Digital Mauritius 2030 Strategic Plan 1

Foreword by Honourable Pravind Kumar Jugnauth, Prime Minister, Minister of Home Affairs,
External Communications and National Development unit

Dear Citizens,

It is indeed a great pleasure for me to be associated with the launch of the Digital Mauritius
2030 Strategic Plan which goes in line with Vision 2030 of my Government, that of transforming
the country into a high income and inclusive economy.

When I look back at the progress of the digital economy over the past 15 years, I see a sector
that has gone a long way to position itself as the 3rd pillar of the economy and pitched on a high
growth path. According to Information and Communication Technologies Authority figures for
2017, broadband penetration stood at 78% taking us among the top performers in Internet in
the League of Nations.

Mauritius has emerged as a leader in Africa in ICTs as depicted by the favorable international
rankings of the country. Conscious of the need to double efforts for the digital economy to
continue its expansion and be a stronger provider of jobs to our youth, the Ministry of
Technology, Communication and Innovation in consultation with the Industry has formulated
this Strategic Plan.

The Plan sets out an ambitious blueprint with emphasis on digital government, ICT
Infrastructure, Innovation, Talent Management and Cyber Security.

Digital Government provides a unique opportunity for reengineering administrative processes,

joining-up fragmented services and addressing the needs of business and citizens alike. Under
digital government, Mauritius is stepping firmly into the fourth industrial revolution with
digitalization spreading across the economy riding on technological applications fueled by big
data, open data, smart mobile apps, data sharing through the award winning InfoHighway
platform, identity verification through mobile phones, among others. This will help to achieve
better openness, transparency, engagement and improved decision making as well as offer
integrated services to citizens and businesses.

The bold move, to setup the Mauritius Artificial Intelligence Council bringing together the best
of brains both locally and externally, is a testimony of my Government’s resolve to transform
the country into an oasis of technology for the benefit of citizens and businesses.

In the same vein, due attention is being given to addressing the skills mismatch and skills divide.
My Government will leave no stone unturned when it comes to upskilling our youth. The offer
of 50 scholarships to students in blockchain technology and artificial intelligence is just the
beginning. Many more supporting measures will be introduced in the coming years.

The Plan aims to build a culture of innovation whilst laying the foundations for emerging
technologies as drivers of socioeconomic growth. Through the promotion of Science,
Technology, Engineering and Mathematics (STEM) in our education system, our
technopreneurial spirit will take us to new frontiers. Here, I wish to recall the launch of the first
Mauritian cube satellite in 2019 which will come to fruition thanks to all of people ingenious
brains spanning many disciplines including ICTs, engineering and astronomy.

On the infrastructure front, investments will be made for Mauritius to avail of world-class

Digital Mauritius 2030 Strategic Plan 2

network capabilities in terms of reliability and speed. Our existing international Internet
connectivity will be expanded to link to new submarine cables (IOX, METISS, MARS,
2ndBackhaul, 5th, 6thcables). New data centres and disaster recovery centres will be built
coupled with widespread availability of Very High Speed Internet (Fibre, 5G) and emergence of
IoE (Internet of Everything).

To ensure a safe and secure cyberspace, the Digital Mauritius 2030 Strategic Plan proposes to
tackle cybercrime by strengthening legal frameworks, maintain strong cybersecurity
mechanisms through regional and international linkages and educate local communities on
cybersecurity.

I firmly believe that this Digital Mauritius 2030 Strategic Plan will find its place as the rallying
force for the country’s energies in ICTs for a stronger and more vibrant digital economy – playing
its role in our transformation journey to a high income and inclusive economy.

To conclude, I wish to commend the Ministry of Technology, Communication and Innovation

and all the stakeholders in the digital economy sector for formulating this Strategic Plan.

Thank you

Hon. Pravind Kumar JUGNAUTH

Prime Minister, Minister of Home Affairs, External Communications and National Development
unit,
Minister of Finance & Economic Development
Republic of Mauritius

Digital Mauritius 2030 Strategic Plan 3

Foreword by Honourable Yogida Sawmynaden, Minister of Technology, Communication and
Innovation

Dear Readers,
The document that you are holding in your hands is the roadmap to the Mauritius of tomorrow.
One that shall enable our population live in a modern, technology-driven society. The Ministry
of Technology, Communication and Innovation has prepared this strategic plan after
consultation with stakeholders from the public and private sectors, with proposals coming from
all sectors of our economy. Digital Mauritius 2030 Strategic Plan, in line with our Prime
Minister’s vision of transforming our country into a digital economy, covers a number of
measures, each spread over the short, medium and long term.

Since the start of my mandate as Minister of TCI, I have given full support to the implementation
of sustainable policies that promote the industry’s growth and multiplies the resulting benefits
for its citizens. Hence, we introduced the Digital Youth Engagement Program and the ICT
Awareness campaign for senior citizens. A lot has been achieved also by strengthening
regulations, notably with the amendment of the Data Protection Act, ensuring that Mauritius is
in line with major reforms in Europe (e.g. General Data Protection Regulation).

In this era of Industrial Revolution 4.0, Mauritius ranked first in Africa in the United Nations e-
Government Index 2016. This serves as a testimony of the progress made on the Smart
Mauritius and Vision 2030 agendas. The implementation of e-Government projects has
constantly led to minimising the execution time of Government-to-Government, Government-
to-Business and Government-to-Citizen transactions and associated costs. The digital
transformation of our public sector was and still is, very much, a priority.

The introduction of the Open Data Mauritius initiative is the linchpin of our strategy. By opening
public data to citizens, the latter becomes empowered through public participation and
engagement. The InfoHighway (already awarded Champion status in the e-gov category at the
World Summit on the Information Society forum 2018) provides a platform for sharing of data
amongst government agencies. On top of that, we also have more than 200 e-services, easing
the everyday life of citizens and businesses.

This government’s duty aims at improving the quality of life of citizens with innovative and
modern technologies. So as to fulfil this objective, my Ministry has recently released a set of
mobile apps, such as the Smart Traffic andSmart Police apps, in view of democratising access to
information and Government services. A campaign for the promotion of these apps has started
with the slogan “Nou La Pou Ou” (We are here for you), portraying our will to be customer-
oriented by devising products and services which shall help our citizens.

