REVIEWprb.pmo.govmu.org/English/Documents/PRB Reports... · Web viewThe other challenge has been to mitigate the nuanced view that the private sector has repeatedly voiced about fiscal

Republic of Mauritius

Review ofPay and Grading Structuresand Conditions of Service in the Public Sector

(Civil Service, Parastatal and other Statutory Bodies, Local Authorities and Rodrigues Regional Assembly)

and

The Private Secondary Schools

Volume 1

General Background & Related Issues

and

Conditions of Service

Pay Research BureauOctober 2012

TABLE OF CONTENTS

Chapter Page

1. INTRODUCTION 1

2. APPROACH AND METHODOLOGY 15

3. ECONOMIC BACKGROUND 23

4. PAY CONSIDERATION AND STRATEGY 25

5. PUBLIC SECTOR MANAGEMENT REFORMS 35

6. REVIEW OF ORGANISATION STRUCTURES 43

7. PERFORMANCE MANAGEMENT SYSTEM 49

8. PERFORMANCE RELATED INCENTIVE SCHEME 63

9. TRAINING AND DEVELOPMENT 69

10. REVIEW OF SCHEMES OF SERVICE AND QUALIFICATIONS 87

11. RECRUITMENT AND PROMOTION 97

12. RECRUITMENT AND RETENTION IN THE PUBLIC SECTOR 103

13. EMPLOYMENT ON CONTRACT AND ALTERNATIVE MODES OF EMPLOYMENT 123

14. PART-TIME EMPLOYMENT 129

15. RETIREMENT AND RETIREMENT BENEFITS – PENSION SCHEME FOR THE PUBLIC SECTOR 133

16. PUBLIC SERVICE PENSION 159

17. E-GOVERNMENT 161

18. CONDITIONS OF SERVICE AND BENEFITS 169

18.1 END-OF-YEAR BONUS 171

18.2 TRAVELLING AND CAR BENEFITS 175

18.3 PASSAGE BENEFIT SCHEME 251

18.4 LEAVE 255

18.5 WORKING WEEK, FLEXITIME, WORKERS ON SHIFT/ ROSTER/STAGGERED HOURS AND OVERTIME 277

18.6 TASK WORK IN THE PUBLIC SECTOR 297

18.7 SPECIAL DUTY AND EXTRA DUTY ALLOWANCES299

18.8 SALARY ON PROMOTION 303

18.9 INCREMENT AND INCREMENTAL CREDIT307

18.10 ACTING AND RESPONSIBILITY ALLOWANCES 315

18.11 MEAL ALLOWANCE 319

18.12 OUT OF POCKET ALLOWANCE 321

18.13 UNIFORMS 323

18.14 FAMILY PROTECTION SCHEMES 327

18.15 RISK, INSURANCE AND COMPENSATION 335

18.16 FUNERAL GRANT 343

18.17 COMMUNICATION FACILITIES 345

18.18 FOREIGN SERVICE ALLOWANCE AND OTHER RELATED ALLOWANCES 347

19. STATUTORY BOARDS AND COMMITTEES 363

20. RODRIGUES AND THE OUTER ISLANDS 369

21. IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM 377

22. OTHER PERTINENT ISSUES AND RECOMMENDATIONS 385

23. CONCLUSION 391

MASTER SALARY CONVERSION TABLE ANNEX

Conditions of Service Introduction

1. INTRODUCTION

1.1 The Pay Research Bureau (PRB) which was administratively set up in 1977, has as its main objective to keep under continuous review the pay and grading structures and conditions of service in the Public Sector comprising the Civil Service, Parastatal and other Statutory Bodies, Local Authorities and Rodrigues Regional Assembly, and the Private Secondary Schools. It has been undertaking such review exercises in the Public Sector every five years since 1982 when the first PRB Report was published.

1.2 The role of the PRB is to make recommendations to the Government on the remuneration package (Pay, Conditions of Service and Benefits) of employees in the Public Sector. On 08 December 2010, Government gave the green light to the Bureau for the preparation of its seventh Report which would in principle be implemented as from 01 January 2013.

1.3 This Report has been prepared against the backdrop of persistent weakening global economy and need to modernise the public service and make it more resilient and capable of meeting the upsurging challenges.

Considerations

1.4 The main considerations in the preparation of this Report have been:

(a) the changes in economic environment, economic performance and the need for increased productivity;

(b) the economic and financial development in the country;

(c) the capacity of the Government to pay;

(d) the remuneration trends in the economy and market realities;

(e) the government policies for adopting performance management principles and improving service delivery in the Public Sector;

(f) the need to attract, recruit, motivate and retain qualified high calibre candidates, particularly those with wide experience and scarce talents;

(g) the need to maintain an acceptable salary ratio of General Worker to Permanent Secretary;

(h) the need to partially bridge the gap between the Public Sector and the Private Sector at the appropriate levels of the echelon to facilitate recruitment and retention of required talents;

(i) the need to establish fair relativities to maintain harmonious employee relations;

(j) the need to maintain relativities and differentials in reward commensurate with responsibilities;

(k) the erosion of purchasing power since the 2008 Pay Review;

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(l) the unparalleled job security, pension benefits, work-life balance and status provided by public sector jobs;

(m) the need to ensure that there is equal pay for work of equal value (i.e. eliminating inequity); and

(n) the need to strike the right balance – to provide an adequate pay package while ensuring sustainability and social acceptability, among others.

Orientation of the Report

1.5 Through its recommendations, the Bureau intends to:

progressively build more responsive, efficient, effective and dedicated public sector entities, with simplified systems and processes and emphasis on accountability, responsibility and assimilation of technology;

provide a fair pay and mechanism to additionally compensate for good performance and inculcate a performance and result oriented culture in public sector employees;

provide the necessary organisational set up for a seamless and customer centric service; and

equip the Civil Service with well trained, competent and committed personnel to deliver on Government’s strategic objectives.

Strategies Adopted

1.6 The Bureau proposes to attain the intended objectives by:

providing appropriate structures (levels) which are fit-for-purpose so that decision making and service delivery is expedited by: (i) reducing superfluous levels (at times created, merely to afford channels of promotion); (ii) merging layers where there is excessive overlapping of duties with a view to reducing complexity and, increasing efficiency; (iii) creating levels for greater control/accountability on the basis of functional needs; and (iv) adopting e-Government;

providing for training and development to equip people with right knowledge, skills, competencies and attitudes to cope with challenges arising out of technological progress, societal demands and work environment;

aligning HR practices with performance (linking promotion, training and development, grant of increments on the basis of Performance Appraisal Report);

providing a competitive pay package (conditions of service, career path, development opportunities) that attracts, motivates and retains people with required skills in required numbers; compensating additionally through the payment of the Special Professional Retention Allowance for talents which are scarce and introducing a Performance Related Incentive Scheme to

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additionally reward very good performers and motivate organisations to embrace performance management and ISO principles; and reinforcing the conditions of service and benefits to induce desired employee behaviour and attitude for improved performance; and

ensuring a customer-centric, responsive Civil Service as a facilitator and an agent of social change.

1.7 Once again, the Bureau adopted the consultative approach and methodology based on job evaluation which have been successfully applied in past reviews. A clear communication strategy was developed to secure stakeholder engagement and to ensure quick and frequent contact with all parties. A totally delayered approach was adopted where all employees notwithstanding rank could freely make submissions (oral and written) to the Director or any official of the Bureau. All submissions were critically examined by the Bureau before the formulation of new recommendations.

Presentation of the 2013 PRB Report

1.8 The 2013 PRB Report is published in two volumes.

Volume 1

General Background and Related Issues and Conditions of Service

Volume 2

Part I – Civil Service

Part II - Parastatal and other Statutory Bodies and the Private Secondary Schools

Part III - Local Authorities

Part IV - Rodrigues Regional Assembly

Layout of the Report

1.9 The rest of this Chapter provides an insight of what has been dealt with in the ensuing Chapters of this Volume.

1.10 The general layout of Volume 1 is as follows:

(i) Chapter 1 which is the Introduction of the Report, outlines the background, context and orientation of the Report, gives an overview of its content and indicates the effective date.

(ii) Chapter 2 elaborates on the Approach and Methodology adopted for the preparation of the 2013 PRB Report and presents the New Master Salary Scale.

(iii) Chapter 3 explains the Economic Background and specifies the policy objectives of the present pay review.

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(iv) Chapter 4 elaborates on the Pay Consideration and Strategy adopted for determining pay. The multiple considerations that led to the setting up of the pay package, conditions of service, benefits and other compensation strategies have also been outlined.

(v) Chapter 5 deals with Public Sector Management Reforms issues.

(vi) Chapter 6 deals with the Review of Organisation Structures.

(vii) Chapter 7 highlights the Performance Management System (PMS) in the Public Sector and a Performance Related Incentive Scheme (PRIS) has been introduced at Chapter 8.

(viii) Chapter 9 looks at Training and Development of public officers to inculcate the right mindset and attitude with a view to developing capacity.

(ix) Chapters 10, 11 and 12 are devoted to the Review of Schemes of Service and Qualifications, Recruitment and Promotion in the Public Service, and Recruitment and Retention in the Public Sector respectively.

(x) Chapters 13 and 14 deal with Employment on Contract and Alternative Modes of Employment as well as Part-Time Employment.

(xi) Chapter 15 elaborates on Retirement and Retirement Benefits and gives an overview of the Pension Scheme for the Public Sector, and Chapter 16 covers Public Service Pension.

(xii) Chapter 17 deals with E-Government.

(xiii) Chapter 18 is devoted to Conditions of Service and Benefits which form part of the total compensation package. They vary from additional payment in the form of allowance, leave, pension benefits to provision of such facilities as duty exempted cars, and communication facilities.

(xiv) Chapter 19 deals with remuneration of part-time chairpersons, members and secretaries of Statutory Boards and Committees.

(xv) Chapter 20 deals with the Conditions of Service specific to officers on the establishment of Ministries/Departments/Organisations in Mauritius posted on tour of service in Rodrigues and the Outer Islands comprising Agalega and St Brandon.

(xvi) Chapter 21 lays down the Implementation Process and Post Review Mechanism and Chapter 22 covers a few other Pertinent Issues and Recommendations which do not fall under a specific Chapter.

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Public Sector Management Reforms

1.11 Emphasis has been laid on the need for continuous reforms for the Public Sector to meet its upsurging challenges. The Chapter on Public Sector Management Reforms highlights the various reform initiatives, and importance of committees on reforms to drive the process.

Review of Organisation Structures

1.12 The creation of grades and restructuring of cadres have been based strictly on functional considerations and in conformity with set guidelines for the creation of grades. The Bureau still advocates flatter structures with polyvalent grades for the optimum utilisation of human resources. In the same breath, a conceptual framework for organisation design has been recommended.

Performance Management System

1.13 The Chapter on Performance Management System (PMS) focuses on the development aspect of Performance Management, provides guidelines for performance measurement with a view to inculcating a performance culture in the whole Public Sector and introduces a new reporting system regarding fitness for promotion to the Public Service Commission through the use of the Performance Appraisal Report of the officer.

Performance Related Incentive Scheme

1.14 The Bureau has recommended that the annual increment should be earned on the basis of performance. There is also a provision to grant more than the normal annual increment and a one-off bonus to officers for continuous high level performance (with very good rating) for more than two years.

1.15 The Standing Committee on Performance/Productivity Related Reward (P/PRR) is maintained and it is recommended that, as a matter of priority, it should evolve a Performance Related Incentive Scheme to compensate individuals or teams for their contributions in meeting the targets. The scheme would have to be approved by the High Powered Committee prior to its implementation.

Training and Development

1.16 The Bureau acknowledges the importance of training and development in equipping the Civil Service with officers of the right calibre to deliver on set objectives and targets. A systematic approach to training and development has been recommended with main focus on the acquisition of both technical and attitudinal competencies. Lifelong learning has been encouraged and responsibilities of the employer, employees and the MCSAR in the training functions have been set.

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Review of Schemes of Service and Qualifications

1.17 In line with the philosophy for streamlining of procedures and consolidation of schemes of service, it has been recommended that the Ministry of Civil Service and Administrative Reforms:

(a) reviews the process so far adopted for the prescription of a scheme of service such that it may be prescribed within a period of four months;

(b) opens discussions with its stakeholders/Responsible Officers of Ministries/Departments with a view to consolidating schemes of service for grades requiring same level of skills and competencies, thereby reducing the number of schemes of service; and

(c) makes provisions to maintain the present qualification requirements pending the implementation of new policy concerning adoption of terminal qualifications for entry grades.

Recruitment and Promotion

1.18 The present modes of recruitment are maintained. The Bureau supports the provision for a Civil Service Competency Framework to be devised by the MCSAR with focus on behaviour and skills to be used for recruitment purposes.

1.19 Further, the Performance Appraisal Report - “the Report on Fitness for Promotion” is to be used as a basis for promotion purposes as from January 2013.

Recruitment and Retention in the Public Sector

1.20 On the basis of the survey carried out to examine the evolution of the situation on recruitment and retention problems in the public sector, appropriate recommendations are being made regarding approaches to address ensuing challenges.

Employment on Contract and Alternative Modes of Employment

1.21 The various categories of contract employment as well as the alternative modes of employment are being maintained.

Part-Time Employment

1.22 Heads of Ministries/Departments and Chief Executives of Parastatal Bodies and Local Authorities may enlist the services of part-time employees in specific grades and particular functions and such recruitment should be made according to the existing procedures for full-time employees.

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Retirement and Retirement Benefits

Defined Contribution Pension Scheme

1.23 In view of the long term unsustainability of existing pension funds, a single Defined Contribution Pension Scheme is being introduced in respect of new entrants as from 01 January 2013.

Special Provision for officers who reckon at least 33 1/3 years of pensionable service

1.24 Employees reckoning more than 33 1/3 years of service continue to work up to their normal date of retirement without any additional compensation although they continue to contribute 6% of their emoluments towards the pension scheme.

1.25 At time of Retirement - a one-off payment equivalent to 2% of their annual pensionable emoluments to employees appointed on or before 30 June 2008 for each year of completed pensionable service beyond 33 1/3 years of service as from 01 January 2013 is being recommended.

Retirement Age

1.26 The normal retirement age of a public officer as from 01 July 2008 is 65 years. For those in post as at 30 June 2008 the retirement age has been gradually raised from 60 to 65 years by adding one month to the retirement age to every two months. This recommendation is being maintained.

Discounted Salaries for officers not opting for Pension Reforms

1.27 Officers who did not opt for the Pension Reforms on 01 July 2008 are eligible to 92% of the 2008 recommended salary. This arrangement is being maintained and these officers will be eligible to 92% of the 2013 recommended salary.

Public Service Pension

1.28 Pension of retired public officers would be recomputed on the basis of the revised emoluments as from 01 January 2013.

E-Government

1.29 Emphasis has been placed on the use of ICT and e-Government at the workplace with a view to modernizing the Public Sector. The Ministry of Information and Communication Technology (MICT) along with Ministries/Departments/Organisations should continue to develop strategies to unleash the potential for the total realisation of all e-Government possibilities, to rethink on processes that can be changed so as to enable all citizens, organisations and enterprises to carry out their business with Government electronically and at lower costs and to adopt the simple philosophy that “whatever services that can be delivered electronically must be delivered electronically”.

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Recommendation is also being made for senior officers (Chief Executives and their immediate subordinates) to be provided with training in ICT.

1.30 A high level position of Chief Technical Officer, ICT has been created on the establishment of the MICT, where incumbent would be responsible for the overall management of the Ministry’s technical divisions/units. A designate position of “Head, ICT” is being provided in every Ministry/Department/Organisation to lead e-Government projects and e-Initiatives in the specific sector.


Travelling and Car Benefits

1.31 Travelling and Car Benefits continue to be a major component of the remuneration package of Civil Servants. This contributes towards the recruitment, retention and motivation of employees.

1.32 While the Bureau is maintaining the existing provisions for the grant of duty exemption, attempt has been made to further extend this benefit and loan facilities to employees at the lower levels, wherever possible.

Leave

1.33 The existing provisions for Leave have been maintained to allow organisations to operate without major disruption and officers to cater for their different needs. However, the quantum of Injury Leave has been increased for officers not holding a substantive appointment and some improvements have been made to render the leave scheme more effective.

Working Week, Flexitime, Workers on Shift/Roster/Staggered Hours and Overtime

1.34 The existing provisions governing the standard working week in the Public Sector, as well as the general provisions with respect to workers on Shift/Roster/Staggered hours and those governing overtime, as per existing recommendations, have been maintained.

1.35 Further to a survey conducted by the Bureau to gauge the effectiveness of the provisions governing the Flexible Hours of Attendance to combat tardiness in the Public Sector, the existing provisions have been maintained.

Family Protection Schemes

1.36 The Family Protection Schemes in the Public Sector exist in three categories, namely:

(1) the Civil Service Family Protection Scheme (CSFPS);

(2) the Statutory Bodies Family Protection Fund (SBFPF); and

(3) the Family Protection Scheme (FPS) with the State Insurance Company of Mauritius Ltd (SICOM).

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1.37 The rate of contribution to the CSFPS is being maintained at 2% and the provision governing membership, refund of contribution and pensions of the CSFPS are also being maintained.

Risk, Insurance and Compensation

1.38 The Bureau has laid emphasis on the need to ensure the safety and protect the health of employees. It has also placed obligations on both management and employees for ensuring that the workplace remains safe.

1.39 The provision for compensation in respect of occupational accidents has been maintained. However, the ceiling for payment of compensation linked to:

(i) permanent incapacity is revised from Rs 1 million to Rs 1.3 million; and

(ii) fatal cases is revised from Rs 1.5 million to Rs 2 million.

Funeral Grant

1.40 Payment of a Funeral Grant in respect of public officers – holding substantive appointment or having completed one year’s continuous service – who pass away while still in service, was introduced in the 2008 Report. The quantum is being revised from Rs 3000 to Rs 6000.

Foreign Service Allowance and other Related Allowances

1.41 Recommendations have been made for the provision of Foreign Service Allowance and other allowances to home-based staff posted in our overseas missions. The Foreign Service Allowance (FSA) has been computed on the basis of the Comparative Costliness Index (CCI) between Mauritius and the cities where our missions are located, the exchange rate of the currency of the country of posting and the revised salaries for the corresponding grades; and the cumulative rate of inflation in each country of posting.

Implementation Process and Post Review Mechanism

Effective Date

1.42 The Report should be implemented as from 01 January 2013.

Master Salary Scale and Conversion Table

1.43 All recommended salary scales (except flat salaries) are segments of the Master Salary Scale as hereunder:

Rs 7825 x 225 - 8500 x 250 - 12500 x 300 - 14300 x 350 - 16050 x 450 - 18300 x 600 -19500 x 750 - 28500 x 900 - 33000 x 1200 - 36600 x 1500 - 57600 x 1800 - 68400 x 2400 - 78000 x 3000 - 93000

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1.44 The revised salaries shall be effective as from 01 January 2013 in accordance with the master salary conversion table as at Annex to this Volume.

1.45 Salaries used for conversion (3rd column in the master salary conversion table) are gross salaries as at 31 December 2012 including extra remuneration up to 31 December 2012. The compensation for cost of living payable as from 01 January 2013 has equally been integrated in the recommended salaries. Conversion to the revised salaries would be effected after the grant of the annual increment due to officers on 01 January 2013.

1.46 A full-time employee who, after payment of pension contribution and excluding normal increment, earns an increase of less than Rs 1000 should be paid a monthly allowance to bring the increase to Rs 1000. This allowance should lapse with the grant of subsequent annual increments.

1.47 The converted salaries effective as from 01 January 2013 should be in accordance with the master salary conversion table as at Annex to each Volume of this Report as explained in the ensuing paragraphs:

(i) the first column of the conversion table indicates the numerical position of the different salary points in the master salary scale of the 2013 PRB Report as shown at the foot of the table.

