This economy profile for Doing Business 2016 presents the 11 Doing Business indicators for Mauritius. To allow for useful comparison, the profile also provides data for other selected economies (comparator economies) for each indicator.
... See More + Doing Business 2016 is the 13th edition in a series of annual reports measuring the regulations that enhance business activity and those that constrain it. Economies are ranked on their ease of doing business; for 2015 Mauritius ranks 32. A high ease of doing business ranking means the regulatory environment is more conducive to the starting and operation of a local firm. Doing Business presents quantitative indicators on business regulations and the protection of property rights that can be compared across 189 economies from Afghanistan to Zimbabwe and over time. Doing Business sheds light on how easy or difficult it is for a local entrepreneur to open and run a small to medium-size business when complying with relevant regulations. It measures and tracks changes in regulations affecting 11 areas in the life cycle of a business: starting a business, dealing with construction permits, getting electricity, registering property, getting credit, protecting minority investors, paying taxes, trading across borders, enforcing contracts, resolving insolvency and labor market regulation. The data in this report are current as of June 1, 2015 (except for the paying taxes indicators, which cover the period from January to December 2014).
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This Country Data Report summarizes the data from the Worldwide Governance Indicators (WGI) project for Mauritius. The WGI report six aggregate governance indicators for over 200 countries and territories over the period 1996-2014, covering: i) voice and accountability, ii) political stability and absence of violence, terrorism, iii) government effectiveness, iv) regulatory quality, v) rule of law, and vi) control of corruption.
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Mauritius is a high middle-income country with low levels of poverty and inequality. The headcount poverty level was 6.9 percent in 2012; measured by the international standard of United States (U.S.) $2 per day (PPP), poverty was less than 1 percent.
... See More + On inequality, Mauritius also fared well compared to its peer middle-income countries. On the negative side, Mauritius’ growth has not been equally shared, despite the general improvement in welfare. The economy’s polarization was associated with a structural transformation from labor-intensive industries to services and knowledge-intensive industries. Inclusiveness remains the main challenge for the current growth pattern. When Mauritius will be able to become a high-income country will depend on its ability to improve the labor force’s skill set, develop infrastructure, and further improve the business environment to attract foreign direct investment (FDI) and generate domestic investment. Reduction in inequality and boost of shared prosperity will require more growth and a more pro-poor pattern of growth. An increase in female labor force participation, reduction of high youth unemployment rates, improving the efficiency of the social protection system will reduce growing skills mismatch facilitating inclusive growth and eradicating poverty in Mauritius.
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Working Paper 90006 SEP 01, 2015
Sulla,Victor; Munoz Moreno,Rafael; Da Maia,Carlos Chadreque Penicela; Klapper,Leora; Van Oudheusden,Peter; Guven,Melis U.; Nikitin,Denis; Polodoo, Virendra; Randriankolona,Patrick Leon; Mazza,Jacopo; Heleniak,Timothy E.Disclosed
Mauritius has been a success story since independence, moving from low income to uppermiddle-income status. Close public-private partnerships facilitated private sector-led growth in astable macroeconomic and institutional environment.
... See More + The government implemented an activeindustrial policy to support private sector competitiveness while exploiting global trade nichescreated by preferential access arrangements. As a result, savings were high and reinvested indiversifying the economy. Starting as a mono-cropped, inward-looking economy, Mauritiusmoved toward an export oriented and diversified economy producing textiles, tourism, financialand ICT services. Mauritius is now at a crossroads. On the one hand, it can pursue a path where reinvigorated public investment boosts economic growth and reinforced public assistance enhancesredistribution. On the other hand, it can select a path where private sector identifies constraintsfor growth and the public sector is the enabling agent that removes them, ensuring that proceedsare adequately shared by targeted assistance and improved service delivery. The Systematic Country Diagnostic (SCD) is intended to assess the priorities of Mauritius to accelerate sustainable economic growth while improving the welfare of the less well off. The SCD aims to understand why income growth among the bottom 40 percent of the population has been low relative to the average income. The SCD also addresses how the rate and structure of aggregate growth can be improved to accelerate income growth among the bottom 40 percent of the population, as well as ensure that overall growth is sustainable.