This document also projects what shall be the strategies concerning building capacity in an ever-
changing sector. With new technologies like Blockchain, Internet of Things and Artificial
Intelligence being the new world order, Mauritius cannot afford to lag behind. We need experts
in these fields so as to embed them in our local companies. So as to prevent another mismatch

Digital Mauritius 2030 Strategic Plan 4

phenomenon between degree holders and labour market needs, we need to review our training
contents and patterns. This country needs software engineers, web developers, coders… they
are the ones who shall shape our country’s high-income economy aspirations.

As you see, our strategy is designed to make Mauritius step up the ladder of development.
During that journey, there is no doubt that we shall be brought to amend, streamline and
modify this strategy. But this is where it all starts.

I wish to thank warmly all those who have contributed to this strategic document, partners of
the private sector and the staff of my Ministry.

Hon. Yogida SAWMYNADEN,

Minister of Technology, Communication & Innovation,
Republic of Mauritius

Digital Mauritius 2030 Strategic Plan 5

Executive Summary

As emerging technologies, data, and connectivity are the stepping-stones to the intelligent
information society, it is crucial for Mauritius to foster and develop strategic targets to gain
sustainable competitive advantages that will continue to position the country as the leader
regionally and globally.
The country has developed a multi sector economy based on relevant and timely policy
decisions taken over the years. Digitalisation and ICT are going to be the leading economic pillar
that will help all existing sectors grow and prosper in the future. Different phases of digital
transformation will be required in the next decade to develop the above mentioned
competitive advantage, which is more of an economic and societal obligation than a
technology-centered desire.
In line with the Mauritius Vision 2030 that calls for an intelligent and smart Mauritius and
welcoming the capital importance of digital transformation for growth and competitiveness,
the Digital Mauritius 2030 Strategic Plan lays emphasis on the formulation for an innovative,
effective and sustainable Public Sector and at the same time creating an enabling environment
for business facilitation development. Emerging technologies like Artificial Intelligence,
Blockchain, Robotics, Internet of Things, FinTech and Big Data are also expected to assist in the
digital transformation process. In this context, a methodology based on five strategic waves
namely digital government, ICT infrastructure, innovation, talent management and
cybersecurity was adopted to drive the formulation of the strategy which resulted in the
following main recommendations:

Digital Government ICT Innovation Talent Cybersecurity/Cyber

Infrastructure Management crime
Review and align Provide world Simplify, facilitate Understand Streamline the
procurement clauses to class network and alleviate skills demand Government’s cyber
cater for new trends in capabilities in administrative security governance
technology and ICT terms of procedures and tasks Adopt the right and structures
deployment methods reliability and for Startup structures mix of financing
speed instruments Sponsor Cyber
Routinisation of Rethink the role of Security Research to
successful applications Widespread administration to Build and better understand the
availability of become as sustain cost of cyber-attacks in
Framework Very High frictionless as motivation for the Mauritian economy
Agreements for speed internet possible adult learning
recurrent purchases (Fibre, 5G) and through active In partnership with the
emergence of Build capacity in all labour market private sector,
Review existing Legal IoE (Internet of growth areas by policies and establish a layered
and Regulatory Everything) training the existing accessible approach to cyber
framework to sustain workforce and resources threat information
various Digital Improvement making sure that sharing through an
Government initiatives and incentives universities and Create shorter online information
polytechnics focus on learning sharing portal
Re-engineering of user skills modules that
processes before foster Ensure law
application of Attract foreigners continued enforcement to fight
technology and the Mauritian learning against cybercrime
diaspora to come to across the nation
Dedicated Business Mauritius to work by Recognize and

Digital Mauritius 2030 Strategic Plan 6

 Digital Government ICT Innovation Talent Cybersecurity/Cyber
Infrastructure Management crime
Product Owners in offering them better promote on- Setup capacity
Ministries/Departments conditions and a the-job training Building Programme
better environment opportunities
and maximize Promote Capacity
Multi-Channel Delivery Enhance the informal Building in areas such
to bridge digital divide education system to learning as Darknet, Virtual
focus on critical opportunities Currency and Online
End-to-end digital thinking, problem Money Laundering
services with paperless solving, data literacy Harness the
transactions and and working power and
payments collaboratively scalability of Develop a framework
blended online to counter the use of
Use data and analytics Focus on SMAC courses, virtual currencies for
for monitoring and (Social, Mobility, enhanced with criminal activities
continuously improve Analytics and Cloud) virtual and
quality of digital while making sure augmented Develop guidance for
services that regulations are reality when Government agencies
comprehensive and relevant to consistently manage
Promote Tell-Us Once, follow international supply chain security
One-Stop-shop and standards Ensure digital risks for ICT equipment
Under one roof and data and services
concepts Embrace emerging literacy for all
Technologies like Build cyber capacity in
Data should flow Artificial Intelligence, the African region and
instead of paper – data Blockchain, Robotics, globally, including
sharing through the Internet of through public-private
InfoHighway Things,FinTech and partnerships
Big Data.
Promote Open Data for
creation of innovative Create policies to
data-driven apps encourage the
setting up of
Ministries/Departments “Technology Watch”
should follow the structures in
Project Management organizations
Manual for ICT projects
Create a platform for
exchange among
experts in different
fields, both in
Mauritius and abroad

With a view of exploring opportunities for digital transformation in the ICT Sector, the Digital
Mauritius 2030 Strategic Plan is aligned with other related business transformation strategies
for achieving the Mauritius Vision 2030.
The Digital Mauritius 2030 Strategic Plan would rest on a healthy and conducive enabling
environment which includes start up culture, data protection and data privacy, big data
management, spectrum (frequency) management and converged regulatory framework.