(ii) the second column indicates the basic salary effective as from 01 July 2008.

(iii) the gross salaries as at 31 December 2012 inclusive of the extra remuneration are at the third column of the master salary conversion table.

(iv) the fourth column indicates the basic salaries payable as from 01 January 2013.

Option1.48 It is understood that acceptance of the revised emoluments and the terms and

conditions of service contained in this Report implies that any related emoluments or allowance cannot be the subject of an industrial dispute, in conformity with the Employment Rights Act.

1.49 Employees, who had opted for the revised salaries and conditions of employment of the 2008 PRB Report but did not opt for the new contributory pensions scheme, should be eligible to a monthly pay equivalent to 92% of the revised basic salaries recommended in this Report.

1.50 Employees of the Public Sector who do not opt for the revised salaries and conditions of service contained in this Report should be paid the compensation as set out in the Extra Remuneration Act effective as from 01 January 2013.

Post Review Mechanism

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1.51 The Bureau will mobilise all its technical staff to receive and provide information to any concerned party, including employees or union representatives, on any problem arising out of interpretation and/or implementation of this Report.

1.52 All cases considered to be genuine errors and omissions should continue to be channelled to the Bureau through the MCSAR for consideration within a time frame of three months as from the date of approval of the Report for implementation.

1.53 The Bureau would examine the cases thus submitted by the MCSAR as early as possible and would submit its recommendations for immediate action, wherever expedient, to facilitate implementation. Subsequently, all cases of errors and omissions would be compiled and integrated in an Errors, Omissions and Clarifications Report that would be published within a period of 12 months as from the date of implementation of the main Report.

1.54 To ensure implementation of the recommendations of the 2013 Report, all Ministries/Departments/Organizations should have a dedicated officer – the most senior officer of the Human Resource Management cadre for monitoring and follow up action.

1.55 Ministries/Departments/Organisations have been urged to complete the implementation process of all recommendations contained in this Report, to the extent possible, in a given time frame of 24 months.

Other Pertinent Issues and Recommendations

1.56 As in previous Reports, the general climate of pay in the country in the context of this Report has again been gauged. The competitiveness factor has been ensured while determining the pay at the higher echelon in the Public Sector after comparing the external relativities.

1.57 Special recommendations have been made for persons with disabilities.

1.58 In line with Government policy with regard to ‘equal opportunities’, neutral appellations to the extent possible have been adopted. In the disciplined forces as well as in other sectors, managerial positions have been made accessible to female candidates.

Special Provisions for Graduates and Professionals

1.59 With a view to providing incentives to graduates and professionals stagnating on their top salary for several years, provisions are being made for graduates and professionals as well as for officers of the level of Principal Assistant Secretary to move incrementally in the Master Salary Scale so as to ensure that the remuneration package of incumbents with relevant experience in the public sector is competitive and to link the grant of increment to more stringent performance criteria to bring about a performance oriented culture.



Encouraging the Study of Science

1.60 In line with Government’s policy towards encouraging the study of science, candidates possessing science qualifications at entry level have been rewarded by way of higher initial salary.



Civil Service

1.61 The Civil Service covers a wide range of services offered by different Ministries and Departments. In order to improve service delivery, we have evolved a pay package for civil servants and made recommendations to rationalise organisation structures. To the extent possible, we have adopted policies of delayering for improving efficiency and effectiveness in the Civil Service. Grades have been created solely on the basis of needs. We have also improved the existing mechanism to retain people, particularly in scarcity areas.

Parastatal Bodies

1.62 For this review exercise, we have grouped the different Parastatal Organisations under their respective Ministries, to the extent possible, made recommendations on fit-for-purpose organisation structures and specific conditions of employment, to enable them to fulfil their mandate efficiently and effectively. We have rationalised, where deemed appropriate, the General Services through the provision of multifunctional grades of General Services Officer and General Services Executive and made recommendations for the mounting of appropriate training courses.

Local Authorities

1.63 The Bureau has made appropriate recommendations to pursue the process of harmonizing and streamlining the organisation structures in all the Local Authorities, both Municipal Councils and District Councils in the wake of the new Local Government Act 2011. In this respect, the structure of the General Services, the Internal Control cadre as well as the Financial Operations and Procurement and Supply cadres have been reviewed and aligned, to the extent that it is possible and practical, with what obtains in the Civil Service. The structure of the IT Section has equally been redesigned to meet the organisational needs of the Local Authorities.

Rodrigues Regional Assembly (RRA)

1.64 For the RRA, emphasis is laid on providing a befitting organisation structure that would improve efficiency, effectiveness and performance and cater for its specificity. To ensure sustainable staff development, the Bureau has provided the RRA with a professional Human Resource Management Cadre to discharge Human Resource functions efficiently and effectively. The General Services grades have been streamlined through the provision of multi-functional grades of General Services Officer and General Services Executive.

1.65 In formulating our recommendations, particular attention was paid to alignment, wherever relevant, along similar lines as obtained for their counterparts in the Civil Service.



The Way Forward

1.66 In today’s competitive economic environment, the necessary conditions have been set through appropriate pay and organisation structures in order to achieve a result and performance-oriented Public Service.

1.67 It is believed that the new remuneration package, revised conditions of service, adoption of a new competency framework along with the introduction of a Performance Related Incentive Scheme (PRIS) will create a new corporate culture, change in mindset and boost the desired motivation to a higher performance mode in the Public Sector.

1.68 A holistic approach has been adopted and this Report has to be treated as an organic whole since all the recommendations on pay and conditions of service, benefits, contained therein are inextricably intertwined. The recommendations are provided as a package (pay, conditions of service and organisation design) and they cannot be treated separately nor can they be implemented piecemeal.

Acknowledgement

1.69 We would like to express our appreciation to all those who have contributed in the preparation of this Report, in particular, representatives of Ministries/Departments, Parastatal Bodies, Local Authorities, Rodrigues Regional Assembly and the Private Secondary Schools, as well as the Federations of Staff Associations including other Unions/individuals. We also like to thank all those who replied to our survey questionnaires, and gave their suggestions. All these provided valuable inputs in formulating the recommendations contained in the Report.

1.70 The Bureau acknowledges with thanks the valuable advice of the Secretary to the Cabinet and Head of the Civil Service, Senior Chief Executives, Permanent Secretaries and Heads of Departments.

1.71 The Report, as it is, has evolved as a result of contributions of all the interactions and valuable suggestions.

Conclusion

1.72 It is our conviction that performance is essentially based on appropriate pay policies which are not merely statements of pay principles but rather consist of processes to measure the value of jobs and the level of benefits and practices for motivating employees by the use of financial and non-financial rewards.



1.73 From this perspective, it is expected that the pay policies and other recommendations enunciated in this Report will pave the way towards achieving the Government’s objective for a result oriented and modern Civil Service set to scale new heights.

“The ultimate measure is not where you stand in moments of comfort but where you stand in times of challenge” Martin Luther King

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Conditions of Service Approach and Methodology

2. APPROACH AND METHODOLOGY

Introduction

2.1 In December 2010, on receiving the green light from Government, the Pay Research Bureau embarked on the preparation of its seventh Report on Pay and Grading Structures and Conditions of Service in the Public Sector. The recommendations made, if accepted by Government, would be implemented as from 01 January 2013. The available time frame, magnitude and sensitivity of the task, prompted the Bureau to craft a work plan that would provide ample opportunity for all parties concerned to be heard through submissions, both oral and written. Nevertheless, for the sake of acceptability, transparency and continuity, the Bureau did not deviate from its consultative approach and its methodology based on job evaluation which have been successfully applied in past reviews. A clear communication strategy was developed to secure stakeholder engagement and to ensure quick and frequent contact with all parties. A totally delayered approach was adopted where all employees notwithstanding rank could freely make submissions (oral and written) to the Director or any official of the Bureau. All submissions were critically examined by the staff of the Bureau before the formulation of any new recommendations.

2.2 The change in fiscal period to coincide the financial year with the calendar year in 2010 impacted on the date of publication of the Report. It became due for publication six months earlier than expected. Though the Bureau had set a programme of work with its stakeholders (Unions and Management), there was a considerable delay before they could react to the solicitations. Nevertheless, the tasks were finished within the time frame and with the existing complement of staff.

Preliminary Meetings

2.3 Between Mid December 2010 and Mid January 2011, preliminary meetings were held with representatives of the main Federations, namely the Federation of Civil Service and Other Unions, the State and Other Employees Federation, the Federation of Parastatal Bodies and Other Unions, the Mauritius Labour Congress, the Federation of Progressive Unions, the Federation of Democratic Labour Unions, the “Confederation Mauricienne des Travailleurs”, the All Workers Federation, the Independent Unions Federation, the Democratic and Progressive Unions Federation and the General Workers Federation. This was done to establish a good rapport and keep them informed of the calendar of events and activities related to the Review exercise under way.

2.4 The Bureau considered it necessary that information be disseminated clearly and constantly. For this purpose, a mix of communication approaches including talks, site visits, participation in workshops, meetings, surveys and circular letters were used to provide input, give explanations and also to seek information/clarifications on pertinent issues. Union members were sensitized through a



series of talks delivered by officers of the Bureau. They were advised on how to make representations and submit them in an appropriate format for clarity and understanding. All expressed qualms were answered and clarifications given where so required.

2.5 In view of the importance of the proper implementation of recommendations, senior officials of the Bureau participated in a workshop held by the Ministry of Civil Service and Administrative Reforms where they interacted with HR personnel of the various Ministries/Departments/Organisations to discuss the implementation difficulties of the PRB recommendations particularly regarding Organisation Design, Scheme of Service, Performance Management System and Performance Related Pay.

Data Collection

2.6 Data on various aspects of an organisation were collected to update the existing records. Firstly, circulars were issued to all Heads of Ministries/Departments, Parastatal and other Statutory Bodies and Local Authorities requesting them to furnish information on their organisations’ vision, mission, objectives, customer charters and charts. They were equally requested to submit an updated list of all grades together with names of officers in post, indicating the sections where they were posted.

2.7 Information regarding existing conditions of service specific to the organisations and which did not appear in the 2008 PRB Report was also sought. Moreover, for the smooth running of the exercise, each organisation was required to designate an officer at senior level as contact person and facilitator to assist in the submission of the information needed, make appropriate arrangements for the conduct of surveys, filling of job description questionnaires, site visits, etc.

Surveys

2.8 In the context of this Review exercise, surveys were also carried out to collect data on key issues. The target population included Heads of Ministries/Departments/Organisations, the staff side, the wide spectrum of Public Sector employees and other interest groups. It was important that opinions of all our stakeholders are represented and for this purpose, appropriate survey questionnaires were designed and sent to them with a time limit for completion.

2.9 The survey areas covered were:

Flexible hours of attendance

Pay and Benefits (e.g. relativities, salary ratios, etc.)

Travelling by car

Recruitment and Retention problems

Retirement and Retirement Benefits



Computerisation

Performance Management System

Employment on Contract and Part-Time Employment

Training and Staff Development


Conditions of Service (e.g. uniforms, passage benefits, etc.)

2.10 Data gathered from the surveys were analysed to enable the Bureau identify reported shortcomings and difficulties in the implementation of recommendations made in the previous Reports, wherever they existed, and gauge the prevailing expectation of stakeholders as regards pay and conditions of service. They also served as valuable input in the formulation of new recommendations.

On Site Observations

2.11 Wherever it was found necessary and upon request, the technical staff of the Pay Research Bureau visited sites of work for a better understanding of some jobs and the prevailing working environment. A Form was designed by the Bureau to record information pertaining to organisation structure and extent of IT usage and its impact on the work processes and job design, amongst others, during each visit effected. Officials of the Bureau also interacted with employees to give maximum explanations whenever these were sought, and noted demands made that could be addressed in the Review.

Meetings to Hear Representations

2.12 The preparation of the current Report required the holding of some 700 meetings with different parties. The Bureau proceeded by issuing circular letters to Heads of Ministries/Departments/Parastatal and other Statutory Bodies/Local Authorities/Rodrigues Regional Assembly and Federations/Staff Unions inviting them to submit their representations both in hard and soft copies within a given time frame. All individual employees who wished to depone were equally invited to do so.

2.13 In the first instance, meetings were held with the Federations of Public Sector Unions to discuss Conditions of Service. Their views and comments were also sought on general issues such as Pensions, Performance Management, Performance Related Pay, Training and Development, Recruitment and Retention of people of the right competencies, motivation and engagement of employees, e-government, etc. Thereafter, unions/staff associations of Public Sector Organisations falling under the purview of the Bureau were convened to present their submissions. The Federations to which these unions/staff associations are affiliated, were given a schedule of meetings so that they could also depute their members to attend. In many cases, memoranda were submitted on the day of the meeting along with other documents. On occasions, meetings



had to be multiplied with particular unions/staff associations where the number of grades represented was large and demands made needed further consultations with other parties. The Bureau provided ample time to the staff side to be heard by its officials. Maximum opportunity was also extended to individual staff members to make their case, if they so wished, before PRB officials.

2.14 The Bureau started consultations with Management of Ministries/Departments/Organisations as from January 2012. Representatives of the Ministry of Civil Service and Administrative Reforms were present during all these meetings. Whenever Heads of Parastatal Bodies or Local Authorities were called to depone, a representative of the relevant parent Ministry was invariably required to attend.

Representations made/received

2.15 Many representations have been received either through memoranda or during consultations from both Management and the Staff side. Much emphasis was laid by Management on making the PMS work and on increasing the productivity of employees. The need for an IT driven Public Sector and management reforms to improve the Civil Service were highlighted. Review of cadre structures either through merging or creation of levels and specific conditions of service for certain organisations were proposed. The level of pay at the highest echelon was deplored and qualified as a morale dampener especially in relation to private sector comparators.

2.16 On their behalf, the Staff side made demands for better salaries and enhanced conditions of service. Among the issues raised were pension reforms, training and development, performance management system, computerisation, recruitment and promotion, long period of actingship, filling of vacancies, travelling and duty exemption/concession, incremental credit, schemes of service and qualifications, creation and restyling of grades, encashment of leaves and other benefits and mechanism to monitor the implementation of recommendations.

Visit to Rodrigues

2.17 Around mid July 2011, the top team of the Bureau comprising the Director and the then Ag Deputy Director paid a preliminary two-day visit to Rodrigues to meet Federation of trade unions, staff associations and management of the Rodrigues Regional Assembly (RRA) and individual employee/staff in order to apprise them of the role and objectives of the PRB and to offer them the opportunity to express their views on general issues related to the review exercise. The programme of visit was communicated to all parties concerned beforehand.

2.18 A two staged visit followed during the period 25 March to 31 March 2012. In the first instance, a team of seven officers proceeded to the island for the conduct of interviews to write job descriptions for some 160 job incumbents covering all



grades in the Workmen’s Group. Officers of the PRB called at each Commission of the RRA to interview the sampled job incumbents. Written job descriptions were vetted and signed by the immediate supervisor to validate the information provided by the interviewees. Information about organization structure, work environment and IT usage and its impact on work processes were also collected and recorded during site visits that were effected in the different Commissions and some departments/units.

2.19 The Director and Ag. Deputy Director of the PRB joined the delegation on 27 March 2012. Consultations started shortly after their arrival with the State Employees Federation, followed by the Federation of Public Sector and Other Unions (FPSOU) in the presence of representatives of the RGEA and RPSWU. On the next day, meetings were held in the forenoon with individuals and other parties directly or indirectly concerned with the PRB Report and who had expressed their wish to depone. In the absence of representatives of the FPSOU, the time slot was enlarged for meetings with individuals to provide them with maximum opportunity to make their representations and to be heard.

2.20 As the two main unions i.e. RGEA and RPSWU and Management had opted to make common submissions, they were heard jointly. The main representations, among others, related to the restructuring of different units through the creation of levels to meet the specific needs of the units in the RRA, restyling of existing grades to more appropriate appellations, uplifting of salary scales of grades, filling of long standing vacant posts, requests for work related allowances, payment of Rodriguan COLA and provision of training and development opportunities. Wherever submissions were found incoherent, parties were requested to review them and submit anew to the Bureau for examination.

2.21 However, in view of the discontent of parties on the duration of the visit and to enable them to reformulate all their demands to be attuned with the RRA new programme, the Bureau agreed to visit Rodrigues again for a short intensive consultation to finalise issues. A team of four officers comprising the Director, Pay Research Bureau, one Principal Job Analyst, one Job Analyst and one Survey Officer therefore proceeded to Rodrigues on 30 May 2012 for an official mission of 2 ½ days.

Job Analysis

2.22 To develop a framework for further analysis, the Bureau had to review all the information already collected in respect of grades falling under its purview. Job descriptions had to be updated in order to obtain relevant data essential for the job evaluation exercise. In view of time, resources and cost constraints, it was not practical to survey all the officers in each grade obtaining in the Public Sector.

2.23 However, to ensure that the various types of functions performed by each position in a grade/job covered are adequately represented, samples of employees in each grade were selected using the stratified sampling method.



The list of grades containing the postings of officers as submitted by organisations served as the sampling frame. It was rather unfortunate to note that a few organisations failed to respond to this crucial exercise by not providing the Bureau with the list of some grades and their officers in post. In such circumstances the available job descriptions, existing schemes of service and submissions of individuals/unions and Management on the tasks performed by the grades were consolidated to determine their job content.

2.24 Some 5000 job incumbents filled and returned their job description questionnaires (JDQ) after having them duly vetted by their immediate supervisors. There were cases where JDQs were not signed by the Supervisors. In such instances, PRB officials inquired from jobholders and supervisors to confirm the validity of the information provided. Nevertheless, during the whole job description writing exercise, assistance was provided by officers of the Bureau, whenever required, through personal contact, by phone or email.

2.25 As regards employees of the Workmen’s Group, they were interviewed by the technical staff of the Bureau who recorded the information provided in the JDQs. Interviews were held either at the PRB or on the site of work of the job incumbents. Some Union members also called on the job incumbents to brief them before the interview exercise.

2.26 All job description questionnaires that were returned to the Bureau were carefully verified. Omissions and ambiguities were noted and further clarifications sought where needed. This was done to ensure that sufficient and accurate information were gathered to clearly identify, define and describe the jobs as they are actually performed by the incumbents.

Job Evaluation

2.27 Job evaluation underpins judgements on appropriate grading and therefore pay decisions. It “is a systematic process for defining the relative worth or size of jobs within the organisation in order to establish internal relativities and provide the basis for designing an equitable grade and pay structure” (Armstrong & Murlis).

2.28 The point rating system of job evaluation was used to assess jobs. So as to ensure their continued usefulness and current validity, both the Manual and theNon-Manual Job Evaluation Schemes used by the Bureau were scrutinised. Compensable factors were redefined, where necessary, so that they matched with the relevant job characteristics. Jobs were then scored to derive a hierarchy of job scores which were used to place each office in a rank order with the largest score at top and smallest at the bottom. This rank order served as foundation for making decision as to the appropriate pay structure for the Public Sector.

2.29 On the basis of the revised Job Evaluation Schemes, benchmark grades and benchmark hierarchies were assessed. These were submitted to Staff Associations (main Federation) for views and convenient pattern they would wish



to see emerge in terms of ranking order. Unfortunately no response was received.

2.30 The Bureau then proceeded with the evaluation of the remaining grades on basis of factual evidence from job descriptions and schemes of service. The job evaluations were carried out in panels comprising a mix of senior and junior officers of the Bureau. The job ratings were subsequently scrutinised by a supervisory team to ensure that the job evaluations were carried out analytically, fairly, systematically, consistently and transparently.

2.31 The total job scores obtained were used to determine the salary grading of the jobs. Other contributing factors in the salary fixation process particularly in respect of promotional grades are the number of levels in the hierarchy, additional skills, qualifications, competencies required and working hours. As regards grades working on shift, roster and staggered hours, they have been additionally compensated and the quantum integrated in the recommended salary scales.