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Ratings for the Infrastructure Project for Mauritius were as follows: outcomes were moderately satisfactory, the risk to development outcome was substantial, the Bank performance was moderately satisfactory, and the Borrower performance was moderately unsatisfactory.
... See More + Some lessons learned included: understanding the political economy risk and accounting for it in the project design helps to move forward with implementation despite difficult circumstances and changing government priorities. The teams must utilize restructuring when needed to simultaneously advance a project and to ensure alignment of outcomes, the Results Framework, and the PDO. Encouraging the Borrowers to conclude the staffing arrangements for project implementation before the Board approval and confirming the FM arrangements on flow of funds may reduce the implementation and disbursement delays. Designing performance based contract pilots for routine maintenance requires an advance and careful preparation and consideration of relevant technical knowledge and best practices in order to ensure adequate design and allocation of realistic funding and timeline. Readiness of the bidding documents for large road works before Board approval may reduce the likelihood of significant cos
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Implementation Completion and Results Report ICR3303 JUN 25, 2015
Ratings for the First and Second Public Sector Performance Development Policy Loans Project for Mauritius were as follows: outcomes were moderately satisfactory, the risk to development outcome was moderate, the Bank performance was moderately satisfactory, and the Borrower performance was also moderately satisfactory.
... See More + Some lessons learned included: in an environment where the reform agenda was slowing down the team focused on areas that had more consensus to move forward. The DPL focused on achieving feasible reforms in the near term while laying the necessary building blocks to accelerate reforms in the medium term. Because public sector reforms would require consensus between diverse stakeholders and would affect the political equilibrium, the government continued to take a strategically incremental approach. The balanced approach in the preparation of the operations between Social Protections and Competitiveness translated in positive results as provided the government with a set of reforms that reinforced each other (i.e. impact of some trade reforms might be partially compensated by reforms on the social protection system). The loan was designed to include a certain degree of flexibility to allow the government to adapt the reform program as needed over time.
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Implementation Completion and Results Report ICR3247 JUN 22, 2015
Ratings for the Private Sector Competitiveness Development Policy Loans (DPL) Project for Mauritius were as follows: outcomes were satisfactory, risk to development outcome was moderate, Bank performance was satisfactory, and Borrower performance was satisfactory.
... See More + Some lessons learned included: the new programmatic DPL series was prepared in tandem with the public sector performance (PSP) DPL series and led to an integrated dialogue with the client, and joint internal processing, and targeting with better results. The PSC DPL series serve as an example of the Bank’s responsiveness and agility to meet a middle income client’s development priorities more geared towards policy and institutional support as opposed to public investment and capacity building. The loan was designed to include a certain degree of flexibility to allow the government to adapt the reform program as needed over time. Throughout the process of project design and preparation, the government placed great value on the knowledge package accompanying the DPL which contributes to reform planning and implementation. The results framework was realistic and with clear baseline data and targets that allowed proper monitoring of progress towards performance.
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Implementation Completion and Results Report ICR3400 JUN 15, 2015
Training funds are used to incentivize training in developing countries, but the funds are based on payroll taxes that lower the return to training.
... See More + In the absence of training funds, larger, high-wage and more capital intensive firms are the most likely to offer training unless they are liquidity constrained. If firms are not liquidity constrained, the fund could lower training investments. Using an administrative dataset on the Mauritius training fund, we find that the firms most likely to train pay more in taxes than they gain in subsidies. The smallest firms receive more benefits than they pay in taxes.
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Journal Article 100252 JAN 01, 2015
Kuku, Oluyemisi; Orazem, Peter F.; Rojid,SawkutDisclosed
This economy profile for Doing Business 2015 presents the 11 Doing Business indicators for Mauritius. To allow for useful comparison, the profile also provides data for other selected economies (comparator economies) for each indicator.
