Land area Boost up the tea sector through allocated for tea the allocation of State Land plantation 100 127 169 200 (cumulative ha) Increase local honey production Volume of honey 25 27.5 30 32.5 produced in tonnes Land under Control of invasive alien species conservation 575 700 800 900 management (ha) Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT Setting up of a Multipurpose Containment 55 40 15 - Facility For Plant Protection Construction of Farm Buildings 65 23 5 - Rehabilitation of Nature Reserves and Parks (Native Terrestrial) - 18 17 16 Land preparation and Agricultural - 50 40 40 Infrastructure Development Project Construction of New Slaughter House 250 75 90 85 at Wooton Construction of a National Wholesale 390 125 140 113 Market at Belle Rive Accompanying Measures to restore - 50 50 - Abandoned Cane Lands Manufacturing and SME Mission Statement The Manufacturing and SME sectors will be important engines of growth, contributing significantly to employment and wealth creation Three-Year Strategic Plan | 2018/19 - 2020/21 17 Manufacturing and SME Current Situation Main recent developments Manufacturing and Commerce • Proclamation of SME Act 2017 leading to the creation of SME Mauritius Ltd and a Registrar Manufacturing is one of the largest sectors in the for SMEs for an improved service delivery and Mauritian economy, accounting for 11.8 percent of staunch support to our SMEs. GDP in 2017 and employing some 71,000 persons. • The following schemes were launched by SME The main sub-sectors are food processing, other Mauritius Ltd for the enhancement of our SMEs: manufacturing, textile and clothing and sugar (i) Technology and Skills Transfer – Inclusive milling. Business; (ii) Access to Market – Barcode Registration; Main recent developments (iii) Green Energy Promotion – Solar •  98 companies have benefitted from the Photovoltaic Rebate Scheme; 2.2 Speed-to-Market Scheme (STMS), resulting in (iv) M  entoring and Hand-Holding an increase of 9 percent in exports by air to Programme; and Europe. (v) Communication and Visibility – Online •  53 companies have benefitted from the Presence. Freight Rebate Scheme for exports by sea to •  Cooperatives e-Registration System is operational certain ports in Africa. since December 2017. •  20 companies have benefitted from the • 2,600 Cooperators were trained by the National Exchange Rate Support Scheme (ERSS), which Cooperatives College. was set up in September 2017 to cushion the decline in the revenue of the manufacturing Export-Oriented Enterprises due to the sharp Medium and Long Term Goals depreciation of the US Dollar. •  23 manufacturing enterprises from 5 sub- FIGURE 4: ANNUAL GROWTH RATE sectors (textile, printing, chemical, agro- IN MANUFACTURING SECTOR industry and seafood) have been assessed under the Industrial Waste Assessment project so as to enhance industrial waste management efficiency. 3% • A Price Fixing Information System (PFIS) has An annual growth rate of at least 3 percent in the been set up for online submission, processing, manufacturing sector over and approval of prices of controlled products. the next three years • A growth of 26 percent has been achieved in the volume of bunkering trade in 2017. • The Mer Rouge Oil Storage Terminal (MOST) FIGURE 5: CONTRIBUTION OF SME TO TOTAL EMPLOYMENT consisting of the construction of additional storage facilities of 25,000MT for Mogas and Gas Oil has been completed. The contribution of SME the SME sector to SMEs & Cooperatives total employment to increase from 55 SMEs offer a viable solution to unemployment, percent in 2016 to 58 with their development offering significant 55% 58% 66% percent in 2020 and 66 percent in 2030. opportunities for direct and indirect job creation. 2016 2020 2030 The SME sector accounted for around 55 percent of total employment creation in Mauritius in 2016. Manufacturing and SME (Cont’d) Strategic Directions and Enablers The main challenges facing the Manufacturing and SME sectors are: (i) shortage of applied technologies for the evolution (iii) lack of market intelligence and visibility on of enterprises; potential markets; and (ii) limited innovative and quality products and (iv) lack of technical competency to service strategic services emanating from enterprises; emerging sectors. The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS Broaden the • Develop high-end, precision driven and manufacturing base technology-enabled industries. • Invest in new equipment and technology, Enhance competitiveness of improve their export preparedness, and manufacturing enterprises enhance their marketing and promotion campaigns. • Facilitate greening of industries. Promote low-carbon economy • Enhance industrial waste management for industries efficiency. Position Mauritius as a • Enhance capacity development in creativity competitive producer of and design. fashionable products Position Mauritius as a • Set up an oil terminal and jetty. petroleum and bunkering hub Ensure better consumer • Prepare new legislation for customer protection protection. • Penetrate niche markets through higher quality exports. Promote SME exports • Increase competitiveness through brand identity. • Nurture innovative start-ups through Foster high growth business incubators and knowledge-based potential SMEs activities. Promote the cooperative model • Reinforce the governance structure of of doing business cooperative societies. Three-Year Strategic Plan | 2018/19 - 2020/21 19 Manufacturing and SME Key Actions and Targets Key KEY ACTION Performance Actual 2017/18 Target Target Target 2018/19 2019/20 2020/21 Indicator (Prov.) Industry and Commerce Percentage increase in value of domestic exports excluding 1.4 2 2 4.5 sugar Boosting domestic exports Volume of domestic exports to African 97,276 2.2 Countries (2017) 136,000 176,000 212,160 (tonnes) Number of new standards 45 50 50 developed 44 Development of new Number of standards and accreditation of laboratories, conformity assessment bodies Certification Bodies and 2 10 5 5 Inspection Bodies accredited to international standards Volume of sales Development of bunker trade (Metric Tonnes) 500,000 600,000 700,000 800,000 SMEs and Cooperatives Number of SMEs successfully Building export capabilities 8 15 20 25 entering the for SMEs export market Assisting SMEs to professionalize their services Number of SMEs and operations through assisted 40 125 145 175 Business Diagnosis Scheme Assisting SMEs in technology Number of SMEs upgrading assisted under 9 80 90 100 LEMS Operation of the National Number of co-operators 2,600 4,700 4,700 4,700 Cooperative College trained Tourism Mission Statement To become a leading and sustainable island destination Three-Year Strategic Plan | 2018/19 - 2020/21 21 Current Situation The tourism sector accounted for 7.1 percent of tourist arrivals in 2017, compared to 66 percent GDP, 10 percent of total employment and 8.4 in 2007. Over the same period, the share percent of investment in 2017. Europe remained of tourist arrivals from Asia increased to 16 our main source market, with 58 percent of total percent from 8 percent. FIGURE 6: TOURIST ARRIVALS IN YEAR 2007 AND 2017 BY CONTINENT Tourism EUROPE 2007 595,653 2017 780,209 ASIA 2007 68,449 AMERICA 2007 10,473 2017 211,380 2.3 2017 24,795 AFRICA 2007 210,952 2017 301,898 OCEANIA 2007 20,656 2017 22,898 FIGURE 7:TOP 10 MARKETS 300,000 250,000 TOURIST ARRIVALS 200,000 150,000 100,000 50,000 0 South United Reunion Germany People’s France Island Africa, India Rep. of Switzerland Italy Australia kingdom China Rep.of 2007 240,028 107,297 95,823 65,165 81,733 42,974 7,739 17,546 69,510 19,635 2017 273,419 149,807 146,040 118,856 112,129 86,294 72,951 40,252 35,101 21,271 Main recent developments • International accolades/awards won in the years 2017/2018 include: • Tourist arrivals have increased by 5.2 percent in the past year to reach 1,341,860 in 2017. o Selling Travel – Best Beach Destination; • Tourism earnings grew by 7.9 percent to reach o Lonely Planet – Top 10 Travel Destination Rs 60.3 billion in 2017. 2018; • The low season strategy boosted tourist o Travel Bulletin – Star Luxury Holiday arrivals in the off peak months by 5 percent. Destination; and • Airlift capacity increased by 2.5 percent o “Meilleur Office du Tourisme Etranger” by following the arrival of Saudi Airlines, KLM Travel d’Or Paris. Royal Dutch Airlines and additional flights by • Two cruise liners namely AIDA and Boudicca British Airways. are using Port Louis as home porting and more cruise rotations from Costa Crociere. • New guidelines were introduced for tour operators, restaurant and kite surfing. Tourism (Cont’d) FIGURE 8:TOURIST ARRIVALS AND TOURISM EARNINGS Tourist Tourism Medium and Long Term Goals arrivals earnings (million) (Rs billion) • Enhance the visibility of Mauritius as an up-market tourist destination in traditional, emerging and new 2018 1.4 63 markets. • Growth momentum in both tourist arrivals and 2020 1.6 72 earnings will be pursued with an annual average increase of at least 5 percent. 2030 2.5 117 Strategic Directions and Enablers The tourism sector operates in a fast changing The sector therefore remains vulnerable to external world characterised by uncertainty and fierce shocks and faces numerous challenges, such competition. Fundamental changes in the global as (i) intense competition from similar island tourism environment, such as emergence of low cost destinations, (ii) shortage of skilled labour to destinations, rising air fare and changing pattern maintain excellence in service delivery and (iii) of travel, can adversely impact the industry. airlift constraints in China impeding tourist arrivals from this market. The following strategies are being implemented : STRATEGIC DIRECTIONS ENABLERS •  Accelerate the market diversification strategy, with greater Reduce dependence penetration in ASEAN (Association of South East Asian Nations) on Europe markets as well as Africa, Gulf and Nordic countries. • Broaden the tourism product portfolio, to improve attractiveness vis-a- vis competing island destinations like Maldives, Seychelles and Improve Sri Lanka. • Extend the tourism experience to include wildlife, vibrant heritage, competitiveness unique local assets, local cuisine, adventure sports, and other cultural of destination and sports events. • Promote Mauritius as a festive and vibrant destination in the Indian Ocean. • Encourage tourist operators to embrace new technologies and sustainable practices such as energy-saving technology, Promote a green renewable energy and rain-water harvesting to reduce the impact of tourism industry their activities on the environment. • Strengthen capacity building to address shortage of skilled Sustain excellence labour and ensure continuous upgrading of skills in the sector. in service delivery • The polytechnic on tourism and hospitality will be operational in 2018. Enhance the safety • Reinforce monitoring to ensure nautical activities are conducted safely and tourist enterprises invest in cutting edge technologies and security of tourists to step up safety and security within their premises. Three-Year Strategic Plan | 2018/19 - 2020/21 23 Key Actions and Targets Key Actual Target Target Target Performance KEY ACTION Indicator 2017/18 (Prov.) 2018/19 2019/20 2020/21 Maintain Mauritius as a Tourist arrivals Tourism prime holiday and up- (million) 1.38 1.44 1.52 1.60 market destination Number of Fairs/ Workshops/ 32 40 40 40 Sustain the visibility of the Roadshows destination Number of online 25 32 35 36 campaigns 2.3 Number of tourism Improve and diversify signage panels maintained and 60 50 50 25 tourism product upgraded Facilitate orderly and Number of sustainable conduct of skippers trained 500 600 600 500 nautical activities Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 PROJECT Value Estimates Planned Planned Upgrading of Touristic 39 7 5 5 and Leisure Infrastructure (Upgrading of La Citadelle) Zoning of Lagoons - Placement of buoys - 7 5 5 Labour and Employment Mission Statement To promote decent work, facilitate access to gainful employment and support employers and workers in creating a safe, conflict-free and productive workforce Three-Year Strategic Plan | 2018/19 - 2020/21 25 Current Situation Labour and employment The unemployment rate has decreased from 7.3 • 3,404 inspections were conducted to ensure percent in 2016 to 7.1 percent in 2017. compliance with occupational safety and health norms and 123 complaints investigated. Female unemployment rate decreased from 11.2 • Out of 101 complaints lodged at the Registrar percent to 10.7 percent, while male unemployment of Associations, 95 were cleared. rate remained the same at 4.8 percent. Over the same period, the youth unemployment rate went up from 23.9 percent to 24.9 percent. Medium and Long Term Goals The labour market is characterised by skills • Industrial peace and harmony at all times. mismatch and scarcity of manual workers, • Decent and safe work environment. with the consequence that the private sector is • A globally competitive workforce. 2.4 resorting to foreign labour in certain economic • An unemployment rate of 6 percent by 2020 sectors, particularly agriculture, manufacturing and 4-5 percent by 2030. and construction. • No gender gap in the labour market. Main recent developments FIGURE 9: UNEMPLOYMENT RATE TARGETS • Number of trainees placed: 7.1% 6.0% o  2,178 under the Youth Employment Programme (YEP) in the private sector; o 795 under the YEP in the public sector; o 197 under the Women Back to Work Programme; o 67 under the Dual Training Programme; and 2017 2020 4-5% 2030 o 298 under the Trainee Engineer Scheme (TES) including 218 in the public sector. •  The National Minimum Wage Regulation 2017, effective since January 2018, is providing for payment of a national minimum wage to some 120,000 workers. •  Employment Information Centres (EICs) at Port Louis, Quartier Militaire, Rivière du Rempart and Rivière des Anguilles have been restructured along the Pôle Emploi model. •  The National Employment Act has been passed in the National Assembly in October 2017. • Rs 70 million have been recovered on behalf of workers, following complaints registered and settled at labour offices. An additional amount of Rs 27 million was recovered, following the referral of 662 cases to the Industrial Court for termination of employment, amongst others. Labour & Employment (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS Promote new employment • Implement the Decent Work Country opportunities across all sectors Programme-2nd generation. and improve working conditions Ensure availability of labour in • Streamline procedures for timely issue of work scarcity areas permits. Combat labour trafficking • Review the legislative framework. Improve compliance to national • Strengthen the Occupational Safety and Health Management System in enterprises and provide occupational safety and health training to employees, employers and other standards relevant stakeholders. Develop a timely and • Set up the National Employment Dashboard to comprehensive database for provide a National HR Inventory including real- manpower planning to support time information on citizens aged 18 and above. labour market policies • Youth Employment Programme Further strengthen the existing • Dual Training Programme training and placement schemes • Women Back to Work Programme • Trainee Engineer Scheme Expand employment •  Conclude mutual agreements with various opportunities abroad for countries, including Canada and a number of European and African countries. Mauritians Three-Year Strategic Plan | 2018/19 - 2020/21 27