Master Salary Scale

2.32 A new master salary scale with incremental progression has been evolved. All salary scales in the Public Sector are segments of this master salary scale which is given below:

Rs 7825 x 225 - 8500 x 250 - 12500 x 300 - 14300 x 350 - 16050 x 450 - 18300 x 600 - 19500 x 750 - 28500 x 900 - 33000 x 1200 - 36600 x 1500 - 57600 x 1800 - 68400 x 2400 - 78000 x 3000 - 93000

Salary Coding and Scaling

2.33 We are using a six-digit coding system for grades in the Civil Service as in the 2008 PRB Report. The broad occupational grouping is given by the first set of two digits. The middle and last sets of two digits represent the initial and top salaries of the grade respectively. The codes correspond to salary points in the Master Salary Scale. In case of flat salaries i.e. a one point salary, the code for the initial salary is assigned as “00”. For Parastatal Bodies and Local Authorities, the acronyms of the Organisation/Department with numerical annotations have generally been used as salary codes. Except for Parastatal Bodies, all salary schedules have been presented in descending order.

Lay out of the Report

2.34 The Report is organised into two main volumes as follows:

Volume 1

General Background and Related Issues and Conditions of Service



Volume 2

Part I : Civil Service

Part II : Parastatal and other Statutory Bodies and the Private Secondary Schools

Part III : Local Authorities

Part IV : Rodrigues Regional Assembly

2.35 Volume 1 outlines the background, context and orientation of the Report. Strategies adopted, major considerations of service applicable to Public Sector employees are also portrayed therein.

2.36 Volume 2 Part I of the Report contains recommendations for grades in the Civil Service. Within each Ministry/Department, grades have been ordered hierarchywise in descending order of salary. Normally recommendations concerning grades which are centrally established but with postings in different Ministries have been made in the section dealing with the responsible Ministry. For the Workmen’s Group, on account of size, a separate Chapter has been devoted to it although salary recommendations for the grades have been spread across in Ministries/Departments.

2.37 For the purpose of this Report, Parastatal Bodies have been regrouped under their respective parent Ministries. Volume 2 Part II deals with the 92 Parastatal Organisations reported upon by the Bureau and also covers Private Secondary Schools. Salary schedules for each organisation are classified by order of salary - ranging from the lowest one to the highest.

2.38 The Report on Local Authorities (Volume 2 – Part III) contains recommendations for grades in the Municipals and District Councils.

2.39 Volume 2 Part IV deals with the Rodrigues Regional Assembly (RRA) and sets down recommendations pertaining to salaries, organization structures and specific conditions of service that would apply for employees serving in the different Commissions of the RRA.

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Conditions of Service Economic Background

3. ECONOMIC BACKGROUND

Global Economic Outlook

3.1 The most recent data on growth, employment and trade across many major countries point towards further weakening of the global economy. With global growth prospects worse than foreseen a year ago and existence of major downside risks, there is increasing reason to believe that performance of the world economy, including that of the major trading partners of Mauritius, will remain below pre-crisis level in the near future. Furthermore, the downside risks highlighted by the International Monetary Fund (IMF) in its latest World Economy Outlook could make situation even worse if they are not addressed on time. The risks include possible delays or inadequate policy actions by some countries or lack of credible plans to put their economies on the right track.

Mauritian Economy

3.2 So far, the Mauritian economy has shown a great degree of resilience which is mainly explained by successful macroeconomic management and implementation of effective and timely reforms in the recent years. The reforms, which cut across many areas including labour market, public finance, public sector efficiency, taxation, global competitiveness, governance and ease of doing business, have contributed in maintaining investor and consumer confidence during the crisis and in improving the visibility of the country as a well governed, investment friendly and resilient economy. During the crisis, the economy has been able to maintain a reasonable growth rate - average of 3.7% during the period 2009-2011.

3.3 This year, in spite of the uncertainties, most analyses point towards a growth rate of around 3.5 %, unemployment rate of around 8 %, net job creation of around 1,800, inflation rate of around 4.3 % and a current account deficit of around 12% of Gross Domestic Product (GDP) in the balance of payments. On the fiscal side, the indications are that the overall budget deficit as a percentage of GDP will be lower than estimated in the 2012 Programme Based Budget while the discounted public sector debt as a percentage of GDP will remain close to around 54%. However, the outlook for the coming years is characterised by uncertainties in the world demand conditions and commodity prices.

Challenges Ahead

3.4 The challenge for 2013 and beyond will thus mainly be to ensure growth and job creation in a very fragile and uncertain world economic environment. This will require implementation of ongoing reforms as planned and new reforms in line with the 2012-2015 Government Programme. The Programme lays emphasis on ensuring prosperity for all, enhancing connectivity, empowering people, promoting a cohesive society, nation building and ensuring sustainability.


Conditions of Service Economic Background

3.5 Taking into account the objectives set out in the Government Programme and the precarious global economic environment, Mauritius will need to address a number of challenges at a time during the coming years. These include:

(1) Maintaining Macroeconomic Stability and Unlocking Growth: Consolidating existing sectors, revamping new emerging sectors such as sea food, Information and Communication Technologies, Business Process Outsourcing, health and knowledge and improving quality of public and private sector investment;

(2) Addressing Labour Market Issues: Improving labour productivity, creating high value added jobs, addressing skill mismatch and increasing labour mobility;

(3) Improving Competitiveness and Diversifying Markets: Improving economic infrastructure, connectivity, air access and increasing market share outside the Euro Zone;

(4) Consolidating Public Finances: Continuing fiscal consolidation and improving financial situation in public enterprises and improving Programme Based Budget Framework;

(5) Implementing Civil Service Reforms: Improving service delivery, expediting implementation of Performance Management System, capacity building and reviewing reward mechanisms;

(6) Social Integration and Empowerment: Improving distribution of income, consolidating empowerment programmes, increasing training and employability; and

(7) Protecting Environment: Realising the “Maurice Ile Durable” vision, investing in conservation of natural resources and environment.

3.6 Addressing the above challenges will involve significant costs to Government at a time when there is need to further reduce public sector debt and to ensure macroeconomic stability. There is thus need for prudential policies keeping pay at a reasonable percentage of GDP. The recommendations contained in this Report take into account these challenges and constraints facing Government and the country at large.

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Conditions of Service Pay Consideration and Strategy

4. PAY CONSIDERATION AND STRATEGY

4.1 In this Chapter, we outline the multiple considerations that led to the formulation of the pay package, benefits, conditions of service, and other compensation strategies.

4.2 The aim of the Review is to evolve a pay package for the employees in the Public Sector that comprises guaranteed remuneration (financial and non financial reward), conditions of service and benefits and such incentive schemes (Performance Related Incentive) which would enable the Public Sector to attract, recruit, motivate and retain people of desired competence, experience, qualification, skills and personal attributes to efficiently achieve the Government’s set strategic objectives.

4.3 Despite a difficult economic situation, Government has given the nod for the quinquennial overall Review of Pay and Grading Structure and Conditions of Service in the Public Sector. The main challenge for the review of pay has been to evolve a socially acceptable and sustainable pay structure that fits the resource envelope of Government while:

catering for manifold expectations of employees at all levels for a reasonably good salary, fair working conditions and opportunities for career advancement;

offering a remuneration package so that the Public Sector has its share of experienced and scarce talents for a seamless service delivery;

setting fair and acceptable pay relativities; and

using pay as an instrument to motivate employees at all levels to deliver on targets and inculcate a result oriented culture for greater efficiency and effectiveness; and inducing desired employee behaviours for a customer centric service.

4.4 The other challenge has been to mitigate the nuanced view that the private sector has repeatedly voiced about fiscal deficits and pay review although the private sector, in principle, recognises the crucial role of Public Sector and looks upon it to provide efficient social services - education, health, transport, public infrastructure, protect people (police, fire, prisons), protect intellectual property, build skilled workforce, deal with climate change, food security, address inequality, reduce poverty, etc.

External Comparisons

4.5 Though the pay structure and conditions of service of the Public Sector have to be determined on their own merits, the structure of emoluments in the private sector has to be kept in view. Our efforts have been to seek some commonness in the grades of these two sectors as a basis for comparison.



4.6 The private sector is vast, heterogeneous and most of them have a commercial objective as compared to the Public Sector which is mainly a service provider and homogeneous to a large extent.

4.7 Our findings on pay and conditions of service in the private sector are based on: survey data from Mauritius Employees Federation (MEF) – Salaries in Selected Occupation February 2012, National Remuneration Board (NRB) Awards and other data sources.

4.8 For the purpose of comparison, employees in the public/private sectors were grouped into three main categories:

(i) Lower Level : Manual Workers and General Support Services(Clerical Support Workers; Services and Sales Workers)

(ii) Middle Level : Diplomates; Degree HoldersProfessionals; Associate Professionals

(iii) Upper Level : Professionals (Experienced/Scarce professions);Senior Management; Managers



4.9 The findings reveal that at the upper echelon (Upper Level), the private sector employees are much better paid as compared to the Public Sector. As regards Professionals, and Associate Professionals and Technicians (Middle Level), the pay level is more or less equivalent in both sectors though there are certain groups of Managers who are better remunerated in the Private Sector. However at the lower level there is a pay lead for Public Sector employees.

4.10 The rates of pay in the private sector vary from industry to industry. They are largely dependent on costs of operation and financial conditions – i.e. ability to pay. The NRB determines minimum wages on an industry by industry and occupation by occupation basis, and which in principle are benchmarked on the survival of the least economic firm. Even salaries of middle and upper levels grades in the private sector vary from sector to sector. As in the Public Sector, the pay in the private sector is a mix/package. It comprises the salary plus benefits which can be in the form of cars, air tickets, bonuses, stock options, making the comparison between the two sectors still more difficult. In any case there is no standard way in which salaries are set in private sector whereas in the Public Sector, salary and benefits are determined in a systematic manner by a central body and are applicable across.

4.11 As explained in the foregoing paragraphs, pay in the Public Sector at the lower level is high compared to the private sector/National Remuneration Board (NRB) Award salaries. This makes the Public Sector very attractive at this level where a relatively larger number of people are willing to join. It is found that for every vacancy in the lower grades there are about 70-100 applications. There is need here to let the private sector catch up.

4.12 At the middle level where there are fresh graduates/professionals into the service, some similarities exist in the salary levels between private and the Public Sector. At times the pay of similar grades in the private sector may even be lower than their counterparts in the Public Sector. However, after a few years this pay may hike up. At the upper levels the private sector leads. Pay thereat has remained well ahead of public service jobs of comparable weight. Many professions (Medical Practitioners, Specialist Doctors, experienced Engineers, Legal Officers) have argued on the need for larger pay increases based on private sector comparators.

4.13 It is indeed difficult to make a reliable pay comparison with grades of equal value in the private sector because of the problems of matching jobs. Grades with same appellations in many instances have different job descriptions. An Accountant, for example, in the private sector has a bigger role, which can be equated to that of a Principal Accountant in the Public Sector. The comparison on the compensation package becomes even more difficult when no information about the benefits/perks offered in the private sector could be obtained.



4.14 In the light of the foregoing, subject to affordability and acceptability, we consider that some broad comparison may be maintained between Public Sector pay and private sector pay taking into account the existing differences between the two sectors. We are of the view that Public Sector pay should follow and not lead private sector pay though on grounds of social policy a marginal lead may be allowed at the lower levels.

Total Remuneration Package

4.15 The remuneration package in the Public Sector comprises a basic pay and other financial and non-financial benefits. There is a general tendency from Public Sector employees to compare their base pay with the pay obtainable in the private sector, when in fact the total remuneration packages (pay and benefits) ought to have been compared. Viewed in terms of total package, career in the Public Sector is more appealing than it might first appear. Besides security of employment and career development opportunities, civil servants enjoy benefits such as leave, passages and duty exemption/concession, among others. We have taken all these into consideration in arriving at the recommended salaries.

4.16 Representations have also been made for the trading off of part of the benefits into monetary terms. The Bureau still considers that both affordability and social acceptability set limitations to the extent that non-financial benefits can be converted into monetary terms.

Internal Equity

4.17 The Public Sector comprises a diverse range of grades. In maintaining internal pay relativities, the Bureau ascertains a degree of consistency in the determination of the different pay levels. It bases itself on established processes for measuring the value of jobs through job evaluation and schemes to remunerate both in financial and non-financial terms.

4.18 Using the point rating job evaluation scheme, a job hierarchy is developed that reflects the relative value of jobs on the basis of compensable factors (such as decision making, complexity, creativity, responsibility, working conditions). Pay is then set commensurate with the relative internal value of the jobs. This system of grading has been maintained as employees who perceive equitable pay treatment are more motivated to perform better.

Pay the Person

4.19 The need for “Pay the Person” has been proposed, in an attempt to bring the person more directly into the pay equation. It does so by providing additional money for additional competencies learned on or through the job. “Pay for knowledge” and “Pay for skills” systems allow employees to earn more and more if they acquire additional qualifications and demonstrated competence in additional skills.



Stagnation

4.20 There are individual pay scales with limited span and it often leads to stagnation. To ease this situation, promotional avenues have been created even though no functional justification for higher posts may exist. We have in such circumstances merged the grades/levels and provided for a combined salary scale with enlarged duties and responsibilities and enhanced earnings. This has helped in reducing the number of grades, flattening structures and improving career earnings where levels have been traded off.

Performance Related Incentive Scheme

4.21 Existing pay practices tend to be unaligned with results. We have, in this Report, linked reward and performance taking into consideration performance, conduct and behaviour, efficiency, diligence including availability and regularity at work. We are further reiterating that the grant of increments should be linked to the rating in the Performance Appraisal Report.

4.22 The current system of pay does not allow us to reward a very good performer. Additionally it does not sanction anybody for low or mediocre performance. More than 68% of the people (as revealed by our survey on performance) favour the need for a “variable pay” dependent on performance and output. Relating pay to performance is not new. In the private sector, Performance Related Pay is part of the industrial landscape for many years now.

4.23 We hold the view that there is need for a Performance Related Incentive Scheme in the Public Sector. This sends a strong message that pay may be influenced by individual performance. This form of incentive can be a percentage increase in pay, a lump sum or an additional incremental progression on the salary scale but has to be based on a well established Performance Management System and well designed Incentive plans.

Attraction and Retention of Scarce Skills

4.24 As revealed by our survey, a skill shortage problem in respect of certain categories of professionals and technical specialists still exists in certain Public Sector organisations e.g. in the management of projects and contracts, in the fields of radiation protection, wastewater treatment and in conduct of energy audits, in specialised software, maintenance of medical equipment and in the preparation of a housing policy and strategy, among others. As a result these organisations are facing difficulties in providing an adequate service for want of the skills sought. This situation needs to be redressed and hence the need for a special package.

4.25 Factors leading to low retention rates include limited career prospects, morale, overqualification and uncompetitive pay, particularly at the upper echelon when comparing the private/public sector pay package. The short-term attraction and



retention strategies include changing the design of total pay while responding to competitive practice and using pay as a “lever” to control talent shortages. These nimble approaches include higher entry point, negotiable salary, payment of special retention allowance and the long term strategy is making the attraction lasting through development and training opportunities in addition to the continued additional payments for scarce skills that are in demand.

Special Considerations

4.26 A few disciplines like Science, Technology, Architecture, Quantity Surveying and Specialised Medical fields require formal training overseas at very high costs and longer length of study. These elements have been taken into account in the pay strategy adopted by the Bureau.

4.27 The mismatch between educational qualifications and the needs of the economy in terms of qualified candidates in the field of Science/Advanced Science has remained unchanged. In line with the policy of Government to give a boost to the teaching of science and technology at all levels, the Bureau considers that there is a case for an enhanced reward strategy for scientific positions in the Public Sector.

4.28 Certain categories of officers, by virtue of the specific nature of their duties or their posting to a workplace, are exposed to higher risk in their jobs. This element (i.e. risk) has been taken into account in the pay strategy for these categories of officers.

Pay Differentials/Salary Ratio

4.29 Unions members have during the consultative meetings wished the compression of pay differentials without going into the details of it. We hold the view that high quality public service require high calibre leaders to deliver them, especially in difficult fiscal conditions. Services have to be maintained and improved and pay and grading structures redesigned accordingly. Equally vital is to ensure that public service leaders are adequately and fairly rewarded.

4.30 As a result of tapering increases for cost of living compensation, pay differential between the higher and lower levels have been gradually reduced. Such compression, to our belief, have demotivational effects on employees at the higher echelon.

4.31 In the 2008 PRB Report, the pre-tax General Worker: Permanent Secretary salary ratio was set at 1: 8.6. This has dropped to 1: 7.7 today. The post-tax salary ratio would work out to 1: 7.1. Such a ratio is low and not conducive to motivating leaders in the delivery of quality service.

Economic Situation/Public Finance

4.32 In setting up the pay package for Public Sector employees, we have taken into account the economic situation which has changed significantly and rapidly in the



period since the last review was undertaken. The resilience of the economy in face of a morose world economic situation has been an important consideration.

4.33 We equally paid special attention to the affordability and sustainability of our pay recommendations. The share of Public Sector pay bill which stood at around 8.2% of GDP in 2008, is estimated to be 8.8 % in 2013. This to our judgement is fair and reasonable as compared to middle income level and high income level countries where this share is estimated at 8.7% and 10% or above respectively.

Erosion of Purchasing Power

4.34 The erosion of purchasing power as measured by the difference between the cumulative rate of inflation and cumulative rate of compensation has been an important consideration for the Report. On average, the loss in purchasing power since the 2008 Pay Review is estimated at around 17% (ranging from 5% at the lower levels up to 22% at the highest levels).

Unions’ Claims

4.35 The staff side had at some point in time, argued on the need to set a minimum wage and thereafter moved to the demand for a living wage. Representation was also made to reduce the salary gap between employees at the lower levels and those at the higher levels.

4.36 On their part, senior civil servants demanded huge pay hikes on the basis of private sector comparators and alignment on salaries obtainable for other Chief Executives within the Civil Service.

4.37 There was need, therefore, to reconcile all the above demands with affordability and acceptability constraints while ensuring a fair and equitable pay structure.

Conclusion

4.38 The following have been key considerations in evolving the pay package formula for this Review:

(a) the capacity of the Government to pay;

(b) the share of public sector pay bill in GDP (which stood at 8.2% in 2008 and is expected to reach 8.4% in 2012);

(c) the economic and financial development in the country;

(d) the remuneration trends in the economy;

(e) the pre-tax salary ratio of the General Worker to Permanent Secretary , which was 1: 8.6 in 2008 now (31 December 2012) stands at 1:7.7;

(f) the fact that salaries at certain levels in the private sector are considerably higher than those of corresponding position in the Public Sector while the latter sector has a lead in respect of certain grades at the lower levels;



(g) the need to partially bridge the gap between Public Sector and private sector at the appropriate levels of the echelon to facilitate recruitment and retention of required talents;

(h) the need to establish fair relativities to maintain harmonious employee relations;

(i) the general levels of salary adjustment that were made since our last review;

(j) the erosion of purchasing power since the 2008 Pay Review;

(k) adequacy of competitiveness of pay package (conditions of service, career path, development opportunities) that attracts, motivates and retains people with required skills in required numbers;

(l) the need to compensate additionally some talents which are scarce;

(m) the need to reward those who make results happen e.g. performance related incentive;

(n) the conditions of service which induce desired employee behaviour and attitude for improved performance;

(o) the value of benefits and conditions of service which form a significant part of the compensation packages;

(p) the unparalleled job security, pension benefits, work life balance and status provided by public sector jobs;

(q) the principle that every rupee spent on salary, allowances, facilities and other benefits is translated into a specific measure for public good, the need to provide appropriate structures (levels) which are fit for purpose so that decision making and delivery is expedited by:(i) reducing superfluous levels (at times created, merely to afford channels of promotion;(ii) merging layers where there is excessive overlapping of duties with a view to reducing complexity, increasing efficiency; and (iii) creating levels for greater control/accountability on the basis of functional needs or to respond to a crisis, regulatory pressure;

(r) the need to promote assimilation of technology for better performance and service delivery; and

(s) the need to strike the right balance in setting salary levels, which enable adequacy of the package while ensuring social acceptability, among others.