Digital Mauritius 2030 Strategic Plan 7

 Table of Contents

1 Introduction .......................................................................................................................... 12

2 Opportunities and Challenges .............................................................................................. 14

3 Strategic Wave 1 – ICT Infrastructure and Broadcasting ..................................................... 22

4 Strategic Wave 2 – E-Government and Business Facilitation............................................... 23

5 Strategic Wave 3 –Talent Management ............................................................................... 29

6 Strategic Wave 4 – Cybersecurity and Cybercrime .............................................................. 31

7 Strategic Wave 5 –Innovation and Emerging Technologies ................................................. 32

8 Enabling Environment .......................................................................................................... 34

9 Conclusion ............................................................................................................................ 38

Digital Mauritius 2030 Strategic Plan 8

 List of Figures

Figure 1: ICT Infrastructure and Broadcasting............................................................................ 14

Figure 2: e-Government and Business Facilitation ..................................................................... 15
Figure 3: Talent Management .................................................................................................... 16
Figure 4: Cybersecurity and Cybercrime .................................................................................... 17
Figure 5: Innovation and Emerging Technologies ...................................................................... 18
Figure 6: Indicators for the ICT Industry ..................................................................................... 19
Figure 7: International Indices .................................................................................................... 20
Figure 8: The Digital Mauritius 2030 Strategic Plan Framework ................................................ 21

Digital Mauritius 2030 Strategic Plan 9

 List of Recommendations

Table 1: Transform Mauritius into a hub for Innovation ............................................................ 22

Table 2: Procurement of Digital Technologies ........................................................................... 23
Table 3: ICT Services and Resources ........................................................................................... 24
Table 4: Response to Demand for Quality Services.................................................................... 25
Table 5: Increase Uptake of Digital Services............................................................................... 26
Table 6: Foster Data-Driven Culture ........................................................................................... 27
Table 7: Digital Governance........................................................................................................ 28
Table 8: International/Regional Cooperation ............................................................................. 28
Table 9: Growing Talents ............................................................................................................ 30
Table 10: Secured Cyber Space................................................................................................... 31
Table 11: Building a culture of innovation in the country .......................................................... 32
Table 12: Creating an ecosystem sustained by growth enablers .............................................. 33

Digital Mauritius 2030 Strategic Plan 10

 List of Abbreviations
AGOA African Growth and Opportunity Act
AI Artificial Intelligence
BPO Business Process Outsourcing
CaDS Career Development Stairway
Cert-MU Computer Emergency Response Team - Mauritius
COMESA Common Market for Eastern and Southern Africa
FinTech Financial Technology
GDPR General Data Protection Regulation
GTES Graduate Training for Employment Scheme
ICT Information and Communication Technology
ID Identity
IOC Indian Ocean Commission
IoE Internet of Everything
IoT Internet of Things
IOX Indian Ocean Xchange
IPR Intellectual Property Rights
MARS Mauritius and Rodrigues Submarine Cable System
METISS MeltingpoTIndianoceanic Submarine System
MTCI Ministry of Technology, Communication and Innovation
NSDP National Skills Development Programme
S&T Science and Technology
SADC Southern African Development Community
SIDS Small Islands Developing States
STEM Science Technology Engineering & Mathematics
MAIC Mauritius Artificial Intelligence Council
SMAC Social, Mobility, Analytics and Cloud

Digital Mauritius 2030 Strategic Plan 11

1 Introduction

It is recognized that digital technology has revolutionized the way businesses operate and the
way we socialize. This perpetual revolution unveils a future filled with opportunities. The
promise for a future, which is inclusive and abundant for all is attainable. We need to be able
to harness the real potential of digital technologies. The possibilities which digital technologies
can unleash will not only support but has potential to lead to socio-economic growth for one
and all. For example, unrestrained access to information can create unique opportunities in all
areas of our lives, including the way we work, play, socialize and transact, some of which are
still to be imagined.

Solutions to national challenges like climate change, unemployment, healthcare, rising energy
demands including other sustainable development goals, rest on the exploitation of
technologies while at the same time we need to avoid the pitfalls like e-waste which new
technologies can create. We need however to identify the key technological trends which will
allow us to develop strategic priorities to support development which is inclusive and
sustainable and understand how emerging technologies like IoT, data and connectivity can be
harnessed to create the desirable future which we can envision for the next future generation.
Likewise, we also need to identify barriers that should be overcome to achieve this future.

Acknowledging the important role of digitalisation for growth and inclusiveness, Mauritius has
demonstrated unique progress in the digital transformation of its economy through the use of
ICT across all socio-economic levels.

In order to position Mauritius at the forefront of technology and to support Government’s

Digital agenda, the Ministry of Technology, Communication and Innovation has formulated a
Digital Mauritius 2030 Strategic Plan with emphasis on recommendations for an innovative and
sustainable Public Sector and at the same time establishing an enabling environment for
business facilitation.

This plan examines technological trends, opportunities and barriers in order to come up with
strategic directions which will guide the country in achieving the Digital Mauritius 2030 Strategic
Plan.

Digital Mauritius 2030 Strategic Plan 12

1.1 Vision& Mission

Vision A highly inter-connected society with access to the knowledge required

for an Innovation-driven culture.

Mission Boost the digital economy and broaden the delivery of public service to
enable participation in an innovation-driven society.

Digital Mauritius 2030 Strategic Plan 13

2 Opportunities and Challenges

(i) Opportunities and Challenges in ICT Infrastructure and Broadcasting

STRENGTHS WEAKNESSES
 Island-wide fiber network • Separate regulatory bodies for ICT and broadcasting
 Tier-4 data center • Content providers are located outside the regional
 Full 4G LTE coverage across the country boundary
 Resilient subsea optical fiber connectivity to Europe,
Asia and Africa
 Planned 5G networks 2020+

ICT Infrastructure

OPPORTUNITIES THREATS
 Cloud –based services for both local and International  Big Players and OTT
markets  Tech giants offering affordable solutions using
 Regional ICT Hub for sub-saharan Africa economies of scale and leveraging on global reach
 Big Data, AI and IoT as new means for a digital
business transformation (new business model)
 Blockchain for distributed and secured delivery of
services including mobile financial services
 Creation of Startups to drive evolution towards a
digital economy
 Better contents (UHDTV, 3DTV) available to the
population