2.4 Labour and employment Key Actions and Targets Key Actual Target Target Target Performance 2017/18 KEY ACTION Indicator (Prov.) 2018/19 2019/20 2020/21 Number of EICs restructured 4 5 - - Restructure the employment service with the setting up of a National Employment New EICs set up - 2 3 - Department Number of Facilitate placement persons placed opportunities for registered under different 6,553 8,000 8,500 9,000 training jobseekers programmes Flexing of work permit Number of foreign policies in respect of foreign agricultural - 1,000 1,500 2,000 workers for the agricultural workers employed sector Enforcement of Labour Percentage of registered legislation to address complaints 65 70 72 74 relevant grievances settled Percentage Compliance with the of firms National Minimum Wage implementing 80 90 95 95 Regulation the national minimum wage Average time Registration of Associations taken to process an application - 5 4.5 4 and Trade Unions for registration (weeks) Foreign Affairs & International Trade Mission Statement To To develop develop and and implement implement foreign foreign policy policy with with aa view view to to safeguarding safeguarding and and promoting promoting the the strategic strategic interests interests of of Mauritius Mauritius and and upholding upholding national national sovereignty sovereignty and and territorial territorial integrity integrity Three-Year Strategic Plan | 2018/19 - 2020/21 29 Current Situation Mauritius has successfully initiated bilateral Relations within the African continent have negotiations with India and China, on the been strengthened through the signature of the 2.5 Foreign Affairs and Comprehensive Economic Cooperation Partnership Tripartite FTA and the African Continental FTA, Agreement (CECPA) and on the Mauritius-China the completion of the first phase in the Special Free Trade Agreement (FTA), respectively. Economic Zone in Senegal and the necessary clearance for the establishment of the Special Mauritius and the EU have renewed the Protocol on International Trade Economic Zone in Ghana. Fisheries Partnership Agreement for a further 3-year period for the development of the fisheries sector and the ocean economy. Moreover, a sum of Euro In addition, Mauritius has tapped funds to the 3 million has been received from the EU to support tune of Euro 1.4 million from SADC to streamline implementation of the Interim Economic Partnership processes and procedures across member states Agreement (IEPA), in addition to technical assistance for the removal of non-tariff barriers to trade. support amounting to some Euro 1 million. The following chart summarizes the main recent developments: FIGURE 10: MAIN RECENT DEVELOPMENTS ECONOMY AFRICA & DIPLOMATIC GLOBAL DIPLOMATIC DRIVEN REGIONAL NETWORK CONNECTIVITY INFLUENCE DIPLOMACY STRATEGY • 22 MOUs and • Technical expertise • MOU on Digital • UN Chagos • 900 cases of 28 Agreements to Ghana Cooperation Resolution Mauritians in signed with Estonia, • Mauritians serving distress resolved • Seychelles • €1.4 million SADC & Comoros positioning on 8 International • 75 cases of Trade Related Cooperation Mauritius as Treaty Bodies assistance to Facility Renewal a platform to • Presidency of the Mauritians overseas agreements of Protocol Africa Indian Ocean on Fisheries • Tripartite FTA & • Regional Commission Partnership Continental FTA. Maritime • High level presence agreement for 3 in international Security (MASE) years summits Agreement. • Extension of EPA • Japanese Embassy Tuna Derogation opened in Mauritius for 5 years. • Mauritius Embassy opened in Saudi Arabia • Formal Diplomatic relations established with the Bahamas, the Federated States of Micronesia and Liechtenstein Foreign Affairs & International Trade (Cont’d) Medium and Long Term Goals • Expand the diplomatic relations of Mauritius with a view to promoting its interests. • An average annual increase in exports of goods and • Consolidate existing economic services of at and trade partnerships as well as least 3 percent establish new ones with the aim of expanding market access for exports and facilitating investment flows. Strategic Directions and Enablers There are a number of challenges including: (i) political uncertainty due to internal and (iii) infrastructure and institutional inadequacies to interstate conflicts; respond in a timely manner to events such as (ii) protracted bilateral and multilateral negotiations Brexit. arising from deadlocks on certain issues and; The following strategies are being implemented : STRATEGIC DIRECTIONS ENABLERS • Joint Commissions and political dialogues with individual Strengthen regional countries to, inter alia, expand trade and investment and promote capacity building and peer-to-peer learning. and bilateral relations • Active participation in regional fora. • Position Mauritius as an important economic gateway and Consolidate our Africa headquartering base for investors into Africa in terms of trade and investment. Strategy • Create Special Economic Zones in Africa. • Finalise the CECPA with India and the Mauritius-China Expand the economic FTA. space, including access to • Conclude specific Memorandum of Understanding for niche markets exchange of knowledge and expertise. Three-Year Strategic Plan | 2018/19 - 2020/21 31 Key Actions and Targets Key Actual Target Target Target 2.5 Foreign Affairs and Performance 2017/18 2018/19 2019/20 2020/21 KEY ACTION Indicator (Prov) Number of trade links established for Mauritian enterprises leading 10 150 200 250 International Trade to a rise in exports of goods and Creating opportunities services for export of goods and services and promotion of Number of contacts investment established on investment opportunities and forwarded 30 150 200 250 to Economic Development Board Number of agreements with various countries 56 25 30 35 Securing economic under negotiation opportunities through the implementation of various Number of diplomatic strategies activities agreed 29 50 50 50 during Joint Commissions Number of regional projects Preparation of regional submitted to 1 6 7 8 projects for funding Regional Economic Communities Expected Deepening of partnership Finalisation of between India and Comprehensive Economic Mauritius in trade in goods, Cooperation - June 2019 - - and services and economic and Partnership cooperation Agreement (CECPA) with India Pursuing negotiations for Expected the development of a Free finalization of an FTA with - June 2019 - - Trade Agreement (FTA) with China China Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT Construction of Chancery and 151 60 7 - staff residence – Addis Ababa Construction of Home Based staff Residence – High 26 8 17 1 Commissioner’s Residence in New Delhi Financial Services Mission Statement To maintain Mauritius as an International Financial Centre of repute Three-Year Strategic Plan | 2018/19 - 2020/21 33 Current Situation Mauritius subscribes to the adoption of The Financial and Insurance Activities sector international best practices and transparency in contributed to 10.5 percent of GDP in 2017. The Financial Services disclosure requirements which gives credence to sector expanded by 5.5 percent in 2017 and is its reputation as an international financial centre. expected to grow at the same rate in 2018. FIGURE 11: ACTIVITIES IN THE FINANCIAL SERVICES SECTOR Non bank financial intermediaries 17% 2.6 Insurance and pension Bank 24% 59% Main recent developments Medium and Long Term Goals FIGURE 12: GROWTH RATE •  In line with the FSC’s mandate under the AND GROSS VALUE ADDED TARGETS Financial Services Act 2007, a new requirement has been put in place to collect, compile, An annual growth publish and disseminate statistics in respect rate of 5.5 percent of financial services through the Online Data will be maintained Capture System (ODCS). in the financial services sector. • The submission of audited financial statements and statutory returns using a prescribed reporting template through the ODCS has been done in a phased approach. • The FSC Code on the Prevention of Money Gross Value Added for financial services Laundering & Terrorist Financing has been (Rs billion) updated. 2018 53 2020 59 2030 101 Financial Services (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS • Promote international cooperation and mutual Strengthen the good repute of recognition by other jurisdictions, while ensuring our financial services sector compliance with international norms and standards. • Set up a National Payment System to simplify Move towards a digital and the current card payment system. • Promote FinTech and Blockchain technology cashless economy to provide a platform for the trading of digital assets. Reinforce the global • Align the framework for the global business sector with best international practices. business sector • Strengthen the Anti-Money Laundering/ Combating the Financing of Terrorism (AML/ Combat money laundering and CFT) framework. the financing of terrorism • Streamline minimum KYC standards for banks and non-bank financial institutions. Position Mauritius as a • Set up an international platform for debt financial hub structuring and listing. Three-Year Strategic Plan | 2018/19 - 2020/21 35 Key Actions and Targets Financial Services Key Actual Target Target Target Performance KEY ACTION Indicator 2017/18 (Prov.) 2018/19 2019/20 2020/21 National Setting up of a National Payment System Bill introduced in - Dec 2018 - - Payment System Assembly Regulatory Introduction of a regulatory framework for - Jun 2019 - - framework for FinTech firms FinTech firms in place 2.6 Information and Communication Technology Mission Statement To become a highly inter-connected society with access to the knowledge required for an innovation-driven culture Three-Year Strategic Plan | 2018/19 - 2020/21 37 Information and Communication Current Situation FIGURE 13: ICT PERFORMANCE INDICATORS The ICT sector contributed to around 5 percent of 2017/2018 2017 2017 GDP and employed some 23,000 people in 2017. Global Cyber ICT Development Overall Global Technology According to international rankings in 2017/2018, Competitiveness Security Index Index Mauritius is among the top African countries in Index Rank Rank Rank terms of several ICT performance indicators. Mauritius 45 6 72 ICT policy is geared towards bolstering growth, value addition and innovation through various Singapore 3 1 18 schemes and projects. South Africa 61 58 92 Main recent developments Botswana 63 69 105 2.7 • The Data Protection Act (2017) was Top African st Mauritius 1 Mauritius 1st Mauritius 1st proclaimed on 15 January 2018 to strengthen Country the control and autonomy of individuals over their personal data in line with international standards. Medium and Long Term Goals • The InfoHighway has been ranked among the top five most voted in the ‘category • Adequate broadband capacity, resilience, 7 e-Government’ by the International redundancy and route diversity of national Telecommunication Union (ITU) at the World and international connectivity. Summit on the Information Society (WSIS) • Higher competitiveness through affordable Prizes 2018 ceremony in Geneva. and accessible broadband internet. • Administrative formalities have been further • A high level of digital literacy. simplified for citizens with the number of e-services increasing to some 140. • An innovation-driven society and economy. • In addition, 3 mobile apps, namely Smart • A safe and secure national cyber space. Police, Smart Traffic and Consumer • By 2030, the ICT sector will contribute Protection, were launched in March 2018 to substantially to the economic growth of facilitate Government to Citizens interaction. Mauritius and employ around 50,000 people. • More than 270 data-sharing e-services implemented on the InfoHighway for exchange of data among Government FIGURE 14: EMPLOYMENT TARGETS IN THE ICT SECTOR agencies. • 1,200 students (aged between 11 to 25 • years) and 40 trainers initiated to Robotics. 1,100 students initiated to coding under 2030 50,000 the Digital Youth Engagement Programme (DYEP). • The Mauritian Cybercrime Online Reporting System has been established. 2020 30,000 • The National Open Data Portal has been set up with an initial 100 open datasets published. 2017 23,000 Source: Economic Development Board Information and Communication Technology (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS Increase in availability of • Two additional submarine cables will be international bandwidth in operational. Mauritius and Rodrigues Promote technological • Set up a new merged entity regulating ICT and broadcasting to create an enabling convergence regulatory framework. • Set up an Anti-Cyber Threat Monitoring System Strengthen cybersecurity to facilitate the reporting of incidents and counter illegal online activities. Promote a supportive environment • Government will release additional open for start-ups as well as businesses datasets (including geo-spatial datasets) and in terms of data availability open Application Program Interfaces (APIs). • Set up a Certification Authority for issuance of digital signatures. Secure electronic transactions • Encourage companies to adopt data and increased e-commerce protection certification seals. • The Research and Innovation Pole supports projects with private partners aiming at knowledge transfer and stimulation of The transition of Mauritius to an innovation. innovation-driven nation • Further facilitate innovation among start-ups through the National SME Incubator Scheme. • Create a Mauricloud platform for issuance and verification of documents and certificates in a Encourage effective interaction of digital way. citizens with Government through • Revamp the government portal to offer more user- friendly public e-service responsive, mobile friendly and citizen-centric e-services. Enhance protection of • Enforce the Data Protection Act in line with the personal data EU General Data Protection Regulations. Secure business continuity of • Set up a Disaster Recovery Site for the government services Government Online Centre. Three-Year Strategic Plan | 2018/19 - 2020/21 39 Information and Communication Key Actions and Targets Key Actual KEY ACTION Performance 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Indicator (Prov.) Technology Number of additional services 182 100 150 200 Data sharing in the public integrated sector through the InfoHighway Number of 2.7 Operationalisation of Open additional datasets 100 100 200 300 Data Portal released as Open Data Number of Training on Coding under secondary students - 2,500 2,600 2,700 Digital Youth Engagement Programme trained Number of incubatees Research and supported Innovation Projects through the National SME 32 70 100 150 Incubator Scheme (Cumulative) Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT Certification Authority 50 10 25 15 Anti-Cyber Threat Monitoring System 100 40 30 20 Research and Innovation - 130 120 110 Ocean Economy Mission Statement To conserve and use ocean and marine resources for sustainable development Three-Year Strategic Plan | 2018/19 - 2020/21 41 Current Situation Capacity Building in the Maritime sector • A new Maritime Logistics Training Academy Mauritius has the sovereign rights to explore and exploit the resources of an Exclusive Economic has been set up by the Mauritius Shipping

2.8 Ocean Economy Zone of around 2.3 million km2 and a continental Corporation Ltd. shelf of 396,000 km2 managed jointly with the Republic of Seychelles. Continental Shelf and Maritime The main activities that make up the ocean Zones Administration and economy are: Exploration • Seafood related activities, including fisheries • A legal and institutional framework for the Joint and aquaculture; Management of the Mauritius and Seychelles • Shipping and maritime transport; Extended Continental Shelf has been adopted. • Freeport activities and bunkering; • An Ocean Observatory e-platform is being • Coral farming and rehabilitation; developed through a centralised information • Coastal and marine tourism; system to support the Marine Spatial Planning initiative of Mauritius. • Marine (renewable) energy; • Deep Ocean Water Applications; and Medium and Long Term Goals • Offshore extractive industry. The overarching goals in developing ocean economy activities are to: Main recent developments (i) maximise value from marine sector through Fisheries sector sustainable economic diversification; • In 2017, the seafood sector grew by 4 percent (ii) create high-value onshore and offshore jobs; contributing some Rs 4 billion to the economy. (iii) contribute significantly to food security through • Export of Fish & Fish preparations for the year sustainable utilisation and management of 2017 was estimated at 123,200 tonnes, for a marine resources; and total value of Rs 14.3 billion. (iv) enhance energy security via the development • Two nursery coral farms were set up at La of marine renewable energy. Gaulette and Quatre Soeurs. Gross value added from the ocean economy1 stood at Rs 44 billion in 2017. An average annual • 7 industrial fishing vessels were registered growth rate of 5 percent is targeted up to 2020, under the Mauritian Flag. increasing to 7 percent thereafter till 2030. • 4 fishermen cooperative societies were selected for a grant of Rs 4 million each to acquire semi-industrial vessels and 18 fishers FIGURE 15: GROSS VALUE ADDED TARGETS were given a grant to purchase “canotte”. Shipping • 2,712 clearances were issued to seafarers 2018 2020 2030 serving onboard Mauritian and foreign vessels in 2017, as compared to 831 in 2016. Gross Value Added from Ocean Economy (Rs billion) 46 51 100 1 Ocean economy comprises mainly hotel & restaurants, port activities, seafood fishing and processing, leisure boat activities, freeport activities, storage, ship store and bunkering, and ship building & maintenance. Ocean Economy (Cont’d) Strategic Directions and Enablers The ocean economy offers vast opportunities, but is also faced with challenges, namely: (i) shortage of expertise and technical capacity for (iii) Illegal, Unreported & Unregulated (IUU) development of the sector; fishing and maritime piracy which can (ii) adverse impact of climate change on the marine undermine both national and regional ecosystem; and efforts to sustainably manage fisheries and conserve marine biodiversity. The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS Manage ocean • Develop a Marine Spatial Plan. resources rationally Ensure sustainable use of marine resources and • Elaborate the legislative, regulatory and regulate activities of the institutional frameworks. offshore extractive industry Safeguard our territorial • Delimitate and map our maritime zones. integrity and sovereignty • Reinforce appropriate logistics such as patrol vessels. and enhance maritime security • Strengthen international and regional co-operation to secure assistance from key stakeholders and ensure Develop local capacity transfer of knowledge. in the sector • Pursue Research & Development for the enhancement of aquaculture, marine renewable energy and marine biotechnology. Promote employability in • Develop new training courses to meet market the maritime sector demand. Three-Year Strategic Plan | 2018/19 - 2020/21 43 Key Actions and Targets Ocean Economy KEY ACTION Key Actual Target Target Target Performance 2017/18 2018/19 2019/20 2020/21 Indicator (Prov.) Ocean Economy, Marine Resources, Fisheries & Shipping Tonnes of fish Increase fish production harvested through floating cage 3 30 40 50 through small scale aquaculture culture Coral farming for Number of degraded sites 2.8 rehabilitation of degraded - 1 2 2 rehabilitated coral reefs Ensure compliance of shipping Number of vessels with national and vessels registered under Mauritian 3 6 8 10 international maritime Flag audited standards Number of candidates trained 1,200 1,300 1,400 1,500 at the Mauritius Increasing the number of Maritime Training candidates trained in the Academy Maritime sector Number of candidates trained - 250 350 500 at the Maritime Logistics Training Academy Continental Shelf and Maritime Zones Administration and Exploration (Ministry of Defence and Rodrigues) Delimitation of Maritime Exploration Boundary & Management of surveys conducted - ≥2 ≥1 - Continental Shelf (number) Setting up of the Ocean Installation of Observatory for Marine Spatial e-platform for - June 2019 - Plan public access Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT Off Lagoon Fishing Scheme for purchase of Canotte - 4 3 1 Scheme for Purchase of Semi- - 12 12 - Industrial Fishing Boat Acquisition of Multi-Purpose 59 24 9 3 Support Vessel Economic and Financial Management Mission Statement To promote sustainable economic and social development of the country and improve standard of living. To ensure optimal allocation of funds and revenue mobilisation while providing the right incentives for economic growth and social development Three-Year Strategic Plan | 2018/19 - 2020/21 45 • Public sector debt declined from 64.8 percent Current Situation of GDP at end-June 2017 to 62.9 percent at Economic and Financial end-March 2018. • The percentage of households living in Main recent developments relative poverty has gone down from 9.4 in 2012 to 5.5 in 2017. Management • Real GDP grew by 3.8 percent in 2017. • The Gini Co-efficient improved from 0.414 in • Unemployment rate went down from 7.3 2012 to 0.400 in 2017. percent in 2016 to 7.1 percent in 2017. Over • The e-tax strategy of Mauritius Revenue the same period, female unemployment rate Authority has been enhanced and its declined from 11.2 percent to 10.7 percent system and processes benchmarked with and youth unemployment went up from 23.9 international standards, to further improve percent to 24.9 percent. revenue collection and tax compliance. 2.9 • Private investment rose from 12.8 percent of • The process for adopting accrual accounting GDP in 2016 to 13.2 percent in 2017. in the preparation of Government’s financial • Foreign Direct Investment (FDI) inflows statements has been started. increased from Rs 13.6 billion in 2016 to • Most Ministries/Departments submitted Rs 17.5 billion in 2017. their Annual Reports on Performance for FY • Balance of Payments surplus increased from 2016/17 in view of improving accountability Rs 26.2 billion in 2016 to Rs 28.3 billion in and transparency in management of public 2017. funds. • Level of foreign currency reserves increased • 22 public bodies are using the e-procurement from Rs 178.9 billion at end-December 2016 system with registration of 732 suppliers on to Rs 222 billion at end-May 2018, with the system. import cover reaching a record 10.7 months. The global positioning of Mauritius : World Bank’s Doing Business Report 2018 Global Competitiveness Report 2017/2018 Maintained 45th position worldwide and 1st in Sub-Saharan Africa 2018 Index of Economic Freedom of the Heritage Foundation Moody’s Investors Service Confirmed rating of Baa1 Stable Outlook Social Progress Index Economic and Financial Management (Cont’d) FIGURE 16: GNI PER CAPITA Medium and Long Term Goals AND GINI COEFFICIENT TARGETS • Mauritius to achieve high income country status with a per capita income (World Bank Atlas Method) of USD 13,600 by 2023. • Full employment for both men and women by 2025. • Sound public finances. Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS Steer the economy to a • Develop new pillars to achieve an average growth higher plane of development rate of 4.3 percent over the next three years. • Keep public sector debt at sustainable levels. Maintain macro-economic stability • Modernise the key infrastructure of the country. • Further strengthen other debt-related and sound public finances parameters on affordability, solvency and liquidity. • Economic Development Board (EDB) to improve investment climate and attract more FDI in productive activities. Raise private investment • Step up trade facilitation at the level of Mauritius Revenue Authority Customs without compromising on border control and society protection. • Ensure a fair, simple and transparent tax system. • Ease tax payer’s compliance through the use of information technology. Improve tax system • Improve tax payer’s services through effective use of social media and e-services. • Implement accrual-based accounting framework Modernise public financial consistent with International Public Sector management to improve Accounting Standards (IPSAS) in the public transparency and sector. • Strengthen public procurement policy and accountability process. Three-Year Strategic Plan | 2018/19 - 2020/21 47 Key Actions and Targets Economic and Financial Key Actual KEY ACTION Performance 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Indicator (Prov.) Finance and Economic Development Management Improving coordination of Budget deficit as a monetary and fiscal policies percentage of GDP - ≤ 3.5% ≤ 3.5% ≤ 3.5% Percentage of Ministries Improving Accountability submitting 80 100 100 100 Annual Report on Performance 2.9 Implementation of Number of public Government e-Procurement bodies integrating e-PS 22 80 150 >180 system (e-PS) Accounting Policies and Format finalised for - March 2019 - - implementation of accrual IPSAS Preparation of Financial Partial Modernising accounting and - Partial Statement in Budgetary reporting framework Full BCG Central line with accrual Central IPSAS in a phased Govern- Govern- manner ment ment (BCG) Percentage of non- financial assets recorded in the - 30% 50% 100% Government Asset Register Economic Development Board Promoting Mauritius as an FDI inflows 17.5 investment destination and 18 18.5 20 (Rs bn) (2017) facilitation of projects to attract higher levels of foreign direct investment Percentage (FDI) of FDI in - 5 10 15 manufacturing sector Economic and Financial Management (Cont’d) Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Mauritius Revenue Authority Integrated Customs and Governmental Clearance Centre 428 115 246 48 at the Airport Electronic Fiscal Device in Restaurant Sector 20 20 10 50 70 70 - - Mobile Container Scanner Landscope Mauritius New Administrative Tower - 312 926 359 Three-Year Strategic Plan | 2018/19 - 2020/21 49 Education Mission Statement To create the next generation of forward-looking and innovative leaders contributing to the transformation of Mauritius into a high ranking prosperous nation by inspiring every child Three-Year Strategic Plan | 2018/19 - 2020/21 51 Current Situation years of schooling, new modes of assessment for a seamless progression of learners across all Government spending on education has averaged levels, a revamped Technical and Vocational 3.4 percent of GDP during the past few years. Education and Training (TVET) sector and a vibrant Polytechnic Education. Through this major Our national education system is being 2.10 Education reform, all students would, henceforth, complete 9 transformed to better meet the lifelong years of basic schooling. learning and career aspirations of our students and youth. The Nine-Year Continuous Basic The NYCBE is built on 6 major pillars: Education (NYCBE) lays emphasis on the early FIGURE 17: MAIN PILLARS OF THE NYCBE Pillar 6 Pillar 1 System Governance and Curriculum change Accountability - accommodating diversity in learner abilities 7 degree of accountability - catering for holistic development Pillar 5 Pillar 2 Conducive learning - redefinition of classroom boundaries - interactive learning platforms NYCBE Innovative pedagogies - learner centred - tablets Pillar 4 Continuous Professional Pillar 3 Development Meaningful assessment - continuous training -alternative modes of assessment - both cognitive and affective needs -system of continuous assessment The Education Act has been amended to provide Certificate (PSAC), National Certificate of for a new education structure (Grades 1 to 13). Education (NCE) Assessment at the end of Grade This new education structure in place since 2016, 9 and the setting up of Academies. provides for the Primary School Achievement FIGURE 18: NEW EDUCATION STRUCTURE AGE LEVEL 3-5 yrs PP1 & PP2 Pre-primary Education (PP) Primary School 5-10 yrs Grade 1-6 Primary Education Achievement Certificate National Certificate 11-13 yrs Grade 7-9 Lower Secondary Education of Education Secondary Vocational 14-15 yrs Grade 10-11 Academies Schools Schools 16-17 yrs Grade 12-13 Secondary Polytechnics Academies Schools & TVET Tertiary Education Polytechnics & TVET Institutions (Diploma Courses) Education (Cont’d) Main recent developments • The Private Secondary Education Authority has •  A holistic education programme, covering operationalised its Quality Assurance Division since learning areas such as music, drama, visual art January 2018. and swimming, has been implemented in primary •  Technical and Vocational Education and Training schools. (TVET): TVET is one of the 3 pathways available •  Pedagogical support has been provided to to students to join the labour market. The curricula learners with difficulties in core subjects. have been reviewed, equipment upgraded and •  The provision of Digital Tablets and projectors new programmes designed to respond to the were provided in Grades 1 & 2. growing skill needs of the economy. • The first transition of an entire cohort from Grade Polytechnic Education: A new pathway for the •  6 to Grade 7 in regional secondary schools was development of advanced technical skills and successfully carried out in January 2018. Kreol training at the middle-management level will be Morisien is being offered as an optional subject at provided. Polytechnics Mauritius Ltd has been set Grade 7. up in October 2017 to manage the operations of three polytechnics (ICT, Nursing and Paramedics, • An Extended Programme, promoting inclusive Tourism & Hospitality). Furthermore, the National and equitable education for all, has been offered Diploma in Nursing and Diploma in Tourism and to those not having reached the required level of Hospitality Management have been launched. competencies at PSAC. This cohort will be sitting for the National Certificate of Education in 2020. • Higher Education: The Higher Education Bill was • An online support platform for Grade 7 onwards enacted in December 2017 to provide a better has been created enabling students and educators institutional and regulatory framework for the to access a choice of open educational digital tertiary education sector. resources. • The Mauritius Institute of Education has been conferred a degree-awarding status, to offer FIGURE 19: GROSS TERTIARY ENROLMENT degree programmes on its own and further RATE TARGETS professionalise the sector. Medium and Long Term Goals • A more inclusive and equitable quality education, promoting lifelong learning opportunities for all. • Learners equipped with innovative, cutting edge knowledge, skills and appropriate attitudes to 2030 60% achieve excellence in their chosen careers. • A holistic education that upholds values and 2020 49.5% resilience of citizens. • Higher Education Programmes meeting industry 2017 47.1% needs. Three-Year Strategic Plan | 2018/19 - 2020/21 53 Strategic Directions and Enablers The education reform agenda, put in place in The challenge lies in sustaining the reform 2017, focused on the implementation phase process, through retaining the support of all which started with the primary education sub- stakeholders and also demonstrating greater 2.10 Education sector, through the rolling out of the NYCBE. accountability. Full incorporation of a shift from Major changes and transformations for successful rigidity to flexibility in learning approaches implementation at the Secondary, TVET and within the classroom is also critical, given the Tertiary education levels are planned for 2018. fast evolution of ICT and content digitisation. The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS • Adopt alternative mode of teaching by sustaining e-learning platforms to accelerate and enhance student learning and reduce reliance upon private tuition. Provide high quality •  Digital learning contents will enable students to education study at their own pace after school hours (Student Support Program). • The provision of Digital Tablets and projectors will be extended to Grade 3 in 2019. Make education • Set up the Special Education Needs (SEN) Authority accessible and to achieve inclusion of all learners irrespective of their disabilities. inclusive to all •  Strengthen the quality and relevance of TVET programmes. Make TVET more •  TVET is also being rebranded through the development of a TVET Strategy with focus on attractive review of training programmes, upgrading of existing centres and/or construction of new ones with state- of-the-art facilities. •  Set up a Higher Education Commission and an enhanced independent Quality Assurance Authority, to foster a robust education hub capable of attracting international students and universities of international repute. The reforms currently underway Higher education: in the higher education sector focus on: Position Mauritius as o partnership with industry for curriculum and a major regional and pedagogical reform with emphasis on training for innovative thinkers; continental education hub o promotion of entrepreneurship training; and o emphasis on research of national relevance. Education (Cont’d) Key Actions and Targets Key Actual Target Target Target Performance 2017/18 2018/19 2019/20 2020/21 KEY ACTION Indicator (Prov.) Number of Making Secondary schools provided Schools disabled-friendly with ramps and handrails 9 20 20 13 for students with Special Needs (Barrier Free Access) Provision of swimming Number of learning pools (bassin pupils initiated to basic 1,374 2,500 8,500 9,000 d’apprentissage) in primary swimming and schools survival skills Percentage Improving teaching and of classes in primary schools learning outcomes through equipped with 83 90 100 100 availability of digital tools digital learning tools Review of TVET Percentage of training programmes in line with programmes 54 75 90 100 industry needs reviewed Operationalising Number of diploma courses 2 6 10 14 Polytechnics offered Setting up of the Higher Education Setting up of a new legal Commission, and regulatory framework the Quality Assurance - Sept 2018 - - for the Higher Education Sector Agency and the Higher Education Advisory Council Number of Construction/Conversion of specialist rooms - 51 - - specialist rooms in regional operational state secondary schools and conversion of state Number secondary schools/ colleges of schools converted into - 4 8 12 into Academies in line with NYCBE academies Extension of the Online Support Student Extension of the Programme as a digital Student Support Programme to Grade 7 Grade 8 Grade 9 - platform for accessing educational contents at Grades 8 and 9 secondary level Three-Year Strategic Plan | 2018/19 - 2020/21 55 Key Projects (Rs million) 2.10 Education Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT NYCBE – Construction and Extension (o/w setting up of specialist rooms, conversion 848 200 200 130 into academies) NYCBE - Acquisition of Machinery and Equipment (refurbishment in secondary 175 36 20 20 and equipment for primary schools and MITD centres) Construction of Pre Primary Units (Grand Bay and Mt Ory 20 15 5 - GS) Primary School Renewal Projects (S Torul GS, Baichoo Madhoo GS, Reunion Road - 59 141 65 GS, G Cheetamun GS, Sookdeo Bissoondoyal GS, La Flora GS, Labourdonnais GS) Early Digital Learning Programme 538 183 - - Construction of gyms in secondary schools (Goodlands SSS, Floreal SSS, Sodnac SSS, 398 55 227 101 S Bappoo SSS, Dr James Burty David SSS, Ebene Girls SSS) Construction of playfields (Bel Air SSS, Nouvelle France 84 11 50 23 SSS and Droopnath Ramphul and MGSS Solferino) Reconstruction of schools (R Prayag SSS, R Seeneevassen SSS, E Anquetil SSS and Black 800 92 180 210 River GS) Construction of Science Blocks (R Gujadhur SSS, Sir Lekraz Teeluck, John Kennedy 159 40 83 36 College) Health Mission Statement To support universal and affordable access to high quality care for all Three-Year Strategic Plan | 2018/19 - 2020/21 57 Current Situation Mauritius has a well-developed health system. 73 Main recent developments: percent of the health needs of the population are