Pay Strategy Adopted

4.39 In the light of the foregoing considerations, we adopted a pay and benefit strategy to:

(i) keep the share of pay bill in GDP between 8% to 9%;



(ii) re-establish the loss in purchasing power of public officers since the 2008 Pay Review;

(iii) partially bridge the gap between public and private sector pay at the higher levels;

(iv) extend downward certain salary scales in line with the market to comfort the private sector and to lower the costs of future recruitment without affecting employees in post;

(v) ensure an acceptable increase at the lower levels;

(vi) trade off multilayer structures for flatter structures and longer salary scales, wherever desirable and feasible;

(vii) provide pay package to recruit employees with the required skills (negotiable to entry points);

(viii) link the grant of increment in salary scales with performance and result;

(ix) allow scheme for choices with regard to certain conditions of service e.g. duty free/official car or cash in lieu;

(x) grant either monetary or non-monetary reward to exceptionally performing teams or individual employees who have excelled well beyond the call of duty; and

(xi) provide additional incentives/compensation on basis of performance.

4.40 The Pay package is offered as an organic whole since all the recommendations on pay and conditions of service, benefits, contained therein are inextricably intertwined. The recommendations are provided as a package (pay, conditions of service and organisation design) and they cannot be treated separately nor can they be implemented piecemeal. Any modifications therein may impact on the total Reward Package and the thrust of the Report.

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Conditions of Service Public Sector Management Reforms

5. PUBLIC SECTOR MANAGEMENT REFORMS

5.1 Public Sector Management Reforms (PSMR) are deliberate change efforts by Government to improve its capacity to efficiently and effectively execute policies. The reform initiatives also aim at strengthening capacity to perform Government functions, necessary for sustainable economic and social development through the creation of a performance culture focussing on quality, cost and access. It is, therefore, expected to raise quality of public services delivered to citizens.

5.2 Global changes coupled with technological advancement are impacting on the environment, calling for better governance through effective service delivery. To this end, PSMR is not only important, but inevitable for achieving effective results.

5.3 In addressing issues of PSMR, particular attention is paid to economic, social, political and technological considerations with focus on improvements in outcomes to transform the Public Sector.

Past Recommendations

5.4 In our previous PRB Reports, with a view to meeting challenges, the Bureau recommended that strategies be developed, among others, to provide the necessary legislation which would clarify the role and responsibilities of Ministers as distinct from those of Supervising Officers; move from multilayered structures to flatter ones; ensure that organisations are manned by persons of the right calibre; provide for training and development; link pay and incentive to performance and results; introduce the concept of multi-skilling in certain areas; and revisit existing policies needed to allow the introduction of new patterns of work. We also recommended that Ministries, Departments and Organisations (MDOs) should strengthen confidence in their organisations and create the right environmental conditions to earn citizens’ trust; facilitate knowledge acquisition through the application of Information Technology; make arrangements for the provision of uninterrupted Counter Services; and establish mechanisms to sustain and evaluate reform initiatives.

5.5 The most widely reforms initiatives adopted so far are: Programme Based Budgeting, cost containment, e-government, strategic planning, public/private partnerships, contracting out, structural streamlining, rightsizing, process improvement, skills development, increasing citizen involvement in policy and management, regulatory reform, and decentralization, amongst others, and these, while upholding the core values of integrity, impartiality, honesty and objectivity.

5.6 Public Sector Reform Initiatives have a bearing across the whole Public Sector and are headed by the Public Sector Management Reforms Committee (PSMRC). The PSMRC is chaired by the Secretary to Cabinet and Head of the



Civil Service. Its composition also includes other senior public officers and representatives of Staff Associations.

5.7 The responsibilities of the PSMRC are to:

(a) spearhead reform strategies for the modernisation of the Public Sector with emphasis on the use of new technologies and optimum utilisation of human resources through sound employment relations and social dialogue;

(b) establish mechanisms to sustain and evaluate reform initiatives, both through internal assessments and through feedback from customers;

(c) rationalise and streamline activities within and among Public Sector Organisations with a view to improving quality of services and ensuring greater accountability and transparency;

(d) adopt and monitor measures aimed at strengthening capacity for responsive and results-oriented public management so as to efficiently and effectively meet national and global challenges;

(e) promote ethical standards and public service values as embodied in the “Code of Ethics for Public Officers”;

(f) nurture an attitude of service excellence in meeting the needs of the public with high standards of quality, courtesy and responsiveness;

(g) foster an environment which induces and welcomes continuous change for greater efficiency and effectiveness;

(h) advise Government on issues of public importance e.g. institutional machinery to improve public trust or the types of desirable competencies that members of Recruiting Bodies or Board Directors need to possess; and

(i) advise Ministries/Departments to drive the Civil Service towards increased levels of accountability, cost efficiency and responsiveness to meet the expectations of citizens.

5.8 The importance of the high level PSMRC is primordial. Equally important is the role of the Ministry of Civil Service and Administrative Reforms and the various Reforms Committees set up at Ministries/Departments/Organisations’ level. These should be maintained and we recommend accordingly.

5.9 We are, in the wake of this review exercise, proposing levers for reforms to take place and which would over time drive Public Sector employees towards more appropriate behaviour and increase effectiveness of service delivery in Public Sector Organisations. We are giving due support to reviewing operations, processes and procedures in the service, wherever it is deemed appropriate; to redesigning public services around users; to the concept of delayering, merging of grades, providing polyvalent grades and reviewing schemes of service,



among others. We are also providing for such facilities, development opportunities, conditions and benefits that would improve staff competence and enhance desired employee behaviour for efficient and effective service.

5.10 The reforms initiatives which are discussed in greater details in the relevant chapters, are highlighted hereunder:

Civil Service Reforms

5.11 The salient features of Civil Service Reforms include:

Endowment of Public Service Human Resource Management Reforms as a critical component of the agenda on reforms in order to achieve greater efficiency.

Recruitment and Retention of people of the right calibre through contract employment and alternative modes of employment to ensure proper manning of the Public Sector.

Establishment of a true performance management regime and culture to enhance Government’s ability to deliver on its commitments and foster an environment which induces and welcomes continuous change for greater efficiency and effectiveness.

Introduction of a Performance Related Incentive Scheme to compensate differently on the basis of outcomes as evidenced by the Performance Appraisal Report.

Provision of the necessary logistics and backup to expedite E-Government and change work practices.

Simplification of procedures for the prescription of schemes of service.

Concept of Citizen Charters

5.12 The Citizen Charter is based on the premise that the Citizen is supreme. As Public Sector Organisations are run with public funds, they are subject to close scrutiny and have to be accountable. From that perspective, many organisations display the list of services they provide, the manner in which these services may be tapped and they also specify the standard for these services. To further strengthen good governance practices in the Public Sector, we are making appropriate recommendations.

Recommendation 1

5.13 We recommend that all Public Sector Organizations should:

(i) develop and publish their respective Citizen Charter;

(ii) inform people how their services can be tapped; and

(iii) establish a mechanism to obtain feedback/complaints from members of the public concerning the services provided and suggestions for improvement.



5.14 We also recommend that Head of organizations should ensure that suggestions as well as complaints are processed in an attempt to enhance service delivery.

Mystery Shopping

5.15 The concept of “Mystery Shopping”, introduced in the past Report, provides information on the operations of organizations, in relation to customer-service related functions, including staff behaviour. In fact, this is particularly prompted by grievances received. It enables the identification of weaknesses as well as good practices.

5.16 Mystery Shoppers act as customers, observe all the operations running in the organisation and thereafter, submit a comprehensive report to Management for decision taking and eventual actions. This concept provides the advantage of observation and collection of information in a very subtle manner. As it is considered that this practice is still relevant today, we propose to maintain this provision.

Recommendation 2

5.17 We recommend that the MCSAR should continue to implement the “Mystery Shopping” in selected organisations and encourage other organisations to emulate this reform initiative.

Human Resource Management Information System (HRMIS)

5.18 The MCSAR is presently driving the project of Human Resource Management Information System (HRMIS). Following its implementation, this project is expected to relieve officers of the Human Resource Management cadre from cumbersome manual transactions and to be involved in strategic tasks.

5.19 The project involves access to procedures regarding HR functions so that tasks are attended to expediently, and in a standardised manner. Additionally, this requires officers of the HR cadre to make regular use of IT tool in the performance of their duties. For the success of this project, all Ministries/Department have the duty to provide the relevant support. We are, therefore, making appropriate recommendation to enable the HRMIS achieve its objectives.

Recommendation 3

5.20 We recommend that:

(i) all Ministries/Departments provide the necessary support to the MCSAR for the proper implementation of the HRMIS; and

(ii) appropriate training be dispensed to officers at all levels who would be required to use the system, to better equip them to deliver efficiently and effectively.




5.21 While reviewing organisation structures, grades have been created solely on the basis of functional requirements. Where there are excessive overlapping of duties between two grades and there exists minimal supervision of one grade over the other, we have merged those grades in line with our policy of flatter structures.

5.22 We urge organisations to avoid proliferation of levels that may be a hindrance to the smooth delivery of service.

Training and Development

5.23 Performance gaps identified on the basis of performance appraisal should be the base line for providing training. In addition, organisations should identify such training that would be vital for the performance of their core functions. At Chapter 9 we have enunciated a series of measures on training and development.

5.24 In the context of Reforms, it is considered that training at all levels is an essential component in equipping the employee with necessary skills and competencies. Head of Organisations should, therefore, ensure that, to the extent possible, the provisions made at Chapter 9 be fully implemented.

Consolidation of Schemes of Service

5.25 It has been found that many schemes of service in the Public Sector tend to group duties in a very narrow and specific field. Consequently, any change in that sector invariably leads to certain changes in the schedule of duties. Amendment to the schemes of service takes quite some time as the process is lengthy.

5.26 The consolidation of schemes of service by the MCSAR is underway. It has been argued that the schedule of duties should cover broader areas, based on same level of skills and competencies.

5.27 At Chapter 10 of this volume, we have recommended that the MCSAR:(i) reviews the process for prescribing schemes of service within a period of not more than four months (ii) consolidates schemes of service for posts requiring same level of skills and competencies in consultation with stakeholders/Responsible Officers of Ministries/Departments.

5.28 Further to this measure, we consider that while prescribing schemes of service, consideration should be given to, cover the broader aspects of the job requiring the same level of qualification and competencies so that, any minor change in the schedule of duties would not require an amendment to the schemes of service.



Recommendation 4

5.29 We recommend that henceforth, the MCSAR should ensure that duties specified in the schemes of service cover broad aspects such that minor changes in schedule of duties do not trigger an amendment to the schemes of service, taking into consideration that these duties require same level of skills and competencies.

Recruitment

5.30 Efficient and effective service delivery depends on the processes through which the service is delivered and on the staff involved in such delivery. Improvement thereof, therefore, depends on the processes as well as the staff.

5.31 In the last Report, we provided for a grade of Industrial/Occupation Psychologist on the establishment of the Public Disciplined Forces Service Commission (PDFSC) to enable it to supplement the selection process by evolving some form of personality/psychometric tests to select candidates with the appropriate profile.

5.32 As it is considered that the use of these tests will facilitate the selection of candidates having the required competencies and attitude, we are laying emphasis on same. The PSRSC should, in consultation with the PDFSC and MCSAR, come up with proposals to review the selection process to enable the PDFSC recruit candidates who, not only possess the required qualification, but also have the appropriate mindset.

Use of Modern Technology

5.33 Information and Communication Technology singly has the greatest potential of elevating the processes to new levels. It facilitates efficient storing and retrieval of data, instantaneous transmission of information, processing information and data faster than manual system, speeding up transactions and taking decisions (informed) expeditiously and judiciously thus increasing transparency and enforcing accountability.

5.34 The use of IT across the Public Sector has the objective of modernising the system for improved service delivery. Many MDOs have recognised the increasing importance of electronic systems and have adopted many E-Government initiatives.

5.35 Under the relevant Chapter we have made recommendations for:

(i) the increased usage of the IT tool in the day-to-day running of the organisation;

(ii) training to be provided to staff at all levels;

(iii) computerisation and automation of work processes.



5.36 We have also made provision for a designate position of Head ICT to lead e-Govt projects and initiatives in Ministries/Departments/Organsiations.

Recommendation 5

5.37 We recommend that Ministries/Departments/Organisations should provide the necessary support to the Head ICT in respect of e-Govt initiatives.

5.38 Government has demonstrated a strong commitment to the reform program and there should be a sense of ownership of the reform process. Such ownership will greatly enhance the likelihood of success of the support being provided by the development partners.

5.39 Reform initiatives should be pursued till the end so as to reap the benefits thereof. We are herewith reproducing the general guidelines adopted in OECD countries.

5.40 The “reform cycle” comprises the planning, brainstorming, adoption, implementation, and sustainability phases which do not necessarily or always unfold in a sequential pattern.

5.41 In the ‘planning phase’ the main stakeholders identify the problem, design the policy and build the reform agenda. Once designed, there should generally be an inclusive and comprehensive ‘brainstorming’ debate among stakeholders of reform initiatives. The socio-economic context and the organisation of the reform agenda are the key elements in the “adoption phase”. Once the policy is


5. Sustainability

3. Adoption

4. Implementation

1. Planning Public Sector Management Reforms

2. Brainstorming


adopted, it should be executed and implemented in the “implementation phase”, and evaluation of reforms should in general improve the “sustainability” of policies.

Conclusion

5.42 We have taken into consideration (i) the concept of citizen centric administration in Ministries/Departments/Organisations; (ii) that procedures to tap services are simplified to improve efficiency; and (iii) that mechanisms such as citizens charters are used as a means of improving performance and accountability in MDOs in framing many of the recommendations in this Report. We hope that these will give certain pointers towards making that vision a reality.

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Conditions of Service Review of Organisation Structures

6. REVIEW OF ORGANISATION STRUCTURES

6.1 Effective structures are a sine qua non for public sector organisations to deliver on their mandates and on government policies and priorities. A Review of Pay and Grading Structures provides an opportunity for such organisations to revisit their structures and functioning. In so doing they try to achieve, amongst others, greater operational efficiency and the desired results to meet the set strategic objectives and improve responsiveness of services to match the customers’ expectations. A Review, in fact, gives Management time to look back on what has worked and what hasn’t and come up with new structures that are cost effective and beneficial to both the employees and the service.

Public Sector Organisations under PRB

6.2 The Bureau reports upon public sector organizations which include Ministries, Parastatal and other Statutory Bodies, Municipal Councils, District Councils, Rodrigues Regional Assembly and Private Secondary Schools.

6.3 Currently there are 25 Ministries (including the Attorney General’s Office) and a number of independent Offices/Services/Commissions/Constitutional bodies which comprise the Civil Service. These Ministries are further broken down into specific Directorates/Departments/Divisions/Services – most of them have more or less formalised and functional structures which are hierarchically organised and controlled, with different levels of responsibilities, a reporting line and adequate communication and coordination mechanism to get things done and deliver on their respective objectives. Depending on government decision, portfolios of Ministries and the organization structures can be altered.

6.4 As regards Parastatal Bodies, they are quasi-autonomous bodies operating under a legal framework that sets parameters for their operations. They are normally headed by a Director or General Manager who reports to a Board. Most Parastatal Bodies have a hierarchy of personnel who have specific areas of operations. Their grading structures are normally aligned on what obtains in the Civil Service for grades at same levels of operation except for the specific or core ones.

6.5 At the level of Local Authorities which function under the Local Government Act, there are two types of structures namely, Municipal Councils and District Councils whose purpose are, inter alia, to promote the social, economic, environmental and cultural well-being of the local community and improve the quality of life of the people therein. They are administratively supervised by a Chief Executive who is assisted in his tasks by a complement of staff. The new Local Government Act 2011 provides for the organisational set up of any local authority to constitute six Departments, viz:- Administration, Finance, Land Use and Planning, Public Infrastructure, Public Health and Welfare.



6.6 Private Secondary Schools falling under the purview of the PRB have more or less similar structures as state secondary schools. The teaching staff has a career structure with a promotional route up to the grade of Rector. As regards the non-teaching staff, it consists mainly of employees in the library cadre, general services and workmen’s group.

6.7 Like other body corporate, the Rodrigues Regional Assembly (RRA) is set up under the Rodrigues Regional Assembly Act (No 39 of 2001). Its organization structure comprises seven Commissions and a Regional Assembly. The RRA is under the overall administrative control of the Island Chief Executive. Each Commission (except for the Chief Commissioner’s Office) is under the headship of a Departmental Head and has a portfolio of responsibility areas with appropriate grades organised in cadres.

6.8 Overall, as it stands now, the public sector employs some 87000 employees. Most of them are regrouped in about 1300 grades in the Civil Service, ranging from manual ones at the lowest echelon to the highest Administrative position of the Secretary to Cabinet and Head of the Civil Service. The majority of organisational units of the Public Sector like the Civil Service, comprise a mix of grades in a centralised structure of different size and height where top executives retain authority for most strategic and operating decisions. They work according to established principles and staff have predefined reporting lines and spans of control which are shown in an organisation chart.

Past Recommendations

6.9 In its last Report, the Bureau made recommendations to encourage organisations in moving towards flatter structures. Besides having the merit of reducing excess hierarchies, this measure, wherever accepted and applied, was used to provide longer salary scales so that the absence of career prospects was compensated through improved career earnings. In addition, levels were merged and certain polyvalent grades created for greater flexibility and functional mobility of staff. The composition as well as the terms of reference of the Standing Committee on Organisation Design was also redefined and guidelines set for the creation of grades.

Submissions Received

6.10 As is the case in every Review, Management of organisations was requested to make submissions on organisational restructuring including, inter alia, delayering, merging of grades, multi-skilling, creation of additional levels, re-definition of job specification, job enlargement/enrichment and restyling of posts which may enable them to have a fit-for-purpose structure to deliver on their mandate more efficiently and effectively.



6.11 No major restructuring was proposed except for the creation of additional levels or merging of existing ones and at times abolition of existing grades against creation of new ones. Certain new appellations were suggested for existing grades. Similar demands were also made by the staff side.

Survey Results

6.12 Responses to a survey sent to Heads of Departments on organisation structure in 2011 revealed that some 80% of them were of the view that flatter structures are better than hierarchical ones for operational effectiveness. For a more responsive service, most of them suggested that structures should be lean, flexible and standard across the Public Sector. Computerisation of work processes and updating of Information Technology in use were also cited as important measures to boost the service.

Views of the Bureau

6.13 The Bureau has examined the survey findings and submissions of parties for creation/merging/abolition/restyling of grades at length. Drawing on the observation of the Fifth Pay Commission (India), and to which the Bureau fully subscribes, the appropriate number of grades in an organisation is a matter of conscious judgement and decision - either too many or too few grades may be problematic. As the Commission rightly pointed out, the distinction between work levels becomes too fine with too many grades resulting in jobs becoming more difficult to classify leading to disputes in the grading of specific posts and difficulties in establishing horizontal links. With too few grades on the other hand, there is a dilution of the strong motivation provided by promotion and a higher title. Nevertheless, to effectively achieve set objectives with both service and client orientation, the Bureau advocates flatter and IT supported structures with polyvalent grades for greater flexibility.

6.14 Concerning the merging of levels, the Bureau holds the view that this may be done subject to agreement of parties concerned, where there is considerable overlapping of responsibilities and accountabilities with no close or purposeful supervision between operational and supervisory posts. Cadres should not be restructured through merging only because of inadequate promotional opportunities or for the sake of alignment on other cadre structures. Merging of grades in a hierarchy should be consistent with the functional needs and requirements of the organisations.

