L’HEBDOMADAIRE ÉLECTRONIQUE GRATUITÉDITION 350 – VENDREDI 09 JUILLET 2021 L’HEBDOMADAIRE DIGITAL GRATUIT

Deployment Strategies, Opportunities and Challenges across the Globe

THE 5G READINESS GUIDE

Sub-Saharan Africa: We need to act now

Sub-Saharan Africa is in the grips of a third wave of COVID-19 infections that threatens to be even more brutal than the two that came before. This is yet more evidence of a dangerous divergence in the global

economy. One track for countries with good access to vaccines, where strong recoveries are taking hold. And another for those countries that are still waiting and at risk of falling further behind

COMPETITION NEWS, ISSUE 4, JUNE 2021

Ongoing investigations at its highest

16TH MEETING OF THE COMESA BUSINESS COUNCIL

“Emerging discriminatory practice” on vaccines denounced

INTERNATIONAL MONETARY FUND

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BIZ ALERT3

Ongoing investigations at its highest

COMPETITION NEWS, ISSUE 4, JUNE 2021

The Competition Commission of Mauritius announced the forthcoming publication of its Annual Report for the financial year 2019-2020, which is marked by a decade of existence of the institution, in the 4th issue of its newsletter ‘Competition News’. However, it gave some indications as to

investigations which are on the rise, as well as hearings

“COVID-19 has exacerbated the non-tariff barrier of restrictions in the free movement of people. This is due to the emerging discriminatory practice of certain approved WHO vaccines being a prerequisite for international travel. The business community requests an appeal by the African Union against this in-equitable practice.” This was said by Mr. Marday Venkatasamy, the CBC Chairperson at the 16th meeting of the COMESA Business Council (CBC) Board of Directors, held on Thursday 1st July 2021.

He further pointed out that the practice was coming at the time when Africa is exploring ways of developing its own vaccines, fur-ther noting that health security should be a top priority issue for African countries.

The COMESA Secretary Gen-eral, Ms. Chileshe Kapwepwe, recognised that CBC, working in collaboration with COMESA, had been at the forefront of the devel-opment of the Regional Guide-lines on the Movement of Essen-tial Goods and Services Across the

Region During the COVID-19 Pe-riod. “This underscores the importance for consistent involvement and advocacy of the private sector in policy making processes and public-private dialogue to address some of the notable challenges in regional trade,” stated Ms. Kapwep-we.

Speaking on the fundamental role of trade facilitation, she went on to add, “digitization of industry re-mains a core pre-requisite for promoting trade and regional integration especially within this pandemic period, where there

is a greater call for improving regional supply chains in order to advance indus-trialization and increase trade among COMESA countries.”

Ms. Kapwepwe cited further constraints affecting the industry competitiveness that needed to be addressed, as: inadequate in-frastructure development; limited technical capacity of manufactur-ers and agro-industry players; lim-ited access to finance by growth enterprises; and limited access to regional and global value chains by

SMEs.The 16th meeting of the CBC

Board of Directors, Presidents and CEOs of national apex private sec-tor Associations and Chambers of Commerce from the COMESA re-gion, was attended by Mr. Marday Venkatasamy and Dr. Ismael You-souf from the Mauritius Cham-bers of Commerce; Dr. Khaled Magboul from Sudan Chambers of Commerce; Mr. Sachen Gudka from Kenya Association of Manu-facturers; Dr. Amany Asfour from

Egypt Business Women Associa-tion; Mr. Stephen Ruzibiza from Rwanda Private Sector Federation; Dr. Tinashe Manzungu from Zim-babwe Chamber of Commerce; Mr. Oliver Bastienne from Sey-chelles Chamber of Commerce, and Ms. Sandra Uwera the CBC Chief Executive as Secretary to the Board. The meeting was also at-tended by the COMESA Secretary General, Ms. Chileshe Kapwepwe, as Guest of Honor, and as an ex officio member of the Board.

16TH MEETING OF THE COMESA BUSINESS COUNCIL “Emerging discriminatory practice” on vaccines denounced

“The number of ongoing investigations is at its highest”, says the Competition Commission of Mauritius (CCM)

in its 4th Newsletter for June 2021. Accord-ing to the Commission, some enterprises being investigated have realised that coop-erating all along with an investigation is the most effective solution.

Similarly, the number of ongoing and imminent hearings before the Commission are also at its highest. “Decisions regarding cases will likewise be sustaining the pace and parties to proceedings are availing of opportunity to engage with us to find effective solutions”, can we read in ‘Competition News’.

