“Vision 2050 is not about a photo opportunity or a publicity stunt…

… it is about listening to the real concerns and aspirations of people on the ground”

Interview: Dr Jyoti Jeetun, Minister of Financial Services and Economic Planning

* ‘We are ambitious for Mauritius. For too long we have been held back by a poverty of ambition. We have a choice now’

* ‘Despite divisive rhetoric on social media, there is a rising tide of unity that can unleash the next chapter of Mauritianism’

In a world increasingly defined by global volatility and domestic shifts, short-term fixes are no longer enough to secure a nation’s future. In this insightful interview with the Mauritius Times, Dr Jyoti Jeetun breaks down the strategic rationale behind Vision 2050 — a bold roadmap designed to move Mauritius beyond the “fire-fighting” mode of annual budgets and electoral cycles. Addressing critical challenges from an ageing population and infrastructure gaps to the mounting national debt, Dr. Jeetun explains how this long-term framework serves as a vital anchor for the country. She details an unprecedented, inclusive consultative process that spans districts and the diaspora, ensuring that Vision 2050 is not just a government document, but a collective “Mauritian” ambition.

Mauritius Times: What is the specific rationale for undertaking the Vision 2050 exercise, and how it meaningfully differs from existing policy instruments such as the Government Programme 2025-2029 and annual Budget Speeches, which already outline multi-sectoral initiatives aimed at among other things improving the country’s competitiveness and our quality of life?

 Dr Jyoti Jeetun: Vision 2050 is an exercise in long-term planning. My experience is that, in life, in business, in government, success only ever comes to those with big visions.

Today’s world is characterized by unprecedented levels of uncertainty. There are some positive developments, such as AI-induced increases in productivity. But there are also some developments that are not so positive — economic fragmentation and the rewriting of the rules of the game for trade that is reshaping the world as we know it. Climate change is here to stay. Domestically, ageing  is reshaping our society. We do not know the levels of migration we will need in the years to come.

Amidst all the uncertainty, Vision 2050 provides an anchor. A manifesto of where we want to be — as a society, as an economy, and as a country.

Our collective choices today will redefine our future. Our decisions will affect our children and grandchildren, as well as the generations that are not yet born. That future may be uncertain, but we will have a destination that we will be aiming for. We will not be that rudderless boat drifting aimlessly to the whims and caprices of the ocean.

Many policymakers will tell you that a lot of what we did in the 1990s and the turn of the century were inspired by Vision 2020 that had itself been crafted in 1997.

* Is planning still relevant in a world that is changing so fast?

See, long-term planning faded somewhere along the road. We see the consequences of that today. We are in a state of constant fire-fighting, patching structural failures with band-aid solutions where vision and foresight should have been.

Let me focus on three main ones:

* First, we should have been able to foresee the ageing of the Mauritian population and plan accordingly. It is not the case that we woke up one morning and discovered that nearly one fifth of the population is over sixty — and this will rise to one third by 2050. The current labour shortage should have been foreseen and policies put in place to avoid the ad hoc response that we are seeing now. Our enterprises are struggling, and this is impacting growth. Proper planning could have avoided this.

* Second, we should have been able to plan our electricity and water needs. New houses are being built every year. We have been expanding our real estate sector, which increases demand for utilities. New investments in ICT and the metro also increase electricity demand. Yet supply has failed to keep up. Our infrastructure is weak. Investment is lagging behind. Our renewable targets are off target. We have even had to face the prospects of load shedding. This creates unnecessary uncertainty. Such investments require planning decades ahead. Again, we are fire-fighting.

* Third, the national debt increased by almost 50 percent since 2014. So, it took us 10 years to add 30 percent of debt to GDP, while it took us over 50 years to get to 60 percent of GDP. We had COVID, but this was not the main driving factor. In the absence of a long-term vision, our polices had shifted to short-termism. Partisan considerations ruled the day. The then government lived like there’s no tomorrow. Today, the population is having to pay the bill.
We face a budget squeeze exactly when our ageing problem is accelerating, and we have rising expenditure needs. As economists say, we have eroded our fiscal space. No more headroom. The spectre of Moody’s is looming. Once again, proper planning could have avoided this.

Now consider the countries that have made or are making a big leap. Singapore: from third world to first world. $500 per capita at the time of independence to $94,000 today. India: Prime Minister Modi launched Vikshit Bharat Abhiyaan in 2015 aiming for India to be a developed nation by 2047 at its 100th independence anniversary. India is one of the fastest growing economies in the world today. That’s because they have a big vision, a compass. Despite the major global tectonic shifts, they are still charting their way ahead.

