|
 |
|
 Investment Opportunity
|
| |
|
 |
|
|
|
|
| |
|
| Registering Property |
|
| |
|
The ease with which businesses can secure rights to property is shown below. Included are the number of steps, time, and cost involved in registering property. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Procedures (number) |
|
6 |
|
7.0 |
|
4.9 |
|
|
|
|
|
|
|
|
|
| Duration (days) |
|
210 |
|
104.6 |
|
28.0 |
|
| Cost (% of property value) |
|
10.8 |
|
11.1 |
|
4.6 |
|
| |
|
|
|
|
|
|
|
|
| Getting Credit |
| |
Measures on credit information sharing and the legal rights of borrowers and lenders are shown below. The Legal Rights Index ranges from 0-10, with higher scores indicating that those laws are better designed to expand access to credit. The Credit Information Index measures the scope, access and quality of credit information available through public registries or private bureaus. It ranges from 0-6, with higher values indicating that more credit information is available from a public registry or private bureau. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Legal Rights Index |
|
5 |
|
4.0 |
|
6.4 |
|
|
|
|
|
|
|
|
|
| Credit Information Index |
|
1 |
|
1.3 |
|
4.8 |
|
| Public registry coverage (% adults) |
|
38.6 |
|
2.1 |
|
8.6 |
|
| Private bureau coverage (% adults) |
|
0.0 |
|
4.5 |
|
59.3 |
|
| |
|
|
|
|
|
|
|
|
| Protecting Investors |
| |
The indicators below describe three dimensions of investor protection: transparency of transactions (Extent of Disclosure Index), liability for self-dealing (Extent of Director Liability Index), shareholders ability to sue officers and directors for misconduct (Ease of Shareholder Suits Index) and Strength of Investor Protection Index. The indexes vary between 0 and 10, with higher values indicating greater disclosure, greater liability of directors, greater powers of shareholders to challenge the transaction, and better investor protection. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Disclosure Index |
|
6 |
|
4.7 |
|
6.4 |
|
|
|
|
|
|
|
|
|
| Director Liability Index |
|
8 |
|
3.1 |
|
5.1 |
|
| Shareholder Suits Index |
|
9 |
|
5.0 |
|
6.5 |
|
| Investor Protection Index |
|
7.7 |
|
4.3 |
|
6.0 |
|
| |
|
|
|
|
|
|
|
|
| Paying Taxes |
| |
The data below shows the tax that a medium-size company must pay or withhold in a given year, as well as measures of the administrative burden in paying taxes. These measures include the number of payments an entrepreneur must make; the number of hours spent preparing, filing, and paying; and the percentage of their profits they must pay in taxes. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Payments (number) |
|
7 |
|
38.7 |
|
15.1 |
|
|
|
|
|
|
|
|
|
| Time (hours) |
|
161 |
|
321.2 |
|
183.3 |
|
| Profit tax (%) |
|
10.8 |
|
21.4 |
|
20.0 |
|
| Labor tax and contributions (%) |
|
3.6 |
|
13.3 |
|
22.8 |
|
| Other taxes (%) |
|
7.3 |
|
33.3 |
|
3.4 |
|
| Total tax rate (% profit) |
|
21.7 |
|
68.0 |
|
46.2 |
|
| |
|
|
|
|
|
|
|
|
| Trading Across Borders |
| |
The costs and procedures involved in importing and exporting a standardized shipment of goods are detailed under this topic. Every official procedure involved is recorded - starting from the final contractual agreement between the two parties, and ending with the delivery of the goods. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Documents for export (number) |
|
5 |
|
8.1 |
|
4.5 |
|
|
|
|
|
|
|
|
|
| Time for export (days) |
|
17 |
|
35.6 |
|
9.8 |
|
| Cost to export (US$ per container) |
|
728 |
|
1,660.1 |
|
905.0 |
|
| Documents for import (number) |
|
6 |
|
9.0 |
|
5.0 |
|
| Time for import (days) |
|
16 |
|
43.7 |
|
10.4 |
|
| Cost to import (US$ per container) |
|
673 |
|
1,985.9 |
|
986.1 |
|
| |
|
|
|
|
|
|
|
|
Enforcing Contracts |
| |
The ease or difficulty of enforcing commercial contracts in is measured below. This is determined by following the evolution of a payment dispute and tracking the time, cost, and number of procedures involved from the moment a plaintiff files the lawsuit until actual payment. |