2.11 Health catered by public health institutions and 27 percent • Attendances at public health care institutions by the private sector. The provision of free services in 2017: in the public sector has contributed to remarkable o 4.8 million in primary health care institutions; progress towards universal health coverage. The life expectancy at birth of the population was 74.7 o 202,731 admissions and 3.5 million years in 2017. outpatient attendances in hospitals; and o 21,902 in-patient admissions and 133,867 Non-communicable Diseases (NCDs), notably outpatient attendances at the Subramania cardiovascular diseases, diabetes, cancer and Bharati Eye Hospital, the Ear/Nose/Throat chronic respiratory diseases, are responsible for Centre, Brown Sequard Mental Care the bulk of morbidity, disability and premature Centre, Poudre d’Or Hospital/Chest Clinic deaths. The NCD Survey 2015 revealed that 23 and Cardiac Centre. percent of the population aged 25-74 years has Type 2 diabetes, 28 percent has hypertension and • 47,557 surgical interventions were undertaken 54 percent of the population is either overweight or in hospitals and 647 at the Cardiac Centre. obese. 2,607 new cases of cancer were diagnosed • 14 million pathological tests were carried out. in 2016. On average, NCDs account for 80 percent of total mortality in Mauritius every year. • A total of 20,551 CT scans and 3,922 MRIs were carried out in the five regional hospitals. Medium and Long Term Goals FIGURE 20: INFANT MORTALITY RATE TARGETS • Improve average life expectancy at birth from 74.7 years in 2017 to at least 75.4 years by 2020 and 76.2 years by 2030. 12.2 • Reduce infant mortality rate from 12.2 per thousand 10.0 births in 2017, to 10 in 2020 and 6 by 2030. 6.0 • Enhance the quality of services offered to the public and lay more emphasis on people-centered 2017 2020 2030 services. (Infant mortality rate per thousand births) Health (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS • Upgrade existing primary health care infrastructures and Strengthen Primary construct new ones. Health Care Services • Reinforce the “gatekeeper” mechanism at primary healthcare institutions. • Strengthen healthcare services at all levels, from primary to Respond to the health specialized health services, including long term continuing needs of the ageing care, palliative and rehabilitation services. population • Scale up the prevention and control of NCDs and develop a robust NCDs surveillance system. Address problems • Provide more specialised clinical care for cancer, diabetes and hypertension. of NCDs • In order to minimise wastage and ensure value-for-money, the following actions will be taken: o evidence-based monitoring and evaluation of processes: Improve public health o revamping of the PPP framework to attract more private service delivery investment in the health sector; and o use of ICT to enhance communications between healthcare providers and individuals. • Enhance the healthcare system to make Mauritius a medical Establish Mauritius centre of excellence. as a Medical Hub Three-Year Strategic Plan | 2018/19 - 2020/21 59 Key Actions and Targets Key Actual Target Target Target Performance KEY ACTION 2017/18

2.11 Health Indicator 2018/19 2019/20 2020/21 (Prov.) Percentage Implementation of the of regional e-health system in regional hospitals and - 20 50 100 hospitals and medi-clinics medi-clinics computerised Improving specialized services to address chronic Mortality rate conditions related to non- due to NCDs 534 ≤525 ≤515 ≤500 per 100,000 communicable diseases population (NCDs) Opening of new Cancer Percentage of works completed - 50 100 - Centre Strengthening of primary Number of new Medi-clinic/ health care to reduce AHC/CHC 1 4 6 13 pressure on hospitals constructed Improving neonatal services Infant Mortality in hospitals for new born Rate per 1,000 12.2 11 10 9 babies live births Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 PROJECT Value Estimates Planned Planned New Flacq Teaching 4,432 600 1,500 2,100 Hospital (Phase I) E-Health 738 100 250 300 New Cancer Centre 1,582 500 700 300 New ENT Hospital 932 500 232 - Construction of Mediclinics at Coromandel, Bel Air, 333 55 158 121 Stanley and Quartier Militaire Housing & lands Mission Statement To provide all families with access to decent, safe and affordable housing fitted with adequate services Three-Year Strategic Plan | 2018/19 - 2020/21 61 Current Situation According to the 2011 Housing and Population Census, there were 356,900 housing units in Mauritius. This represents an increase of 20 percent over a 10-year period. Some 90 percent of the housing units

2.12 Housing & lands were used as primary residence, 1.7 percent as secondary residence, while 7.8 percent, that is 28,000 units, were vacant. Home ownership was estimated at 89 percent. Main recent developments Construction of some 1200 housing units to be completed by June 2018: 108 136 61 86 32 98 Montagne Longue 66 86 71 91 164 52 40 73 115 Housing & lands (Cont’d) Main recent developments (Cont’d): • 1,090 families earning up to Rs 15,000 monthly • Hydrographic Surveys are being undertaken have benefitted from the Roof Slab Grant Scheme at Rodrigues in a phased manner. Phase 1 has as at April 2018. been completed. • Construction of new storm water network • A Land Surveyor’s Council has been set up. at Vallée des Prêtres and Cité La Cure Housing • 7 Topographic Maps have been completed for estates and waterproofing, painting and National Disaster Risk Reduction and associated works at Poste de Flacq housing estate Management Centre. completed. • 152 plots of State land on which stand ex-CHA housing units have been sold to the occupiers. FIGURE 21: NUMBER OF ADDITIONAL HOUSING UNITS TO BE CONSTRUCTED Medium and Long Term Goals Additional housing Year units to be constructed • Facilitate access to decent affordable housing in a suitable living environment 2018/19 1,240 • Establish a comprehensive and accurate land 2019/20 6,600 information system 2020/21 2,000 • Provide over 9,500 houses to low-income families over the next three years Strategic Directions and Enablers The main challenges remain the rising demand for be on high rise (up to G+3) configuration. There is also social housing, as well as the need for improving increased pressure for development, coupled with living conditions of inhabitants on existing housing climate change issues, giving rise to the urgent need estates. There is a limited availability of State land for a rethinking of the national planning process. for social housing. Thus, social housing projects will The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS Meet the housing • Accelerate the implementation of the Social Housing Programme needs of low income • Extension of the rehabilitation of NHDC Housing Estates households Uphold good governance • Implement a State Land Register to provide a modern land in the management of information system and reduce turnaround time for delivery of services State lands Ensure better • Set up a National Planning and Development Commission to physical planning improve the legislative and land use development framework. and development Three-Year Strategic Plan | 2018/19 - 2020/21 63 Key Actions and Targets Key Actual Target Target Target Performance

2.12 Housing & lands KEY ACTION Indicator 2017/18 (Prov.) 2018/19 2019/20 2020/21 Number of social Construction of social housing units 1,279 1,240 6,600 2,000 housing units constructed Number of Rehabilitation of NHDC NHDC Housing 3* 8 8 5 Housing Estates Estates rehabilitated Review of the National Draft Report Development Strategy submitted - Jun 2019 - - Number of Preparation of maps to help regions at in Disaster Risk Reduction risk for which 7 2 2 10 Management topographic maps prepared. Setting up of Database of all state lands a Digital State - 100% - - Land register New Planning and Bill introduced Development Bill to March in the National - - - consolidate planning Assembly 2019 legislations * Note: : Waterproofing works at Vallée des Prêtres, Cité La Cure & Poste de Flacq Key Projects (RS MILLION) Project 2018/19 2019/20 2020/21 PROJECT Value Estimates Planned Planned Construction of social housing units - 9,342 4,911 1,462 Rehabilitation of NHDC Housing Estates - 176 173 106 Social protection Mission Statement To provide adequate social protection to the poor, the vulnerable and the elderly, promote gender equality and protect rights of children Three-Year Strategic Plan | 2018/19 - 2020/21 65 Current Situation Over 300,000 beneficiaries have been supported Gender Equality, Child Development in 2017/18 through the various social assistance and Family Welfare