* How does Vision 2050 how it meaningfully differs from existing policy instruments such as the Government Programme 2025-2029 and annual Budget Speeches, which outline initiatives to boost national competitiveness and quality of life?

Vision 2050 is not being conceived as an alternative to the Government Programme 2025-2029 or annual Budget Speeches. Far from that.

The Government Programme and Budget deal with short-term issues within the electoral cycle. Vision 2050 provides the long-term strategic horizon within which these existing policy documents would be framed going forward.

Besides, Vision 2050 is not a stand-alone document. It will be complemented with a 10-year national development plan (NDP) that leads to 2035, and it will be sub-divided into 3- and 5-year programmes to ensure alignment with the budget and the public sector investment program. The execution is what will translate Vision 2050 into reality.

By anchoring national development to a shared horizon, Vision 2050 enables policy coherence across ministries, provides predictability for households and investors, and it represents a shift from reactive to proactive governance. It does not replace existing tools; it gives them direction. We all navigate in one direction to meet the common objectives.

* Will Vision 2050 adopt a genuine whole-of-society approach, embedding public institutions, the private sector, local authorities, academia, and civil society in its governance and delivery?

I am very proud to say that Vision 2050 will be the result of one of the most inclusive consultative processes ever undertaken in Mauritius.

This is a national undertaking, inviting all Mauritians to contribute to the elaboration of Vision 2050. It is not driven by partisan considerations but by a single motivation: the prosperity and wellbeing of the citizens and the country.

We have a three-pronged consultation process. First, 12 regional consultations at the level of each district council and municipality. Second, 20 or so sectoral consultations that dig deeper around the three pillars of Vision 2050: Prosperity, Sustainability, and Inclusion. Third, an online platform that allows one and all, including the diaspora, to contribute.

The process brings together Members of Parliament, local authorities, communities across all districts, the economic actors, academia, civil society, youth, trade unions, and the Mauritian diaspora. These engagements are not symbolic consultations. The intention is to ensure that stakeholders are meaningfully embedded in the governance and delivery of the Vision.

Vision 2050 is not a document that will be crafted in SICOM Tower in Ebene. Vision 2050 will be the vision of the Mauritian people.

As with the design, the delivery of Vision 2050 will also be anchored around a whole-of-society approach. It is based on the principle of shared responsibility.

The Government’s role is to provide leadership, coordination, and coherence. Delivery and execution, however, is distributed. Long-term transformation cannot be achieved by the state alone. It requires aligned investment by the private sector, innovation by entrepreneurs and researchers, engagement by communities, and participation by citizens.

This whole-of-society approach is also a safeguard. A Vision that is collectively shaped and collectively owned is more resilient, more credible, and more likely to outlive political cycles. It reflects the aspirations of the people. No political considerations can override that.

To the detractors and the keyboard warriors, this is not a photo opportunity or a publicity stunt. It is about hearing the real concerns and aspirations of the people on the ground. It is about giving them a voice to shape their future. I ask anyone who is still unconvinced to please take some time off from the virtual world and join us for one of these sessions. Your voice matters too.

* What insights have emerged from consultations on Mauritian identity, cohesion, and values?

Initial consultations and national dialogues are revealing a clear and consistent message.

Mauritians remain deeply attached to the values that historically underpinned the country’s success: hard work, social cohesion, opportunity through education, respect for authority (especially teachers, doctors and nurses, and police officers), and upward mobility based on effort rather than privilege or political access. These values are not abstract ideals; they are lived experiences that shaped Mauritius’s transformation over the past decades.

At the same time, there is growing concern that the foundations of our country have been weakened. Citizens across professions and generations speak of declining institutional trust, perceived unfairness, and narrowing opportunity pathways. Young people, in particular, question whether effort and merit are still rewarded. Many wonder whether Mauritius continues to offer a future worth committing to.

I hear their voices, their deep concerns. The national dialogue is giving them a platform to make their voices heard.

But I also hear hope and optimism. I feel there is a rising tide. Amid increasingly divisive rhetoric, especially on social media, there is more that unites us than divides us. We can unleash the next chapter of « Mauritianism ».

Too often our opinions and conclusions are based on the negativity and toxicity that we see on social media. I used to despair. I must say that the national consultation is giving me tremendous hope and positivity. These are real people engageing in genuine and constructive conversations about their country, their aspirations. For too long we have not listened to the people.

* What do early consultations suggest about public confidence in national institutions?

Consultations held so far, including in Rivière du Rempart District Council and Municipality of Curepipe, suggest a population that is critical but engaged.