|
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Procedures (number) |
|
37 |
|
39.4 |
|
31.3 |
|
|
|
|
|
|
|
|
|
| Duration (days) |
|
750 |
|
643.0 |
|
443.3 |
|
| Cost (% of claim) |
|
17.4 |
|
48.7 |
|
17.7 |
|
| |
|
|
|
|
|
|
|
|
| Closing a Business |
| |
The time and cost required to resolve bankruptcies is shown below. The data identifies weaknesses in existing bankruptcy law and the main procedural and administrative bottlenecks in the bankruptcy process. The recovery rate, expressed in terms of how many cents on the dollar claimants recover from the insolvent firm, is also shown. |
| |
| Indicator |
|
Mauritius |
|
Region |
|
OECD |
|
|
|
|
|
|
|
|
|
| Time (years) |
|
1.7 |
|
3.4 |
|
1.3 |
|
|
|
|
|
|
|
|
|
| Cost (% of income per capita) |
|
15 |
|
20.0 |
|
7.5 |
|
| Recovery rate (cents on the dollar) |
|
34.3 |
|
17.1 |
|
74.1 |
|
| |
|
|
|
|
|
|
|
|
|
| |
ICT Opportunity |
|
|
|
|
|
|
|
Mauritius, The Digital Island”, is the best alternative for any global company because it offers a cost effective, reliable and customer focused platform for IT related outsourcing activities. |
|
|
|
|
|
|
| |
|
|
| 1 |
: |
Bilingual pool of talents |
|
|
|
| 2 |
: |
Quality infrastructure and regulatory environment |
|
|
|
| 3 |
: |
Stable geopolitical location |
|
|
|
| 4 |
: |
Strong cultural links with Asia and Europe |
|
|
|
| 5 |
: |
Ease of doing business |
|
|
|
|
|
|
|
|
|
The Board of Investment is pleased to announce that Mauritius ranks the 25th position, well ahead of our major off shoring competitors in the latest AT Kearney Global Services Location Index report.
The AT Kearney Global Services Location Index analyses the top 50 services locations worldwide against a balanced set of measurements in three categories: Cost (40%), people (30%) and business environment (30%). The AT Kearney Index is recognized globally as the reference benchmark index used by all major multinationals and global consultancy firms for assessing country attractiveness for service off shoring.
Since last year, BOI has witnessed a growing demand from potential investors for detailed benchmark indicators on country attractiveness and sophisticated business proposals. As part of our promotional initiatives, the Board of Investment started liaising with the consultancy group to allow Mauritius to be put on the global off shoring map.
|
|
|
|
|
|
| • |
|
Reflecting the growing number of countries competing to establish themselves as remote services locations, ten new countries have been added to this year’s Index – the three Baltic States and Ukraine in Eastern Europe, Sri Lanka and Pakistan in South Asia, Uruguay in Latin America, and Morocco, Senegal, and Mauritius, further expanding the Index’s coverage of francophone locations. |
|
|
|
| • |
|
Traditional locations in developed countries (Singapore, Canada, Philippines and Australia) all fell in the rankings to the profit of emerging markets. |
|
|
|
| • |
|
Mauritius performed very respectably in the Index, being only one of four new entrants in the Index to jump into the top 25 countries, well ahead Morocco, Tunisia, Senegal and even South Africa. Mauritius received a particularly very positive ranking on the financial cost and business environment categories. |
|
|
|
| • |
|
The report clearly stated that “the rise of Mauritius… reflects growing interest in locations with the ability to serve francophone markets. Stronger business environments in Mauritius … contends with lower costs and larger populations in Morocco and Senegal.” |
|
|
|
|
|
| The report clearly stated that “the rise of Mauritius… reflects growing interest in locations with the ability to serve francophone markets. Stronger business environments in Mauritius … contends with lower costs and larger populations in Morocco and Senegal.” |
|
|
|
|
|
|
| Rank |
|
Country |
|
Rank |
|
Country |
|
|
|
|
|
|
|
|
|
| 1 |
|
India |
|
26 |
|
Tunisia |
|
|
|
|
|
|
|
|
|
| 2 |
|
China |