Figure 1: ICT Infrastructure and Broadcasting

Digital Mauritius 2030 Strategic Plan 14

 (ii) Opportunities and Challenges in e-Government and Business Facilitation

STRENGTHS WEAKNESSES
 e-Government Strategy • Low uptake of e-services
 Info Highway - Data Sharing Platform • Need for re-engineering of current processes
 Mauritius Smart National ID Card • Mismatch between demand and supply of manpower
 Government Data Centre in the digital economy
 Government Fibre Network • Procurement laws not favorable for agile delivery,
 e-Payment Services proof of concept
 m-Payment Facility • Lack of Harmonization of processes with common
 Digital Signatures Policies and Standards
 250+ e-Services • E-Government projects not given enough priority and
commitment from key users
 100+ Data Sharing e-Services
 Data Sharing Policy
 Open Data Policy
 Open-Source Policy

e-Government

OPPORTUNITIES THREATS
 Mauritius as a hub for exporting e-Government  Declining e-Government Development Index
expertise and applications  Obsolete, redundant and inefficient system
 Financial Technology (FinTech) environment
 Smart Government Services  Insufficient actions to foster ICT development
 Smart Mauritius  Decrease in the Gross Domestic Product of Mauritius
 Emerging Technologies  Procurement laws and regulatory framework outdated
 High Inclination of Mauritian Youth towards  Lack of competitive and high skilled local labour force
Digitalization
 ICT/BPO sector
 Promote Innovation Mindset in schools
 Assistance from countries through international
cooperation

Figure 2: e-Government and Business Facilitation

Digital Mauritius 2030 Strategic Plan 15

 (iii) Opportunities and Challenges in Talent Management

STRENGTHS WEAKNESSES
 Government’s support to boost Talent Management through compulsory  Low ICT Enrolment at
education. secondary and tertiary levels
 Government’s support through the introduction of the Nine Year Schooling  Skills Mismatch to be tackled
 Existence of a body (Human Resource Development Council) to establish  Training in some niche areas
linkages between the education and training systems and the workplace,  Women Participation to be
provide forum for constant dialogue and consensus building among improved (Work from home
stakeholders on all matters relating to human resource development and take policy)
appropriate measures to reduce the mismatch between demand and supply of  Talent Management Policy
human resource. non-existent
 Academic Institutions (Universities/Polytechnics/Civil Service College/Training  Collaboration among research
centres etc.) of good standard organizations needs to be
 Association of Professional bodies for engineers, accountants etc. strengthened
 Setting up of incubators  Public-private partnerships to
 Safe Cable/Broad Band Access telecommunication be enhanced
 Access to regional markets  Lack of library facilities with
 Linkages with regional and international organizations/universities modern communication
 High Literacy Rate technologies
 Multilingualism  Lack of Human Capital
 Political stability  Continuous Learning Culture
 ICT/BPO sector with a workforce of 20,000 employees needs to be promoted
 Mauritius ranks 1st in Africa in ICT/BPO sector  Geographically remote
 The HSC Pro (a technical route to HSC in IT) to close the skills gap between the  Lack of incentives/rewards for
requirements of the labour market and the skills with which students who quality work
complete their HSC leave school

Talent
Management
OPPORTUNITIES THREATS
 Reinforcement of talent management priorities on a national basis  Brain Drain
 Providing opportunities for achieving excellence in talent management  Fast paced technological
 Promotion of talent management spirit progress in the world
 Provision of incentives/rewards for quality work  Growing demand of skilled
 Creation of regional centres of excellence in specific fields workforce
 Regional collaboration  ICT sector is facing a labor
 Promote public sector/private sector Linkages shortage that is expected to
 Possibility to be a talent management hub in the region continue or worsen over the
 Linkages with large/foreign enterprises next five years, and for which
 ICT to access market and technological information the key factors are a lack of
 Career Development Stairway (CaDS) for the ICT/BPO sector sufficient work experience and
 National Skills Development Programme (NSDP) to train unemployed youth in low qualifications in both
high demand areas. technical and soft skills (World
 Graduate Training for Employment Scheme (GTES) to enhance the Bank Group, 2017).
employability prospects of unemployed graduates  Lack of expertise in
 Promotion of ICT literacy to the community at large and creates awareness on specific/niche ICT areas
applications and uses of ICT to build up talent by the National Computer Board (Robotics, AI etc.)

Figure 3: Talent Management

Digital Mauritius 2030 Strategic Plan 16

 (iv) Opportunities and Challenges in Cybersecurity and Cybercrime

STRENGTHS WEAKNESSES
 Political will  Lack of manpower with cybersecurity skills
 Legal frameworks  Mismatch in terms of manpower
 Institutions - CERT-MU, IT Security Unit, Police IT Unit,  Inadequate R&D in cybersecurity
Cybercrime Unit and Data Protection Office in place  Comprehensive legal framework on cybersecurity
 National Cybersecurity Strategy 2014-2017  Reluctance in information sharing
 National Cybercrime Strategy 2017-2020  Reluctance in incident reporting
 Setting up of Cyber Threat Monitoring System  Slow process for obtaining court orders
 Critical Information Infrastructure Protection policy  Public & Private Partnership coordination
drafted  National Crisis Management Plan not operational
 Mauritian Cybercrime Online Reporting System
 National Cybersecurity Drill Infrastructure in place
 Public Key Infrastructure Ecosystem set up
 Accession to Budapest Convention
 MoU’s and International Partnership
 Regular sensitization campaigns
 Technical Expertise
 Strategic location

Cybersecurity
& Cybercrime
OPPORTUNITIES THREATS
 Mauritius as a Regional Coordination Centre for  Slow Implementation of cyber security projects
Cybersecurity/Cybercrime in the African Region  Shortage of skilled employees
 Regional Cybersecurity drills  Shortage of resources
 Regional capacity building framework  Lack of funding
 Centre of Excellence in cybersecurity research  Reluctance to report incidents
 Cybersecurity as job growth  Inadequate coordination between private and public
 Assistance from international organisations sector
 Fast changing nature of cyberspace may give rise to
new threats
 Increasing rate of cybercrime