6.15 Many requests have been made for the restyling of posts at times without strong justifications, only to benefit from a salary upgrading. The Bureau considers that the purpose of a job appellation/title is to convey an immediate understanding and identification of the work to be performed by the position. It should preferably be short but meaningful and descriptive. We have, therefore, refrained from acceding to certain requests for restyling where it was found to have grading



implications and/or no nexus with the duties and responsibilities associated with the posts. In other instances, for the sake of harmonisation and to clearly identify the job performed, a few appellations have been reviewed.

Creation of Grades

6.16 In view of the number of submissions received for the creation of grades and restructuring of cadres during the Review Exercise and also in between Reviews, the Bureau would like to emphasise the following:

(i) It is the responsibility of the Supervising Officer of the Ministry/Department to ensure that optimum use is made of the existing human resources of his organisation. In particular, he must ensure that:

(a) manpower requirements match the prevailing workload; and

(b) the human resources of the organisation are fully utilised at the level at which they are expected to operate.

(ii) Supervising Officers should encourage managers/supervisors of administrative units at all levels to continuously monitor staff requirements and ensure that individual officers have well-defined functions and tasks directed towards the accomplishment of organisational goals and objectives.

6.17 Equally of note is that the Bureau has been very stringent in the creation of new posts and restructuring cadres. Wherever these have been done, they have been based strictly on functional considerations and in conformity with the guidelines for the creation of new grades as specified below:

Guidelines for Creation of New Grades

(a) The need for the creation of a grade must be well established.

(b) It must be clearly stated whether the creation of the grade is warranted as a result of:

(i) the staffing of a new function linked to a new (or a change in) policy goal/objective or to the implementation of a project;

(ii) a new level of responsibility which must be created within an existing structure to increase organisational efficiency and effectiveness.

(c) Information must be provided on the activities/operations/tasks associated with the new post and what they are intended to achieve. Wherever possible, the benefits to be derived must be quantified.



(d) The creation of the grade must be envisaged only after the following possibilities of carrying out the new function have been explored:

(i) re-allocation of duties;

(ii) redeployment of staff;

(iii) improvement of work methods;

(iv) use of new equipment;

(v) passing the work on to another organisation within the public sector where it can be done more efficiently and economically;

(vi) depending on priority of needs, postponing the work for another budget;

(vii) contracting out.

(e) The number of grades to be created and their concomitant levels must also be fully justified. If the grades constitute a new structure, an organisation chart must be submitted depicting clearly its interlinkages within the broader organisation of the Ministry/Department.

(f) The duties, responsibilities, qualifications (i.e. knowledge, skills and abilities), experience and personal qualities required for the grade must be accurately and clearly spelt out.

(g) The following practices must be avoided:

(i) multilayering, i.e. the creation of grades without taking into account the scope of the work and levels of responsibility involved. A new level is created only when it brings added value to the work;

(ii) creation of supervisory grades for the mere sake of giving promotion;

(iii) creation of isolated grades which are not integrated in a career structure;

(iv) creation of permanent grades to meet temporary needs.

Conceptual framework for Organisation Design

6.18 After an in-depth examination of Public Sector Organisations, we found that there are good reasons to reform the Organisation Structure as a key strategy for improved efficiency. However, making the existing mechanism work should be a first priority and there is little need to revamp most structures completely. The restructuring should rather seek to address impediments and make adjustments to structures as appropriate, merge overlapping tasks, create multi-skilled positions, eliminate levels, respond to growth/pressure, reduce complexity, increase efficiency and improve service delivery. We also view that there is no



one right design or structure that will suit all organisations, thus no “one size fits all” situation. Each organisation has its own structural needs depending on its specificity though these needs may change over time.

6.19 We are, therefore, proposing a conceptual framework for organisation design. Though not exhaustive, this framework supports the drive for reforms and modernisation in the Public Sector that requires employees to deliver services by the most efficient and effective means, and organisations to work leaner and smarter, to meet citizen’s expectations.

6.20 An organisation should be so designed to:

(i) allow for greater focus on deliverables, performance management and results;

(ii) improve the decision making process by facilitating the flow of information, promoting collaboration, pooling of knowledge of staff and minimising the reporting levels prior to decision taking;

(iii) streamline operations so that the various business processes are completed in an efficient and effective manner;

(iv) reduce duplication of efforts by defining properly the functions of Departments, Divisions, Sections and Units;

(v) provide scope for flexible deployment of people, promote equity, job satisfaction, motivation and commitment to organisation goals;

(vi) build change readiness by fostering ideas that are critically important for future growth and making the task of directing change part of the core responsibilities of top management;

(vii) reduce paper work and make more use of computers; and

(viii) provide officers with the basic tools (including training), required equipment and technology to carry out their work.

6.21 It is essential that the structure of an organisation be clearly depicted in an organisation chart which should be regularly updated to reflect changes in either vertical or horizontal relationships, if any.

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Conditions of Service Performance Management System

7. PERFORMANCE MANAGEMENT SYSTEM

7.1 The introduction of Performance Management System (PMS) overshadows many a reform initiative in the Public Sector. In this Chapter, we elaborate on the general philosophy of the Performance Management System as enunciated in successive PRB Reports since 1993; the implementation problems as revealed by our survey; the need to simplify the PMS process; the role of the Ministry of Civil Service and Administrative Reforms (MCSAR); the Development Focus of Performance Management; the Performance Management Measurement System and the Reporting System to Public Service Commission, so that necessary steps are taken to sustain and build on the success so far achieved.

7.2 Performance Management is a strategic management approach for monitoring how a business is performing. It sets the methodologies, metrics, processes, systems and software (if any) which are used for monitoring and managing the performance of an organisation and its people. It links people to organisations.

7.3 Performance Management provides for a holistic total approach to engaging everyone in the organization in a continuous process to improve their performance and ultimately the performance of the whole organization. It is a route to fulfilling many HR functions as well. Performance Management is also about helping people to understand how they contribute to the strategic goals of the organisation ensuring that the right skills and efforts are focused on the things that really matter to the organisation and which will make an impact on organisational performance. It helps to develop the capacities of teams and individuals. Performance Management, development of people and performance of organisation are inextricably linked into a system.

7.4 It is designed to improve performance by understanding and managing performance key results within an agreed framework of planned goals, objectives and standards. It provides the opportunity to identify development needs of employees as well as a basis for reward. Performance Management enlists the participation of employees in the whole performance process and in the words of Michael Armstrong “is based on the simple proposition that when people know and understand what is expected of them, and have been able to take part in forming those expectations, they can and will perform to meet them”.

7.5 The Bureau, in its 1987 Report, stressed on the need for performance to be constantly reviewed and for the design of an improved appraisal system which involves the officer concerned and the immediate supervisor. The Bureau’s Report in 1993 noted that “In this context, the Steering Committee of the Public Sector Management Improvement Programme appointed a sub-committee made up of representatives of the Ministry of Finance, the Ministry of Civil Service Affairs and Employment, and the Pay Research Bureau to work on the review of the Performance Appraisal System.” The 1993 Report further noted that it was



“imperative that the confidential report form be revised, as an effective performance appraisal system is an essential component of government’s efforts to increase productivity in the public sector in general.”

7.6 In 1994, the MCSAR introduced the PMS on a pilot basis in the Ministries of Agriculture, Health, Foreign Affairs, and Civil Service Affairs. The Bureau’s 1998 Report noted however, that while there is willingness on the part of management to install the PMS on the one hand, this intent was usually accompanied by a lack of trust and conviction on the other. The Report, therefore, concluded with the strong recommendation to replace the Confidential Report by an appropriate appraisal system. The Report further recommended the introduction of a Work Planning and Review Scheme, as well as the setting up of a Central Performance Management Committee.

7.7 Our 2003 and 2008 Reports continued to lay emphasis on the need for the implementation of the PMS with a view to instilling a holistic performance culture across the Civil Service. In the 2008 PRB Report, it was highlighted that the two landmark programmes, Programme Based Budgeting (PBB) and the Performance Management System (PMS) are complementary and essential parts of the same vision. Both programmes aim at focusing resources on results rather than inputs.

7.8 The 2008 Report provided extensive recommendations and steps for ensuring total implementation of the PMS across all the Public Sector. The Report also explicitly recommended sunset limits for the confidential report and the adoption of Performance Appraisal Reports by the Public Service Commission (PSC) as from January 2013. It is concluded that the PMS will henceforth, form the basis of work planning, work assignment and management, as well as become an instrument for assessing employee contributions across all the Ministries/Departments/Organisations in the Public Sector.

7.9 The Bureau is convinced that because of the general recognition of the centrality of the PMS in human resource management, and especially given the long-standing efforts dedicated to the inception of this concept in the Mauritian Civil Service, the question is definitely no longer whether Ministries and related organizations should institute the PMS. The present and real challenge is how to enhance and internalize the system. Unfortunately, the literature as well as practice show that while it can be easy to design an appropriate Performance Management System, it is always difficult to effectively implement the system. This is why and how the Bureau found it essential to conduct an extensive survey on the implementation of the PMS within Ministries in January 2012.



PRB Survey on PMS Implementation in the Public Sector (January 2012)

7.10 We understand that a comprehensive study is being carried out by Consultants to examine the effectiveness of the implementation of PMS across all organizations in the public sector. This comprehensive study is being conducted under the aegis of MCSAR. As noted earlier, however, the Bureau conducted a survey in January 2012 for the purpose of the Review exercise on the introduction and implementation of the PMS in the Public Sector. We considered this survey an essential step because data from the exercise constitute objective input to the formulation of appropriate recommendations for this Report.

Scope and Methodology

7.11 The survey focused on PMS design, training for appraisers and appraisees, implementation, integration of PMS into existing HR processes, and use of PMS in organizational processes.

7.12 The target population for the survey were mainly Heads of Ministries/Departments (including the Rodrigues Regional Assembly), Chief Executives of Parastatal Bodies, and Heads of Local Authorities.

7.13 Primary data from the survey were compiled using the Statistical Package for Social Survey (SPSS). Our software enabled the use and derivation of in-depth analysis and trends covering percentage distributions, charts, frequency, and dispersion of results.

7.14 179 organisations were invited to participate in the survey and 91 (51%) completed and returned their questionnaires. The returns came through postal mail, fax and e-mail.

7.15 35 respondents (38%) were from the Civil Service while 48 (53%) were from Parastatal Organisations. The remaining 8 (9%) respondents were from the Local Authorities.

Survey Findings and Analysis

7.16 PMS Design: Half of the respondents reported the involvement of employees at all levels in the design of their respective PMS. Most of the other organizations reported engaging management and HR (38%), top management only (16%), or HR only (14%) in their PMS design efforts. 55 respondents (60%) also indicated that the current PMS assessment forms satisfy their respective organisations.

7.17 Training on PMS: 68 respondents reported provision of some form of training for appraisees. Also, 72 organizations reported training for appraisers. The preponderant methods of training were in-house training, workshops and seminars. Only 1% of respondents reported sending any staff to a PMS training programme overseas.



In cases where formal training was not provided to appraisers and appraisees, measures taken to increase awareness of the PMS included briefings through staff meetings, periodic meetings to align staff to organization objectives, sensitisation campaigns, requests to the Ministry of Civil Service and Administrative Reforms (MCSAR) for direct assistance, and production and distribution of brochures and guides on the PMS.

7.18 Implementation: Only 34 respondents (37%) reported having fully implemented the PMS in their organizations. 11 other organizations reported having reached the stage of performance review and feedback. The majority of the rest were either at the beginning stages of consultations and sensitization of employees, or finalization of strategic plans.

7.19 Integration of PMS into HR Processes: 71 organisations (78%) favoured the integration of PMS into other HR processes. 43 of these had attempted to align their PMS processes with their respective development plans and activities.

7.20 Integration of PMS in strategic mission and goals: 24 respondents reported the establishment of performance standards within the framework of the PMS. 21 respondents reported being able to derive team/unit goals and objectives through the PMS. Only 15 organizations (16%) reported being able to use performance measures in improving service delivery, learning or development.

Trends and observations

7.21 This survey provided a picture of the PMS in the Public Sector and furnished data on the extent of PMS implementation. It further unveiled implementation challenges.

7.22 The survey also revealed that the advantages of the PMS in promoting corporate or organizational aims were not clear to staff who were not convinced about how an effective PMS links with their individual career and promotion prospects. 23% of responding organizations in the survey reported having been able to use the PMS as basis for their training plans or for promotion purposes.

7.23 Others stressed that the Confidential Report (CR) is still the effective tool for making recommendations to the PSC. Some respondents highlighted that PMS forms in current use needed to be simplified and realigned to present-day demands. These respondents indicated that PMS process and practice in some organizations appeared to be significant effort aimed only at satisfying formalities, not real management challenges. Finally, others rightly pointed out that any realistic and meaningful change process required time and dedication, and that focus and dedication would be required especially on the part of senior management to make the PMS process work.



Role of Ministry of Civil Service and Administrative Reforms (MCSAR)

7.24 The MCSAR has been instrumental in steering the Performance Management System, so far, in the public service. It is the coordinating Ministry and all other Ministries/Departments look upon it for appropriate guidance and assistance to implement, run and maintain the system. The MCSAR has further put in place an institutional framework to facilitate and coordinate the implementation of the PMS that features the following arrangements:

(i) appointment of a PMS Facilitator, normally an officer of the HR cadre from the Ministry/Department concerned, to help coordinate the project under the guidance of a PMS Coordinator from MCSAR;

(ii) a PMS Steering Committee chaired by the Supervising Officer of the Ministry of Civil Service and Administrative Reforms and comprising the Finance Secretary and other officers co-opted on a need basis to address major implementation problems reported by Supervising Officer; and

(iii) a PMS Monitoring Committee set up at the Ministry/Department level under the Chairmanship of the respective Supervising Officer/Head of Department who pledges full commitment of Management to drive the project and is fully and wholly responsible for the performance of his Ministry/Department. The Supervising Officer is supported by the Manager, Human Resource, the Manager, Financial Operations, the PMS Coordinator from the Ministry of Civil Service and Administrative Reforms the PBB Coordinator, Ministry of Finance and Economic Empowerment and In-house Facilitators of the Ministry/Department.

The Way Forward

7.25 The Civil Service has invested considerable effort and premium in the PMS mainly, over the last decade. This dedication is bearing fruit. However, there is still much ground to cover. What we need therefore, will not be a litany of recommendations. We shall also not attempt to rehash extensive compilations of principles and processes of best practice of PMS. As noted earlier, PRB Reports, over the last few cycles, have comprehensively addressed these issues. We shall mainly focus on a few, but critical strategic levers for going forward.

Recommendation 1

7.26 We recommend that Ministries/Departments/Organisations should continue to align individual and organisational objectives (synergising of PMS and PBB), develop performance indicators both to track achievements of their performance or programme goals and individual performance and report thereon for budget and human resource purposes by October every year.



7.27 Advanced organizations use formal and sometimes distinct processes for gathering information on services provided. Systematic feedback may be sourced from other key players such as customers, clients, subordinates, team members and other parties who may be identified during the work planning stage. Further, customer service surveys have been used to improve achievement of goals and performance objectives.

Recommendation 2

7.28 We recommend that regular customer service surveys be carried out to track the degree of dissatisfaction from stakeholders on namely: (a) timeliness in the provision of services; (b) competency of staff in delivery; (c) effectiveness of services delivered; (d) fairness during process; and(e) courteousness while going the extra mile, for improving services.

The Development Focus of PMS

7.29 It is important, at this stage, to also become aware of the significance of the development aspects of the PMS which is about learning at the organizational, team and individual levels. Development needs and wants have to be identified in performance management processes by individuals on their own and by supervisors. Employees view career development programmes as a path to upward mobility while the organisation sees it as a retention and motivational tool, as well as a tool for succession planning. Individuals can make their own assessment of their personal development needs to get more satisfaction from their work to advance their career. On the other hand, organizations can focus and commit themselves towards development of their staff as it provides value creation, equips employees with relevant skills and knowledge and facilitates the organisation’s objectives of showing a well articulated, growth oriented and flexible career path to its employees.

7.30 The introduction of personal development planning should not be undertaken lightly. It is not just a matter of designing a new back page to the performance appraisal form and telling people to fill it up. Neither is it sufficient to issue guidance notes and expect people to get on with it.

7.31 It is difficult for an officer to genuinely seek guidance on developmental aspirations from a manager while the rating of his performance is being carried out at the same instance.

Recommendation 3

7.32 We recommend that organisations focus on development programmes to:

(i) equip people to deliver on the strategic organisational objectives;

(ii) motivate people to give their best;

(iii) support succession planning, career and personal development;



(iv) provide capability in terms of knowledge, expertise and experience; and

(v) provide a basis for continuous improvement, sustaining contributions and setting examples for all employees.

7.33 We also recommend that end-of-cycle performance management should focus on work agreements and feedback on performance, while the mid-cycle reviews focus on individual career aspirations of officers and discussions on possible learning and development.

Key Stakeholders

7.34 It is important to highlight the critical roles and expected contributions of some of the players in the PMS arena. The Key PMS players comprise, among others, the Ministry of Civil Service and Administrative Reforms (MCSAR), CEOs and Heads of Ministries, Management Teams, and individual officers and the Unions.

7.35 The Performance Management System enjoys leadership from the Prime Minister, the Ministry of Finance and Economic Development and Secretary to Cabinet and Head of the Civil Service. However, the MCSAR has been instrumental in steering the Performance Management System this far in the public service. It is the coordinating Ministry and all other Ministries and Departments seek guidance and assistance from the MCSAR.

7.36 It is imperative that the MCSAR should continue in this facilitating and coordinating role and provide support and guidance to other organisations including Parastatal Bodies and Local Authorities.

Recommendation 4

7.37 We recommend that the MCSAR should continue to play its leadership role in implementing the PMS in the whole Public Sector.

7.38 We further recommend that Union Members/Staff should form part of PMS/Development Committees particularly in those committees set up to update the PMS Forms.

7.39 We also recommend that parent Ministries should ensure the timely implementation and monitoring of the PMS in Parastatal Bodies falling under their aegis.

7.40 We additionally recommend that, as a matter of priority, the MCSAR develops or updates existing learning modules to cover PMS topics such as “essential steps in establishing the PMS, conducting performance reviews, giving performance feedback, and dealing with poor performance, defining objectives, accountabilities and key results, identifying and using performance management measures; coaching and guiding for Employee Engagement.”



7.41 The learning modules listed at paragraph 7.40 above are neither prescriptive nor exhaustive. The key message is that technical experts in the MCSAR should prepare modules which enable organizations to establish their respective PMS programmes quickly and efficiently.

Recommendation 5

7.42 We recommend that the MCSAR, in consultation with all stakeholders – particularly the union members, reviews the PMS and Appraisal forms with a view to making it simple and user friendly and, more fundamentally, the form should be designed to enable transition to digital and automated systems.

7.43 We further recommend that the relevant authorities consider the advisability of devising a distinct Performance Appraisal Form for Chief Executives and Heads of Ministries/Departments/Organisations in the Public Sector.

Chief Performance Officer (CPO)

7.44 We are, in this Review, introducing the concept of Chief Performance Officer for the implementation of the PMS. At present, in accordance with the Ministry of Civil Service and Administrative Reforms’ guide to PMS, there is a provision for a PMS Monitoring Committee to be set up in each Ministry/Department to ensure its effective implementation. The Committee is chaired by the Head of Ministry/Department or a senior officer delegated by him and includes, among others, the PMS and PBB Coordinators, the In-house Facilitator and staff of the Finance and HR. Our survey reveals that there is need for more commitment from the top management team. To this end, we consider that a dedicated officer from the top management team to spearhead the Performance Management System in each and every organisation would be appropriate.

Recommendation 6

7.45 We recommend that an officer should be designated to the position of Chief Performance Officer to lead the PMS implementation in each Ministry/Department. Ideally, the Chief Performance Officer should be the Chief Executive Officer. However, an officer of the level of PAS could well be designated. The person designated should have deep knowledge of the organizational culture and have an excellent appreciation of strategic and operational planning and execution, excellent skills in helping people to choose relevant measures, implement those measures and use them in decision-making. He should also have the ability and experience to influence and inspire people to improve the organisation’s performance and deliver result. He should be skilled at facilitating people through the fears and concerns and complexities, meaningfully measuring what matters.