|
27 |
|
Ghana |
|
| 3 |
|
Malaysia |
|
28 |
|
Lithuania |
|
| 4 |
|
Thailand |
|
29 |
|
Sri Lanka |
|
| 5 |
|
Brazil |
|
30 |
|
Pakistan |
|
| 6 |
|
Indonesia |
|
31 |
|
South Africa |
|
| 7 |
|
Chile |
|
32 |
|
Jamaica |
|
| 8 |
|
Philippines |
|
33 |
|
Romania |
|
| 9 |
|
Bulgaria |
|
34 |
|
Costa Rica |
|
| 10 |
|
Mexico |
|
35 |
|
Canada |
|
| 11 |
|
Singapore |
|
36 |
|
Morocco |
|
| 12 |
|
Slovakia |
|
37 |
|
Russia |
|
| 13 |
|
Egypt |
|
38 |
|
Israel |
|
| 14 |
|
Jordan |
|
39 |
|
Senegal |
|
| 15 |
|
Estonia |
|
40 |
|
Germany (Tier II) |
|
| 16 |
|
Czech |
|
41 |
|
Panama |
|
| 17 |
|
Latvia |
|
42 |
|
UK (Tier II) |
|
| 18 |
|
Poland |
|
43 |
|
Spain |
|
| 19 |
|
Vietnam |
|
44 |
|
New Zealand |
|
| 20 |
|
UAE |
|
45 |
|
Australia |
|
| 21 |
|
USA (tier II) |
|
46 |
|
Portugal |
|
| 22 |
|
Uruguay |
|
47 |
|
Ukraine |
|
| 23 |
|
Argentina |
|
48 |
|
France (Tier II) |
|
| 24 |
|
Hungary |
|
49 |
|
Turkey |
|
| 25 |
|
Mauritius |
|
50 |
|
Ireland |
|
|
|
|
|
|
| IT Enabled Services (ITES) |
|
|
|
The contact centre industry is the highest generator of employment with a solid base of international players presently operational. Activities currently revolve around Customer support, Help desk and Telemarketing campaigns.
The availability of specialized professionals such as accountants, lawyers and architects has been a catalyst to the development of the Business Process Outsourcing (BPO) segment in Mauritius Business process outsourcing opportunities exist in:
|
|
|
|
|
|
|
| |
|
|
| 1 |
: |
Accounting and financial and BPO. |
|
|
|
| 2 |
: |
Market research and analysis. |
|
|
|
| 3 |
: |
Legal BPO. |
|
|
|
| 4 |
: |
HR outsourcing (e.g. payroll and benefits processing). |
|
|
|
| 5 |
: |
Medical transcription. |
|
|
|
| 5 |
: |
Architectural /Engineering design and data digitalization. |
|
|
|
| 5 |
: |
Data processing and multimedia, among others.
|
|
|
|
|
|
|
|
| Software Development |
|
|
|
| Key international players in software development are currently carrying out part of their operations in Mauritius. The country has the organizational and technical capabilities in the following areas of software development: |
|
|
|
| • |
|
Software development in major technical languages, including Oracle, dot.net and other object oriented |
|
|
|
| • |
|
Customisation of best-of-breed software solutions (ABAP, Oracle Financials etc.) |
|
|
|
| • |
|
Niche development and maintenance for specific product requirements.Our existing pool of talents is highly competitive with international university exposure and thrives on taking new challenges in the ever-changing technological world. Mauritius recognizes that skills set is a determining factor in the industry and has implemented a comprehensive on the-job training programme with the collaboration of private and public institutions. |
|
|
|
| • |
|
Other content development applications |
|
|
|
|
|
|
|
| Telecommunications |
|
|
|
The liberalization of the Mauritian telecommunication industry has encouraged the entrance of leading players in this field. This has resulted in a dynamic growth of mobile phone and Internet users.
Telecom and broadband service providers, network equipment providers, mobile content developers can use Mauritius as a competitive business platform for the region.
|
|
| |
|
| ICT habitats |
|
|
|
Recognizing that ICT companies expect simply the best in infrastructure when deciding on their localization plans; Mauritius has invested massively in the construction of intelligent ICT habitats and technology parks on the island.
This supply strategy is shared by the private sector who is now significantly investing to materialise the untapped potential of the industry in terms of state of the art office premises infrastructure and connectivity adaptable for ICT operators.
With the global forecasts of the ICT industry growth and the expected growth of the industry at a national level, Mauritius is expecting a significant boom in its ICT habitats.
|
|
|
|
|
|
| |
|
|