Figure 4: Cybersecurity and Cybercrime

Digital Mauritius 2030 Strategic Plan 17

 (v) Opportunities and Challenges in Innovation and Emerging Technologies

STRENGTHS WEAKNESSES
 Government’s support to boost Innovation through  S & T Enrolment at secondary and tertiary levels
creation of Ministry of Technology, Communication  Market absorption of Scientists by industry
and Innovation  S&T personnel in some areas
 Government’s support through set up of a National  Training in some niche areas
Innovation Fund  Women Participation to be improved
 Existence of a body (Mauritius Research Council) to  Physical infrastructure to be enhanced
coordinate research and innovation at national level.  Innovation Policy to be revamped
 Research organizations of good standard  Collaboration among research organizations needs to
 Safe Cable/Broad Band Access telecommunication be strengthened
 Access to regional markets  Public-private partnerships to be enhanced
 Linkages with regional and international organizations  Lack of library facilities with modern communication
(AU, SADC, NEPAD, ICSU) technologies
 Properly qualified personnel in S & T  Low number of publications in scientific journals
 High Literacy Rate  Lack of networking with foreign organisations
 Multilingualism  Lack of valorization of Innovation in the society
 Political stability  Lack of public awareness
 Inadequate IPR regulatory/legal framework
 Lack of commercialization of R & D
 Low Technology Transfer and Absorption
 Private sector expenditure on R & D to be improved
 Lack of raw materials for manufacturing
 Entrepreneurial culture needs to be promoted
 Geographically remote

Innovation

OPPORTUNITIES THREATS
 Reorientation of innovation priorities on a national  Brain Drain
basis  Fast paced scientific and technological progress in the
 Providing opportunities for achieving excellence in world
innovativeness  Vulnerabilities as SIDS
 Promotion of team spirit with scientific temper  Competition from large exporters (India, China) on the
 Accelerating inter- or multidisciplinary research export market
 According incentives/rewards for quality work  Lack of funding for Research and Innovation from both
 Creation of regional centres of excellence in specific government and private sector
fields
 Regional collaboration
 Promotepublic sector/private sector Linkages
 Possibility to be an innovation hub in the region
 Linkages with large/foreign enterprises
 ICT to access market and technological information
 Export to niche markets under trade agreements e.g.
AGOA
 Value addition to existing products/services
 Possibility to tap into niche markets by having a Green
Country Label.
 Possibility to exploit unique marine and biodiversity
resources (NEW : OCEAN ECONOMY)
 Revamping of MRC into Mauritius Research and
Innovation Council
 Using the Mauritian Diaspora

Figure 5: Innovation and Emerging Technologies

Digital Mauritius 2030 Strategic Plan 18

Status of ICT in Mauritius
The ICT sector has become the third pillar of the economy in less than 15 years and is currently
contributing to 5.6% of the country’s GDP annually. Around 23,000 people are employed in the
ICT sector with a value-added contribution of Rs22 Billion to the economy, out of which, Rs9.6
Billion constituted of exports of ICT goods and services. The sector is growing at the rate of
4.4%.

The aim of Government is to embed the use of technology in the day-to-day life of every
Mauritian. This implies that Government services, businesses and lifestyle would be centered
around the digital economy. It is expected that the ICT sector would contribute up to 10% of
GDP annually and would create around 50,000 jobs by 2030 with the objective of Mauritius
consolidating its leadership in Africa and improving its global rankings on major ICT Indices.

Mauritius is a Small Island Developing State with around 2000 square kilometres and a
population of around 1.2Million. The economy has developed since its independence, from an
exclusively agriculture-based economy to a diversified upper middle-income economy. This
increased the Government’s potential to invest in infrastructure, communication and
education, which in turn boosted the international rankings of Mauritius.
Figure 6 lists some indicators with regard to the ICT sector:

Figure 6: Indicators for the ICT Industry

Digital Mauritius 2030 Strategic Plan 19

The ranking of Mauritius in different international indices are as in Figure 7:

Except for Global

Innovation Index

Figure 7: International Indices

Digital Mauritius 2030 Strategic Plan 20

 A framework has been adopted to realise the vision of achieving economic and social
transformational change and to pave the way for a secured Digital Mauritius.

Digital Mauritius Strategic Plan

2030

Opportunities/Strengths
Emerging
Trends Appropriate Policies Cyber Security Waves
Cloud e-Services & Open Source Free Internet Digital
Computing Mobile Apps Culture Connectivity Government
Data ICT
Barriers/Challenges Infrastructure
Connectivity Legal Security Risks Innovation
Data Silos
Framework
Blockchain Talent
Management
Funding Resources
Artificial
Intelligence Cyber Security

Figure 8: The Digital Mauritius 2030 Strategic Plan Framework

The framework examines elements that will constitute building blocks for the Digital Mauritius
2030 Strategic Plan and include opportunities, challenges, emerging trends and technologies to
come up with strategic direction along five strategic waves surfing on public private sector
collaboration. The five Strategic Waves are:
1) ICT Infrastructure and Broadcasting;
2) E-Government and Business Facilitation;
3) Talent Management;
4) Cyber Security and Cyber Crime; and
5) Innovation and Emerging Technologies.

The Digital Mauritius Strategic Plan 2030 is based on intensive consultation on the five
Strategic Waves with stakeholders including representatives from World Bank,
International Monetary Fund and Gartner amongst others.

Digital Mauritius 2030 Strategic Plan 21

3 Strategic Wave 1 – ICT Infrastructure and Broadcasting

Timeline

Medium
Short
Activities Outcome

Long
A1.1 Set up two new submarine
cables to connect Mauritius to the
• • •
World (IOX, METISS) by 2020.

A1.2 Set up new submarine cable to

connect Rodrigues to Mauritius •
(IOX, MARS) by 2020.

A1.3 Provide satellite connectivity •

for Agalega and outer islands.

A1.4 Set up additional backhauls World class network setup in terms

across Mauritius (2nd backhaul by of reliability and speed • •
CEB Fibrenet to be operational by
end 2018).

A1.5 Set up a Command and

• •
Control Centre to operate and
manage the Government Wide
Area Network
A1.6 Promote adoption of
emerging solutions like AI, IoT, Big • •
Data and Cloud computing.