2.13 Social protection programmes and schemes under the Ministry • Promotion of Women Entrepreneurship of Social Security and National Solidarity, the o 140 women entrepreneurs participated at Ministry of Social Integration and Economic the National Sales Exhibition to showcase Empowerment and the Ministry of Gender and market their products and which Equality, Child Development and Family Welfare. attracted some 25,000 visitors. There is an annual increase of 5 percent in the number of persons benefiting from basic pensions o Information, Education and and other support programmes. Communication Programmes organised through a series of 1,200 workshops/ The main schemes and programmes seminars/talks targetting some 50,000 implemented are as follows: participants on women economic empowerment, child protection and Social Security and National Solidarity family welfare. • Strengthening of evidence-based policies • Payment of basic pensions: 270, 000 beneficiaries. on gender issues with the publication and • Allowances paid out: dissemination of the following reports: (i) flood victims: 4,000 households; o The African Gender Development Index (ii) fire victims: 147 households; and for Mauritius. (iii) funeral grant: 2,716 cases. o Handbook on ‘Gender Equality and • Social assistance in-kind: 7,700 cases Women's Empowerment: Triple Win for for wheelchairs, hearing aids, spectacles and the Private Sector’. dentures. o Study on the prevalence, causes, • Around 2,000 persons with disabilities have been consequences and cost of Intimate Partner Violence (IPV) on the Mauritian Economy. supported through training and placement, travelling expenses and parking coupons. • Capacity building initiatives: • 7,000 domiciliary visits have been conducted to o 1,900 public officers, youth and students provide medical support to bedridden persons trained/sensitised on gender-related above 75 years, all elderly persons above 90 issues. years and also to bedridden children. o 110 girls/young women participated in the implementation of a pilot project for Girls’ Social Integration and Economic Empowerment held in deprived regions. Empowerment o Scaling up of the Child Mentoring Programme: 71 child mentors are assisting • Some 10,000 families supported under the children displaying behavioural problems. Social Register of Mauritius (SRM). • Educational support: school materials, school completion premium, second chance programme, child and crèche allowances, have been provided to 17,000 school children. • Financial support has been provided to 173 NGOs for the implementation of 231 projects through the National CSR Foundation. Social protection (Cont’d) Medium and Long Term Goals • Provide fair, equitable and responsive social FIGURE 22: SOCIAL INDICATORS TARGETS protection in a sustainable manner to the citizens of the Republic. • Empower the poor and the vulnerable groups and 2017 2020 2030 promote social inclusion. • Rank among the top 20 countries under the Social Progress Index, with a score improving from 75.2 in 2017 to at least 85 by 2030. Number of families supported • Promote gender equality in all socio-economic and under the Social Register 10,000 8,000 2,000 political processes and protect the rights of children. of Mauritius (SRM) • Move to the top 80 countries on the Global Gender Social Progress Gap Index by 2030. Index (rank) 39 36 20 • Attain at least 30 percent representation of women in Parliament by 2030. Global Gender Gap Index (rank) 112 109 80 Strategic Directions and Enablers Mauritius is facing an ageing population which is support to beneficiaries and persons ) with disabilities increasingly impacting on public finances. needs to be reviewed. There is no proper monitoring and evaluation There is a capacity gap to enable integration of mechanism to assess effectiveness of existing gender perspectives at policy and implementation schemes and poverty programmes. The existing level. There is also an increasing rate of gender- information system for tracking payments and based violence. 90 percent of victims are women. Three-Year Strategic Plan | 2018/19 - 2020/21 67 Strategic Directions and Enablers

2.13 Social protection The following strategies will be implemented : STRATEGIC DIRECTIONS ENABLERS • Reinforce the economic empowerment programmes for the Promote greater social absolute poor in terms of income and educational support, inclusion employability and improvement in living conditions. Promote a culture of • Set up an integrated Management Information System for monitoring and evaluation informed policy decisions. Enhance collaboration with NGOs and other • Establish a coordinated approach through Community Working Groups. stakeholders Ensure sustainability and adequate income • Improve the pension system, including the National replacement in view of the Pensions Fund. ageing population • Design and implement appropriate policies and programmes for enhanced gender mainstreaming. Promote gender equality • Implementation of an e-directory and online platform to enable women entrepreneurs to market their products. Ensure an efficient child • Put in place an effective gatekeeping mechanism in collaboration with relevant stakeholders to ensure an protection system efficient child protection system. • Enhance sensitisation programmes. Combat gender-based • Set up an Integrated Support Services system to provide immediate, consistent, coordinated and timely support violence and promote and counselling to victims of domestic violence on a 24-hr family well-being basis. • Implement an economic empowerment programme for women victims of domestic violence. Promote the welfare • Organise community-based programmes, activities and services. of citizens Social protection (Cont’d) Key Actions and Targets KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Social Integration and Economic Empowerment Empowerment of Percentage of beneficiaries under beneficiaries SRM trained - 20 25 30 and employed Educational support to Number of students from students 17,000 17,500 17,000 16,000 vulnerable groups supported Number Support to NGOs by the of NGO National Corporate 231 projects 400 450 500 Social Responsibility funded Foundation (NCSR) Social Security and National Solidarity Framework for the full Disability enjoyment of human Bill introduced in the - June 2019 - - rights and fundamental freedom by persons National with disabilities Assembly Percentage Assistance under Social reduction Aid in cases 10 20 25 30 supported by Social Aid Percentage of request for Improved services to 40 medical 45 50 60 elderly and persons assistance with disabilities considered within a month. Three-Year Strategic Plan | 2018/19 - 2020/21 69 Key Actions and Targets

2.13 Social protection KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Gender Equality , Child & Family Development Number of innovative Enhance the effective- tools ness of sensitisation developed for 7 15 20 25 programmes on gender gender equality equality Number of Child Day Licensing and Care Centres monitoring of Child Day compliant 147 175 200 225 Care institutions with Regulations Number of Economic fairs empowerment of organised for women trainees/ potential 48 50 55 70 entrepreneurs Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Social Integration and Economic Empowerment Social Security and National Solidarity Gender Equality , Child & Family Development Arts, culture and sports Mission Statement To promote Mauritian arts and cultural values and encourage practice of sports Three-Year Strategic Plan | 2018/19 - 2020/21 71 Current Situation

2.14 Arts, culture and sports Arts and Culture Youth Empowerment There are various assistance schemes to promote Out of some 4,000 young people enrolled in the creative industry and safeguard the interest the Duke of Edinburgh’s International Award of artists. A National Arts Fund has been set up programme, 294 Award Leaders and Assessors to finance activities for performing and fine arts, were trained and 130 participants attained the including recording of music, concerts and sales and exhibition of art work, amongst others. Gold Standard. A national award ceremony has been organised to give recognition to local artists who have made As part of Volunteer Mauritius programme, outstanding achievements. some 2,300 youths have been trained in Police assistance, First Aid, fire assistance and agriculture, amongst others. Ten young entrepreneurs A group of nine Mauritian artists, Les Frères Joseph, won Gold Medal at the 8th Edition of the Jeux de obtained “Prix Bourse” from the CONFEJES. La Francophonie, held in Abidjan, Ivory Coast in July 2017 for their performance entitled “Di Sel”. Medium and Long Term Goals The Sega Tambour of Rodrigues has been Arts and Culture inscribed on the UNESCO list of Intangible Cultural Heritage of Humanity in December 2017. • Increase contribution of artists, creators and It adds to the two Mauritian sites inscribed as performers in the economy. UNESCO World Heritage sites and the Sega Tipik • Safeguard and promote tangible and & Bhojpuri Geet Gawai already listed as UNESCO intangible National Heritage. Intangible Cultural Heritage. Seven Heritage • Develop Mauritius into a preferred film Sites have been rehabilitated during the current shooting destination. financial year. Youth & Sports Sports • Promote elite sport and target top position in A new scheme, the State Recognition Allowance the medal table in the Indian Ocean Islands Scheme for Retired Athletes, has been introduced Games (IOIG) 2019. to give due recognition to athletes who have won • Encourage all Mauritians to practise sports medals at African and international games and for a healthy lifestyle. championships. As at March 2018, there were 105 • Empower the youth for better citizenship. beneficiaries. Mauritian athletes won 160 medals in An annual growth competitions at continental, intercontinental and rate of at least world levels in 2017. Table 2: International Achievement of Mauritian athletes 6 percent targeted over the next decade Number of medals won by Mauritian athletes in major international events FIGURE 23: GROSS VALUE ADDED FROM THE ARTS, African/ Inter- ENTERTAINMENT AND RECREATION SECTOR Year World Continental Continental (RS BILLION) 2014 2015 114 21 17 11 5 3 2018 15.6 2016 36 26 14 2020 17.5 2017 102 11 47 2030 31.3 Arts, culture and sports (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS ARTS AND CULTURE • Provide assistance to artists through support schemes and the National Arts Fund in order to harness new local talents. • Existing training centres (Centre de Formation Artistique, Centre Sustain creativity and de Lecture et d’Animation Culturelle, Serge Constantin Theatre, artistic values Pointe Canon Open Air Theatre) will be better equipped. • Enhance cultural exchange programmes with other countries, as well as with regional and international organisations. • The Status of the Artist Bill will be introduced to define the legal Professionalisation of status of professional artists and improve their economic and the Status of Artist social working conditions. • Review the National Heritage Act to further safeguard our tangible and intangible cultural Heritage including relics, Preserve National archaeological artefacts, as well as historical remnants of flora and fauna. Heritage • Upgrade and rehabilitate historical and cultural sites. • Pursue digitisation of our archives. Transform Mauritius into • A Film Promotion Fund is being set up. a preferred shooting • Implement a new package of measures to boost the destination development of the local film industry. YOUTH & SPORTS • Facilitate the implementation of the National Sports Policy through: o Sports for All: These activities will provide physical, mental, emotional and social experiences across all ages. o Capacity Building: The policy will aim at improving the Enhance sports practice standards of coaches and tutors at all levels in sports. for a healthier nation o Sports Infrastructure: Increase accessibility, maximize utilisation and implement a sports infrastructure and nurture promising maintenance policy. athletes to attain o Excellence in Sports: It will cater for improving performance excellence of elite sportspersons in Mauritius through a structured programme of work. o Measuring the impact of sport: It will identify the processes to be put in place to evaluate the short, medium and long- term effectiveness of funding programmes and schemes in sports. Recognise the contribution of high- • Facilitate employability of high level sportsmen and level sportsmen and sportswomen to ensure a decent livelihood. sportswomen • Implement National Youth Civic Service and Volunteer Empower the youth Mauritius programmes to, inter alia, provide training in to face upcoming leadership skills, youth entrepreneurship, employability and challenges in their social recreational activities. environment • Optimise the use of Youth Centres and other public facilities for greater youth participation in life skills and sports activities. Three-Year Strategic Plan | 2018/19 - 2020/21 73 Key Actions and Targets

2.14 Arts, culture and sports Key Performance Actual Target Target Target KEY ACTION Indicator 2017/18 (Prov.) 2018/19 2019/20 2020/21 Arts & Culture Provision of support to local Number of artists (individuals/groups) artists for the development supported under 325 ≥330 ≥350 ≥ 360 of the creative industries different schemes New building to house National Archives and Progress in completion - 20 70 100 of works (Percentage) National Library at Réduit Upgrading of national Number of museums/ 1 2 2 2 museums upgraded Rehabilitation of national Number of sites rehabilitated 7 8 7 7 heritage sites Provision of support under Number of film projects the Film Rebate Scheme to qualifying under scheme 9 20 25 33 increase film production Youth & Sports Number of programmes Implementation of the and actions - 10 12 14 National Sports Policy implemented Encourage Mauritians Number of persons to practise a sport for a practising sports in public 35,000 42,000 70,000 120,000 healthy lifestyle sports facilities Participation in the IOIG Number of Gold medals 100 2019 Number of youths participating in National Youth Empowerment Youth Civic Service, 35,000 50,000 55,000 60,000 activities Smart Youth & Volunteer Mauritius Programmes Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Arts & Culture Setting up of Galerie d'Art Nationale - 5 5 5 Upgrading of Theatres - 3 1 1 Construction of New Building for the National - 181 152 17 Archives and National Library Youth and Sports Multi Sports Complex at Cote D 'Or 3,895 2,200 850 245 Association for the Upgrading of IOIG Infrastructure 550 375 40 - (AUGI) Addressing gender issues Three-Year Strategic Plan | 2018/19 - 2020/21 75 Current Situation Female unemployment rate is estimated at 10.7

2.15 Addressing gender issues percent in 2017. In 2017, the population comprised 639,221 Women tend to draw lower salaries/wages than women (50.5 percent) and 626,088 men. men across all occupations. In 2017, out of 130,500 Although women participation in the labour force persons in relative poverty, 70,300 were females has increased over the last decades to reach and 60,200 males. Women are more likely to be 45.7 percent in 2017, it remains far below the victims of domestic violence than men; 90 percent average level in upper middle-income countries. of registered cases of domestic violence were It is estimated that Mauritius has currently a large women. The current representation of women in pool of educated women who do not participate parliament is 11 percent, 32 percent in Municipal in the labour force. Councils and 27 percent in Village Councils. GENDER ISSUES MEASURES/ SCHEMES • Review of the National Gender Policy Framework: Gender Cells help to bring in gender balance in decision making process, & gender focal points are responsible for ensuring that gender is mainstreamed in all programmes and policies. • All Ministries to have their Gender Policy Statement and an Action Plan that will contribute to gender equality. • Introduction of Gender Equality Bill to, inter- alia: (i) promote, protect and regulate gender Gender mainstreaming equality in public and private spheres; across sectors (ii) provide for gender equality principles aimed at reducing socio- economic and political inequalities; (iii) eliminate gender-based discrimination, in particular, discrimination against women based on gender roles; and (iv) provide for Gender balance in public financial management through Gender Responsive Budgeting. • Training on gender Responsive Budgeting will be provided to all Ministries to ensure policies and programmes are gender-responsive. • Incentives to provide child day care facilities at the workplace to encourage women in Low female participation employment: fiscal incentives will be provided in labour force to private companies for setting up of child day care facilities. Measures addressing gender gaps (Cont’d) GENDER ISSUES MEASURES/ SCHEMES • Fairs and exhibitions will be organised for trainees and potential entrepreneurs. • Implementation of an e-directory and online platform to enable women entrepreneurs to market their products. High Female • Women Back to Work placement programme: this Unemployment Rate targets women above 35 years to enable them to take up or resume employment. From 2015 to March 2018, 1,689 women were registered in the programme, of whom 852 have already been placed. • The implementation of the National Minimum Wage as from January 2018, will, generally benefit female workers relatively more than their male counterparts where there Gender wage gap existed a pay differential in favour of men. It is expected to result in reducing the gender pay gap which today stands in the ratio of 0.6 to 1 (World Bank Report July 2017). • Legislation has been reinforced to better protect victims of violence. • Enforcement of these provisions will be strengthened. • An Integrated Support Services system will be set up to provide immediate, consistent, coordinated and timely support and counselling to victims of domestic violence Domestic Violence on a 24-hr basis. • Implementation of an economic empowerment programme for women victims of domestic violence. • Appropriate counselling for perpetrators of domestic violence is being envisaged. Training of psychologists/ social workers on perpetrator rehabilitation programme will be enhanced. •  As at March 2018, there were 4,150 female-headed households in the SRM with a total of 15,346 beneficiaries. •  Under the Crèche Scheme, some 56 mothers are attending training or have taken up employment in 2017. Poverty among Women •  Review the “Rupees for Solidarity Scheme” at the National Women`s Council to better: o provide immediate relief to women in distress, pending their access to other means of social aid; and o strengthen solidarity ties among women. Three-Year Strategic Plan | 2018/19 - 2020/21 77

2.15 Addressing gender issues GENDER ISSUES MEASURES/ SCHEMES • A Parliamentary Gender caucus set up in March 2017: o to ensure that gender equality issues are mainstreamed into legislative and policy Low women processes and within parliamentary processes; participation in politics o with the mandate to conduct gender assessments of various policies across Ministries and researches on gender issues & influence policies to address gender inequalities; (Targeting at least 30% of o Two reports submitted in April 2018 (Gender women in Parliament) Audit in Civil Service & Sociological Profiling of perpetrators of domestic violence in Mauritius); and • Formulation of a strategic plan and design of an online gender information system. •  Setting up of specialist rooms in regional state Equal opportunities secondary schools for teaching Food and Textile Studies, and Design and Technology to both boys and in education girls. •  The Building Control (Accessibility and Gender Compliance in Buildings) Regulations effective to ensure that all buildings are gender compliant and accessible to persons with disabilities. Other Gender Issues •  Improving primary health care services with a sustained programme of immunisation, maternal services and facilitating early detection and treatment of breast and cervical cancer. Energy & Public Utilities Mission Statement To ensure energy and water security, safe disposal of wastewater and peaceful use of nuclear technology and ionizing sources Three-Year Strategic Plan | 2018/19 - 2020/21 79

2.16 Energy and Public Utilities Current Situation Main recent developments • A five-year Integrated Water Resources Energy Management Action Plan has been In 2016, the peak power demand reached 468 developed for the period 2017-2022 with a MW compared to 460 MW in 2015. Some 3,042 focus on the northern aquifer. GWh of electricity was generated of which • Bagatelle Dam, with a storage capacity of 78 percent was from non-renewable sources, 14 Mm3, was completed in July 2017. mainly coal and fuel oil and the remaining • About 20 percent of domestic consumers, from renewable sources, mostly bagasse. who use up to 6 m3 of water, are exempted from payment of water charges. The Utility Regulatory Authority, which aims • During FY 2017/18, the CWA replaced at promoting the interest of consumers about 100 km of old and defective pipes, and ensuring safe, reliable and affordable drilled 13 duplicate boreholes, installed 11 electricity supply, is developing a licensing containerized pressure filtration plants and system for the electricity sector. constructed a new service reservoir at Mont Blanc. • The number of customers receiving a 24- hour supply of water has increased from 48 Main recent developments percent in 2014 to 62 percent in 2018. • Four new engines with a total capacity 67 MW were installed and commissioned at Wastewater the St Louis Power Station. The majority of the population in Mauritius is • The construction of three heavy fuel oil still making use of on-site sanitation systems storage tanks of 6,500 m3 at Les Salines was which are gradually being replaced by completed. sewerage networks. About 755 km of sewer • Three new solar farms of 2 MW each lines of 200 mm diameter are in operation became operational and six others of a total and some 133 000 m3 of wastewater is being capacity of 65 MW are being implemented. treated on a daily basis at Wastewater • Energy efficiency labelling on three types Management Authority (WMA) Treatment of domestic appliances (refrigerating Plants. appliances, dishwashers and electric ovens) and energy audits in Government buildings Main recent developments have become mandatory. • 3 projects at Residence Palmerstone • Energy audits in five government buildings Phoenix, Cipaye Brulé, Vallée des Pretres and 43 private enterprises were completed, and Residence La Cure, Port Louis were and are on-going in 18 other government completed. buildings. • 445 additional houses have been connected Water to the sewerage network resulting in a total of 91,314 households connected to the The main sources of water in Mauritius are public sewer network. groundwater (54 percent) and impounding reservoirs and river intakes (46 percent). As at • About 13,249 domestic consumers, who use June 2017, the Central Water Authority (CWA) up to 6m3 of water, have benefitted from an provided universal access to potable water to exemption of wastewater charges. some 370,000 customers. Energy and Public Utilities (Cont’d) Medium and Long Term Goals Energy Water • Maintain a reliable and safe supply of electricity at • Ensure that there is adequate supply of water to all times. meet rising demand in the future. • Increase the percentage of electricity generated • Mobilise 30 Mm3 additional water resources by from renewable sources from 22 percent currently 2020, and 115 Mm3 by 2030. to 28 percent in 2020 and 35 percent in 2030. • Reduce water losses (non-revenue water) from 55 percent in 2017 to 50 percent in 2020, and to 37 Wastewater percent by 2030. • Increase the proportion of premises connected to the sewerage infrastructure from 27 percent in 2017 to 30 percent in 2020 and to 50 percent in 2030. FIGURE 24: ENERGY AND PUBLIC UTILITIES TARGETS Energy Water Wastewater Proportion of electricity Water losses Proportion of premises generated from renewable (non- revenue water) connected to the sources sewerage infrastructure 22% 28% 35% 55% 50% 37% 27% 30% 50% 2017 2020 2030 2017 2020 2030 2017 2020 2030 Three-Year Strategic Plan | 2018/19 - 2020/21 81