There is no denial that public confidence has been tested. I hear genuine concerns.

The people are demanding that their voice be heard, and rightly so. They are demanding institutions that are fit for purpose. Many express dismay at the state of the electricity, for example. Many wonder why the same reasons continue to be peddled for the water problem. Many wonder why the drug and corruption problems are not being tackled more forcefully.

However, participation levels and the quality of dialogue point to genuine engagement and cautious optimism. This optimism is conditional. It rests on whether commitments translate into delivery, and whether accountability mechanisms are credible.

As one youngster from St Joseph College put it during the Curepipe consultation, people want change, not political rhetoric.

The consultations therefore reinforce a central message: trust cannot be taken for granted or assumed  —  it must be earned, everyday, through consistent action.

* To what extent have social pressures and youth emigration featured in consultations?

Social pressures have featured prominently in discussions so far.

One may not be surprised that the number one priority of people is a drug-free society, this has come up consistently and very prominently, followed closely by access to better education and healthcare.

Most interventions emphasize the pernicious effects of drugs and the broader damage to our society. People want an immediate stop to the drift towards Mauritius becoming a ‘zombie nation’. The impact on the youth is particularly alarming. Participants are also expressing concerns about the impact on their neighbourhoods. Participants are expressing deep concerns about the pace and visibility of law enforcement responses.

The broader economic impact on attendance at work and the image of Mauritius as a tourist destination also featured in the discussions, especially when drugs and thefts are linked. It is not all rotten, but the window to avoid reaching the point of no return is closing fast.

People are calling for immediate action. It cannot wait for Vision 2050 to be implemented.

Again, this is another problem where a whole-of-society approach is necessary for impactful interventions. It is not the failure of just one institution. It warrants a system-wide approach.

* What else is coming up prominently?

What came as a surprise to me is the outcry for more respect and civic values in our society. This is a nation calling upon its citizens to change, to show respect, to be more responsible. As I said earlier, we only see doom and gloom on social media towards government. This gives me hope that people are conscious that change is also something that every citizen is responsible for. The government cannot solve all the problems; some things are the responsibility of the family and the community.

Concerns relating to cost of living, security, corruption, ageing and well-being of the elderly, and social inclusion have also been recurring themes.

Surprisingly, youth emigration has not echoed loudly, yet. That said, it is a point that is acknowledged in the discussions. We are losing our own talent in a context where we are facing a tightening labour market and having recourse to foreign labour.

Foreigners want to come and work in Mauritius in all sectors. My question is: what will it take for our youngsters to stay? I have to say I have been heartened to see a few of our returning diaspora in the consultations. I believe there is a pull factor back to Mauritius. We need to understand the specifics better going forward to tailor our interventions.

That said, migration is not just a labour market issue. I see it as a reflection of whether young Mauritians believe the future lies at home or abroad. And let me be clear, we are not preventing Mauritians from living and working abroad. I have always acknowledged the value of the skills and experience we gain when we work in other countries. What I am interested in is how we create opportunities compelling enough that our youth see their future here, not elsewhere.

Vision 2050 will address this issue head on. Confidence in the country is ultimately linked to economic transformation, institutional trust, and human capital development. Retaining talent requires more than incentives; it requires credible pathways to opportunity, fairness, and purpose.

* Long-term strategies can risk remaining wish-lists. What concrete institutional, coordination, monitoring, and accountability mechanisms are being planned to ensure effective implementation across ministries and levels of government?

Scepticism around Vision 2050 is understandable. It is all about credibility and trust. And delivery.

Vision 2050 is not about reinventing the wheel. Significant progress has already been made by various ministries and private sector representatives, and we will leverage these analyses in our approach.

For Vision 2050 to succeed, there will be strong emphasis on institutional alignment, coordination, and accountability. Inter-ministerial coordination is ensuring that ministries are aligned with Vision 2050.

Fragmentation and policy silos will be removed. Central coordination mechanisms will be strengthened to ensure coherence across government, while performance monitoring will track progress against agreed priorities. The government will move as one entity, not a collection of individual ministries.

Put together, the NDP will ensure Vision 2050 is being implemented from day one. This is the credibility that will ensure we move from aspiration to transformation. We move towards our goal, one day at a time.

In this sense, the Vision is as much about how decisions are executed as about the goals themselves.

* Will Vision 2050 be underpinned by targets and transparent reporting?

Yes. Vision 2050 will be supported by clearly defined targets, key performance indicators, and transparent public reporting mechanisms.