The CCM also reminds that it had a first case where divestment was imposed as rem-edy. This is in respect to the merger situa-tion arising from New Goodwill Investment Company Ltd’s potential acquisition of a majority stake in Medine Distillery Com-pany Ltd. “Divestment may seem drastic, but it is an effective remedy used worldwide to curtail the substantial lessening of competition resulting from a merger”, affirms the authority.

The Annual Report of the CCM for the year 2019-2020 will soon be published. As snapshot, the ‘Competition News’ gives a breakdown of the number of cases it has been dealing with.

In the year under review, which saw the

outbreak of the COVID -19 pandemic, the Competition Commission received 61 com-plaints and it internally generated another 14 issues. From those, 18 proceeded to enquir-ies and added to other ongoing ones at the beginning of the year, this brought the tally to 36.

Cross-border enforcement

13 enquires were closed as there were no reasonable grounds for any restrictive busi-ness practices, while 3 enquiries proceeded to investigation and 1 advice submitted to the Minister; 19 enquiries were still ongoing at the end of the year.

Of the 3 enquires that proceeded to in-vestigations, 1 enquiry generated 3 distinct investigations, hence a total of 5 investiga-tions were initiated during the year. Added to those, the Competition Commission also handled another 9 brought forward from previous year, thus a total of 14 handled during the outgoing year, of which 3 were completed. The Competition Commission also handled 2 market studies and complet-ed 32 reviews of merger transactions occur-ring in the COMESA states and which may have an impact on Mauritian markets.

On the regional level, being party to the

COMESA Treaty has the legal effect of making the COMESA Competition Regula-tions & Rules of 2004, binding upon Mau-ritius.

“We have been very active in our collaboration with the COMESA Competition Commission (CCC) on cross-border enforcement activities es-pecially regarding referrals on merger notifications and on requests for clearance on agreements between

operators in the common market. We review and complete between 20 to 30 such referrals per year. To further consolidate our cooperation with the COMESA, the Competition Commission has initiated the process for implementing a dedicated legal and procedural framework for cross-border en-forcement. We are working closely with COMESA for the appointment of a consultant for this project which is being financed by the COMESA.”

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LA TOUR4

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Sub-Saharan Africa: We need to act now

INTERNATIONAL MONETARY FUND

Sub-Saharan Africa is in the grips of a third wave of COVID-19 infections that threatens to be even more brutal than the two that came before. This is yet more evidence of a dangerous divergence in the global economy. One track for countries with good access to vaccines, where strong

recoveries are taking hold. And another for those countries that are still waiting and at risk of falling further behind

The growth of infections in sub-Saharan Africa is now the fastest in the world, with an explosive trajectory that is outpacing the record set in the

second wave. At this pace, this new wave will likely surpass previous peaks in a matter of days—and in some countries, infections are already more than double, or even triple, their January peaks. The latest (delta) vari-ant—reportedly 60 percent more transmis-sible than earlier variants—has been detect-ed in 14 countries.

When the pandemic first hit, quick action by policymakers helped prevent infection rates seen elsewhere around the world. But it pushed already strained local health sys-tems to the breaking point. Only six months after the initial crisis, the region experienced a second wave that swiftly outpaced the scale and speed of the first. Now, another six months on, sub-Saharan Africa faces its third devastating wave.

The only way for the region to break free from this vicious pandemic cycle is to swiftly implement a widespread vaccination program.

A still-vulnerable regionThe sheer speed of this third wave high-

lights the difficulty policymakers in sub Saharan Africa face in heading off a crisis once it gets under way. In Namibia, for ex-ample, new cases reached the previous Janu-ary peak within only two weeks, and tripled another two weeks later. For many coun-tries, by the time a new surge is identified, it may already be too late.

And the options employed during previ-ous waves may no longer be feasible. The re-imposition of containment measures would likely come at too high an economic and social cost, and is simply unsustaina-ble—and unenforceable—over a prolonged period.

Looking back, most sub-Saharan Afri-can countries entered the second wave in a more difficult economic position than

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the first, with shrinking fiscal resources to protect the vulnerable, additional millions thrown into poverty, and depleted house-hold balance sheets. While some countries have taken steps to improve preparedness, unfortunately, very few have had sufficient resources—or time—to strengthen public health systems.

And, now, the scale of the current wave is once again threatening to overwhelm local health systems. News reports across the region point to overwhelmed hospi-tals. The sick are dying while waiting for a bed. Non-emergency surgeries have been canceled to preserve space for COVID-19 patients. And military hospitals have been opened for civilian use. Oxygen has become a key constraint, with supply already failing to keep up with the demand for critically-ill patients. The region’s scarce health workers continue to be at risk.

The risks of leaving Africa behind

The vaccine rollout in sub-Saharan Africa remains the slowest in the world. Less than 1 adult in every hundred is fully vaccinated, compared to an average of over 30 in more advanced economies. This means even most essential frontline workers continue to work unprotected. In this context, some of the world’s more fortunate countries have stockpiled enough vaccines to cover their populations many times over.