Recommendation 7

7.46 We recommend a one-off payment of a bonus every two years equivalent to twelve times the value of the last increment read from the salary scale of the PAS to the Chief Performance Officer in an organisation which has successfully implemented PMS and has sustained it for a period of two years.

Electronic Performance Management (EPM)

7.47 An essential component of the administration of an effective PMS is the operational platform on which it is based. Currently, the PMS in the public service is paper-based. In contrast, similar systems in most parts of the world are digital and automated. Our paper-based platform places restrictions on flexibilities and our ability to effectively access or analyse data and critical information. Appropriate steps and action plans need to be developed to bring our system in line with current universal practice. Substantial and meaningful benefits will emanate from this shift. Inherent systems flexibilities will allow for easier adjustments when for example, the staff member and the manager discuss and review work plans and results. Feedback can also be easily obtained and aggregated. Computation and analysis of ratings will be easier.

Recommendation 8

7.48 We recommend the MCSAR, in collaboration with the concerned parties – the Ministry of Information and Communication Technologies (MICT), MOFED, PRB, stages and facilitates the automation of the PMS across the Public Sector.



Additional Recommendations

As a Further Step

Recommendation 9

7.49 We recommend that Ministries/Departments/Organisations which have successfully implemented the PMS should, as a further step, consider the advisability of reviewing the PM Cycle on the model set out hereunder:

Key phases of the PMS in a cycle

Recommendation 10

7.50 We recommend that in addition to the mid-year review, managers should have informal discussions with individual staff to review progress at least once during each quarter.

7.51 Good Performance Objectives incorporate the following characteristics. They must be “SMARTER” than ever.

S - Simple/Specific – clear, unambiguous and easy to understand by those who are required to achieve them

M - Measurable – there is no point setting a target for which success cannot be gauged. They should refer to specific measures.

A - Agreed/Achievable – Performance Objectives must express specific and realistically achievable goals. There should be a



“stretch” element to them (requiring effort and commitment without being out of reach)

R - Realistic – objectives must be relevant to those who will be required to meet them; staff must have enough control over their work to be able to meet their targets. Motivation will suffer otherwise

T - Time-based – there should be a set timescale for achieving a target; open-ended targets may not encourage focused effort on improving performance

E - Enhancing – Great objectives enhance growth. For example objectives should allow employees to be fully or partially engaged in new areas of work or in work requiring new skills and tools

R - Reviewed – it is good practice to review performance objectives regularly. This ensures continuous relevance and understanding.

7.52 In our 2008 Report, we presented also, a model as an appropriate template and guide for the establishment of the Performance Measurement System in the Public Sector. We are confident that this model which is reproduced below would continue to serve as useful guidelines for performance measurement system.



Employee Involvement and

Innovation

AgencyStrategic andPerformancePlan Goals

Balanced Measures for Work Units and Employees

Balanced Measures for Executives and Managers

PERFORMANCE PYRAMID FOR IDENTIFYING PERFORMANCE MEASURES

COURTESY: WORKFORCE COMPENSATION AND PERFORMANCE SERVICE

Executives

Work Units

Managers

Supervisors

Employees

Outcomes

Outputs

Accomplishments

COURTESY: WORKFORCE COMPENSATION AND PERFORMANCE SERVICE

PERFORMANCE PYRAMID FOR IDENTIFYING PERFORMANCE MEASURES



Reporting System

7.53 The current form of Performance Appraisal is the Annual Confidential Report (ACR). It is statutorily required that a Confidential Report in the prescribed form be submitted to the Public Service Commission (PSC) annually in respect of every employee except those classified as manual grades. The PSC bases itself on this Report to appoint, promote and confirm employees or terminate employment and also to grant/defer/withdraw increments. Designed in colonial days, the ACR is still being used to appraise the performance of officers. The confidential reporting system of appraising performance is not result focused and it is characterized by lack of transparency, no feedback is given to the appraisees, denying them the opportunity to discuss performance improvement opportunities with their supervisor.

7.54 All this precipitated the need for a new system of appraising performance.

7.55 The Civil Service adopted an organization development approach to Performance Management and after some years of adaptation – the PMS is being run in the whole Civil Service.

7.56 For some three (3) years now, the annual Confidential Report is concurrently run at least in some Ministries/Departments/Organisations along with PMS. As from January 2013, the Performance Appraisal System will be used solely to assess performance. As from that date and in accordance with Regulation 18 of the PSC Regulations, the Reporting System to the Public Service Commission would comprise:

(a) the Performance Appraisal Report on the officer/s concerned, i.e. the Appraisal Form being used in the context of the PMS; and

(b) a Report on fitness for promotion on each officer concerned.

Time Line

7.57 We give, hereunder, a calendar for the implementation of the Performance Management system across the Public Sector:

No. Actions Date

1. Report on achievement of performance programme goals

October

2. Report on Customer Service Survey Yearly

3. Report on Development Programmes June/July

4. Implementation of PMS in all Parastatal Bodies and Local Authorities and Rodrigues Regional Assembly

December 2013

5. Report on implementation of PMS to Steering Yearly/December



No. Actions Date

Committee

6. Report of the Chief Performance Officer December

7. Implementation of Related Incentive Scheme as from2013

8. Review of PMS forms December

9 Designation of Chief Performance Officer January 2013

10 Payment of bonus to Chief Performance Officer December 2014

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Conditions of Service Performance Related Incentive Scheme

8. PERFORMANCE RELATED INCENTIVE SCHEME

8.1 “Performance Related Incentive (PRI) is the variable component of the pay which is awarded ex-post, after individual/group performance is measured against pre-set (ex-ante) and mutually agreed upon goals for a given period of assessment. It is non-additive and non-cumulative. It is not an automatic default incentive which is given for the nature of duties and responsibilities or levels of difficulty (working conditions) for a certain rank/post. PRI is linked with respective organisations measurable outputs”.

8.2 The introduction of Performance Related Incentive into the Reward System tantamounts to ushering advance reforms initiatives in the public sector. It is so closely linked to outcomes that organisations under the scheme start restructuring operations, reengineering processes for greater productivity and improvements in service delivery.

8.3 In this Chapter, we are discussing the necessity to introduce a Scheme for Performance Related Incentive (PRI) while there is also the need to maintain the annual incremental movement in salary scales and payments of certain additional bonuses for implementing a system to improve efficiency and effectiveness in service delivery.

Link between Performance Management and Incentive

8.4 Performance Management is not inevitably associated with pay, although this is often assumed to be the case.

8.5 Our survey on the implementation of PMS revealed that more than 50% of organisations were of the opinion that there is need for some form of Performance Related Incentive.

8.6 Research shows that Performance Related Incentive is still an important element in many performance management schemes. This is because paying for performance is regarded by many organisations as desirable for three reasons:

(i) it motivates people to perform better or to develop their skills and competences;

(ii) it delivers the message that performance and competence are important; and

(iii) it is fair and equitable to reward people differentially according to their performance on the grounds that people who perform well should be paid more than people who are less performing.



8.7 In reviewing the case for and against Performance Related Incentive, we took into account the doubts expressed by a number of Academics, Unions Members, Managers and individuals about the extent to which it can provide a direct incentive to improve performance.

8.8 In line with expectancy theory, motivation only takes place if people expect that their effort will produce a worthwhile reward. If people feel that the basis for assessing reward is unfair or inconsistent then their motivation will be reduced. If the rewards at the end are not worth having, then it is not going to motivate.

8.9 In reaching its conclusions on Performance Related Incentive, the Bureau considered its advantages and disadvantages as set out hereunder:

Advantages and Disadvantages of Performance Related Incentive

Advantages Disadvantages

Motivates Not the only motivator

Lever for change May trigger wrong change

Links reward to results May be at the cost of quality

Delivers message on output and results are important

May concentrate on performance (activity)

Helps to attract and retain staff Problems of measuring performance

Meets basic human need – to be rewarded for achievement

Relies on managerial judgement which may be partial

Makes service more challenging Emphasises quantity at the expense of quality

Influences Behaviour Prejudicial to teamwork

Recognises Contribution to Outstanding Achievements

May be discriminatory

Focuses on Key Results and Values May not deliver value for money

Improves Accountability May not be appropriate

Increases Pay Flexibility Is too often taken on trust

Fits within the Wider PBB Context PRI may be right in principle but it is hard to make it work in practice



8.10 The last disadvantage “it is hard to make it work in practice” in this list is an important one. The consensus of informed opinion based on research, observation and experience is that performance incentive is very difficult to manage well. It is also difficult to persuade staff that it is operated in a fair, consistent and equitable way.

8.11 For us, some form of Performance Incentive is desirable but the process of managing the system must be designed and operated with great care. This leads on to considering what the relationship between performance management and incentive should be.

Reconciling Performance Management and Incentive

8.12 Any incentive to reward performance requires a robust system of Performance Measurement. The process of measurement needs to be fair, equitable, consistent and transparent, so that pay decisions, on whatever evidence is not taken behind closed doors. Individuals should know how the assessment has been made and how it has been converted into an incentive payment.

8.13 There is evidence that rating for pay purposes seriously causes prejudice to the development of performance management. There is, therefore, a strong case for separating development and Performance Incentive by a gap of several months even if there is an inevitable read-across between the two (the performance being assessed as a performance review meeting is the same as the performance being assessed for reward).

Criteria for Effectiveness

8.14 In considering the introduction of the Performance Related Incentive Scheme, the general criteria for effectiveness are:

Criteria for Performance Related Incentive Scheme (PRIS)

1. Individual or teams should know the targets and standards they are required to meet. There should be clarity about objectives and deliverables.

2. The reward should be clearly and closely linked to accomplishment or effort.

3. People should know what they will get if they achieve targets or standards and can track their performance against them. They should know what they will get additionally when targeted performance levels are exceeded.

4. Fair and consistent means are available for measuring or assessing performance, competence or skill. PRIS is run with the support of PMS.



Criteria for Performance Related Incentive Scheme (PRIS)

5. People must be able to influence their performance by changing their behaviour and/or they should be able to develop their competences and skills.

6. It should be known to all that PRIS is not an assured entitlement for all employees. That it is based on performance assessment.

Conclusion

8.15 The considerations listed in the table above underlie the Bureau’s admonition that the introduction of the PRIS must be well planned. Successful implementation will depend on properly trained managers, explicit guidelines, a well established Performance Management System, and careful monitoring of ratings and rewards to ensure that these are consistently and equitably applied.

Setting up of Committee

8.16 There is a Standing Committee on Performance/Productivity Related Reward (P/PRR) to look into the Reforms initiatives, implementation of Performance Related Reward, payment of additional increment/bonus, among other things. We still hold the view that the Committee should be maintained with additional roles and responsibilities.

Recommendation 1


(i) the Standing Committee on Performance/Productivity Related Reward (P/PRR) under the chairmanship of the MCSAR and comprising representatives of the Ministry of Finance and Economic Development (MOFED) and the Pay Research Bureau be maintained; and

(ii) the Standing Committee on P/PRR may co-opt such representatives of Management and the staff side, as it deems appropriate.

Recommendation 2

8.18 We recommend that as a matter of priority, the Standing Committee should evolve a Performance Related Incentive Scheme (PRIS) for the Public Sector and submit same to the High Powered Committee for approval.



Recommendation 3

8.19 We further recommend that the Ministry of Finance and Economic Development should make a dedicated budgetary provision to reward public officers for their performance.

8.20 There are a few recommendations made in our 2008 PRB Report that have not been implemented. The main reasons put forward by the relevant authorities are that the PMS was not effectively implemented across the public sector and such recommendations cannot be implemented in certain departments only. We hold the view that a Performance Related Incentive can be implemented in Ministries/Departments/Organisations where PMS has become fully operational.

8.21 On this account, there are still strong reasons for the payment of the Performance Related Incentives, and we are maintaining same.

Recommendation 4


(i) annual increments provided in salary scales to the various grades should be awarded based on open and recorded performance assessment ratings; and

(ii) no increment shall be earned in case an officer is unfavourably reported upon.

8.23 We further recommend that, subject to the approval of the Standing Committee on P/PRR and concurrence of High Powered Committee:

(i) as from financial year January 2014, when both Performance Management and Programme Based Budgeting have become fully operational, the payment of a one-off bonus in a period of two years to employees as follows:

(a) equivalent to one week salary in respect of an organisation that has successfully implemented PMS and has sustained it for over the preceding period of two years; and has met the targets set in respect of Programme-Based Budgeting for the same period; and

(b) equivalent to three days’ pay in respect of an organisation/section, which has been ISO certified and has maintained the ISO standards for the preceding period of two years;

The above recommendation which would apply exclusively to employees who have individually performed to the satisfaction of Management shall be applicable pro-rata to employees who have worked for only part of the time during the two years required to earn the full bonus.



(ii) more than one increment may be granted to an officer at a go, for continuous high level performance (very good) for two consecutive years; and

(iii) officers drawing top salaries or flat salaries may be granted a lump sum of up to a maximum of one week’s salary once in two years for continuous high level performance (very good) for more than two years.

************


Conditions of Service Training and Development

9. TRAINING AND DEVELOPMENT

Introduction

9.1 Most of government’s service delivery is provided through people, directly and indirectly. The success of an organisation, its customers’ satisfaction and its efficiency depend heavily on its employees’ skills, abilities, knowledge and motivation to work. Investment in people development particularly in focussed skills is no longer a choice. The desired improvement and change required can more likely be achieved by improving the capacity and capability of the people who deliver the services. Having a structured approach to building the capacity of the workforce will therefore continue to positively impact and improve the services delivered to the community.

Recommendations of the 2008 PRB Report

9.2 The Bureau has in its successive Reports (1998, 2003 and 2008) emphasised the importance of training and development of staff as part of an overall strategy to inculcate a performance culture in Public Sector employees to better serve the citizen’s demands and raise the level of professionalism of the Public Service.

9.3 To that end, several recommendations were made in the context of the 2008 PRB Report. Particular emphasis was laid on the strategic content of training and the need for Public Sector Organisations to base their training on identified needs and competencies required to deliver accomplishments that are linked to expected results. The Bureau also recommended organisations to adopt a systematic approach to training; increase their budget allocation for training; provide at least 40 up to 60 hours of training annually to every employee depending upon job grades; and maintain a training information system. Roles of the different parties involved in the training and development function were equally clarified.

Current Situation

9.4 The overall responsibility for training of public officers is vested upon the Ministry of Civil Service and Administrative Reforms (MCSAR) although each line Ministry/Department has its own annual budget allocation for the training and development of its staff. A few Ministries/Departments/Organisations already have well established in-service training programmes.

9.5 Since 2009, the Human Resource Development Division of the MCSAR has been mounting and organising general training programmes in various job related areas that cut across the Civil Service. The responsibility for nominating officers to attend these courses, however, rests upon the Supervising Officers of the respective Ministries/Departments.



9.6 Over 10000 civil servants at different levels of operation including Office Care Attendants, General Services Officers formerly Officers, General Services Executives formerly Senior Officers, officers from technical/non technical cadres as well as mid career professionals and officers from the top level management have already been trained. This has been done by way of in-house training, sponsorship for award courses/post-graduate schemes and scholarships under bilateral, technical assistance and other schemes.

Representations of Federations

9.7 During consultations, and through their respective memoranda most Federations of staff unions have expressed their discontent on the low priority from Ministries/Departments/Organisations to provide training to their employees. They argued that sufficient training was not being offered to employees at some level and also averred that PRB recommendations regarding the annual minimum number of hours of training to be imparted to every employee were not being implemented. The situation was reportedly more critical in Parastatal Bodies and Local Authorities where grades at the lowest echelon barely received any training.

9.8 Proposals were put forward for: the setting up of a Civil Service College to cater for the training needs of all employees in the Public Sector; carrying out regular training needs analysis at intervals of two to three years; providing at least 72 hours of training to all employees; designing training courses in conjunction with Tertiary Education Institutions; introducing new methods of training such as distance learning, on-line training; coaching and mentoring; strengthening on-the-job training, monitoring of the training budget to ensure that relevant training programmes are carried out; monitoring and taking of actions by the MCSAR in respect of organisations which fail to provide training to their employees and greater interaction between public and private sector in the field of training.

Submissions of the MCSAR

9.9 The MCSAR views that with the rapid pace of globalisation and the expected adverse effects of the economic crisis, as well as any unforeseen externalities, new areas of Public Sector competency will need to be strengthened, in particular, diversity management, leadership, knowledge management, resource and information management, negotiation skills, communication and ICT skills amongst others. Reforms initiatives need to be addressed concurrently with the capacity building process. To further improve and enhance Public Sector service delivery, there is need to address both, what is being done through Public Sector reform and the capacity to do it through empowerment by learning.



Government Policy

9.10 Government is committed towards the training of its employees and in promoting lifelong learning in the public sector to keep public officers abreast of modern techniques of management and public administration. This is evident in the Acting President’s Address of April 2012 which proposes the introduction of legislation to set up a Civil Service College.

Situation in other Countries

9.11 Research has shown that most developed countries pay great regard to the continual process of training and retraining to improve the knowledge and skills of their employees.

Canada

9.12 Canada has a policy of continuous learning for its permanent employees who are provided with the opportunity to create their personal learning programme.

China

9.13 All civil servants are trained in rotation within five years so that every civil servant can attend off job training which averages at least 12 days per year.

Malaysia

9.14 Every Public Sector employee is provided with a minimum of seven training days per year. Public service employees are encouraged to undergo training to enhance their skills in their respective scope of work.

Singapore

9.15 Every civil servant is entitled to 100 hours of training each year of which 60% is on work related courses and 40% on self development courses.

Survey on Training and Development

9.16 The reported shortcomings in the training and development functions prompted the Bureau to conduct a survey thereon to assess the prevailing situation.

9.17 A self completion survey questionnaire was designed and sent to Chief Executives of Ministries/Departments/Organisations, requesting them to furnish information on the various aspects of their training and development activities.

9.18 Response to the survey was satisfactory - out of 179 questionnaires that were sent, 92 completed ones were returned to the Bureau.

9.19 The main results of the survey are given below:

Only 30% of the organisations had a training plan for all staff that was communicated at all levels.



During the past 12 months, 31% of organisations conducted a Training Needs Analysis for all staff. Training Needs Assessments (TNA) were mostly realised through general recommendations made by the Heads of Ministries/Departments/Organisations.

Lack of time was stated as the main reason by 24% of the organisations for not conducting a TNA.

Half of organisations stated that training provided was based on perceived individual and organisational needs and was more targeted at managerial and core operational staff.

Types of training proposed to staff involved workshop/seminars (82%), on-the-job training and lectures (70%) and classroom lectures at the MCSAR (42%).

The majority of organisations (60%) have not been able to implement the minimum annual training requirements for all staff as recommended by the Bureau.

The average minimum number of hours of training proposed per categories were as follows: minor grades (30 hours), clerical, executive and technical grades (40 hours) and administrative, professional and above (55 hours)

About 80% of organisations have a Training Committee that deals with the issue of Staff Training.

Most organisations (86%) felt that there was need for greater involvement of tertiary institutions in public service training and development.

There are significant variations in the Budget that the organisations assign to training ranging from less than 1% to 10%.

About 50% of organisations did not utilise their entire training budget for the year 2011.

Some 40% of organisations were evaluating the effect of training provided to staff, through observations of improvements that could be detected in output.

Inadequate funding and providing training to all staff were major problems faced by half of the organisations.

According to 75% of organisations surveyed, the training function could be improved by carefully designing training programmes and introducing mechanisms to monitor and evaluate training.

The need for a centralised body to be responsible for the training of Public Sector employees was proposed by about 73% of organisations to improve the training function.