While the Vision establishes strategic direction, implementation requires measurable benchmarks to track progress and outcomes over time. Transparency is central to restoring public trust and enabling citizens to assess whether commitments are being honoured.

This approach reflects a shift toward results-based governance, where performance is monitored, reported, and debated openly.

As noted earlier, we will have the NDP. It will articulate the policy measures on a yearly basis. We plan to set up a monitoring unit within the ministry once we are done with the elaboration of Vision 2050. We will also publish annual scorecards on how we are doing with respect to the various goals we have set. This is the transparency I am committing to.

* How is the long-term financing of Vision 2050 being approached?

Vision 2050 should be implemented with a combination of public, private, and innovative financing.

Financing will be approached with realism and fiscal discipline.

Not all the financing has to be “new money”. Some of the financing will come from the existing resource envelope and the remainder will have to be mobilized. This is something we will have to discuss with our colleagues at the Ministry of Finance to get a sense of what is our debt carrying capacity and how we are going to mobilize the resources.

To get a better picture, we have to get a sense of magnitudes. With public debt hovering close to 90 percent of GDP, the government’s room for manoeuvre is limited.

* What about private sector investments?

The bulk of financing for Vision 2050 will come by crowding in the private sector. They account for around 80 percent of investment in the country. What will it take to unleash more private investment and, more importantly, job creation? This is where we need to understand what are the bottlenecks to investment. What is holding back investment in specific sectors? Some issues are regulatory. Others reflect risk perception.

This is where innovative finance could come into play. The government can play a catalytic role to bring in the private sector. There are instruments like first loss guarantees that could be used for big projects in the climate ecosystem. Simultaneously, we need to rethink how to leverage PPPs. Countries like India and South Africa have been leveraging PPPs to finance major investment projects.

We need better-designed PPPs that leverage private sector know-how without leaving the government with a disproportionate share of the risk. While bringing new money would be necessary, I want to underscore that we need to do better at enhancing the efficiency of public investment, strengthen our institutional capacity as well as improving our human capital and project management capabilities.

* How central are digital transformation and sustainability to Vision 2050?

Digital transformation and sustainability are central pillars of Vision 2050.

We are one of the most vulnerable countries to climate change. Climate adaptation and resilience are framed not as environmental add-ons, but as economic and social imperatives. The greening of the Mauritian economy needs to accelerate. We need to reduce our carbon footprint. It has co-benefits: good for the environment and good for reducing our import bill, especially with nearly 20 percent of our imports being fossil fuel.

But sustainability is not just about the climate and environment. It also touches on the sustainability of our food system, energy, and water.

Digital transformation must be seen as an enabler. It cuts across sectors. Nowhere will this be more groundbreaking than in the civil service. Do you know that whilst we gained independence in 1968, our public sector administration system is still what the British left us nearly 60 years ago? Paper based dossiers and layers and layers of unnecessary bureaucracy in the era of advanced technology and AI.

Many of us coming from the private sector are quite shocked by the system and processes. There is no central SharePoint sort of electronic repository system. Only physical files. Our civil servants deserve better so they can be more efficient and focus on delivery rather than moving files from one desk to the next.

* What safeguards exist to ensure continuity across electoral cycles?

This is a fair question that many people are asking. We are not Singapore where they have had the same political party in power since independence and which has ensured continuity of strategy and execution.

If there is a change in government and a new government is in power, it will have the legitimacy to make different choices. But let me be clear, by virtue of the inclusive nature of the consultation process, Vision 2050 will be the Vision of all Mauritians.

I think it is hard to disagree with some of the emerging themes, particularly the need to: tackle drugs, improve security, enhance access to education and health, wellbeing of an ageing and longer living population, improve infrastructure, bolster resilience and food security to name a few. Any future government will have to deliver on these objectives.

Unless we fall prey to populism and rhetoric. That risk will always be there in a democracy.

I am betting on the legitimacy of Vision 2050 that rests on the ownership by the people.

Vision 2050 is therefore positioned as a legacy framework — adaptable to changing circumstances but anchored in shared national purpose.

As the Prime Minister noted during the launch, by 2050, we should be an advanced economy. I do not think any Mauritian, irrespective of their political affiliations, will dispute this objective.

We are ambitious for Mauritius. For too long we have been held back by a poverty of ambition. We have a choice now. Who do we want to be? Greece/Sri Lanka? Or Singapore/India? We are making that choice through Vision 2050. Big ambition will bring big success, but it does require big change. We know change is unsettling, but this is for future generations, for the future of Mauritius.

Mauritius Times ePaper Friday 6 February 2026