Without significant, upfront, interna-tional assistance—and without an effective region-wide vaccination effort—the near-term future of sub-Saharan Africa will be one of repeated waves of infection, which will exact an ever-increasing toll on the lives and livelihoods of the region’s most vul-nerable, while also paralyzing investment, productivity, and growth. In short, without help the region risks being left further and further behind.

And the longer the pandemic is left to ravage Africa, the more likely it is that ever more dangerous variants of the disease will emerge. Vaccination is not simply an issue of local lives and livelihoods. It is also a global public good. For every country—everywhere—the most durable vaccine ef-fort is one that covers everyone, in every country.

What can be done to speed up the vaccine effort?

IMF staff has put forward a global pro-posal that targets vaccinating at least 40 percent of the total population of all coun-tries by end-2021, and at least 60 percent by the first half of 2022. Africa is expected to receive 30 percent vaccination coverage through COVAX and another 30 percent coverage through the African Vaccine Ac-quisition Task Team (AVATT), established by the African Union under the leadership of President Cyril Ramaphosa.

We see seven key steps to ensure these vaccination targets are met:• First, it is essential to deliver vaccines to

sub Saharan Africa as soon as possible. Given that much of the global supply of vaccines for 2021 has already been bought up, many countries will be forced to wait until 2022 to get them. So, the fastest way to get vaccines to sub Saharan Africa is for advanced economies to share their stock-piles bilaterally or through multilateral initiatives. COVAX has already received pledges for over half a billion doses. But these need to turn into actual deliveries as soon as possible to make a difference. In-deed, the goal should be to get a quarter

of a billion doses to the region by Septem-ber.

• Second, vaccine manufacturers should speed up supply to Africa for the rest of this year. Advanced economies with vac-cine manufacturing capabilities should encourage their manufacturers to do so, especially when demand at home is falling short of supply.

• Third, AVATT should be fully financed to ensure coverage of 30 percent of the Af-rican Union population. This requires an estimated $2 billion, that would for exam-ple allow AVATT to execute its optional contract of 180 million doses with J&J.

• Fourth, remove cross-border export re-strictions on raw materials and finished vaccines. This includes ensuring that the Aspen facility in South Africa—a key supplier to AVATT—is operational at full capacity, and resuming exports from the Serum Institute of India to COVAX. Afri-can vaccination plans rely heavily on these two facilities.

• Fifth, financing of at least $2.5 billion and upfront planning will also be critical to ensure health systems can deliver shots-in-arm promptly as vaccine supply ramps up. Many countries in the region, includ-ing eSwatini, Ghana, Kenya, Namibia, and Rwanda, have quickly and effectively administered their limited supplies. These countries, along with others in the region, have had to place their vaccine campaigns on hold as they wait for the arrival of the

new supplies that they have recently pro-cured at comparatively high cost or the donated supplies from other countries’ stockpiles. It is these shortages—rather than the ability to administer shots—that has so far been the biggest constraint. But when supply picks up, health systems must be prepared to vaccinate as many people as possible. And this is doable as the experience in many developing coun-tries show—the likes of Seychelles, Mon-golia, Bhutan, and Maldives impressively scaled-up vaccinations quickly once their vaccine supplies arrived.

• Alongside vaccination efforts, countries must also ensure that their public health systems are able to handle an influx of cases. This includes accelerating the ac-quisition of vital COVID-19 health tools, including therapeutics, oxygen, and per-sonal protective equipment. No matter what the speed of vaccinations, these supplies are needed now to help save lives. This will require urgent grant financing to pre-emptively procure and deliver a minimum package of critical COVID-19 Health Tools to address the rising health and economic costs arising from the surge in cases driven by the delta variant.

• Finally, the magnitude of the region’s fi-nancing needs requires a coordinated effort on the part of the international community. Few countries have the fiscal space to finance this effort on their own, considering the region’s already elevated

debt levels and already pressing spending needs. Most of the international com-munity’s financial assistance will need to come in the form of grants or conces-sional loans. With our colleagues from the World Bank, WHO, WTO, and others, the IMF has formed a special task force to en-sure that countries get the resources and vaccines they need.As always, Africa can count on the IMF.

We remain deeply committed to all countries in the region. We’ve ramped up our lending to sub Saharan Africa—last year it was more than 13 times our annual average—and sup-port to increase our access limits will allow us to scale up our zero-interest lending ca-pacity. And the unprecedented $650 billion new SDR allocation, far and away the larg-est in the Fund’s history, once approved will make $23 billion available to member coun-tries in sub Saharan Africa.