Discussions and Conclusion

9.20 The above findings indicate that there is uneven provision of training to staff with the majority of Public Sector Organisations having not been able to implement the minimum annual number of training hours recommended. It may accordingly be inferred that priority and importance attributed to training of employees also vary among organisations. To reinforce the public service training functions, organisations proposed more involvement of tertiary institutions and the setting up of a centralised body for training. It was also suggested that further improvement could be brought by carefully designing training programmes and introducing mechanisms to monitor and evaluate training dispensed.

9.21 As a critical component of Human Resource Development, we believe that training people is fundamental in enhancing public service delivery. To keep pace with the increasing demands for high performance, improvement, modernisation and efficiency, one alternative is to attract, retain and motivate already skilled people while the other one is to train, develop inside people, build the relevant skills and capacity needed for organisational success.

9.22 After considering all relevant factors, including the survey results and arguments put forward by parties, we are making recommendations to encourage organisations to provide training and development activities in a more systematic manner with a focus on the acquisition of competencies both technical and attitudinal.

Recommendation 1


(i) organisations should adopt a systematic approach to training with training needs of staff assessed, the design of their training based on the acquisition of the required competencies and attitudes for effective job performance/service delivery and monitoring and evaluation of training activities done;

(ii) training programmes should be geared to build the knowledge, skills attitudes and motivation required by serving employees and new entrants in the service to perform effectively in their present job and be prepared for future responsibilities they are likely to assume;

(iii) the MCSAR should organise generic training programmes targeted at increasing the employees’ sense of responsibility and accountability in order to enhance their motivation and commitment towards a performance based and service oriented culture; and

(v) organisations should provide regular training programmes in continuous service improvement to instil the desired behaviour and necessary mindset in employees for providing a quality service.



Training Needs Assessment

9.24 The survey indicates that only about a third of organisations plan the training of their staff on the basis of an assessment of either employee or organisational needs.

9.25 The Bureau considers that Training is an investment that the organisation makes in itself with the desired end of improving individual/organisation performance. Thus, it becomes important that training needs be properly identified otherwise the training itself may be called into question. This was thoroughly canvassed during meetings with Management and Unions which were requested to submit a list of courses that they regard as relevant to their needs. A consolidated list of these courses has been compiled and presented at Annex to this Chapter. We consider that the list, though not exhaustive, may serve as a useful input to ease the training needs assessment of Public Sector employees. We are, hereunder, making recommendations to facilitate the planning phase of training.

Recommendation 2


(i) organisations should come up with Training plans for all their staff based on a detailed assessment, examination and prioritisation of employee and organisational needs. The plan may be spread over a time period as deemed appropriate by Management to ensure that all staff are provided with meaningful training;

(ii) expressed rather than perceived needs of staff should be assessed and situated within the broader organisation needs and priorities that are to be met in order to improve service delivery, satisfy customers, and promote greater efficiency and effectiveness;

(iii) training should be targeted at those activities which add value to both individual and organisation performance by improving knowledge, skills and attitude that can be transferred to the job;

(iv) organisations should demonstrate greater commitment to invest in staff by making the Training Needs Assessment an integral part of the management process;

(v) mount such in-house formal service training that can be reasonably done at the level of organisation; and

(v) training plans should be used as a tool for prospective retirees to plan how and where to transfer their skills and knowledge to their co-workers.



Design

9.27 Once a need has been identified, it becomes crucial to design training programmes accordingly. Organisations can undertake to design training programmes only when there are clear training objectives specifying what goals have to be achieved by the end of the programmes.

Recommendation 3


(i) training should be geared towards improving the performance of individual employees and the service delivery taking into consideration the difficulties associated with their everyday job activities and the evolving needs of the organisation;

(ii) individual departments should design training courses on the basis of the measurable core competencies required by the different grades as identified by the Performance Management System;

(iii) training should be designed on the basis of information obtained from a training needs assessment to provide specific information on what employees need to learn following which training objectives can be set and the content of training developed. All along the design process, organisations should ensure an optimal fit between individual and organisational needs;

(iv) training objectives specifying what is required in terms of application of the learning to real life work situation should be set. These should indicate what the employee should be able to do after the training and also identify and specify the desired observable behaviour and attitude that is sought for effective job performance and delivering public services to meet the expectations of citizens and clients;

(v) organisations should forward those identified training needs that cannot be dealt with at their level to the MCSAR together with such details as the grades and number of officers concerned;

(vi) new entrants to the Public Service should be provided with induction and orientation training so that they are clear about their roles and responsibilities and what is expected from them by way of individual and collective contributions;

(vii) training courses in people management skills should be provided to officers in positions with staff responsibilities;

(viii) necessary training in customer care should be given to all officers having an interface with customers so that they can better assume their responsibilities towards them; and



(ix) development programmes combining leadership, diversity management, knowledge management, change management, talent management, strategic planning and interpersonal skills should be mounted for key management and leadership positions across cadres. Such programmes should also be aimed at developing those officers irrespective of the cadre they belong, who have shown the knowledge, attributes, personality traits and abilities/skills/competencies either in terms of potential or in a demonstrated manner.

Training Methods

9.29 Depending on their respective prevailing circumstances and resources, organisations can choose to deliver training and development in a variety of ways ranging from learning on-the-job, on-line training, distance learning or participation in workshop/seminar to specific off-the-job training tailored to a particular purpose. It goes without saying that careful selection of training methods leads to a better chance of success of training programmes.

Recommendation 4

9.30 We recommend that in choosing the suitability of a training method, organisations should consider training objectives, the needs and characteristics of the employees, complexity and volume of the learning task, available logistic and the financial implications involved.

9.31 Non conventional methods of training such as coaching, mentoring, job rotation and delegation, among others, should also be used and included in training plans.

9.32 Organisations should set a priority to on-the-job training for the upskilling of their employees. This should not preclude organisations from adopting a combination of formal training programmes away from desks, on-the-job training and self-managed learning to suit their prevailing circumstances.

Training Budget

9.33 The survey findings indicate that there are significant variations in the budget that the different organisations assign to training. While significant amount of resources are allocated to train specialised personnel by a few organisations, others spend insignificant sums to train their staff. This situation needs to be rectified.

Recommendation 5


(i) organisations should allocate a minimum of 1 % of their salary bill as budget to be spent on the training and development of their employees subject to practicability and availability of funds; and



(ii) the Training Committee set up under each organisation should establish training priorities and periodically monitor the training budget to ensure that allocated funds are efficiently and effectively utilised.

Amount of Training

9.35 In the last PRB Report, we recommended that organisations should ensure that all employees are provided with a minimum number of hours of training annually depending upon their occupational categories.

9.36 Management and the staff side have argued and the survey has confirmed that organisations have not been able to provide training to all the staff for one reason or another. It was also voiced out that due to the size and specific circumstances of certain organizations, it was very difficult to satisfy the minimum annual training requirements of all employees.

9.37 Notwithstanding the arguments put forward, the Bureau considers that employees should not be debarred from training opportunities. We believe that with the necessary commitment, planning and effort, the recommended minimum training can be dispensed to all employees. Such training should not necessarily be off site but should include among others on-the-job training and work practices, assignments or participation in special projects which have the merit of not taking the trainee away from his work place.

Recommendation 6

9.38 We recommend that Organisations should ensure that all their employees irrespective of grade are provided with a minimum number of hours of meaningful work related training opportunities. The minimum number of hours of training per year for the different occupational groups should be indicatively as follows:

Occupational Group Hours of Training per year

Minor Grades 40

Clerical, Executive and Technical 45

Administrative, Professional and above 60

Training Information System

9.39 It is essential for organisations to keep data on their training activities to enable informed decision taking. As revealed by the survey, only half of the organisations are doing so.



Recommendation 7

9.40 We recommend that Ministries/Departments/Organisations should keep proper and updated records of all training activities carried out in respect of each of their officers. Information such as training needs identified by Management and/or expressed by staff as well as the ways and means of meeting those needs should be recorded. The amount of training provided annually to each officer whether on-the-job, off site, online or by distance learning as well as observable benefits/shortcomings/results of training dispensed should also be recorded.

Monitoring and Evaluation of Training

9.41 People are trained with the ultimate aim of improving performance and result. Without appropriate measures, targets or time frames it is difficult to determine the continued relevance of certain training activities. Organisations can no longer afford to keep on providing training programmes without any monitoring and evaluation mechanism to their effectiveness in bringing the desired result. To guide such mechanism, key performance indicators/measures need to be established - a process that is facilitated by the Performance Management System which identifies competency and attitude gaps. The use of performance measures has the additional merit of improving both internal and external accountability.

Recommendation 8


(i) key performance indicators/measures which take into account agreed performance objectives, targets and expectations should be used by organisations for the monitoring and evaluation of training programmes at work unit and employee level;

(ii) for Executives and Management, the monitoring and evaluating mechanism should be guided by criteria such as customer satisfaction, innovation and accomplishment of goals; and

(iii) organisations should make use of the appraisal under the Performance Management System to identify competency and attitude gaps, if any, that might stand in the way of good performance and update their initial training needs based on the competency and other attitude gaps.

Roles and Responsibilities

9.43 The three key players in the Public Sector Training and Development strategy are employees, Management of organisations and the MCSAR. Each has complementary roles and responsibilities to make Training and Development achieve its target of improving performance, preparedness for shouldering higher



responsibilities and service delivery. The MCSAR dispenses training to public officers to upgrade their skills and knowledge. It is also responsible for the development of expertise and new skills through distance learning. On their part, Ministries/Departments/Organisations have the corporate responsibility to ensure sustained performance and productivity through training and development of their human resources. Staff on the other hand, have the professional obligation to update their knowledge and improve their skills to remain efficient and effective members of the public service.

Recommendation 9

9.44 We recommend that the MCSAR should:

(i) monitor and evaluate training courses it provides to its staff as well as to staff of other Ministries/Departments through a systematic assessment of competencies and performance before and after training, in addition to the evaluation using assessment sheets at the end of the training session;

(ii) ensure that organisations adopt a systematic approach to training with their training needs assessment, the design of their training based on the identified needs to improve employee performance and attitude, and monitoring and evaluation of training activities done; and

(i) in collaboration with concerned Ministries/Departments and through the assistance of the State Law Office, mount short training courses in prosecution matters for those officers who perform prosecution duties.

9.45 We further recommend that organisations should:

(i) provide employees with the necessary feedback on the desirable competencies, attitudes and mindset that are appropriate to their current role and necessary for their future personal development;

(ii) facilitate the process for individuals to acquire the required competencies and attributes for improved performance;

(iii) create such environment as may be appropriate to ease the obtention of additional qualifications required to cross Qualification Bar (QB) or for appointment or promotion; and

(iv) expedite the setting up of the Training Committee, unless this has already been done, and submit the details of its composition to the MCSAR.

9.46 We also recommend that:

(i) employees at all levels should increasingly take a proactive role in their own professional development, assuming responsibility for



continuous learning to improve their performances behaviourally and technically. They should use every opportunity to learn on or off-the-job through work practices, assignments or participation in special projects or to subscribe to learning through distance learning methods;

(ii) both the trainee and Management should monitor and evaluate the impact of ongoing/completed training and development programmes on a regular basis, and take necessary corrective actions for the benefits of customers both internal and external; and

(iii) an officer who fails to attend up to the completion/complete a course or training, for which he has been nominated, should refund the full cost of the expenses incurred by Government within a period of three months from the date of abandonment of the course or training.



ANNEX

List of Training Programmes

1 Human Resource Management

1.1 Managerial Skills

1.2 Team Building

1.3 3600 Leadership

1.4 Resource Conflicts/Conflict Management

1.5 Train the Trainers

1.6 Emotional Intelligence

1.7 HRM in the Civil Service

1.8 HR as a strategic partner

1.9 HR planning

1.10 Job Analysis and Evaluation Workshop

1.11 Learning beyond limits

1.12 Manager as a Facilitator

1.13 Leadership Skills

1.14 Human Resources - Budgetary and Control

1.15 Management Services

1.16 Management Development

1.17 Strategic and Change Management

2 Law

2.1 Property Legislation

2.2 Legal Systems & Basic Administrative Law

2.3 Basic Contract Law

2.4 Company Law

2.5 Basic Copyright



2.6 Legal Drafting

2.7 Prosecution duties

2.8 Industrial Relations

2.9 Health and Safety

2.10 Road Safety Measures

2.11 Parliamentary Administration

2.12 Judicial Administration

3 Information Technology

3.1 CAMA (Computer Assisted Mass Appraisal) Software

3.2 Basic IT (IC3 Core etc.)

3.3 LAVIMS project (SPSS or NCSS)

3.4 Computer and Cyber Security

3.5 Networking Application

3.6 Refresher Course in Word, Excel, etc.

3.7 Digitalisation

3.8 Management Information Systems(MIS)

3.9 Geographical Information System (GIS)

4 Public Finance

4.1 Financial Accounting/ Financial Management

4.2 Public Accountability and Internal Controls

4.3 Costing and Collection of Resources

4.4 General Financial Processes

4.5 Audit Principles

4.6 Principles of Valuation



5 Procurement and Contract Management

5.1 Contract Management

5.2Managing the Purchasing Function for Government Procurement Officers

5.3 Strategic Approach to Procurement

5.4 Procurement Management

5.5 Methodologies for examination and evaluation of bids

5.6 Procurement Planning and Methods

5.7 Project Management

5.8 Contracting out and Privatisation of Services

6 Communication Skills

6.1 Effective Communication

6.2 Effective Writing

6.3 Preparing Policy papers and conveying changes

6.4 Writing reports and proposals

7 Customer Care

7.1 Creative Customer service

7.2 Creating excellence in telephone service

7.3 Professional Image Course (creating the first impression the last)

7.4 Public Relations

8 Organisational Excellence

8.1 Knowledge Management

8.2 Risk Management

8.3 Quality Management (ISO)

8.4 Benchmarking using TRADE Methodology



8.5 Time Management

9 Reforms

9.1 Management of Civil Service Reforms

10 Good Governance

10.1 Fraud and Corruption: Preventive Measures

11 General Services

11.1 Registry Procedures

11.2 Management of Registries and Public Relations

11.3 Secretarial Duties

11.4 Skills to operate modern equipment (photocopy, fax, etc).

12 Environmental Issues

12.1 Enforcement of Environmental issues

12.2 Solid Waste Management

12.3 Food Processing, Diary Industry, Breeding Agronomy

12.4 Fruit Fly Control and Integrated Pest Management.

13 Public Infrastructure

13.1 Building Construction

13.2 Basic Surveying

13.3 Quantity Surveying

13.4 Architecture

13.5 Urban Planning

13.6Development Control Mechanism in different context in developed/developing countries

13.7 Introduction to Civil Engineering

13.8 Refresher Course in Building Construction

14 Short Courses in Trades

14.1 Masonry (Tiling, Panel Partitioning, etc.)



14.2 Carpentry

14.3 Diesel and Petrol Mechanics

14.4 Gardening

14.5 Road Construction

14.6 Welding

14.7 Pipe Fitting

14.8 Painting

14.9 Electrical Installations

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Conditions of Service Review of Schemes of Service and Qualifications

10. REVIEW OF SCHEMES OF SERVICE AND QUALIFICATIONS

10.1 In this Chapter, we look into issues related to scheme of service which is considered as a document binding the employee to the employer in the public sector. As a general rule, each grade in the Civil Service has a specific scheme of service.

10.2 The scheme of service is a legal document which specifies the qualifications, competencies, skills, experience and qualities required of the job holder, the duties and responsibilities of a job. The mode of recruitment/appointment is also specified.

10.3 In accordance with section 15 of the Public Service Commission Regulations, the Senior Chief Executive of the Ministry of Civil Service and Administrative Reforms (MCSAR) is responsible for the prescription of schemes of service for each grade in the Civil Service after consideration and agreement by the Public Service Commission (PSC).

10.4 The scheme of service is of vital importance in the management of human resource functions such as recruitment, promotion, performance management, training and development, job evaluation, design of pay structures, organization design; and therefore the design or amendment to a scheme of service needs to be done with utmost care and in a timely manner. Delays in the prescription of schemes of service inevitably cause prejudice both to the organization and to the employees concerned.

10.5 The process leading to the prescription of the scheme of service for a grade consists of the following steps:

(i) a Responsible Officer, after consultation with his Minister, submits to the Senior Chief Executive, Ministry of Civil Service and Administrative Reforms any proposed scheme of service for examination;

(ii) where the proposed scheme of service is found to be acceptable at official level, the Responsible Officer consults the appropriate staff association and submits the views of the latter together with his comments thereon, to the Senior Chief Executive of the MCSAR;

(iii) the Senior Chief Executive of the MCSAR consults the staff side;

(iv) the proposed scheme of service is forwarded to the appropriate Service Commission for consideration and agreement; and

(v) where the agreement of the appropriate Service Commission has been obtained, the scheme of service is prescribed in its official form.



10.6 There is constant protest from staff side and growing unrest as a result of prolonged delays in the prescription of or amendments to schemes of service. Such delays hinder the process of filling of vacancies and cause frustration among officers.

10.7 In this context, the MCSAR has identified two major components in the processing of schemes of service which need to be addressed, namely streamlining of procedures and consolidation of schemes of service.

Streamlining of Procedures and Consolidation of Schemes of Service

10.8 The proposed review of the procedures for the prescription of schemes of service is in conformity with Government’s vision to carry out fundamental reforms in the Civil Service with a view to improving service delivery:

(i) Streamlining of procedures for the prescription of schemes of service so that there is a gradual reduction in the processing time from six months to four months.

The procedures for the prescription of schemes of service comprise a series of elaborate steps as set out in the Human Resource Management Manual as reproduced at paragraph 10.5 above. It has been a long standing practice to allocate a delay of 21 days to the Staff Associations/Unions and 30 days to the Federations of Unions to submit their views and comments on proposed schemes of service. As such, the processing of schemes of service generally takes a minimum of six months to be finalized. The MCSAR is in the process of reviewing procedures to reduce the processing time of the prescription of schemes of service.

(ii) The consolidation of schemes of service in order to considerably reduce the number of schemes of service in the Civil Service.

The MCSAR is presently working on a system whereby there will be one or two schemes of service for the various grades in a particular hierarchical structure having common duties and responsibilities with a view to reducing considerably the number of schemes of service across the public service.

Qualifications Requirements for Entry Grades

10.9 In our 2003 PRB Report, we have set the qualifications for entry grades requiring a degree which should thereafter be a post ‘A’ level degree in the relevant fields, except in the education sector where a post SC degree is deemed to be equivalent to a post HSC Diploma and a post SC degree with a Master’s degree or a postgraduate diploma in the specific field is deemed to be equivalent to a post ‘A’ level degree.



10.10 Following the decision of the Ministry of Tertiary Education, Science, Research and Technology to increase the access to tertiary education in Mauritius and to increase the gross Tertiary Enrolment Rate (to 72%), Tertiary Education Institutions, with awarding powers, would be called upon to offer foundation programmes as part of their curriculum to enable students who do not meet the entry requirements to progress to a degree programme.

10.11 Tertiary Education Institutions would also be encouraged to admit to their programmes, disabled persons, working class school leavers, housewives and mature students, that is, persons who have attained a certain age and who are returning to higher education after a break.

10.12 The MCSAR is presently working on a new policy for the qualifications requirements for entry grades in the public service in consultation with the relevant authorities.

Recommendation 1

10.13 We recommend that :

(i) the MCSAR reviews the process so far adopted for the prescription of a scheme of service such that the scheme of service of a grade may be processed and prescribed in a period of not more than four months;

(ii) the MCSAR opens discussions with Stakeholders/Responsible Officers of Ministries/Departments with a view to consolidating schemes of service for grades requiring same level of skills and competencies; and

(iii) pending the implementation of the new policy on qualifications, the existing provisions regarding qualifications requirements for grades in the Public Service be maintained.