2.16 Energy and Public Utilities Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS ELECTRICITY Provide additional energy generation capacity and increase the contribution of renewable energy technologies, as well as implement energy efficiency measures: • Increase the electricity generation capacity with the installation of a Combined Cycle Gas Turbine (CCGT) power plant of 120 MW at Fort George; Ensure security of • Increase the contribution of renewable energy with a 13 MW capacity electricity supply, while solar PV power plant at Henrietta, a wind farm of 29.4 MW capacity increasing the share of at Plaine Sophie and six solar farms of capacity of 65 MW; renewable sources in the • Installation of battery energy storage systems (18 MW) to enhance the reliability of electricity supply, regulate frequency and promote energy generation mix the integration of intermittent renewable energy; • Support low income households with the installation of roof top solar panels for 2,000 households annually; • Increase the mandatory energy efficiency labelling to two other types of household electrical appliances; • Increase the number of energy audits in Government owned buildings; and • Develop a framework to encourage the use of energy-efficient air conditioners. WATER • A water supply infrastructure development programme which includes replacement of old pipes, construction and rehabilitation of dams, replacement of consumer meters, construction of new service reservoirs, and construction and upgrading of treatment plants is being undertaken. More specifically: Increase water o Rehabilitation of La Ferme Dam; mobilisation and o Construction of a new water treatment plant at Bagatelle; improve efficiency of o Replacement of about 300 km of old and defective pipes; distribution, along with o Installation of containerized pressure filtration plants; reduction of non-revenue o Construction of service reservoirs at Rivière Dragon, Cluny, Balisson water and Rivière du Rempart; and o Preparatory works for a new dam at Rivière des Anguilles, new water treatment plants at Pont Lardier & Mont Blanc, and rehabilitation of existing ones at Rivière du Poste, Piton du Milieu, and La Nicolière. WASTEWATER Extend the sewerage • Sewerage infrastructure works will be undertaken in environmentally network across sensitive regions and the former CHA estates. the country RADIATION PROTECTION Ensure adequate • A new radiation protection and nuclear safety legislation will protection of people and be introduced. the environment against • A Centralized Radiological Source Storage Facility will be the harmful effects of constructed at Helvetia. ionising radiation Energy and Public Utilities (Cont’d) Key Actions and Targets KEY ACTIONS Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Total Electricity Generation of electricity generated from from renewable energy renewable 540.6 708.1 733.6 913.1 sources energy sources (GWh) Volume of water Treatment of water for treated (Mm3/ 280 300 310 350 distribution year) Additional Upgrading of Water Supply length of water pipes replaced 100 100 100 100 Infrastructure (km) Number of premises Connection of premises to connected to 91,314 91,940 93,465 96,365 the sewerage network the sewerage network Licensing of operators Number of generating, distributing and licenses issued - 9 11 13 transmitting electricity (Cumulative) Number of Development of standards standards developed 2 4 6 for renewable energy (Cumulative) Three-Year Strategic Plan | 2018/19 - 2020/21 83

2.16 Energy and Public Utilities Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Energy and Public Utilities Grand Baie Sewerage Project - Phase I B 2,683 306 500 696 Pailles Guibies Sewerage Project 1,874 395 400 430 CHA Estates & Low Cost Housing Sewerage Project 418 71 93 80 Highlands Sewerage Project - Phase 1 155 95 4 - Bagatelle Water Treatment and Associated Works 1,339 419 242 16 Rivière Des Anguilles Dam 3,262 55 - - Pipe Replacement Programme- District Water Supply (DWS) - North (incl. Riv. du Rempart, 211 83 21 Pereybère, Roche Noires, Plaine des Roches) Pipe Replacement Programme- DWS- Port 117 103 22 Louis (incl. Roche Bois, Plaine Verte) Pipe Replacement Programme- DWS- East (incl. Alma, Malinga, Moka, Salazie, Les 175 116 100 Mariannes, Lallmatie, Laventure, Brisée 19,760 Verdiere, Marie Jeanne, Quartier Militaire) Pipe Replacement Programme- DWS- MAV Water Supply System (Upper & Lower)- (incl. 298 186 180 Beau Bassin, Rose Hill, Residence Kennedy, Pierrefonds) Pipe Replacement Programme- DWS- South (incl. Rose Belle, Plaine Magnien, Beau Vallon, 185 35 - Mont Fertile, Surinam) Service reservoirs at Cluny, Rivière du 125 70 38 - Rempart, Balisson and Rivière Dragon National Water Development Co. Ltd Replacement of 26 km of Old and Defective Water Pipes - 122 118 - Rehabilitation of La Ferme Dam - 217 375 33 Central Electricity Board Setting up of a 120 MW Combined Cycle Gas 8,155 2,270 800 2,000 Turbine (CCGT) Power Plant - Phase 1 & 2 Construction of GIS Substations (FUEL, Airport, Côte D’Or, Ebène, L’Avenir, Wooton, Henrietta, 2,475 1,426 740 99 Chaumière and Belle Vue) Battery Energy Storage System (BESS) 440 175 175 - CEB (Green Energy) Co. Ltd Setting up of a solar PV farm at Henrietta (8MW) - 260 90 - Environment Mission Statement To build resilience to climate change and improve environmental performance through Sustainable Development. Three-Year Strategic Plan | 2018/19 - 2020/21 85 Current Situation Air temperature in Mauritius has increased by 1.2°C The major threats to small island developing over the last decades, thus surpassing the global states are, inter alia, sea level rise and beach average increase of 0.85°C, while an accelerated erosion. Some thirteen sites have been identified sea-level rise of the order of 5.6 mm per year for where there has been accelerated beach erosion:

2.17 Environment Mauritius, has surpassed the global average rise FIGURE 26: SITES WITH ACCELERATED of 3.3 mm per year. BEACH EROSION According to the World Risk Report 2017, Mauritius remains the 7th country worldwide with the highest exposure to natural hazards and is the 13th country worldwide with the highest risk of disasters. Climate change has increased the frequency, intensity and severity of disasters. Mauritius has been experiencing a higher prevalence of flash floods, larger rainfall variability and more intense tropical cyclones. Major coastal and beach rehabilitation works are being implemented. Furthermore, the country’s preparedness against disasters, together with the mainstreaming of climate change adaptation In 2017, approximately 497,000 tonnes of solid across all key sectors are being addressed. wastes were generated in Mauritius, with over 97 Attempts are also being made to reduce the level percent disposed at the Mare Chicose sanitary of greenhouse gases (GHG) emissions, which was landfill. The continued increase in solid wastes 5.4 million metric tons in 2016. generation, at an annual average rate of 2.4 percent, has significantly reduced the lifespan of Considering long time series of rainfall data the Mare Chicose landfill. (over 100 years), a decreasing trend in rainfall is observed. Figure 25 illustrates this situation for the Main recent developments period 1980 to 2017. • 43 Environmental Impact Assessment (EIA) licen- ces and 8 Preliminary Environmental Report The frequency of short duration heavy rainfall has (PER) approvals issued for the period July 2017 increased and this has led to floods/flash floods to March 2018. in localized areas. Paradoxically, in between the • Upgrading of infrastructure on public beaches: heavy rainfall events, there are relatively long dry spells. o Infrastructural development works at Pet- it Sable public beach (parking area, toilet FIGURE 25: TREND IN ANNUAL RAINFALL (MM) OVER block, retaining wall, drains and landscap- MAURITIUS FOR THE PERIOD 1980-2017: THE LINEAR ing works); REGRESSION LINE SHOWS A DECREASING TREND o Construction of new toilet blocks at Melville Annual rainfall over Mauritius in millimeters (mm), 1980-2017 3500 and Pointe aux Piments public beaches; o Installation of 80 additional bins on 22 pub- 3000 lic beaches and 10 informative Panels at 10 2500 others; and 2000 o Provision of solar lighting facilities on 10 ad- ditional public beaches (Pointe aux Piments, 1500 Bain Boeuf, Grand Gaube, Roches Noires, 1000 Poste Lafayette, Quatre Soeurs, Providence, 1980 1985 1990 1995 2000 2005 2010 2015 Baie du Cap, La Pointe Cassis Le Morne Vil- Source: Mauritius Meteorological Services (MMS) 2018 lage and Bois des Amourettes). Environment (Cont’d) • Collection, repackaging and storage of approx- imately 40 tonnes of obsolete chemicals at the Medium and Long Term Goals interim storage facility for hazardous waste at La • Achieve a “cleaner, greener and safer Mauritius”. Chaumière. • Prevent coastal erosion, protect and rehabilitate • Around 100,000 banned plastic bags seized at im- beaches. port, of which around 60,000 have been recycled locally. • Enhance resilience to climate change impacts and other disasters. • Integration of Disaster Risk Reduction education in the new History/Geography curriculum for • Promote sustainable solid waste management. Grades 4 to 6. • Reduce total greenhouse gas (GHG) emissions by • Contingency plans developed for twelve vulner- 30% relative to the business-as-usual scenario of 7 able and flood-prone areas, namely: Riviere des million metric tonnes CO2 equivalent in 2030. Galets, Fond du Sac, Canal Dayot, Sable Noir, Poste de Flacq, Camp Poorun, Cite Debarcadere, FIGURE 27: GREENHOUSE GAS GHG) EMISSIONS Cite Hibiscus (Central Flacq), Cite Argy (Flacq), (MILLION METRIC TONNES) Tranquebar (Camp Manna/Bangladesh) and Tombeau Bay. • Upgrading of existing Automatic Weather Sta- tions (AWS) and one additional AWS installed at Plaisance. 2016 5.4 2020 5.1 2030 4.9 Three-Year Strategic Plan | 2018/19 - 2020/21 87 Strategic Directions and Enablers Our coastal zone, which is of vital importance to There is also an increasing need to sustainably the socio-economic development of Mauritius, is manage the rising volume of solid waste through

2.17 Environment subject to severe erosion, major threats of sea-level the development of resource efficiency initiatives rise and environmental degradation as a result of and ensure proper disposal of hazardous waste. land and sea-based activities and climate change. The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS Enhance climate change mitigation and adaptation policies: o Develop a nationally appropriate mitigation action plan Increase the country’s towards a low carbon economy. o Implement policy measures for the introduction of cleaner resilience to climate fuels, promotion of energy efficient vehicles and enhanced change traffic management. o Pursue coastal rehabilitation programme including upgrading of beaches at priority eroded sites. Embellishment of public sites and cleaning of water courses: Upgrading of the o Upgrade and embellish the physical environment at various degraded public sites with the construction of health tracks, physical environment endemic gardens and children gardens. to achieve a “cleaner, o Clean up natural water courses and remove debris from our greener and safer general drainage systems to improve the free flow of rain water at various sites around the island. Mauritius” o Implement continued erosion control measures at river banks at critical locations. Uplift and enhance • Implement Beach Management Plans to ensure an integrated approach for orderly development of beach amenities proclaimed public beaches. • The landfill capacity will be increased by at least 5 years Ensure a sustainable through vertical expansion. Solid Waste • In parallel, additional land is being identified for waste Management system disposal. • Measures will be undertaken at governance, institutional and Implement an effective community levels. disaster risk reduction and • A National Multi-Hazard Emergency Alert System will be response strategy installed to deliver timely emergency alert messages to population at risk. • The Doppler weather radar will cover a radius of 450 km Meteorological Services: and will improve the forecasting of extreme weather Improve accuracy of events such as tropical cyclones, heavy rainfall and floods/flash floods. It will be operational by December weather forecasting 2018. Environment (Cont’d) Key Actions and Targets Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 KEY ACTION (Prov.) Environment and Sustainable Development Number Address beach erosion of critical issues at critical coastal coastal sites - 5 5 3 sites rehabilitated and protected Revamping of popular Number of public beaches as per beaches where - 1 1 1 Beach Management Plans works initiated Cleaning of Natural water Number of sites courses to improve the free cleaned 32 30 30 30 flow of rain water Optimisation of Mare Additional Chicose landfill through disposal capacity for Solid Waste - 300,000 200,000 - ‘Wedge Works’ in-between created (m3) closed cells Common Implementation of National Alerting Multi-Hazard Emergency Protocol System June 2019 Alert System operational on pilot basis Mauritius Meteorological Services Obtain real time data in Number of Automatic flash-flood prone and other Rainfall Stations - 1 1 1 vulnerable areas installed Level of accuracy Improve the accuracy of of weather and climate 80% 81% 83% 85% weather forecast information Three-Year Strategic Plan | 2018/19 - 2020/21 89 Key Projects (RS MILLION)

2.17 Environment Project 2018/19 2019/20 2020/21 PROJECT Value Estimates Planned Planned Environment and Sustainable Development Provision of amenities on public beaches and - 40 40 40 implementation of Beach Management Plans Rehabilitation and - 90 90 90 reprofiling of beaches Coastal Rehabilitation- (Climate Change - 50 42 5 Adaptation Programme) Cleaning and Rehabilitation - 10 10 10 of rivers Clean up Mauritius & embellishment campaign- - 70 65 35 "Moris Nou Zoli Pei" Mare Chicose Landfill Site (incl. Wedge works & 815 85 26 24 consultancy services for vertical expansion) Implementation of Emergency Alert System in 48 25 23 - Mauritius Mauritius Meteorological Services Acquisition of Doppler 537 162 - - Weather Radar Public Infrastructure & External Communication Mission Statement To provide world-class inland transport, port and airport infrastructure for increased connectivity and mobility as an engine of growth Three-Year Strategic Plan | 2018/19 - 2020/21 91

2.18 Public Infrastructure and Current Situation port in the region capable of accommodating the largest mother vessels of 12,000 TEUs. Land Transport • The capacity of the Mauritius Container Terminal has been increased to 750,000 TEUs The total road network stood at some 2,350 km (from 550,000 TEUs) allowing Port Louis to as at April 2018, including 1,292 km of classified handle more transshipment traffic. External Communication roads, of which 100 km of Motorway. There were • 7 cranes are now available for loading and around 2,109 public buses serving Mauritius and unloading of vessels, positively impacting on Rodrigues on more than 322 routes. The number port productivity. of vehicles (cars, motorcycles, vans, trucks and • Total cargo traffic has increased by 3 percent buses) rose to 531,797 in 2017 from 507,676 in to reach 7.5 million tonnes in June 2018. 2016. • The total number of vessels that took bunker at Port-Louis increased by almost 12 percent As at April 2018, there were 1,500 contractors and to reach 2,011 in 2017. 800 consultants registered with the Construction Industry Development Board operating in the Airport construction industry. Currently, more than 20 scheduled airlines serve Main recent developments: more than 30 destinations through the SSR International Airport. The passenger terminal • Works on major road decongestion projects handles some 1,640 passengers per hour (both namely Metro Express, Jumbo-Phoenix arrivals and departures) and has a capacity Roundabouts, and A1-M1 Bridge have started. of 4 million passengers per year. The Airport is • The Bus Modernisation Scheme has been operating at 92 percent of its capacity. enhanced to allow bus operators to replace their existing bus fleet with eco-friendly buses. Main recent developments: • A Road Safety Audit has been completed in October 2017 to identify road safety problems • Lease Agreements signed with three and recommendations made on mitigation major Operators/Developers for the newly measures are being implemented. developed Cargo, Freeport and Logistics • 2 Moto Ecoles became operational since zone. A fourth operator will start its operations March 2018 to improve the learning and before end-June 2018. licensing process for riders of motorcycles. • The air freight traffic has increased by nearly 18 percent in 2017, reaching almost 61,000 Port tonnes for both inbound and outbound cargo (incl. transshipment). Port Louis is the sole maritime gateway of the • The Aviation Training Centre of AML has country. It handles 99 percent of the total volume acquired TrainairPlus accreditation as of external trade and contributes 2 percent to associate member, thus giving it access to a GDP. database of Training Programmes at nominal costs. Main recent developments: National Development Unit • The Mauritius Container Terminal berths have been extended to 800 metres and Main recent developments: strengthened to establish Port-Louis as a full- fledged container transshipment hub in the • Some 800 projects (471 roads, 217 drains region. and 102 amenities) implemented around the • The navigational channel has been dredged island. to 16.5 metres, making Port Louis the deepest • 5 drain projects completed in Rodrigues. Public Infrastructure & External Communication (Cont’d) Medium and Long Term Goals Land Transport • Increase Container Terminal capacity to 1 million Twenty-foot Equivalent Units (TEUs) by 2020 and • A modern, safe and efficient land transport to 2.5 million TEUs by 2030 with the coming into system and road network for improved operation of the Island Container Terminal. connectivity and mobility of people and goods. • Improve productivity to 29 moves per hour in • An initial 13 km of Light Rail Transit System 2020 and to 35 moves per hour in 2030. operational by September 2019, and an additional 13 km by September 2021. Airport • 25 km of new road network will be added to the existing 1,292 km of main road by 2020, and a • Develop SSR International Airport into a major further 85 km targeted by 2030. regional logistics and aviation hub. • Increase passenger handling capacity to 4.5 Port million by 2020 and 6 million by 2030. • Expand air freight traffic to 65,000 tonnes in • Transform Port Louis into a major logistics and 2020 and 100,000 tonnes by 2030. maritime hub. FIGURE 28: PUBLIC INFRASTRUCTURE TARGETS Airport Passenger terminal Air cargo volume handling capacity (tonnes) (million passengers) 2018 4.0 62,000 2020 4.5 65,000 2030 6.0 100,000 Land Transport Port Length of Length of new Capacity of Port Productivity Light Rail classified roads container (crane moves per Transit system operational (km) terminal (TEUs) hour) installed (km) 2018 750,000 25 2020 13 25 2020 1 Million 29 2030 >30 110 2030 2.5 Million 35 Three-Year Strategic Plan | 2018/19 - 2020/21 93 Strategic Directions and Enablers