Yet the gravity and urgency of the situa-tion requires the global community working together. We all have a stake in this. So, in all countries—advanced and emerging alike—we can reclaim our physical and economic health from the pandemic. And so that sub Saharan Africa can resume its path toward a more prosperous future.

Kristalina Georgieva, Managing Director, International Monetary Fund

Abebe Aemro Selassie, Director of the IMF’s African Department

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VENDREDI 09 JUILLET 2021 | BIZWEEK | ÉDITION 350

Deployment Strategies, Opportunities and Challenges across the GlobeOver the past six months, The Economic Intelligence Unit (EIU) has collected data and information on the 5G envi-ronment in the top 60 telecoms markets worldwide, in order to score them on six key metrics: the business environ-ment, spectrum availability, the current level of 5G deployment, 5G network speed, progress on industry trials of 5G and the robustness of 5G policy

THE 5G READINESS GUIDE

Until the pandemic derailed rollout plans, dried up investment and diverted government focus, 2020 was expected to be the year of 5G, the next generation of mobile

standards. Countries such as India and Poland cancelled 5G auctions planned for 2020. The telecoms sector has also had to deal with the ongoing US-China trade war, which has increasingly focused on technology. US efforts to restrict the activities of Huawei, a Chinese telecoms equipment manufacturer, is forcing several countries to modify their 5G strategies and, in the process, risk losing investment from either of the two largest economies in the world. The US-China split could lead to a global bifurcation of technology standards that would delay 5G rollout by several years. The coronavirus has, nevertheless, accelerated digitalisation and opened up new opportunities for telecoms operators. Fast, reliable connections have become vital to businesses, consumers and governments as they try to cope with this global crisis. For companies, the pandemic has underlined the benefits of

deploying online offerings, automation and developing the Internet of Things (IoT) to manage supply chains. For consumers, it has increased demand for online goods and services. And, for governments, it has highlighted the importance of deploying online services, including healthcare, as well as the potential benefits of advanced data analytics, artificial intelligence (AI) and robotics.Looking further ahead, 5G will be the launchpad for countless new applications, from self-driving cars and smart cities to augmented reality (AR). 5G networks will offer benefits in the form of hyperfast connections, improved reliability, high capacity and low latency (meaning faster response times for requests). For telecoms operators, the upgrade represents an opportunity to move beyond communication services to offer hi-tech solutions to businesses. Businesses can use these technologies to transform their operations and optimise efficiency, while governments can create a robust 5G infrastructure to attract investment, create jobs and drive economic growth. The benefits of 5G are significant, but so is the

investment necessary for its rollout. European operators have not forgotten the lessons of 3G, when heavy outlay on licences left them loaded with debt that some have still to repay. As operators and governments decide which markets will offer the best returns on 5G, there are several factors to consider. Strong and affordable infrastructure (with the right spectrum and good coverage of base stations) will be the foundation, but operators will also need to find the right 5G products and service applications to sell. Finally, the business environment will need to support significant research and development (R&D), so that 5G capabilities are developed and used in the most efficient way. The weighting of these factors differs markedly by region.

Asia: Good availability of high-band spectrumSouth Korea, Taiwan and China are among the world leaders in terms of their 5G rollouts. Thailand has emerged as a dark horse, while India and Indonesia, two of the largest

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economies in the region, have made little progress.The region’s frontrunners benefited from their decision, in 2019, to release spectrum in the low 700-megahertz (MHz) band (suitable for covering large geographic areas, at the expense of speed) for trials. An early start to auctions, along with better management of the Covid-19 pandemic, have also helped many Asian countries to free up spectrum in the higher bands, which are capable of delivering higher speeds, albeit over shorter ranges. One-third of the Asian countries studied were able to make the coveted 3.3-3.5-gigahertz (GHz) and 26-28 GHz bands available, unlike many wealthy nations in Europe or North America. Government support in the form of tax incentives, subsidies and low-cost loans has been crucial to 5G progress in Asia. In parts of South and South-east Asia, however, pandemic-related lockdowns have drained public finances. In India and Malaysia, operators have instead focused on raising funds for spectrum auctions from private investors and by divesting infrastructure assets (such as mobile towers). Overall, strong regulatory oversight has worked well for the region. In China, the telecoms ministry’s active involvement has ensured that operators reached their target of rolling out 700,000 5G base stations by November 2020. Regulators in Australia and Hong Kong, meanwhile, have boosted investment by setting low spectrum base-prices. This could hold lessons for India, where high spectrum costs have prompted protests from debt-laden operators.