A1.7 Foster and develop innovative

technologies, establish super • •
connected network and ensure the
active use of data.
A2. Ensure widespread availability
Creation of Intelligent IT industry
of Very High speed Internet (Fibre,
ecosystems and facilitation of • • •
5G) and emergence of IoE (Internet
private-sector innovation
of Everything).
A3. Develop a package of incentives Increase in investments in ICT
for operators investing in ICT infrastructure including new • • •
infrastructure technologies (like 5G)
A4. Set up a Tier 4 Data Centre for Data Centres for delivery of public
• •
Government services become more resilient
Table 1: Transform Mauritius into a hub for Innovation

Digital Mauritius 2030 Strategic Plan 22

4 Strategic Wave 2 – E-Government and Business Facilitation

Timeline

Medium
Activities Outcome

Short

Long
A1. Review and align procurement
Simplified, streamlined and
clauses to cater for new trends in
sustainable procurement processes
technology and ICT deployment
for ICT services and systems as well • • •
methods (Agile methodologies,
as expedite implementation time of
Proof of Concept, Open source
Digital Government projects
Software, Service contracts)
Enhanced management of
A2.Identify common ICT needs recurrent requests/demands for
•
across Public Sector equipment, systems and services
across Civil Service
A3. Promote routinisation of
Standardised application across
successful applications across Civil •
civil service.
Service
A4. Adopt Framework Agreements
Reduced overhead, lead time and
for recurrent purchases across the •
costs of procurement
civil service
A5. Review existing Legal and
Conducive legal and regulatory
Regulatory framework to sustain
framework for enabling digital • •
various Digital Government
transformation
initiatives
Table 2: Procurement Review of Digital Technologies

Digital Mauritius 2030 Strategic Plan 23

 Timeline

Medium
Activities Outcome

Short

Long
B1.1Develop common policies and
standards for harmonization of
Harmonized processes with • • •
processes across Public Sector
smooth information flow
Interoperability of systems and
B1.2Facilitate information flow
service-oriented architectures
between systems for better service • • •
delivery
B2.1 Re-engineer user processes
before application of technology in
• •
Public Sector

B2.2 Implement the National

Authentication Framework for single
Simplified and streamlined • •
sign-on across Government services
procedures and systems in the
Public Sector
B2.3 Carry out studies for utilization of
mobile ID • •

B2.4 Exploit emerging technologies

including Blockchain in Government • •
services
B3. Increase user commitment and
Dedicated Business Product
project ownership at the level of
Owners in • •
Ministries/Departments by designating
Ministries/Departments
dedicated Business Product Owners
Table 3: ICT Services and Resources

Digital Mauritius 2030 Strategic Plan 24

 Timeline

Medium
Activities Outcome

Short

Long
 Reduced pressure on counter
services.
C1.Set up Multi-Channel Delivery to  Increased efficiency of public
• •
bridge digital divide service delivery.
 Cost savings in public service
delivery.
C2.1Set up End-to-end digital  Reduced pressure on counter
services with paperless services.
• • •
transactions and electronic  Ease of doing business
payments improved
C2.2 Set up a National Certification  Consolidated trust in online
Authority for provision of digital transactions • • •
signatures and e-signing service
C3. Use data and analytics for
monitoring and continuously Increased quality of online services • •
improve quality of digital services
C4. Issue identity cards to foreign Easing of interactions between
•
workers and residents foreigners and public authorities
C5. Implement e-residency facility
Ease of doing business
for foreigners to set up companies • •
environment is enhanced
and trade in Mauritius
Table 4: Response to Demand for Quality Services

Digital Mauritius 2030 Strategic Plan 25

 Timeline

Medium
Activities Outcome

Short

Long
 Simplified procedures and
D1. Develop Government initiatives
reduced turnaround time in
to promote “Inform Once
provision of services • •
Principle”, One-Stop-shop and
 Ease of doing business
Under one roof concepts
improved
D2. Make e- and m-services more Higher take ups for e- and m-
• •
user centric services
D3. Cooperate with public, private Higher take ups for e- and m-
and civil society stakeholders to services • • •
better understand needs
 Increased stakeholder
involvement and user
D4. Set up e-Participation
satisfaction. • • •
platforms
 Higher take ups for e- and m-
services
Table 5: Increase Uptake of Digital Services

Digital Mauritius 2030 Strategic Plan 26

 Timeline

Medium
Activities Outcome

Short

Long
 Enhanced data
E1.Open up and accelerate usage of
consistency.
InfoHighway platform for data sharing
• •
for public sector and private agencies
 Data duplication across
(for selected items only)
agencies minimized.
E2. Implement Mauricloud platform
for document sharing starting with Easy access to official documents
• •
driving license and recruitment in the in digital form
public service
E3. Implement Artificial Intelligence Automated systems for faster
• •
based solutions in Public Service processing.
E4. Set up chatbots on Government 24/7 customer support provided.
• •
websites.
E5. Use data analysis within the public  Enhanced decision-making.
sector to predict new needs and  Improved policy -making. • •
trends
More data sets is available to the
E6.1 Release public data sets as open
public •
data
Ease of doing business
E6.2 Create data-driven applications • • •
environment is enhanced
Table 6: Foster Data-Driven Culture

Digital Mauritius 2030 Strategic Plan 27

 Timeline

Medium
Activities Outcome

Short

Long
F1. Set up Digital Government
Digital Government efforts well-
Steering Committee for whole-of-
coordinated to achieve the Digital • •
Government project monitoring
Mauritius 2030 vision.
and resolution of blocking factors
F2.Implement the Project
Management Manual for ICT Harmonised methodology in the
• • •
projects in Ministries and implementation of ICT projects
Departments.
Table 7: Digital Governance

Timeline

Medium
Activities Outcome

Short

Long
G1. Develop and operationalize a
Economic growth for Mauritian
mechanism for rolling out
enterprises implementing Digital • •
successful Digital Government
Government solutions.
projects in Africa
G2. Expand International
 Expanded Knowhow in
Cooperation and Exchanges in
emerging technologies
addition to IOC, SADC and COMESA
• •
Regional Member States, India,
 Expanded knowhow in
China, Estonia, Europe and other
e-Government
countries
G3. Position Mauritius as a Growth of ICT sector and job
• • •
technology gateway for Africa creation
G4. Take action to continuously Sustained improvements for the
improve the ranking of Mauritius ranking of Mauritius on
• • •
on International indices for the ICT international indices for the ICT
sector sector
Table 8: International/Regional Cooperation