... See More + Doing Business 2015 is the 12th edition in a series of annual reports measuring the regulations that enhance business activity and those that constrain it. Economies are ranked on their ease of doing business; for 2015 Mauritius ranks 28. A high ease of doing business ranking means the regulatory environment is more conducive to the starting and operation of a local firm. Doing Business presents quantitative indicators on business regulations and the protection of property rights that can be compared across 189 economies from Afghanistan to Zimbabwe and over time. Doing Business measures regulations affecting 11 areas of the life of a business known as indicators. Ten of these areas are included in this year's ranking on the ease of doing business: starting a business, dealing with construction permits, getting electricity, registering property, getting credit, protecting minority investors, paying taxes, trading across borders, enforcing contracts, and resolving insolvency. Doing Business also measures labor market regulation, which is not included in this year's ranking. The data in this report are current as of June 1, 2014 (except for the paying taxes indicators, which cover the period from January to December 2013).
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The Country Opinion Survey for FY2012 in Mauritius assists the World Bank Group (WBG) in gaining a better understanding of how stakeholders in Mauritius perceive the WBG.
... See More + It provides the WBG with systematic feedback from national and local governments, multilateral/bilateral agencies, media, academia, the private sector, and civil society in Mauritius on 1) their views regarding the general environment in Mauritius; 2) their overall attitudes toward the WBG in Mauritius; 3) overall impressions of the WBGs effectiveness and results, knowledge work and activities, and communication and information sharing in Mauritius; and 4) their perceptions of the WBGs future role in Mauritius.
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The development objective of the Road Asset Management and Safety Project for Mauritius is to reduce cost and improve safety for road users through improving asset management on the primary and secondary road network, and strengthening the management of road safety on the island of Mauritius.
... See More + Negative impacts include: loss of land acquisition, loss of crops and trees, loss of asset, loss of income, and loss of livelihood. Mitigation measures include: 1) involuntary resettlement would be avoided where possible and where population displacement is unavoidable, it would be minimized by exploring all viable project options; 2) persons affected by land acquisition or loss of sources of incomes associated with change in land use due to the project would be given compensation so that they can improve or at least maintain their former standard of living; 3) the estimation of the compensation cost and/or benefit would be based on the appropriate method so that the cost of land and other properties taken and demolished are accounted for. This will ensure that the living standards of the project affected persons are maintained or raised to a substantial level; 4) project affected persons would be given full information on the qualification (eligibility), mode of compensation, the restoring plan of production income, and the project's progress and be involved in the enforcement of resettlement arrangements (community participation); 5) the land and/or property affected would be taken only when the Potentially Affected Persons, or PAPs are satisfied with the compensation arrangements; and 6) the implementing agency would supervise the resettlement activities including the payment of compensation as well as monitoring and evaluation.
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The development objective of the Road Asset Management and Safety Project for Mauritius is to reduce cost and improve safety for road users through improving asset management on the primary and secondary road network, and strengthening the management of road safety on the island of Mauritius.
... See More + Some of the negative impacts and mitigation measures include: (1) undertaking visual inspection along the overall alignment where works are envisaged to be carried out to identify any location and stretch that may be subject to landslides and soil erosion, at design stage; (2) conducting consultation with potentially affected persons (PAPs) to present compensation as appropriate as per procedures and laws and regulations in force in the country; (3) making use of machinery and plant in good running order and properly maintaining to minimize noise nuisance and impairment of air quality; (4) ensuring that bitumen is not allowed to enter either running or dry streambeds nor can it be disposed of in ditches or small waste disposal sites prepared by the contractor; (5) providing continuous access (pedestrian and vehicular where required) to residents, businesses, and offices as far as possible; and (6) informing the public in general, and the concerned local population in particular, via the press and audio-visual media of all traffic management plans worked out by the supervising engineer and approved by the steering committee.
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