Europe: A late start but a strong focus on industrial applications The pandemic has posed several roadblocks for Europe’s 5G rollout, with long lockdowns delaying auctions and trials in Portugal and elsewhere. Digitally advanced countries, such as the Netherlands and Sweden, have had to delay auctions of the coveted 3.5-GHz spectrum. Overall, only eight out of the 23 European countries covered in this report have made all the necessary bands of spectrum available to operators. Some countries have also been delayed by indecision over whether to use Huawei equipment. However, Europe’s 5G rollout will pick up pace in 2021-22 as the region tries to catch up with the US and China. A strong regulatory environment will be essential. The European Commission (EC) has laid down targets for EU member states, which include being able to offer uninterrupted 5G coverage in urban areas by 2025. A Nordic 5G Action Plan will boost industrial applications of the technology in that region. Some countries have tied coverage targets to their decisions on spectrum licences; for example, Switzerland requires operators to supply 50% of the population with coverage in the 700-MHz band and 25% with other frequencies by 2024.Western European countries are generally ranked better than their Eastern counterparts, owing to better technological infrastructure and government support. Despite auction delays, Europe has already deployed a high number of 5G base stations, boosting industrial uptake. Governments have been prioritizing tie-ups between operators and businesses to explore applications in auto manufacturing, public services and elsewhere. Trials range from using drones and robots to prevent weeds from strangling crops, to testing autonomous minibuses and trialing smart-energy and water management systems. Some countries, such as Czech Republic, the UK and Germany, have

set aside spectrum for industries that want to deploy an independent 5G network, without using a mobile service provider.

Middle East & Africa: Gulf countries among 5G pioneers, while Africa lags behindSaudi Arabia, the UAE and Kuwait rank among the top 10 countries globally in terms of average 5G download speed. In fact, all six Gulf Cooperation Council (GCC) members completed 5G spectrum auctions by 2018 and launched their first networks in mid-2019. The region’s governments have integrated 5G development into their economic-diversification plans, as they seek to build business, technology and manufacturing hubs. Nevertheless, 5G network coverage remains limited to 50% for most GCC member states. Outside the GCC, few countries in the region are 5G-ready. In Israel, operators continue to focus on increasing 4G network coverage from 75% in 2020 to 95% by 2022. Progress in Africa has also been very slow. Nigeria has yet to identify adequate 5G-frequency bands or to frame the auction process. South Africa assigned temporary 5G spectrum to operators in 2020, but most of this was used to cope with the increased demand for remote working and learning during lockdowns. With economies hard-hit by the pandemic, most African governments and operators are likely to focus on 4G networks and fibre broadband infrastructure, before firming up plans for 5G. Even then, revenue opportunities may be limited. Only about 45% of the population of sub-Saharan Africa had a smartphone in 2019. While the mining and manufacturing sectors will be early adopters of 5G, creating business opportunities will require a more concerted effort by governments.

North America: Spectrum may be lacking for advanced applications The US is a global 5G leader, benefiting from an early launch and a strong business environment. It has already auctioned off enough 5G-ready spectrum to facilitate early commercial deployment, along with extensive trials that began in 2017-18. It has also put in place a 5G rollout plan focused on spectrum release, infrastructure policy, modernising regulation and encouraging private-sector investment. Government support for trials includes city-scale test beds and innovation zones. Canada has also made significant advances. The government runs its own research facility, data analytics centre and 5G

test site, aimed at encouraging cross-sector collaboration between, for example, mining, utilities and hydrocarbons, to explore how 5G could improve productivity. Despite all this, both countries have been slow to build out base stations and improve network coverage and speeds. Opensignal, an industry body, as at April 2021, did not rank the US among the top 10 countries for average 5G download speed or experience. In Canada, the 3.5-GHz auction that began in June 2021 has been much delayed. Operators will be unable to offer better speed and coverage before 2022.A policy vacuum in the US has resulted in inconsistent regulations. Oversight of spectrum policy is currently divided between the National Telecommunications and Information Administration (NTIA) and the Federal Communications Commission (FCC). Although the two agencies meet on a regular basis, the high turnover of leaders at the NTIA, together with delays caused by the pandemic, have resulted in a loss of momentum on spectrum policy. However, the change of administration, coupled with the rapid rollout of vaccines, offers opportunities for a new start.