2.18 Public Infrastructure and Land Transport, Government Buildings and Vehicles The key challenges are i) traffic congestion, buildings and vehicles, mostly ageing, is impairing ii) increase in number of road traffic accidents, and effectiveness of public services leading to higher iii) increasing public transport subsidies. In addition, operating and replacement costs. External Communication inadequate maintenance plan for Government The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS • Traffic re-engineering. • Construct new roads, bridges, flyovers and Alleviate traffic congestion bypasses, where required. • Introduction of the Light Rail Transit system. • Bus modernisation scheme to encourage renewal of the fleet with low emission buses. • Redevelop the Bus Terminals in Port Louis, Modernise public Rose Hill, Quatre Bornes, Vacoas, and Curepipe into modern urban terminals transport system integrated with the metro system. • Introduce cashless ticketing system. • Online registration for Motor Vehicle Licences (MVL). Encourage private sector • Adopt cost sharing policy in the context of participation in infrastructure smart city projects, where the private sector will contribute in financing new road projects. projects • Conduct rigorous educational, training and awareness programmes. • Provision of safety devices in identified risky Improve road safety areas. • Installation of conspicuous traffic signs to alert drivers of accident-prone areas. • Set up a Geotechnical Unit with adequately Address geotechnical problems trained personnel to provide technical advice in affected areas on infrastructure projects with respect to geotechnical risks. • Develop new guidelines to ensure adequate Adequate maintenance of maintenance of Government buildings. • Develop a vehicle management system to Government buildings and ensure proper maintenance of vehicles so vehicles that the fleet is economically and sustainably managed. Public Infrastructure & External Communication (Cont’d) Strategic Directions and Enablers Port There is need to ensure that port infrastructure vessel clearance procedures (which require some 57 facilities are used optimally. The main constraints documents per port call and take around 2 hours). are i) lower port productivity than competitors in Moreover, the connectivity to Madagascar and the region (an average of 22 crane mph against eastern coast of Africa is low and freight rates are 30 mph by regional competitors), ii) frequent exorbitant. downtime owing to bad weather, and iii) lengthy The following strategies are being implemented: STRATEGIC DIRECTIONS ENABLERS • Recruit and train adequate staff to ensure that Improve port productivity for cranes are fully operational and to sustain a optimal operation of cranes minimum of 25 crane moves per hour day and night. • Implement the first phase of the Island Terminal project comprising construction of a 2 km long Minimise closure of port breakwater to create a tranquil basin in front of the Mauritius Container Terminal and a operations owing to bad navigation channel dredged to 18 metres that weather will enable handling of the largest container vessels and reduce downtime due to bad weather conditions. • Construction of a Cruise Terminal Building at Les Salines will accommodate both Cruise and Enhance cruise reception Inter-Island passenger traffic, which is expected facilities to reach 60,000 passengers by 2020. Cruise traffic is expected to increase to 50 cruise liner calls by 2020. • Recruitment of a Port Consultant to audit the Transform Port Louis into a current situation and make recommendations. • The objective is to develop single window SMART port guidelines and framework that covers the entire life cycle for vessels calling at Port Louis. Address the issue of connectivity • Acquisition of a multi-purpose vessel by MSCL. and high freight rates to • With the development of Port Louis into a transhipment hub, the increased activities of the Madagascar and eastern coast major shipping lines will also provide enhanced of Africa. connectivity to the region. Three-Year Strategic Plan | 2018/19 - 2020/21 95 Strategic Directions and Enablers (Cont’d)

2.18 Public Infrastructure and Airport The main challenges are (i) limited passenger terminal capacity with sustained growth in traffic, and (ii) the need to improve border control system at the Airport to accelerate the process of passenger clearance. External Communication The following strategies are being implemented STRATEGIC DIRECTIONS ENABLERS • Review of the Airport Master Plan to cater for increase in traffic for the next 20 years. Expand passenger handling • Refurbish the old passenger terminal to capacity expand passenger handling capacity by 500,000. • Extension of the new passenger terminal. Improve border control and • Implement a new Passenger Information Strategic Directions process of passenger clearance and Enablers System. • Set up an Aircraft Rescue and Fire Fighting Improve performance of Aircraft Simulator to provide more practical training Rescue and Fire Fighting services and development towards handling any emergency relating to an aircraft. Land Drainage Management Owing to climate change, Mauritius has been experiencing a higher prevalence of flash floods and larger rainfalls variability. The following strategies are being implemented STRATEGIC DIRECTIONS ENABLERS • Flood risk mapping through Aerial 3D imagery Digital Elevation Model. Improve flood resilience • Preparation of a Land Drainage Masterplan to provide a multi-year national flood risk reduction strategy. • Implementation of drainage infrastructure in flood prone areas. • Regular maintenance and cleaning of existing drainage infrastructure, rivers and canals. • Combat illegal dumping of wastes in rivers, canals and drains. Address flooding • Audit of rivers and watercourses to assess their carrying problems in a holistic capacity and remedial measures to increase their manner • hydraulic flow. Intensify inspection and enforcement of conditions of Building and Land Use Permits to prevent illegal constructions. • Promoters of morcellement projects will be required to prepare and submit as part of the EIA report a full- fledged Drainage Impact Assessment (DIA). • Specialised training of firefighters for rescue operations Enhance response during flooding. • Implementation of the National Multi-Hazard Emergency to floods Alert System to deliver timely emergency alert messages to the population at risk. Public Infrastructure & External Communication (Cont’d) Key Actions and Targets Key Performance Actual Target Target Target Indicator 2017/18 KEY ACTION (Prov.) 2018/19 2019/20 2020/21 Public Infrastructure and Land Transport Jumbo Phoenix roundabouts reconstructed - 20% 40% 100% A1-M1 bridge constructed - 20% 40% 100% Implement the Road Decongestion Programme Flyover at M1 at Decaen Street constructed 30% 100% St Julien Bypass completed - Oct 2018 Implement Road Safety Kilometres of roads made safe through installation of 105 125 125 125 measures road safety devices Modernise the public Introduction of cashless payment system Jun 2019 Transport System Railway legislation enacted Apr 2019 Implementation of Metro Express system Phase 1 (from Port Louis to Sep Rose-Hill) operational 2019 Develop new guidelines New guidelines for maintenance of operational Jan 2019 Government Buildings External Communications Volume of cargo traffic (million tonnes) 7.5 8.5 9.3 10.2 Modernise port infrastructure Volume of Container Transhipment Traffic (In and 270,000 380,000 475,000 580,000 Out) - TEUs Improve port Crane productivity (moves per hour) 22 25 27 29 productivity Improve cruise reception Number of cruise liner calls 37 41 45 50 facilities Enhance Cargo and Volume of air cargo Freeport development at (tonnes) 61,000 62,000 64,000 65,000 the Airport National Development Unit Addressing flooding Number of drain projects problems in a holistic and implemented 217 220 225 236 coordinated manner Flood risk mapping through Production of Digital Elevation Maps covering April Aerial 3D imagery Digital whole of Mauritius and 2019 Elevation Model Rodrigues Three-Year Strategic Plan | 2018/19 - 2020/21 97

2.18 Public Infrastructure and Key Projects (RS MILLION) External Communication Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned PROJECT Public Infrastructure Road Maintenance and Rehabilitation - 600 600 600 Construction of La Vigie - La Brasserie Link Road - 200 300 74 Construction of Flyover at De Caen Street, 377 201 18 - Port Louis Refurbishment of Emmanuel Anquetil Building 156 46 49 43 Construction of Jin-Fei Port Road 331 200 56 - Repair of Embankment Failure on Terre Rouge/ 326 169 17 - Verdun Road Construction of Cap Malheureux Bypass 200 75 120 5 Upgrading of Radier St Martin at Bel Ombre 76 34 3 - Construction of Jumbo Phoenix Roundabout and 4,527 1,070 1,700 1,094 A1-M1 Bridge Upgrading of B28 Road from Deux Freres to Bel Air 212 50 157 5 Upgrading of Ebene Flyover 250 100 135 15 Improvement of Bend at Nouvelle Decouverte 70 60 8 2 Land Transport Construction of Metro Express system 18,800 9,006 2,856 1,752 Road Safety Programme 200 200 200 Port and Airport Development Island Container Terminal (Study) 62 28 - - Cruise Terminal Building 700 396 231 49 Procurement of one big Tug 400 100 200 100 New Control Tower including equipment 763 485 240 13 Refurbishment of oil jetty (M & E) 116 93 23 - Procurement of three small tugs 140 42 84 14 Construction of Breakwater at Fort William & 800 300 450 50 Caudan Future Passenger Terminal Expansion Project at 6,000 - 50 1,575 SSR International Airport Refurbishment of the Departures Boarding Lounge 250 225 13 12 of the old Passenger Terminal Construction of Fishing Port at Fort William 1,400 - 300 600 Civil Aviation Replacement Of Very Small Aperture Terminal (VSAT)/Very High Amplitude Modulation (VHF- 80 17 8 - AM) System National Development Unit Construction and Upgrading of Drains - 750 450 400 Construction & Upgrading of Roads - 300 300 300 Construction and upgrading of amenities - 95 82 79 Public Order & Safety Mission Statement To enhance security and safety in the country by reducing the level of crime Three-Year Strategic Plan | 2018/19 - 2020/21 99 Current Situation

2.19 Public Order & Safety Main players upholding Law & Order: Judiciary Attorney General's Mauritius Police Mauritius Prison Office Service Service Administers Justice & Provides independent legal Enforces the law, enhances Manages and rehabilitates maintains an independent advice and representation national security and protects offenders for their re- judicial system the country from security integration in society Contributes to a fair legal threats Safeguards the rights and system and promotes the rule freedom of individuals of law in the public interest Main recent developments of each Mauritius Police Service department: • Total market value of Rs 415.6 million of drugs Judiciary seized from July 2017 to April 2018. • 77 Police Stations and the Central Crime The Digital court recording system has been Investigation Department equipped with upgraded to ensure accurate record keeping and CCTV and audio recording systems. speedier delivery of justice. • 65 Search and Rescue Operations at sea conducted by the National Coast Guard. Attorney General’s Office • CGS Valiant operational for enhanced surveillance of our territorial waters and rapid • Civil Advice and Representation (from July 2017 intervention at sea. to April 2018): o 10,747 requests for advice were entertained Mauritius Prison Service and 2,187 civil cases were dealt with o Number of cases heard before the Judicial • Operationalisation of a new mechanical and Committee of the Privy Council is 25. electrical workshop at Eastern High Security • Number of Bills prepared, Acts gazetted and Prison, Melrose. Regulations gazetted (including Proclamations • Some 325 detainees have followed accredited and Cabinet Memorandum) amounted to 410 in Vocational and Educational Programmes 2017. including Primary School Achievement • Out of 16,996 cases referred to the Office of the Certificate, Music & Distance Learning Courses. DPP, 1,196 were heard before the Intermediate • Launching of Residential Rehabilitation Court, 52 were heard and lodged before the Lotus Centre at Eastern High Security Prison, Assizes and 193 were referred for Appeal before Melrose. the Supreme Court. 9 cases were referred to the • Re-Opening of Phoenix Prison. Judicial Committee of the Privy Council. Public Order & Safety (Cont’d) Medium and Long Term Goals Move towards a national system that guarantees security and safety of people living in Mauritius. FIGURE 29: CRIME RATE TARGETS Reduce crime rate from 4.8 per thousand population in 2016 to 4.5 by 2020 and to less than 4.0 by 2030. Strategic Directions and Enablers The key challenges being faced include the rise in the scourge of synthetic drugs, emergence of new types of crime such as financial and cyber-crimes and an increase in the number of illegal activities such as maritime piracy in the Exclusive Economic Zone. The number of road accidents causing death or serious injury has also been increasing. The following strategies are being implemented : STRATEGIC DIRECTIONS ENABLERS JUDICIARY Uphold independence and • Introduce legislation to separate Court of Appeal and the High Court to improve public objectivity in justice perception of independence in dispensing justice administration and streamlining appeal cases. ATTORNEY GENERAL’S OFFICE Provision of quality legal • Provide appropriate capacity building to ensure quality legal advisory, litigation and drafting services services. POLICE SERVICE • Scaling up of the Safe City Project to the national level. • Equip the police workforce with appropriate state-of-the-art equipment and carry out training Combat crime and drug to meet current and future challenges. • Strengthen collaborative partnerships with local proliferation and international partners to address issues such as road safety, drug scourge and maritime security. Three-Year Strategic Plan | 2018/19 - 2020/21 101

2.19 Public Order & Safety STRATEGIC DIRECTIONS ENABLERS POLICE SERVICE Police Service Effective traffic & road safety • Installation of Intelligent Traffic Surveillance Cameras along motorways, main roads and management public places • Provide timely and professional responses to public request and emergencies and maintain confidence through a problem solving Create safer neighbourhoods approach. • Strengthen operational capabilities through patrols, investigations, intelligence development and other innovative strategies. PRISON SERVICE • Implement best correctional practice and Reduce reoffending and comprehensive rehabilitation programmes. • Enhance opportunities for vocational and rehabilitate detainees for education training. re-integration in society • Adapt rehabilitation programmes to cater for an increasing number of young offenders. FORENSIC SCIENCE LABORATORY •  Implement Drug Driving screening through Improve detection of drug abuse investment in specialised equipment and cases among drivers capacity development to process Drug Driving Cases. Key Actions and Targets KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Attorney General’s Office Average time for Timely delivery of legal tendering legal 10 10 10 10 advisory services advice(days) Average time All policies requiring for policies to legislative actions be translated into appropriate 6 6 6 6 effectively translated into appropriate legislations legislations (weeks) Timely advice on criminal Percentage of cases that are investigations and decisions processed within ≥ 90 ≥ 90 ≥ 90 ≥ 90 to prosecute cases 8 weeks Public Order & Safety (Cont’d) Key Actions and Targets KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Judiciary Percentage of Timely delivery of outstanding cases at the 48 42 40 38 judgements Supreme Court Construction works for Percentage completion of a New Supreme Court construction 20 80 100 Building works Putting in place an Electronic electronic Revenue Register Revenue Register 10% 100% for proper monitoring of revenue collection operational Police Service Ensure safer Percentage neighbourhoods by reduction in number of reducing Crime against reported cases - 2 1 1 Property (Larceny with of crime against aggravating circumstances) property Number of road Render our roads safer traffic operations in relation to through targeted speeding, use 420 450 475 500 crack-down operations of mobile phone against road traffic offences and drunk driving Detection rate in Increase detection rate in reported cases of 44% 45% 46% 48% all reported cases of crimes crimes Percentage of Increase effectiveness in drug related operations arrest and seizure in drug- resulting in 75 78 80 80 related operations arrest and seizure Three-Year Strategic Plan | 2018/19 - 2020/21 103 Key Actions and Targets

2.19 Public Order & Safety KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Forensic Science Laboratory Implementation of Drug Time taken to Driving Screening as from submit analysis - 45 30 15 Jan 2019 report (days) Prison Service Fight against recidivism Percentage of detainees through comprehensive imprisoned more 68 67 66 65 rehabilitation programmes than once Number of Increase in capacity detainees following MQA for detainees to follow Approved 325 330 340 350 Educational & Vocational educational Training. and vocational training. Detoxification Programme at the Eastern High Security Number of detainees Prison to help substance following the 51 75 75 75 abusers released from detoxification Prison to live a drug-free programme life in the community Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Judiciary Construction of New Supreme Court 1,100 600 156 - Computerisation of Revenue Collection system 15 12 - - Forensic Science Laboratory Acquisition of Laboratory Equipment - 31 17 17 Construction of Forensic Laboratory - 28 93 104 Police Service Safe City Project - 460 642 642 Project Trident - Integrated Development Project - 150 500 1,200 for the National Coast Guard Mauritius Disciplined Forces Academy - 97 317 358 Construction of Police stations at Cent Gaulettes, Moka, Camp Diable, Pamplemousses, Vallee 136 37 37 25 Pitot, L’Escalier & Grande Montagne Regional Detention Centre at Piton 75 15 50 9 Implementation of Advance Passenger 225 110 104 11 Information System (APIS) General Public Services Mission Statement To contribute in building a modern and fair society and instill a culture of excellence in the Civil Service Three-Year Strategic Plan | 2018/19 - 2020/21 105 Current Situation

2.20 General Public Services Government acts as the facilitator, regulator Departments are in the process of implementing and provider of essential services through: the strategy. • Central Government, covering Ministries and Medium and Long Term Goals Departments; • An inclusive society without any discrimination. • Statutory Bodies and Government agencies; • Rodrigues’ Regional Assembly; and • Vibrant local democracy and good governance • Local Government covering Municipalities and in the management of the affairs of the Local District Councils. Authorities. The public sector contributes to around 20 percent • A highly capable workforce, operating at a of GDP and employs 99,700 people. consistently high standard. Main recent developments • Mauritius will maintain its 1st position in the Mo Ibrahim Index of African Governance. Prime Minister’s Office • By 2021, Mauritius will enter the league of • A Migration and Development Policy has been countries with Very High Human Development developed to consolidate joint efforts and Index (HDI). partnerships among all stakeholders. • The National Economic and Social Council FIGURE 30: HDI SCORE TARGETS FOR MAURITIUS has been set up to address key socioeconomic issues. 0.87 • The Citizen Support Unit portal is also 0.81 operational in Rodrigues since October 2017. 0.78 • A Visitor Medical Visa, issued to foreign patients upon arrival, has been introduced to promote the development of private health care. 2015 2020 2030 Local Government • Over 400 projects have been implemented across all municipal and district councils. • The Mauritius Fire Code has been finalised and will be given legal status through an amendment to the Mauritius Fire and Rescue Service Act. Civil Service • Out of the 6,779 vacancies filled between July 2017 and March 2018, 3,867 were at entry level and 2,912 at promotional level. • 150 Schemes of Service have been prescribed. • The Governance structure for implementation of the Public Sector Business Transformation Strategy has been finalised and Ministries/ General Public Services (Cont’d) Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS • Reinforce the current legal framework. • Ensure an effective migration management that Strengthen border control responds to the socioeconomic priorities and challenges of Mauritius. Empower citizens to take •  Provide timely and relevant information on informed decisions on subjects of Government policies, action, and activities for better understanding by the population. public interest Local Authorities to deliver •  Empower Local Authorities through the appropriate legal and funding framework. services efficiently and effectively Improve intervention and response time in cases of • Capability development of the Mauritius Fire emergencies such as fire, flash and Rescue Service. flood, cyclones and major accidents • Adopt human resource strategies conducive to meeting customer needs. Create an efficient and effective • Ensure that Public Officers are continuously service delivery culture adapting, developing and implementing new skills in the workplace. • Set up a financially sustainable pay policy. Key Actions and Targets KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Prime Minister’s Office Ensure safe and orderly migration to prevent abuse Immigration Act April and exploitation and amended - - - 2019 discourage entry of foreign nationals with ill intentions Investigation of complaints Percentage of received in relation with investigations discrimination through completed for 22 25 25 25 the Equal Opportunities complaints received Commission Restoration of Civil Status No of records Records/ Documents (Birth, restored - 600,000 1.2 million 1.8 million Death & Marriage) (Cumulative) Three-Year Strategic Plan | 2018/19 - 2020/21 107 Key Actions and Targets