Digital Mauritius 2030 Strategic Plan 28

5 Strategic Wave 3 –Talent Management

Timeline

Medium
Activities Outcome

Long
Short
A1.Take stock of and recognize Qualification frameworks to recognize
• • •
existing skills formal and informal skills
A2. Provide scholarship schemes in  At least 50 scholarships awarded
Emerging technologies on an annual basis to students
wishing to specialize in Emerging
technologies like AI, blockchain,
• • •
robotics and additive
manufacturing (3D Printing)
 Sustainable growth of digital skills
achieved
A3.Understand skills demand and ICT skills (including cybersecurity)
• • •
supply demand and supply plan formulated
A4. Implement the ICT skills demand ICT skills (including cybersecurity) gap
• • •
and supply plan addressed
A5.1. Adopt the right mix of financing Investments in human capital
instruments for training of human development
• • •
resources in ICT field

A5.2 Organise trainings in

collaboration with universities and • • •
polytechnics

A5.3 Introduce ICT training incentive

schemes for employees • • •

A5.4 Integrate work placements

/internships in ICT courses at • • •
tertiary levels.
A5.5 ICT skills exchange
programmes with international • • •
organisations
A6.1 Expand pool of ICT resources in
Increased number of software
Government to drive system
developers, network engineers and • •
development and network
other ICT professionals
management
A6.2Attract foreigners and the
Mauritian Diaspora to come to
Mauritius to work offering them Transfer of knowhow • • •
better conditions and a conducive
environment
A7. Ensure that teaching Bridges between educational
programmes are enhanced to satisfy institutions and industry built • • •
the needs of the industry

Digital Mauritius 2030 Strategic Plan 29

 A8. Create shorter learning modules
Reskilled employees to adapt skills
that foster continued learning for • • •
demands
employees
A9. Recognize and promote on-the-
job training opportunities and Individual innovations and learnings
• • •
maximize informal learning rewarded
opportunities
A10. Harness the power and
Expanded learning opportunities are
scalability of blended online courses,
available. • • •
enhanced with virtual and
augmented reality when relevant
A11. Ensure that digital and data
literacy as well as critical thinking, Citizens are digitally and data literate
problem solving courses are as well as critical thinkers and problem • • •
integrated in the educational solvers
curriculum

Table 9: Developing Talents

Digital Mauritius 2030 Strategic Plan 30

6 Strategic Wave 4 – Cybersecurity and Cybercrime

Timeline

Medium
Activities Outcome

Long
Short
A1.Establish CERT-MU as a legal 
CERT-MU is established under 
entity and as a body providing the Computer Misuse and
cybersecurity services at national
Cybercrime Act
and international level through 
National and International
partnerships cybersecurity issues addressed
by CERT-MU
A2.Set up of a Cyber Threat Secured cyber space
Centre 

A3. Conduct cyber security threat Improved cyber threat

assessment exercises preparedness 

A4. Issue guidelines on good Improved cyber threat

cyber security practices preparedness 

A5. Set-up of a regional capacity Enhanced cyber maturity in the 

building centre for cybercrime African region.

A6. Formulate a National Cyber Certified and accredited 

Security Accreditation Framework organisations for providing secured
services
A7. Promote Mauritius cyber Mauritian cybersecurity services  
security services in the region. are exported to the region

Table 10: Secured Cyber Space

Digital Mauritius 2030 Strategic Plan 31

7 Strategic Wave 5 –Innovation and Emerging Technologies

Timeline

Medium
Activities Outcome

Short

Long
A1.Set up the Mauritius Artificial
Intelligence Council (MAIC) to drive Initiatives in the area of Artificial
the take up of Artificial Intelligence Intelligence and emerging •
and emerging technologies as technologies are implemented.
vehicles of innovation
 Better monitoring, decision-
making and management of
both land based and
A2. Launching of the first CubeSAT
maritime activities
platform to acquire knowledge on
satellite technology and how to •
 Advancement in capacity
efficiently collect and process land
building, research and
and ocean data
development and
innovation

Take-up of Robotics in Industry

A3. Create awareness about Robotics for boosting productivity and for
• • •
and its applications society’s convenience

A4. Introduce package of incentives

Innovation ecosystem is
for Applied Research •
enhanced
A5. Implement National Innovation
Innovation ecosystem is
Framework • • •
strengthened
A6. Promote the development of Growth of Fintech services in the
• • •
Fintech driven services country.
A7. Identify “Champions”, Startups
structures through incubators which
Emergence of Champions
are on the brink of becoming big and • • •
Startups
which require all the support they
can get.
A8.Simplify, facilitate and alleviate
Administrative procedures
administrative procedures and tasks • • •
simplified for Startups structures
for Startup structures.
Table 11: Building a culture of innovation in the country

Digital Mauritius 2030 Strategic Plan 32

 Timeline

Medium
Activities Outcome

Short

Long
B1. Attract multinationals to Research and Development centres
establish Research and established in Mauritius • • •
Development centres in Mauritius
B2. Attract innovative businesses to
Innovative businesses thrive
locate near university campuses • •
together with academia
B3. Create a platform for exchange Research and innovation network
among experts in different fields, set up • • •
both in Mauritius and abroad.
Table 12: Creating an ecosystem sustained by growth enablers

Digital Mauritius 2030 Strategic Plan 33

 8 Enabling Environment

The development of the ICT sector requires the strengthening of a number of policies including
the ICT governance, talent management and national broadband strategy.

The enabling environment will provide operators with a more stable and transparent ecosystem
where they can bring more meaningful contribution to economic growth.