Latin America: The lack of a policy framework will hold back progress Chile leads the region in terms of 5G preparedness. It has auctioned off a significant amount of 5G-ready spectrum; imposed dynamic spectrum caps to encourage broad distribution across operators; implemented measures for efficient and effective use of spectrum; and set aside US$3bn for public investment in 5G in 2020-25. Brazil, Mexico and Colombia are also making advances. All three are developing 5G roadmaps and policies, pushing ahead with 5G trials, and either planning or completing spectrum auctions. However, a lack of 5G-specific policies, delayed or inadequate spectrum auctions, and insufficient public- and private-sector investment are all holding back progress in the region. In Brazil, slow rural deployment and high 5G pricing pose significant challenges, while Colombia has made insufficient progress on infrastructure-sharing guidelines that would lower deployment costs for operators. The region also suffers from the poor coverage and speeds of its existing 4G networks, as well as the low penetration of smartphones. Many countries are still struggling with a legacy of underinvestment in infrastructure, topographical challenges, or (particularly in the case of Venezuela) economic instability that deters private investment. Political pressure from the US to exclude Huawei from the region’s core network could also delay the rollout of 5G, although most countries may opt for Chinese equipment regardless, given a lack of alternatives in the same price range.

DEBRIEF8VENDREDI 09 JUILLET 2021 | BIZWEEK | ÉDITION 350

La durabilité et le bien-être des employés sont des dif-férenciateurs clés, visant

à créer un sentiment de commu-nauté grâce à des offres uniques de style de vie. Commentant le dével-oppement de « The Precinct », le co- fondateur et PDG de GREA, Greg Pearson, a déclaré :

« La pandémie a changé à jamais nos perspectives sur l’intégration du travail, du mode de vie et de l’environnement. La conception de The Precinct est révolution-naire dans la mesure où elle combinera travail, bien-être et style de vie social à travers des espaces bien pensés et con-temporains. L’offre de The Precinct est sans égal à Maurice et répond à la fois au mouvement mondial visant à transformer

le lieu de travail en de nombreuses fonc-tionnalités et à la culture d’entreprise de l’île. »

Outre l’atrium central, qui offrira une rue intérieure dynamique et ac-tive, le bureau comprend un restau-rant au rez-de-chaussée avec une vaste terrasse extérieure au profit de tous les locataires et visiteurs d’affaires. La sécurité est assurée à l’entrée de « The Precinct », avec un parking à vélos, des douches et des vestiaires aménagés dans le parking en sous-sol. Le dernier étage est un espace de divertissement vaste avec un Sky Bar, espace barbecue, et la cuisine de restauration. Cet es-pace exclusif s’ouvre entièrement sur deux vérandas couvertes qui

bénéficient d’une vue panoramique sur Grand Baie et l’océan offrant un espace de divertissement ou de conférence extraordinaire.

Le développement de 10 000 m2 offrira plus de 250 places de stationnement et fait partie d’un complexe plus vaste à développer en plusieurs phases. Avec sa local-isation privilégiée et stratégique à côté de l’autoroute M2 à l’entrée de Grand Baie, « The Precinct » fera finalement partie de trois envi-ronnements interconnectés, tous situés dans un paysage verdoyant. La construction a commencé en juin 2021 avec la sortie de terre et devrait être achevée d’ici la fin de 2022.

Un projet de Rs 1,2 milliard pour révolutionner la façon

de travailler

“THE PRECINCT” Le nouveau MCB Juice est arrivéLa nouvelle version de l’application MCB Juice est désormais dis-

ponible sur App Store, Google Play and Huawei App Gallery depuis le lundi 5 juillet. Conçue avec l’aide de ses clients, la nouvelle version de Juice offre une meilleure ergonomie et une navigation encore plus simple. Pour utiliser le nouveau MCB Juice, tout client de la MCB doit s’y enregistrer. Ces clients pourront ainsi avoir accès à certaines nouvelles fonctionnalités qu’offre cette toute dernière version de Juice. La nouvelle version de l’application MCB Juice a été constru-ite grâce à ses clients qui ont eu l’occasion de tester régulièrement ses nouvelles fonctionnalités. Cette nouvelle version propose désormais une expérience encore plus simple et une navigation innovante et interactive.

Constance Belle Mare Plage s’engage contre le gaspillage alimentaire

Réduire au maximum le gaspillage alimentaire. C’est dans cette optique que le Constance Belle Mare Plage participe au programme de certification The Pledge on Food Waste. Reconnu à travers le monde, ce système permettra à l’établissement hôtelier d’améliorer son système de suivi des déchets tout en développant une approche scientifique pour prévenir le gaspillage. L’hôtel, qui fait partie du groupe Constance Hotels, Resorts & Golf, a été sélectionné à la suite d’un exercice d’appel à candidatures lancé par Business Mauritius dans le cadre de son initiative SigneNatir. À travers ce projet, actuel-lement en phase pilote, les employés impliqués dans la restauration ainsi que le service de qualité et de l’administration, bénéficieront d’une formation afin d’utiliser les principes et les outils de suivi dans le restaurant principal de l’hôtel, La Citronnelle, ce qui permettra sa certification dans les mois à venir.