2.20 General Public Services KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Government Printing Percentage of publications Timely printing services delivered within 78 80 82 84 9-12 weeks Local Government & Outer Islands Rehabilitation of Plaza Percentage of renovation 20 100 Theatre – Phase III works completed Percentage Rehabilitation of Town Hall of renovation 40 100 of Curepipe works completed Rehabilitation of Port Louis Percentage of renovation 25 100 Theatre- Phase I works completed Percentage of high risk Enforcement of statutory premises fire safety requirements in inspected >90 >90 >90 >90 high risk premises complying with fire safety requirements Provision of 10 Access to internet Mbps bandwidth Sept - connectivity in Agalega capacity 2018 Civil Service and Administrative Reforms Number of Operationalization of the HRMIS modules ready for - 4 1 Payroll, Human Resources, implementation Self-Service, Performance Management and Learning Rolling out and Management modules implementation of the Human Resource in other Management Information Ministries/ - >60% >80% >100% Departments on System (HRMIS) a phased basis Payroll Improving efficiency of public officers through Capacity Building and Number of Capability Development Public Officers 6,034 10,000 11,000 12,000 Programme, customized trained training courses and e-learning system. Number of safety audits conducted in Ministries/ 7,245 6,200 6,600 6,600 Maintaining a system Departments approach to improve safety Number of & health standards and organisations compliance through safety where OSH audits Management 22 40 50 60 Systems developed (cumulative) General Public Services (Cont’d) Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Prime Minister’s Office Upgrading of Crime Intelligence System - 13 13 13 Government Printing Construction of New Building for Government 468 75 125 237 Printing at Pte aux Sables Civil Service and Administrative Reforms Integrated Human Resource Management Information 414 50 20 16 System Local Government and Outer Islands Construction and upgrading of drains across - 100 - - the island Construction and upgrading - 400 120 120 of amenities Construction of New District Council Head Offices for 178 50 80 41 Pamplemousses D.C, Flacq D.C & Savanne D.C Construction of Market Fair 118 28 50 20 at Bel Air Construction of Market Fair and Traffic Centre at 276 38 80 121 Goodlands Construction of Market Fair 125 28 50 30 at Chemin Grenier Construction of Market Fair 85 28 40 10 at Mahebourg Renovation of Plaza 324 54 70 140 Theatre Phase III Renovation of the Town 145 - 60 20 Hall of Curepipe Setting up of 16 Incinerators at Mahebourg, Souillac, Grand Bois, Highlands, Allee Brilliant, La Marie, Solferino, Bigara, Rose Hill, Quatre - 200 - - Bornes, Richelieu, Vallee des Pretres, Calebasses, Congomah, Montagne Blanche and Chamouny Fire Services Rose Belle Fire Station 61 30 11 Three-Year Strategic Plan | 2018/19 - 2020/21 109 Constitutional Bodies Mission Statement To provide efficient, reliable and high quality public services to protect the rights of Mauritians Three-Year Strategic Plan | 2018/19 - 2020/21 111 Current Situation Independent Commission Against Corruption: mandated to fight corruption through investigation, prevention and education. During

2.21 Constitutional Bodies The constitutional bodies promoting efficiency current financial year: and transparency in the public sector are as follows: o Assets worth Rs 180 million of persons reasonably suspected to be involved in National Assembly: aims at a well-supported money laundering were attached by the legislature for oversight and a well-informed Supreme Court. public regarding legislative proceedings. o 18 new cases were lodged before the Intermediate Court and 16 persons were From July 2017 to April 2018: convicted by the Intermediate Court either for corruption or money laundering o 26 bills out of 29 have been passed and offences. assented to. o The 2nd Report of the Public Accounts The constitutional bodies involved in protecting Committee was tabled in March 2018. the rights of Mauritians and in dispute o The Parliamentary Gender Caucus settlements are as follows: submitted two reports in April 2018 (Gender Audit in Civil Service & Public Bodies Appeal Tribunal: it allows Sociological Profiling of perpetrators of aggrieved public officers to appeal against domestic violence in Mauritius). the decision of Public Bodies with regard to appointment exercises or disciplinary actions. Office of the Electoral Commissioner: provides an From July 2017 to April 2018, a total of 1,274 out independent, impartial and professional electoral of 1,378 appeals were dealt with. service that meets the needs of all stakeholders. Office of Ombudsman: addresses issues arising National Audit Office: provides independent from maladministration in the public sector and assurance to the National Assembly on the use of redresses any wrongdoings. From July 2017 to public resources and promotes good governance April 2018, 586 complaints have been received by enhancing accountability in the public sector. and 438 finalised. Public Service Commission: ensures that Mauritius Employment Relations Tribunal: arbitrates has a professional and efficient Civil Service and settles disputes between workers, or trade geared towards excellence. The implementation unions of workers and employers or trade unions of e-recruitment in February 2018 has enabled of employers. From July 2017 to April 2018, 22 members of the public to apply online. From July awards delivered and 7 orders made. 2017 to March 2018: National Human Rights Commission: protects o Number of vacancies filled at promotional and promotes human rights through investigation level: 2,369 and sensitisation. Some 2,000 persons sensitized o Number of vacancies filled at entry level: during current financial year. 1,519 Office of Ombudsperson for Children: ensures Local Government Service Commission: provides that the rights, needs and interests of children are qualified and suitable human resources to Local given due consideration by the society. Over 3,500 Authorities in a timely manner. From July 2017 to adults and children sensitized on the rights of the April 2018: child and related issues during current financial year. o Number of vacancies filled: 226 o  Number of promotions/appointments approved: 382 Constitutional Bodies (Cont’d) Medium and Long Term Goals FIGURE 31: CORRUPTION PERCEPTIONS INDEX RANKING • Uphold the principles of good governance, ethics, transparency and accountability across all public institutions. • Improve the ranking and score of Mauritius under the 54 (out of Corruption Perceptions Index (CPI) of Transparency 2017 180 countries) International. 2020 <50 2030 Top 30 Mauritius is currently ranked 54th (6th in Africa) with a score of 50. Strategic Directions and Enablers STRATEGIC DIRECTIONS ENABLERS PROMOTING EFFICIENCY IN THE PUBLIC SECTOR • Harness the potential of information and communication technologies to reduce Modernise public services processing time and improve efficiency and quality of service delivery. • Develop a National Anti-Corruption Policy and Improve corruption prevention Strategy. and investigation • Implement a technology-based investigation system to enhance effectiveness. Expand the democratic space of • Set up a Youth Parliament which will serve as a platform for youth to voice out and discuss issues the nation of national importance. PROTECTION OF THE RIGHTS OF MAURITIANS • Enhance Human Rights sensitisation sessions Protect and promote through a wider network targeting both general public and specific audiences. human rights • Encourage participation of children so that they become champions in advocating for their rights. • Safeguard rights of citizens through fair and Ensure fair treatment timely resolutions of cases and adequate follow- up actions by public bodies Three-Year Strategic Plan | 2018/19 - 2020/21 113 Key Actions and Targets

2.21 Constitutional Bodies KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) National Assembly Setting up of a Youth Parliament to provide a Number of platform for young people participants - 80 80 80 to discuss issues of national targeted importance Office of the Electoral Commissioner Extracts of registers Organisation and conduct prepared, polling stations - Dec 2018 - - of Village Council Elections identified, logistics set up Extracts of Organisation and conduct registers prepared, of National Assembly polling stations - - Dec 2019 - Elections identified, logistics set up National Audit Office Percentage Audit and certification of of financial financial statements within statements 6 months of submission by audited and 76 90 90 95 Statutory Bodies and other certified within bodies 6 months of submission. Issue of Performance Audit Reports on the extent Government bodies are Number of Performance applying their resources Audit Reports 4 5 5 5 and carrying out their issued operations economically, efficiently and effectively. Public and Disciplined Forces Service Commissions Automation of submission and processing of Average time taken to process applications resulting in recruitment 28 27 26 26 improved efficiency and (weeks) service delivery Average time taken for Timely processing of approval of 6 5 5 5 schemes of service schemes of service (weeks) Constitutional Bodies (Cont’d) Key Actions and Targets KEY ACTION Key Actual Target Target Target Performance 2017/18 Indicator 2018/19 2019/20 2020/21 (Prov.) Public Bodies Appeal Tribunal Increase the number of Percentage of cases dealt with within six cases dealt with 47.8 50 52 55 months Office of Ombudsman Provide an efficient and Percentage of effective complaint- cases finalised - 70 70 75 handling service within 12 months Employment Relations Tribunal Disposal of disputes Number of cases disposed of and applications within within statutory 71 102 107 112 statutory time limit time limit Local Government Service Commission Timely recruitment / Average processing time promotion in the Local of applications 7.7 9 8 8 Government Service (weeks) Independent Commission Against Corruption Upgrading of the Case Management System Case (CMS) to render the process management - June 2019 - - of case management more system upgraded effective and efficient Number of CPR Conduct of Corruption reports to be 18 20 20 20 Prevention Reviews released Development of best Number of practice guides and conduct publications 2 2 2 2 of research studies National Human Rights Commission Increase in the percentage of resolved cases relating to Percentage of resolved cases 70.4 71 72 73 alleged violation of human rights Office of Ombudsperson for Children Percentage Investigation of cases of of cases violation of the rights of investigated 83 75 75 75 children and disposed of within 90 days Three-Year Strategic Plan | 2018/19 - 2020/21 115