Digital Government Transformation Strategy Pillars

The following 12 principles are advocated by the Digital Government Transformation Strategy
2018 – 2022forbringing government closer to citizens and businesses and for creating a more
open, transparent, innovative, participatory and trustworthy Government:

I. Openness, transparency in Government operations and inclusiveness of stakeholders for

increased social well-being;

II. Engagement and participation of stakeholders in policymaking and service delivery

fosters citizen centered service design and delivery;

III. Creation of a data-driven culture embeds the use of data throughout the policy-cycle to
improve existing processes and dynamics in the public sector;

IV. Protecting privacy of people and ensuring digital security foster greater interactions with
Government through digital means;

V. Leadership and political commitment increases support for the digital Government
agenda;

VI. Coherent use of digital technology across policy areas ensures common vision and
objectives for public sector digitalisation;

VII. Effective organisation and governance frameworks coordinates the Digital Government
Transformation Strategy;

VIII. Strengthen international cooperation with Governments to facilitate sharing skills,

knowledge and experiences;

IX. Development of clear business cases to sustain the funding and success of digital
technologies projects;

X. Reinforce institutional capacities to better support implementation of digital

Government initiatives;

XI. Procurement rules compatible with current trends in technology and modern methods
of ICT deployment to support the digital transformation of the public sector; and

XII. Legal and regulatory framework to address digital opportunities.

Digital Mauritius 2030 Strategic Plan 34

Broadband Policy

There is consensus that broadband is of strategic importance to all countries because of its
potential to accelerate the contribution of ICT to economic growth, and facilitate innovation.

Broadband not only satisfies communication needs between individuals, it also provides a
platform for applications and offers a wide range of positive externalities which have the
potential to support and accelerate development (e.g., in health, education and commerce).

The National Broadband Policy 2012 – 2020 reflects the current and future needs of the country
taking into consideration the long-term national objectives and the evolving broadband
ecosystem in Mauritius.

Protection of Intellectual Property Rights

Protection of intellectual property rights (IPRs) is an integral part of an enabling legal and
regulatory framework.

While Internet offers unprecedented possibilities for global dissemination of information, it also
creates vulnerabilities to property rights through unauthorized use.

Legal Framework

The legal framework for the ICT sector is the foundation on which the ICT sector is being
constructed.
The framework consists of the following legislations:
 Information and Communication Technologies Act (2001)
 Electronic Transaction Act (2000)
 Computer Misuse and Cybercrime Act (2003)
 Data Protection Act (2017)
 National Computer Board Act (1988)
 Postal Services Act (2002)

Data Protection and Data Privacy Issues

In the global information economy, personal data has become the fuel driving much of current
online activity. Every day, vast amounts of personal information is collected, transmitted,
exchanged and stored across the globe, enabled by massive improvements in computing power.

Digital Mauritius 2030 Strategic Plan 35

The Mauritius privacy law namely, the Data Protection Act 2017 (DPA) is comprehensive and
covers both public and private sectors. The Data Protection Office (DPO) is the data privacy
regulator in Mauritius. Data Controllers and Processors must register with the DPO to inform
their intention to keep or process personal data. The DPA also allows data to be transferred to
other countries, subject to certain conditions.

Data protection combines elements of human rights and consumer protection and is considered
as a fundamental right. Data protection regulation is also seen as an enabling law, which
facilitates the development of new technologies and innovations. Insufficient protection can
create negative market effects by reducing consumer confidence, and overly stringent protection
can unduly restrict businesses, with adverse economic effects as a result.

The Mauritian data protection and privacy law seeks as much as possible to balance these
different concerns and interests, ideally in a way that does not unnecessarily hamper the scope
for technological development.

Mauritius data protection and privacy legislation has been brought at par with international best
practices including the European Union’s General Data Protection Regulation (GDPR).

Spectrum (Frequency) Management

With the emergence of new technologies like LTE-A, IoT and 5G, the management and allocation
of spectrum is reviewed on a regular basis. The freeing up of the Digital Dividend and
technological advances in mobile technologies have spurred the concept of allocating spectrum
in a “technology neutral” manner – leaving it up to the operators to make use of the allocated
bandwidth in the most cost-effective method.

Cyber Security

Being connected is now essential, creating new opportunities for innovation and growth. To be
competitive, businesses need to be online. However, this also brings risks. Strong cyber security
is a fundamental element for growth and prosperity in a global economy. It is also vital for our
national security. However, it requires partnership involving government, the private sector and
the community to build resilience to cyber security threats and make the most of online
opportunities.

Mauritius is taking the lead to act as a regional coordination centre for cybersecurity for the
African Region. This will allow curtailing emerging threats in the African region as well as
reducing the regional divide in this area. It will also help in improving regional cooperation in
the investigation and prosecution of cybercrime.

Digital Mauritius 2030 Strategic Plan 36

Emerging Regulatory Framework

The global trend is to reduce licensing hurdles and to adopt technological neutrality, allowing
for greater competition between different delivery platforms for greater end-user access and
experience.

Many countries are shifting from service-specific to converged licensing regimes thus relieving
investors from licensing rules, which are too restrictive and cumbersome.

In Mauritius, the convergence of the different regulatory bodies (ICT, Broadcasting, posts) into
a single regulatory entity is a declared policy of Government. Measures are being taken to
provide the appropriate legal framework.

The telecommunications, the broadcasting sector and internet-related industries have differing
regulatory traditions. Broadcast regulation is traditionally concerned with the regulation of
content, and, in the broadcasting sector, licensing provides the basis for regulation on social
policy and cultural criteria.
The Internet sector has a largely unregulated or self-regulatory tradition. Self-regulatory codes
and rules for legal liability for content have emerged in relation to the Internet.

The converged institution will be tasked with reconciling these differing regulatory traditions.

Digital Mauritius 2030 Strategic Plan 37

9 Conclusion

Mauritius aims to become an inclusive high-income country through the promotion and
fostering of a culture of innovation and leveraging on Emerging Technologies such Artificial
Intelligence, Blockchain, Robotics, Fintech, 3D Printing, Internet of Things and Big Data (and
Data Science) to create wealth and jobs by boosting development in line with the Vision 2030 of
the Government.

To sustain the growth of the ICT sector in Mauritius, the right focus for exploiting Emerging
Technologies with a state of the art infrastructure, Digital Government applications, pervasive
innovations, strong talent management coupled with a Cybersecure and Cyber resilient
environment, has been given with the formulation of this Digital Mauritius 2030 Strategy.

The Strategy`s fabric rests on an enabling environment consisting of strong pillars like legal
regulatory framework, Data Protection and CyberSecurity frameworks.

Rendez-vous with Destiny

Digital Mauritius 2030 Strategy empowers citizens for transforming Mauritius into a Smart
Digital nation where the dream of Vision 2030, “Our aim is to embed the use of
technology in the day to day life of every Mauritian” becomes a reality….

Digital Mauritius 2030 Strategic Plan 38