Absa Bank (Mauritius) Limited rouvre les portes de son agence à Curepipe

Absa Maurice a procédé à la réouverture de son agence de Curepipe fraîchement rénovée après sept mois de travaux. Elle a été conçue pour offrir une expérience client plus moderne en proposant des solutions innovantes qui s’inscrivent dans la stratégie de la banque dont l’objectif est de se rapprocher davantage de sa clientèle. Située à l’angle des rues Châteauneuf et Royale à Curepipe, ce nouvel es-pace dans l’air du temps permet aux clients de la banque d’effectuer leurs transactions de manière simple et rapide.

L’UEFA Champions League reconduit sur Canal+ Maurice jusqu’en 2024

CANAL+ a obtenu le renouvellement des droits exclusifs en langue française de l’UEFA Champions League et de la Supercoupe de l’UEFA pour ses abonnés de l’Ile Maurice pour les saisons 2021/2022 à 2023/2024. La saison 2021/2022 débutera dès le mois d’août avec la Supercoupe de l’UEFA 2021 et les barrages d’accession à la phase de groupes de l’UEFA Champions League, qui commenceront à la mi-septembre. A noter que ce renouvellement s’accompagne, sur les chaînes CANAL+ SPORT, du retour de l’UEFA Youth League.

City Brokers Ltd: Jean Christophe Cluzeau nommé CEO

Jean Christophe Cluzeau prend les rênes de City Brokers Ltd. Ce professionnel, qui compte plus de 25 ans d’expérience dans le monde de l’assurance, assume les fonctions de Chief Executive Officer à compter du jeudi 1er juillet 2021. Il succède ainsi à Alain Bouzaid qui assurait l’intérim à ce poste depuis septembre 2020. Ce dernier occupera de nouvelles fonctions au sein du groupe Chedid Capital, actionnaire à 50 % de City Brokers Ltd.

Le développement à Grand Baie de « The Precinct », révolutionnera la façon dont les entreprises travaillent et se connectent sur l’île. Développé à un coût estimé à 31

millions dollars américains (MUR 1,2 milliards) par Gateway Real Estate Africa (« GREA »), basée à Maurice, « The Precinct » se dote d’un design avant-gardiste qui répond aux besoins d’espace variable des entreprises et des freelancers faisant partie de la Gig Economy avec la location de bureaux, l’accès à des salles de réunion et de

conférence partagées ainsi qu’à des modules de travail individuels

L’ambassadeur de l’Union eu-ropéenne (UE) auprès de Maurice et des Seychelles, Vincent Degert, est venu à la rencontre de l’équi-pe d’ENL Foundation le mercredi 30 juin 2021. Initialement prévue dans le cadre de la semaine de l’Europe célébrée en mai dernier, cette visite a dû être reprogram-mée en raison de la pandémie de Covid-19. L’ambassadeur Degert a été reçu par le CEO d’ENL, Hec-tor Espitalier-Noël, et par Mario Radegonde et Joëlle Rabot-Hon-oré, respectivement Head of CSR du groupe et Project Coordinator d’ENL Foundation.

Il était accompagné de Madev Balloo, Project Manager à la

Délégation de l’UE à Maurice. Au cours de sa visite, M. Degert s’est intéressé au mode opératoire mis en place par ENL Foundation pour mener à bien le programme Leave No One Behind. Il s’est aussi enquis de la pérennité des activités engagées dans ce con-

texte. Il a, en outre, discuté de la possibilité de partager le retour d’expérience d’ENL Foundation afin d’en faire bénéficier d’autres acteurs œuvrant à l’inclusion so-ciale et économique à Maurice et dans d’autres lieux où l’UE est présente.

ENL Foundation reçoit la visite de l’ambassadeur de l’Union européenne à Maurice

DEBRIEF9VENDREDI 09 JUILLET 2021 | BIZWEEK | ÉDITION 350

The increased focus on financial and strategic skills, such as planning, forecasting and sce-nario analysis, has given accountants a seat at

the leadership table as senior executives have called on their skills to ensure survival and to maintain the bal-ance sheet.

However, the unrelenting demands of the last year have placed a strain on the mental health of finance professionals globally and the report warns that they must ensure their own wellbeing if they are to remain valuable.

Interviewees reported that teams were feeling fa-tigued and jaded, having worked harder in the last 12 months than they have ever done before. Adapting to 100% remote working has also proved difficult and draining for many. New ways of working are beginning to emerge that increase productivity, collaboration and employee engagement.

Climate crisis takes a back seat

Respondents were asked what the most significant issues facing their organisation and 48% rated mental health concerns the priority. Finance leaders need to continue to manage this issue, especially as they plan a potential return to the office.