2.21 Constitutional Bodies Key Projects (RS MILLION) PROJECT Project 2018/19 2019/20 2020/21 Value Estimates Planned Planned Office of the President Renovation of State House (Phase 1) 45 27 12 - Public and Disciplined Forces Service Commissions Additional two floors to the new building at the 39 8 20 11 Public and Disciplined Forces Commissions Local Government Service Commission Extension and Renovation of the Local Government 34 22 12 - Service Commission Three-Year Strategic Plan | 2018/19 - 2020/21 117 THREE YEAR STRATEGIC PUBLIC INVESTMENT PLAN 2018/19 – 2020/21 Laying the Foundations Public investment is a significant long-run driver of project preparation (feasibility studies, design, land economic growth and, hence, improvement in living acquisition, preparation of bid documents, etc.). standards. The 3-year Strategic Public Investment Plan sets out the financial resources that are planned For projects to be undertaken under a public-private in infrastructure development over the three years partnership, the BOT Projects Unit at the Procurement 2018/19 to 2020/21 by the central Government, Policy Office oversees the overall process with a view parastatal bodies and state-owned enterprises. to optimising use of resources and ensuring value for These infrastructures are categorised into economic money and budget affordability. infrastructure (such as roads, bridges, rail lines, airports, energy, water distribution) and social infrastructure With a view to accelerate project implementation, (like social housing, education, health, sports and procurement of goods, works, consultancy or other leisure). services funded by at least 50 percent of the estimated project value, from grant, or concessional financing as Successful delivery of the medium term investment may be approved by the Minister, from a foreign State, plan depends on proper project preparation, are exempt from the Public Procurement Act. implementation and supervision. Government is taking actions to improve delivery and performance In case of challenge from an unsuccessful bidder, on project implementation through (i) identification of the Independent Review Panel is required to give the right projects after proper selection and appraisal its decision on an application for review within a processes, and (ii) improvement in the planning maximum of 30 days, failing which the Public Body and preparation processes that will optimise use of shall proceed with the procurement proceedings and resources. finalise the award of the contract. In this connection, the Public Investment Management The Framework Agreement for roads, drains and Unit (PIMU) has been set up at the Ministry of Finance amenities being implemented by the National and Economic Development to improve project Development Unit and the Local Government has been selection and appraisal based on such criteria as: - revised to provide for higher financial thresholds. This will enable projects to be implemented on fast track a. Strategic fit with Government vision and objectives; basis as from Financial Year 2018/19. b. Potential for economic growth and job creation; and/or The Framework Agreement concept has been c. Social development; extended to all other Ministries/Departments to ease the procurement exercise with a view to accelerating A two-stage financial clearance is now operational implementation of projects. As such Ministries/ whereby budgetary provisions for implementation of Departments have the option to procure the services projects are made only for those projects that passed of consultants and contractors, outside the public the selection and appraisal criteria set by PIMU and sector, for implementation of projects costing up to Rs that have reached the required level of preparedness 25 Million under Framework Agreements. (i.e., tender documents are ready to be launched). For other projects that have not yet reached the required level of preparedness, funds are provided for Three-Year Strategic Plan | 2018/19 - 2020/21 119 The Three-year Strategic Public Investment Plan 3.1 The three-year strategic (2018/19 - 2020/21) Public Investment Plan The Government is laying the foundations for Rs 69.1 billion in economic infrastructure and improved infrastructure, a more productive Rs 50.6 billion in social infrastructure over the economy and a better society for decades to next 3 years, representing a total investment of come by facilitating public investment of around Rs 119.7 billion. Rs 69.1 billion Rs 50.6 billion total investment of in economic infrastructure in social infrastructure Rs 119.7 billion Investment for 3-years 2018/19 - 2020/21 Total, 119.7 billion Economic, 69.1 billion Social, 50.6 billion 0% 20% 40% 60% 80% 100% Social Infrastucture Economic Infrastucture Administrative & Others Energy 12% Water 22% 8% Airport 8% Water 7% 4% Agriculture & 39% ocean economy Roads and Transport The Three-Year Strategic Public Investment Plan Funding Mix The Public Investment Plan is funded from various sources: 1. The Consolidated Fund; 2. National Environment Fund; 3. State-Owned Enterprises - Public Entities own funds Funding Mix for Capital Projects by Sector Total Road and land transport Energy Port and airport development Water Wastewater Agriculture and marine economy Drain, community development, environment Education Social housing and social protection Health Public order and safety Sport, Recreation, Art and Culture Administrative & others 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Consolidated Fund National Environment Fund SOEs/Public Entities Three-Year Strategic Plan | 2018/19 - 2020/21 121 Type and Nature of Investment 3.1 The three-year strategic Planned expenditure by asset type for 2018/19 - 2020/21 Public Investment Plan Investment nature for 2018/19 - 2020/21 75 % Maintaining New asset 9 % existing asset 3 % Other Improving 13 % existing assets Major planned investment by key Sectors 2018/19 – 2020/21 RS 26.6 BN RS 15.1 BN Road & Land Energy Transport Major road and land transport infrastructure will With a view to ensuring long-term security either be completed or under implementation. of electricity supply and providing additional Phase I of the Metro Express project will be electricity generation capacity, a Combined Cycle completed by September 2019. The Decaen flyover Gas Turbine (CCGT) power plant of 120 MW will be will be completed by December this year. The A1-M1 set up at Fort George. To enhance the reliability of Bridge and the Phoenix Roundabout are expected electricity supply, regulate frequency and promote to be completed by September 2020. The La Vigie – the integration of intermittent renewable energy, La Brasserie road and the Ebene Flyover will start in 18 MW of battery energy storage system will be this FY . Road Safety and maintenance programmes installed. A 13 MV solar PV plant will be set up, in will continue all around the island. phases, at Henrietta. RS 4.8 BN RS 9.0 BN Water Health To improve the water mobilisation and distribution Improving the health services is a priority for the infrastructure, in addition to the replacement of Government. Major projects have started and old and defective water pipes, various projects others are expected to start by the end of this year including construction of service reservoirs and to be completed within 2 to 3 years. The new ENT installation of containerised pressure filtration Hospital, the new Flacq teaching Hospital and plants will be implemented. The construction of new the new Cancer Centre are few examples. 5 new and upgrading of existing water treatment plants Mediclinics are being built. Health services will be are under preparation. The dam at La Ferme will be digitalised through the e-Health project to improve rehabilitated and the construction of a new dam at the quality of service. Riviere des Anguiiles is under preparation. Three-Year Strategic Plan | 2018/19 - 2020/21 123 3.1 The three-year strategic Public Investment Plan RS 17.2 BN Social housing RS 11.0 BN & Social Port and Airport Protection development Some 1,900 housing units have been built and The container berth terminal has been delivered last year. 2,800 are actually under strengthened and extended to 800 metres and construction and more than 7,000 are planned over the navigational channel dredged to 16.5 metres. the three years across various regions of the island. 7 ship-to-shore cranes are now operational and Modular-type housing units will be constructed 1 additional will be acquired in 2019. Studies for the beneficiaries under the Social Register of around a new Island Container Terminal will Mauritius. For our elderly, the Riambel Recreation be completed this year and procedures for centre is expected to be completed this year. the construction of the breakwater will start in 2019. The Airport terminal will reach saturation soon and procedures are being initiated for the extension of the new Passenger Terminal. RS 4.5 BN RS 5.0 BN Education Sports, Recreation, Arts and Culture In the context of the Nine-Year Continuous Basic In order to host the Indian Ocean Island Games Education, emphasis is being given on upgrading, in 2019, a new multi sports complex is being built extending and provision of specialist rooms at Cote D’Or comprising a stadium, a swimming pool and a gymnasium. Sports facilities will be in secondary schools. At secondary level, the constructed throughout the island to enable Ramsoondur Prayag SSS at Riviere du Rempart citizens to practise sports activities and stay is being re-constructed for a safer environment. healthy. To promote arts and culture, a National New primary schools are being built at Black River Art Gallery is being set up and cultural sites and Labourdonnais. Pre-primary units are being are being upgraded. The construction of the set up at Mount Ory, Grand Baie and Notre Dame National Archives and Library will start this year and completed in two years. Film producing Government Schools. companies are also benefiting from the film rebate scheme with a view to boost the sector in Mauritius. Major planned investment by key Sectors 2018/19 – 2020/21 RS 3.0 BN RS 3.9 BN Agriculture and Wastewater Ocean Economy A National Wholesale Vegetable Market at Belle Rive With the objective of expanding wastewater and a new Slaughter House at Wooton are currently infrastructure and providing for a proper under preparation and construction will start this wastewater disposal system, sewerage projects year. A new vessel will be acquired by the Mauritius will be implemented in various regions including Shipping Corporation to serve the region. Grand Baie, Pailles, Highlands, Residence Sadally, Vacoas and Valentina, Phoenix. In addition, preparatory works are underway for implementing sewerage projects at Camp Rouillard, Curepipe and Morc. Goolamally and Terre Rouge. RS 5.1 BN Drains Community Development Environment protection Some Rs 2 Bn will be invested in the construction of RS 5.8 BN drains all around the island over the next three years in order to mitigate the disruptions caused by flash floods. To better predict the weather conditions, Meteorological Public Order Services will acquire one more Automatic Rainfall Station in addition to the Doppler Weather Radar. Children and Safety playground, incinerators and various sports facilities are Upholding law and order remain high on the agenda being constructed. As regards environment, much effort of the Government. New infrastructures are built, is being devoted to the management of solid waste and namely, the Mauritius Disciplined Forces Academy, rehabilitation and protection of beaches against erosion. an integrated development project for the National Coast Guard comprising mainly a new headquarter, a berthing infrastructure, a Mobile Marine Lift of 400T capacity and a ship repairs facility, an Advance Passenger Information System, new Police Stations RS 8.5 BN and Detention Centres , 10 additional NCG Posts, Administrative a new Supreme Court and a new Forensic Science Laboratory. and others Three-Year Strategic Plan | 2018/19 - 2020/21 125 Major Capital Projects by Sector 3.1 The three-year strategic Project Estimates Planned Planned 3-Year Details Value 2018/19 2019/20 2020/21 Total Public Investment Plan Roads and Land Transport Infrastructure 37,829 13,241 8,433 4,970 26,643 of which: Construction of Metro Express system 18,800 9,006 2,856 1,752 13,614 Construction of La Vigie - La Brasserie Link Road - 200 300 741 574 Construction of Flyover at De Caen Street, Port Louis 377 201 18 - 219 Widening of M2 Motorway between Jin-Fei and Mer Rouge 331 200 56 - 256 Construction of a Bypass at Cap Malheureux 200 75 120 5 200 Construction of A1-A3 Link Road 200 50 120 30 200 Road Safety Programme - 200 200 200 600 Repair of Embankment Failure on Terre Rouge/Verdun Road 326 169 17 - 186 Upgrading of B28 Road at Deux Freres 212 50 157 5 212 Upgrading of Ebene Flyover 250 100 135 15 250 Reconstruction of B104 (Baie du Cap- Chamarel - Case Noyale) 100 10 85 5 100 Road at Chamarel Construction of Jumbo Phoenix Roundabout and A1-M1 Bridge 4,527 1,070 1,700 1,094 3,864 Road Maintenance and Rehabilitation - 600 600 600 1,800 Landslide Stabilization works at Chamarel 313 30 180 103 313 Upgrading of Pointe aux Sable Road at Petit Verger 115 70 42 3 115 Hillcrest Flyover, Quatre Bornes 244 75 145 24 244 Energy 30,154 6,963 4,198 3,949 15,110 of which: Extension and Enhancement of Distribution Networks - 1,095 865 551 2,511 Setting up of a 120 MW Combined Cycle Gas Turbine (CCGT) 8,155 2,270 800 2,000 5,070 Power Plant Construction of 66 kv GIS Sub Station at Wooton, Ebene & L’Avenir 775 600 100 - 700 Airport 66/22kv Substation 300 260 10 - 270 Reconstruction of 66/22kv substation at FUEL 400 350 10 - 360 Cote D’Or 66/22kv GIS substation 350 200 110 - 310 Battery Energy Storage System 440 175 175 - 350 Increase Capacity of Sans Souci Dam 200 135 15 - 150 Construction of 66kv GIS Substation at Henrietta, Chaumiere 600 1 500 99 600 and Belle Vue Laying Double Circuit 66kv cables to Airport and Cote d’Or 315 30 120 165 315 Double Circuit Tower Line from Henrietta to Combo 250 20 115 115 250 Laying Double Circuit 66kv cables from CCGT to Dumas 400 5 195 200 400 Major Capital Projects by Sector (Cont’d) Project Estimates Planned Planned 3-Year Details Value 2018/19 2019/20 2020/21 Total Port and Airport Development 38,634 3,548 3,410 4,032 10,989 of which: (i) Port development Berth Extension and Strengthening at Mauritius Container Terminal 6,783 634 - - 634 (MCT) - Phase 1 Construction of Breakwater at Fort William & Caudan 800 300 450 50 800 Acquisition of 1 additional Superpost Panamax Crane 750 511 128 - 639 Construction of Fishing Port at Fort William 1,400 - 300 600 900 Refurbishment of oil jetty (M & E) 116 93 23 0 116 Cruise Terminal Building 700 396 231 49 676 Acquisition of one big and three small Tugs 540 142 284 114 540 (ii) Airport development New Control Tower 763 485 240 13 738 Future Passenger Terminal Expansion Project at 6,000 - 50 1,575 1,625 SSR International Airport Integrated Customs and Governmental Clearance 428 115 246 48 409 Centre at the Airport Refurbishment of the Departures Boarding Lounge of the 250 225 13 12 250 old Passenger Terminal Implementation of Advance Passenger Information System(APIS) 225 110 104 11 225 Water and Wastewater 28,303 3,630 2,834 2,147 8,610 of which: (i) Water Upgrading of La Nicolière Water Treatment Plant 430 18 0 0 18 Riviere Des Anguilles Dam 3,262 55 - - 55 Bagatelle Dam and Bagatelle Water Treatment and 8,465 578 250 24 852 associated works Riviere du Poste Water Treatment Plant 96 58 30 - 87 Rehabilitation of La Ferme Dam - 217 375 33 625 Pipe Replacement Programme - 1,143 643 322 2,108 (iii) Wastewater Grand Baie Sewerage Project- Phase I B 2,683 306 500 696 1,502 Pailles Guibies Sewerage Project 1,874 395 400 430 1,225 CHA Estates & Low Cost Housing Sewerage Project 418 71 93 80 245 Highlands Sewerage Project - Phase 1 155 95 4 - 99 Repairs/Maintenance/ Upgrading of Sewerage Infrastructure 672 113 111 89 314 Three-Year Strategic Plan | 2018/19 - 2020/21 127 3.1 The three-year strategic Project Estimates Planned Planned 3-Year Details Value 2018/19 2019/20 2020/21 Total Public Investment Plan Agriculture and Ocean Economy 4,434 1,011 1,099 939 3,049 of which: Derocking Of Small Planters’ Lands - 135 120 100 355 Construction of a National Wholesale Market 390 125 140 113 378 Construction of New Slaughter House 250 75 90 85 250 Acquisition of a new Vessel for Mauritius Shipping Corporation Ltd 500 50 225 225 500 Construction of Mauritius Bio Technology Institute 700 20 200 300 520 Drains, Community Development and Environment Protection 8,821 2,531 1,424 1,194 5,149 of which: Land Drainage Programme - 850 450 400 1,700 Construction of Secondary Roads - 300 300 300 900 Construction and upgrading of amenities - 495 202 199 896 Setting up of 16 Incinerators - 200 - - 200 Renovation of the Town Hall of Curepipe and Plaza Theatre 469 54 130 160 344 Construction of Market Fairs at Bel Air, Mahebourg and Chemin 328 84 140 60 284 Grenier Rehabilitation and Reprofiling of Beaches - 100 100 100 300 Coastal Rehabilitation-(AFB-Climate Change Adaptation 157 50 42 5 97 Programme) Mare Chicose Landfill Site - Modified Cell 7 815 85 26 24 135 Acquisition of Doppler Weather Radar 537 162 - - 162 Acquisition of Compactor and Tipper Lorries 130 65 65 0 130 Education, Social Housing and Social Protection 35,385 11,376 7,268 3,127 21,771 of which: Construction, extension and upgrading of Schools - 730 1,219 806 2,754 (Primary & Secondary) Upgrading, extension and provisions of specialist rooms in schools in 1,023 236 220 150 606 connection with Nine-Year Schooling Construction of Social Housing Units 21,216 2,585 6,198 3,072 11,854 Social Housing for Vulnerable Groups - 80 60 60 200 Rehabilitation of Insfrastructure of NHDC Estate - 176 173 106 456 Casting of Roof slab Grant Scheme - 100 100 100 300 Construction of Recreational Centre at Riambel 215 100 13 - 113 Major Capital Projects by Sector Project Estimates Planned Planned 3-Year Details Value 2018/19 2019/20 2020/21 Total Health 10,995 2,368 3,393 3,274 9,034 of which: Construction of New Flacq Teaching Hospital 4,432 600 1,500 2,100 4,200 E-Health - 100 250 300 650 New ENT Hospital 932 500 232 - 732 Construction of Mediclinics at Quartier Militaire, Bel Air, Stanley, 420 64 158 121 343 Coromandel and Floreal New Cancer Centre - 500 700 300 1,500 Acquisition of High Tech and Other Medical Equipment - 265 200 200 665 Public Order and Safety 9,276 1,678 1,831 2,334 5,843 of which: Project Trident - Integrated Development Project for the National - 150 500 1,200 1,850 Coast Guard Mauritius Disciplined Forces Academy - 97 317 358 772 Construction of New Supreme Court - 600 156 - 756 Construction of Forensic Laboratory - 28 93 104 225 Light Armoured Personnel Carriers - - 88 85 173 Acquisition of Fire Fighting Equipment 389 81 12 - 93 Acquisition of 20 Firefighting and Rescue Vehicles - 180 - - 180 Sports, Recreation, Arts and Culture 6,033 3,063 1,370 554 4,987 of which: Multi Sports Complex at Cote D‘Or 3,895 2,200 850 245 3,295 Association for the Upgrading of IOIG Infrastructure (AUGI) 550 375 40 - 415 Construction of New Building for the National Archives and National - 181 152 17 350 Library Administrative and Other projects 15,043 3,178 3,179 2,156 8,513 of which: New Administrative Tower - 312 926 359 1,597 Setting up of SME Parks 670 150 100 100 350 Construction of New Building for Government Printing at - 75 125 237 437 Pte aux Sables Construction of Chancery and staff residence - Addis Ababa 151 60 7 - 67 Research and Innovation Projects - 60 60 60 180 Acquisition of Land - 500 400 400 1,300 Construction of office building for District Council at Flacq, 178 50 80 41 171 Pamplemousses & Savanne Rodrigues projects - 821 794 765 2,379 TOTAL PUBLIC SECTOR INVESTMENT PROGRAMME 52,587 38,437 28,674 119,698 Major Capital Projects in PSIP 44,364 31,750 23,101 99,215 Percentage of Major Capital Projects in PSIP 84.4% 82.6% 80.6% 82.9% Three-Year Strategic Plan | 2018/19 - 2020/21 129 Community-Based Projects to improve everyday life of people Within the social infrastructure spending of Rs solar lighting, toilets, parking areas and other 3.1 The three-year strategic Public Investment Plan 50.6 billion over the three years, due consideration amenities such as fireplaces, kiosks, picnic tables, is being given to small community-based projects etc. across the island that will improve the everyday life of the citizens. Areas of major interest are:- Other Social Projects Many other social projects are being Flooding implemented in all regions of the island. Some examples, amongst others, are: resurfacing of The 12 Local Authorities (LAs) will undertake roads, upgrading and construction of bridges, continuous maintenance and cleaning of drains, installation of 16 incinerators across the island, rivers and canals, all over the island, which will construction of children playgrounds, and prevent overflowing. Drains will be constructed construction, upgrading and lighting of playfields. throughout the island, especially in flood-prone areas. The Ministry of Environment and Sustainable Development will carry out an audit of the hydraulic capacities of rivers and water courses and identify sites where siltation and vegetation are hindering optimal water flow. The Doppler Weather Radar will provide more accurate information on rainfall prevision while the Automatic Rainfall Stations (ARS) being acquired by the Meteorological Services will provide real time data in flash-flood prone and other vulnerable areas. Social housing Some 1,900 houses have been built and the Government plans to build some 9,800 over the next three years. In addition to the houses being built, some 200 modular type housing units will be put in place over the next 3 years for beneficiaries under the Social Register of Mauritius. Sports and leisure Multi sports complexes, football grounds, training grounds, swimming pools, children playgrounds, sport facilities are being constructed and upgraded all throughout the island. 13 beaches that have been identified as being critical with respect to erosion will be rehabilitated and protected. Public beaches will be provided with Key Community-Based Projects by Districts 1. PAMPLEMOUSSES 6. RIVIERE DU REMPART • Construction and upgrading of • Construction and Upgrading of drains drains at Le Hochet, Creve Coeur, at Fond du Sac, Vale, Mapou, Amitie, D’Epinay, Baie du Tombeau, Gokhoola and Cottage. T Rouge, Solitude and Triolet. • Construction of social housing units at • Social Housing units at Baie du Goodlands, Cottage & Piton. Tombeau, Petite Julie • Construction and upgrading of roads at • Construction and upgrading of Goodlands, Riv du Rempart, Plaine des roads at Mt Longue, C Coeur, Le Roches, Roches Noires, Cap Hochet, Notre Dame, Triolet, Malheureux, Fond du Sac and Petit Pamplemousses, T aux Biches, Raffray. Arsenal and Calebasses. • Mini soccer pitch, children playground and health track at Solitude 4. PORT LOUIS • Construction of drains @ Pte aux Sables, La Tour Koenig, Camp Firinga, Tranquebar and Vallee des Pretes. • Construction and upgrading of roads at Bell Village, Ward IV, Cassis, Soreze, 2. PLAINES WILHEMS Tranquebar, Vallee Pitot, Camp Yoloff and St Croix. • Construction and upgrading of drains • Mini Soccer Pitch at La Tour Koenig, Champ La Marie, Quatre Bornes and Roches de Mars and R Terre. Brunes. • Football ground at Vallee Pitot. • Construction and upgrading of roads • Children Playgroud at Cite la Cure. at Q Bornes, Camp Fouquereaux, Phoenix, Vacoas, Eau Coulee, La Marie, Trianon, R Hill, Mesnil, B Bassin, Highlands, Henrietta, Coromandel and Curepipe • Social Housing units at Chebel, Henrietta and Camp Levieux, Wooton • Mediclinic at Stanley. • Mini Soccer Pitch at Solferino 3. BLACK RIVER • Construction and upgrading of drains at Bambous and its catchment. • Construction and upgrading of roads at Tamarin, La Gaulette, Cascavelle, Albion, Gros Cailloux, Chebel, Flic en Flac, Bambous and Baie du Cap. • Construction social housing units at Gros Cailloux Three-Year Strategic Plan | 2018/19 - 2020/21 131 3.1 The three-year strategic Public Investment Plan 5. MOKA 8. FLACQ • Construction and upgrading of drains • Construction and upgrading of drains at Dagotiere, Vuillemin and Ripailles. at Camp Thorel, Flacq, Clemencia and • Construction and upgrading of roads at Mt Blanche. St Pierre, Moka, Q Militaire, St Julien, • Construction and upgrading of roads at L’Esperance, Petit Verger, Moka, St Julien, Lallmatie, Bon Accueil, L’Avenir, MelRose and Providence. Belvedere, Grande Retraite, Bois • Petanque court at Moka & Cote D’Or. D’Oiseaux, Argy, Camp Ithier, Belle • Children Playground and Mini Soccer Mare and Camp de Masque. Pitch at N Decouverte. • Synthetic Sports Ground for Volleyball- • Meclinic at Quartier Militraire. Basketball- Tennis- Mini soccer at Bel Air and Trou D’eau Douce. • Construction of social housing units at Sebastopol, Argy, St Julien • Mediclinic at Bel Air. 7. SAVANNE • Construction and upgrading of drains at Grand Bois and La Flora. 9. GRAND PORT • Construction and Upgrading of Roads at Riv des Anguilles, Riv du Poste, La • Construction and upgrading of drains Flora, Chemin Grenier, Chamouny, Bois at Nouvelle France and Plaine Magnien. Cheri, Souillac, Bel Ombre, Britannia • Construction and upgrading of roads and Camp Diable. at Union Park, New Grove, Rose Belle, • Construction of housing units at Mare Nouvelle France, L’Escalier, Ferney, Tabac, Beau Bois and Souillac. Cluny, Bananes and • Incinerator at Souillac. Mahebourg. • Incinerator at Mahebourg. • Social Housing units at Mare D’Albert, Mare Tabac and Plein Bois. • Mini soccer pitch at Rose Belle and New Grove 11. AGALEGA 10. RODRIGUES • Construction of Housing units. • Internet through undersea cable. • Construction of dispensary • Construction of Social Housing units Monitoring and Reporting Progress The 3-Year Strategic Public Investment Plan also tracks the performance of capital projects in terms of expected completion timelines. The current and expected status of the 477 selected projects over the three years is as per table below. PROJECTS PROGRESS: CURRENT - 2020/21 500 123 400 180 267 Number of projects 372 300 295 200 204 297 100 59 105 6 Current status end 2018/19 end 2019/20 end 2020/21 Preparation Implementation Completion Note: Ongoing capital expenditure in programmes like road maintenance, rehabilitation of beaches, upgrading of amenities, etc, and general recurring acquisitions or upgrading of equipments, vehicles, furniture and fittings, etc, are excluded from the number of projects in the above chart. The included projects have a defined implementation timeframe. Projects will be closely monitored with a view to identifying and promptly addressing constraints and bottlenecks so that projects are delivered within planned timelines.