Less than half that percentage said environmental, social and corporate governance (ESG) considerations

were the priority, raising a concern that issues such as the climate crisis have taken a back seat while or-ganisations firefight the global pandemic. However, stakeholder interest in this area is growing rapidly and finance teams have an important part to play in ex-plaining the organisation’s journey.

The report ‘Finance Functions: Seizing the Oppor-tunity’ also recommends a plan of action for account-ants to retain their new-found status in organisations and capitalise on new opportunities.

Build on progress madeHelen Brand, chief executive of ACCA, said: ‘Fi-

nance functions have responded well to the challenges of the pandemic. In many cases, their reputations have been enhanced. “There is an opportunity to build an even more relevant function, based on data, insights and collaboration. Finance teams cannot afford to lose sight of this. If finance teams continue to focus purely on financial measures, when cash-flow ceases to be the issue, there is a risk that organisations will revert to their pre-pandemic practices. There is a definite need to embrace change and develop skills.”

The challenge now for finance is to build on the pro-gress made during the pandemic and take a central role in defining business strategy and direction. It is crit-ically important they do this at a time when business models are changing and stakeholder interest in broad-er measures of business performance is increasing.

Finance professionals can retain enhanced relevance gained in pandemic, but

most don’t believe it will last

ACCA & PWC SURVEY

Nomination : Olivier Baissac prend les rênes d’ENL Agri

Le pôle agribusiness du groupe ENL se dote, à compter de ce jeudi 1er juillet 2021, d’un nouveau CEO en la personne d’Olivier Baissac, jusqu’ici Strategy and Business Development Manager. Il prend le relais de Jean Raymond Hardy, qui est parti à la re-traite après une longue et riche carrière à la tête d’ENL Agri. Ol-ivier Baissac a rejoint ENL Agri en octobre 2019 comme Strat-egy and Development Manager. Issu d’une tradition sucrière, ce diplômé en agriculture de l’université de Western Australia compte une dizaine d’années d’expérience à Maurice. Il est très attaché aux pratiques durables et travaille déjà sur plusieurs in-itiatives visant à pérenniser l’avenir du pôle agricole du groupe.

Autotests rapides antigéniques : un outil pour se tester soi-même

Commercialisés par PNL depuis le lundi 28 juin, les tests rapi-des antigéniques connaissent déjà un franc succès auprès du grand public. Ces tests à réaliser soi-même, en vente libre dans toutes les pharmacies de l’île, peuvent s’effectuer par le client lui-même en toute sécurité à son domicile en suivant à la lettre toutes les consignes d’utilisation. Une petite vidéo explicative a aussi été développée et peut être visionnée en scannant le code QR présent sur la boîte. Il n’est donc pas nécessaire de faire appel à un professionnel de santé. Pour rappel, cet autotest est conçu pour détecter tous les variants connus de la Covid-19 à ce jour. Bien que fiable, rapide et efficace, il ne remplace cependant pas le test PCR. En effet, en cas de résultat positif, le protocole san-itaire en cours doit être respecté et le ministère de la Santé im-médiatement informé.

The role of accountancy and finance professionals has dramatically evolved in the pandemic, but only one in three think their current elevated status will be an endur-ing change, according to a global survey from the Association of Chartered Certified Accounts (ACCA) and PwC. The finance profession has experienced a ‘five years in

five months’ evolution due to Covid-19, as organisations increasingly looked to them to plot a path of financial stability in challenging business conditions

Quelque 2 660 tonnes de déchets dangere-ux ont été collectées après le naufrage du MV Wakashio. Ceux-ci seront acheminés vers un site agréé de Polyeco, en Grèce, à partir de la première semaine de juillet. Le voyage durera environ 45 jours. Un premier lot de 200 tonnes sera expédié cette semaine, conformément aux dispositions de la Convention de Bâle sur le contrôle des mouvements transfrontières de déchets dangereux et du Code maritime inter-

national des marchandises dangereuses (Basel Convention for Transboundary Movement of hazardous Waste & International Maritime Dangerous Goods code).

La prochaine cargaison sera, pour sa part, exportée un plus tard en juillet. Kavydass Ra-mano, le ministre de l’Environnement, de la Gestion des Déchets solides et du Changement climatique, de même que son équipe étaient présents au Interim Storage Facility for Haz-

ardous Waste (ISFHW) à La Chaumière, pour superviser les opérations.

Les 2 660 tonnes de déchets dangereux se composent de boues huileuses, de matériaux absorbants contaminés, de sols contaminés, de débris et de barrages flottants. « Ceux-ci seront transformés pour être utilisés comme combustibles et matières premières de substitution dans l’industrie du ciment », souligne Kostas Chatzatoglou, Coun-try Manager de Polyeco à Maurice.

Wakashio : 2 660 tonnes des déchets transférées vers un site agréé de Polyeco