Alternative and Equivalent Qualifications

10.14 It is the practice in public sector organisations, when conducting a recruitment exercise, to appoint candidates who possess qualifications which are considered to be equivalent/alternative to those prescribed in the scheme of service for the grade. In the last Report, we recommended that alternatives to a prescribed qualification should, as far as possible, be of the same level and in the same subjects that are required for the post. We recommend that the existing provision be maintained.

Additional Qualifications

10.15 The competencies and skills required for incumbents to deliver effectively in the respective positions are defined in the scheme of service. It is well known that we have an increasing number of candidates who have successfully completed their tertiary education and, therefore, in certain areas candidates possessing



higher academic qualifications than the prescribed ones join the grade, and quite often perform duties at a higher level than expected.

10.16 Officers joining the grade with higher qualifications than the ones prescribed for the grade may apply for grant of incremental credit which is some sort of compensation for higher level of competency. In some instances, officers possessing higher qualifications are called upon to perform duties of a higher position in the organisation and in such case they are compensated by the payment of an allowance upon recommendation of the Responsible Officer and approval of the Ministry of Civil Service and Administrative Reforms (MCSAR). This provision is being maintained.

Recommendation 2

10.17 We recommend that where an officer in a grade possesses a technical or professional qualification higher than what is required for the grade and his competency/ability on account of the possession of that qualification is effectively used by the organization through allocation of relevant duties, such officer may, subject to the recommendation of the Responsible Officer/Supervising Officer and the approval of the MCSAR, be paid an appropriate allowance.

Experience Required for Recruitment/Appointment

10.18 For the effective performance of functions of some grades, experience at a certain level is a requirement for incumbents to be eligible for consideration for appointment. The experience may be quantified as a given number of years of experience or as experience at management, middle/senior management level.

10.19 It is very difficult to provide a common definition for the different levels of management which would be applicable in each and every organization in the Public Sector in view of their distinct organization structures, grades which are specific to certain organizations, size of the organization, level of management responsibilities assigned to the number one in the organization and the number of management positions in the organization. Some organizations may not have all the three levels of management.

10.20 A general definition for the three types of Management are given hereunder but careful consideration should be given to the factors mentioned at paragraph 10.18 above before applying the definition in any organization:

(i) Management at the primary level of operations in an organization is responsible for the day-to-day running and administration of functional areas or responsibilities assigned to them.

(ii) Middle management level generally consists of heads of sections/divisions who execute or implement policies and plans and coordinate the activities of the Section/Unit.



(iii) Senior Management – what constitutes senior management in one organisation may not necessarily be applicable in another organization. Generally, senior management officials determine objectives, policies and plans of an organisation, mobilize assets and may be responsible for major units in an organization.

Recommendation 3

10.21 We recommend that, to the extent that it is possible, the terms “Management, Middle Management and Senior Management Level” should not be included in schemes of service.

Qualifications Requirements for Grade-to-Grade promotion

10.22 A serving officer is considered for promotion to the next level in the hierarchy if he possesses the higher/highest qualification prescribed but lacks part of the lower qualification in a case where more than one qualification are required. In our last Report, we recommended that where two or more qualifications are specified for promotion, an officer in the service at the level immediately below who possesses the whole of the higher/highest qualification but lacks only part of the lower qualification/s should also be considered for promotion provided he satisfies all the other requirements of the promotional grade. This provision is being maintained.

Recognition/Accreditation of Prior Experience

10.23 The ability of employees to deliver on-the-job is highly dependent on the knowledge, skills and competencies of the incumbent. In the previous Report, provisions were made for recognition/accreditation of prior learning designed primarily for employees who have acquired knowledge and skills/competencies through experience over the years. We continue to hold the view that these provisions should be maintained provided the experiential learning is recognized by an approved body.

Recommendation 4

10.24 We recommend that for posts requiring technical qualifications which are scarce, consideration may be given to the appointment of candidates who lack part of these technical qualifications but have acquired a minimum of 10 years’ relevant experience/competence which has been duly recognised by the Mauritius Qualifications Authority (MQA) or any other recognised body as sufficient to make good for the lack of the technical qualifications.

Qualifications Requiring Registration with Recognised Bodies

10.25 There are grades which require professional registration to recognised Institutes/Bodies according to the schemes of service while there are others which do not require such registration but incumbents register to avail themselves of books/periodicals issued by these bodies to broaden their outlook and keep



abreast of latest development in their respective fields of activities. Registration involves payment of an annual subscription fee. At present, the full amount of the annual subscription fee up to a maximum of Rs 5200 is refunded annually to officers who according to their schemes of service are required to be members of recognised Institutes/Bodies to be able to exercise their profession and have to subscribe for membership in order to be on roll.

10.26 Officers serving in posts carrying a salary in a scale the maximum of which is not less than Rs 40000 are granted an assistance equivalent to 50% of the annual subscription fee subject to a maximum of Rs 2600 on approval of the Responsible Officer and provided the knowledge/knowhow acquired on being a member of the Institutes/Bodies is relevant to the duties of the officer.

10.27 We are maintaining the provision for a refund of the registration fees and reviewing the quantum of the ceilings along with the percentage of the refund.

Recommendation 5


(i) an officer who is required to be professionally registered with recognised Institutes/Bodies according to the relevant prescribed scheme of service to be able to practice the profession, should be refunded the full amount of annual subscription fee with one of the relevant bodies subject to a maximum of Rs 5720 annually; and

(ii) an officer drawing salary in a scale, the maximum of which is not less than Rs 48600 who, though not required to be registered with recognised Institutes/Bodies according to the relevant prescribed scheme of service but has opted to register himself to keep abreast of latest development in his specific field of activities, may be granted, subject to the approval of the Responsible Officer, an assistance of 50% of the annual subscription fee subject to a maximum of Rs 2860, provided that the knowledge/knowhow derived from being a member of the Institutes/Bodies is of relevance to the duties of the officer.

Continuous Professional Development (CPD)

10.29 At present, an assistance is provided to some professionals who are required to achieve a minimum number of units of continuous professional development every year as a condition to maintain their membership in their respective professional Institutes/Bodies. We are maintaining this arrangement and reviewing the maximum amount that can be paid.

Recommendation 6

10.30 We recommend that officers who, as a condition to retain their membership to recognised Institutes/Bodies are required to achieve a minimum number



of units of CPD should be provided an assistance of 50% of the total expenses in relation to the achievement of the appropriate number of units of CPD, subject to a maximum of Rs 11000 annually.



Technical Officer Cadre providing Support Services to Professional Cadre

10.31 With the improvement in the availability of learning facilities provided by distance learning institutions and the setting up of tertiary institutions in the country, the number of graduate professionals coming in the job market is ever increasing. Jobs whose qualifications are either a School Certificate with credit in five subjects and Higher School Certificate attract degree holders and posts whose qualification requirements are post School Certificate or post Higher School Certificate diploma are mainly filled in by graduate professionals.

10.32 Widespread representations have been made by individuals and unions’ representatives for upgrading of qualifications at various levels.

10.33 Incumbents in grades where the qualification requirement is “having read up to School Certificate” ask for the qualification to be raised to School Certificate; those in grades with School Certificate as requirement want upgrading to Higher School Certificate, while others have requested that the requirement for diploma and degree be raised to degree and Master’s degree respectively.

10.34 Several serving officers who have completed diploma courses are following further courses to top up to degree level and those who have completed a degree course have nourished hopes and represent that the salary of their substantive posts should be upgraded to those of degree level jobs.

10.35 The operational needs of certain organisations justify performance of activities both at professional level and technical level and the establishment size of posts at professional level is quite often limited. However, the professional aptitude of technical staff is put to use only in certain areas, where such levels of learning is required for the effective performance of duties.

10.36 In our last Report, recommendations were made to provide some reward to officers of technical cadre required to provide support to professional staff at a level higher than those of technical officer level, by movement beyond the top salary incrementally by an additional number of increments.

10.37 We are maintaining the existing provision.

Recommendation 7

10.38 We recommend that officers of a technical cadre, where the qualification requirement for the entry grade is a diploma and subsequently the incumbents have upgraded their qualifications to degree or post graduate in the relevant field may be allowed to proceed beyond the top of the salary scale incrementally by the number of additional increments approved by the Standing Committee on incremental credits which they earned by virtue of the additional qualifications.



10.39 This recommendation would be applicable only to officers drawing salary in a scale the maximum of which is not less than Rs 35400 and who are often called upon to do part of the professional functions.

10.40 We further recommend that the above recommendation shall equally apply to other officers of the Civil Service, Parastatal Bodies, Local Authorities and the Rodrigues Regional Assembly.

Special Provisions for Graduates and Professionals

10.41 Graduates and professionals are recruited to join the public sector organizations, and serve in various fields including Administration, Accounting, Architecture, Computer Science, Economics, Education, Land Surveying, Pharmacy, Quantity Surveying, Statistics, etc.

10.42 The organisation structure of professional cadres in the Public Sector differs from one organisation to another. The scope for movement higher up the hierarchy is not the same in each and every organisation. At certain levels, movement in the career ladder is by selection whereas in others it is by promotion on the basis of seniority.

10.43 In our last review exercise the following issues were examined:

(i) absence of effective supervisory role at a level immediately above the entry level;

(ii) limited number of posts at the second level, causing stagnation of professionals in the entry grade on reaching their top salary ;

(iii) the need for flatter structure and giving way to delayering with a view to sustaining increased efficiency and attain better results/outcomes;

(iv) the need for merger of first two professional levels particularly where there was overlapping of duties to a large extent in determining the remuneration package of professionals.

10.44 With a view to providing incentives to graduate professionals stagnating on their top salary for several years, we are making provisions for graduates and professionals as well as for officers of the level of Principal Assistant Secretary to move incrementally in the master salary scale so as: (a) to ensure that the remuneration package of incumbents with relevant experience in the Public Sector is competitive, and (b) link the grant of increment to more stringent performance criteria to bring about a performance oriented culture.

Recommendation 8

10.45 We recommend that officers in entry grades/promotional entry grades requiring a University Degree or a recognised professional equivalent qualification drawing salary in a scale the maximum of which is not less than Rs 48600 and having reached the top of their respective salary scale



should be allowed to move incrementally in the master salary scale up to salary point Rs 53100, provided that they have:

(i) drawn the top salary for a year; and

(ii) been consistently efficient and effective in their performance as evidenced by their Performance Appraisal Report during the preceding two years and have not been adversely reported upon on ground of conduct.

Recommendation 9

10.46 We further recommend that officers drawing salary in a scale the maximum of which is not less than Rs 54600 and not more than Rs 78000 and having reached the top of their respective salary scales should be allowed to move incrementally up to a maximum of two increments in the master salary scale, provided they have:

(i) drawn the top salary for a year;

(ii) been consistently efficient and effective in their performance as evidenced by their Performance Appraisal Report during the preceding two years i.e. have displayed skills and competence as relevant in (a) the leadership function; (b) the strategic, coordinating and integrative role; (c) the critical decision making and crisis management responsibilities; and (d) the delivery of the necessary outcomes; and

(iii) not been adversely reported upon on ground of conduct.

10.47 The foregoing recommendation should also apply to corresponding flat salaries in the same range.

Recommendation 10

10.48 We recommend that, the Authorities consider gradually raising the minimum qualification requirements for entry to grades requiring a degree with salary in a scale the maximum of which is Rs 48600 to a Post graduate Degree or equivalent post graduate qualification in the respective fields, except in scarcity areas.

10.49 The foregoing recommendations should equally apply to Parastatal Bodies, Local Authorities and the Rodrigues Regional Assembly, wherever relevant.

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Conditions of Service Recruitment and Promotion

11. RECRUITMENT AND PROMOTION

11.1 The efficiency and effectiveness of any organisation largely depend on the calibre of its workforce. Recruitment is, therefore, a set of activities used to obtain a sufficient number of the right people in the right place at the right time and its purpose is to select those that best meet the needs of the organisation to enable it to fulfil its human resource needs and ultimately its strategic goals and objectives.

11.2 Recruitment involves the process of identifying and attracting or encouraging potential applicants with needed skills to fill vacant positions in an organisation. It begins by specifying human resource requirements (number, skills mix, level of responsibility, etc.) which are the typical result of job analysis and human resource planning activities. This activates the next phase in the recruitment process which is attracting potentially qualified candidates to apply for vacant positions.

Legal Framework

11.3 By virtue of section 89 of the Constitution of the Republic of Mauritius, the Public Service Commission (PSC) is vested with, inter alia, power to appoint persons to hold or act in any office in the public service (including power to confirm appointments). Appointment/promotion is a constitutional prerogative of the PSC. Other bodies in the Public Sector entrusted with the responsibility to make appointment are (i) the Disciplined Forces Service Commission for offices in the disciplined forces; (ii) the Judicial and Legal Service Commission for judicial and legal offices; (iii) the Local Government Service Commission for posts in the Local Government Service, and (iv) Boards of Parastatal and other Statutory Bodies for posts in Parastatal Organisations.

11.4 The objectives of the Commissions are:

(i) to identify and appoint qualified persons with the drive and skills for efficient performance;

(ii) to safeguard the impartiality and integrity of appointment and promotion in the Civil Service and to ensure that these are based on merit; and

(iii) to take disciplinary action with a view to maintaining ethical standards and to safeguarding public confidence in the Public Service.

Delegation of Power of Appointment

11.5 Section 89 (2) (a) of the Constitution of the Republic of Mauritius provides that the PSC may, subject to such conditions as it thinks fit, delegate any of its powers under this section by directions in writing to any Commissioner of the Commission or to any public officer.



11.6 The PSC has since its inception been delegating its powers of recruitment to Responsible Officers in respect of many grades, mostly in the Workmen’s Group as well as for recruitment of temporary personnel outside the permanent and pensionable establishment such as Project Managers, Resource Persons, Employment on sessional basis or on special schemes. The Commission, however, remains accountable for such recruitment exercises and has the responsibility to ensure that these are carried out in accordance with the directions and conditions it has set. In case such directions and conditions are not complied with, the power delegated to the Responsible Officers may be withdrawn by the Commission.

11.7 Presently, the mode of recruitment in the Public Service is made following public advertisement and a selection process which may be either a competitive written examination, or interview or a combination of both.

11.8 The recruitment system combines two principles required by the Constitution of our country – the right of every citizen to employment in the Civil Service provided he meets the specific requirements of the vacancy position and the recruitment of the best available candidate for the Civil Service (the merit principle).

11.9 In our 2008 Report, we recommended that existing recruitment and selection procedures be supplemented with competency, personality and other psychometric tests, particularly in strategic areas at the professional and managerial levels, in order to ensure that the most suitable and meritorious candidates are selected.

11.10 The essence of those recommendations was also aimed towards assisting the Commissions in appointing the best candidate with the right ability, temperament and willingness to perform the job. However, those recommendations could not be implemented in view of structural problems.

11.11 In the context of this Review, we have, in several cases, made recommendations for the merging of grades, review of qualifications, introduction of a performance related incentive scheme, amongst others. These recommendations will impact on the skills mix, aptitudes, knowledge and abilities required of existing and potential job holders. We are therefore making recommendations accordingly.

Recommendation 1

11.12 Supervising Officers of Ministries/Departments and Chief Executives of Parastatal Organisations should carry out a review of all schemes of service in all cases where the organisation structure or the hierarchical structure have been reviewed to ensure that these reflect explicitly the right skills mix, knowledge, aptitudes, behaviour and qualifications required of



potential job holders and that these match the level of responsibilities of the tasks to be performed.

11.13 The MCSAR should devise a Civil Service Competency Framework which should focus as much on behaviour as on skills so as to ensure consistent high standards which could be used for recruitment purposes.

Promotion

11.14 Promotion is defined in the PSC Regulations as conferment upon a person in the public service of a public office to which is attached a higher salary scale than that attached to the public office for which the officer was last substantively appointed or promoted.

11.15 Promotion is of two types, i.e. class-to-class and grade-to-grade. The Human Resource Management Manual (HRMM) defines the two types of promotion as hereunder:

(i) “class-to-class promotion” means promotion to a rank which entails greater responsibilities of a different nature to those previously undertaken and performed; and

(ii) “grade-to-grade-promotion” means promotion to a higher grade in the same hierarchy which entails greater responsibilities of the same nature to those previously undertaken and performed.

11.16 “Class-to-class promotion” is made invariably through a selection process which consists of a competitive examination and an interview or a combination of both while “grade-to-grade promotion” is determined on a case to case basis. We are, in this Report, maintaining the present provision.

Recommendation 2


(a) class-to-class promotion should continue to be invariably made on the basis of selection;

(b) grade-to-grade promotion should continue to be determined on a case to case basis with the mode of promotion explicitly stated in the relevant schemes of service.

11.18 The promotion framework, proposed in the 2008 PRB Report, served as guidelines for determining promotion procedures and is being maintained as hereunder:

(a) for grades at lower levels, where physical and technical skills can be developed through long practice and for grades with duties of same nature requiring mainly increased experience for the performance of the job, promotion could be made in the normal course on the recommendation of the Supervising Officer;



(b) for jobs at the middle level, where some decision-making ability, leadership qualities and skills on the job are required, seniority alone should not be depended upon but that, along with seniority, merit must be given due weight and attention;

(c) for jobs at higher levels, such as first in command or second in command, appointment should be made by selection from suitable and qualified candidates at the appropriate levels from the same cadre or from another cadre that has branched out from the main cadre;

(d) the selection exercise, both for middle and higher levels, should not necessarily be a competitive examination but could consist of an assessment of training received and experience; length of service; an oral examination; a performance test; a factor based on recorded service ratings; a factor based on formal in-service training courses successfully completed; a written objective test; or any combination thereof;

(e) where a selection exercise has been made for one of the levels of a cadre, appointment to the next grade could be made on the basis of recommendation by the Supervising Officer, i.e. in a cadre of four levels or more, selection could be made for the first and third levels or for the second and fourth levels, e.g. if an Assistant has been chosen through selection, the Deputy could be appointed on the basis of seniority and merit. This should not preclude selection at two successive levels where the need is felt;

(f) where the duties to be performed at the next higher level are of a different nature requiring additional competencies (e.g. managerial or leadership skills) or additional qualifications, the Supervising Officer may resort to selection to fill the vacancies at successive levels irrespective of whether the previous level was filled by promotion or selection; and

(g) where the duties performed at the next higher level require additional ability and competencies and such ability and competencies are not sufficiently available in the cadre or the service, the Supervising Officer may proceed to amend the scheme of service to enable recruitment/selection also from outside the cadre or the service

Reporting System for Promotion

11.19 At present, the Confidential Report is used as a basis for the assessment of the suitability of officers for promotion to higher grades. In our 2008 Report, we recommended the setting up of a Special Committee to review the Confidential Report and to come up with a revised format for “Reporting to the Public Service Commission”. Subsequently, Government has approved that the “Report on



fitness for promotion” should replace the annual Confidential Report System and should eventually be used solely as a basis for promotion purposes.



Recommendation 3

11.20 We recommend that, as from January 2013, the “Report on fitness for promotion” should be used solely as a basis for promotion purposes.

Effective date of Grade-to-Grade Promotion

11.21 The effective date of grade-to-grade promotion, at present, takes effect from either: (i) the date of assumption of duty; or (ii) the date the actingship/assignment of duties starts; or (iii) the date of vacancy whichever is the latest, provided in case of (iii) there has been no gap between the actingship/assignment of duties and the date of offer of appointment. We are maintaining same for this Report.

Recommendation 4

11.22 We recommend that the effective date of grade-to-grade promotion should continue to invariably take effect from either (i) the date of assumption of duty; or (ii) the date the actingship/assignment of duties starts; or (iii) the date of vacancy whichever is the latest, provided in case of (iii) there has been no gap between the actingship/assignment of duties and the date of offer of appointment.

11.23 We further recommend the following framework as guidelines:

(a) where the vacancy occurs earlier than the starting date of the actingship/assignment of duties, the effective date of appointment/promotion should be the date the actingship/assignment of duties starts;

(b) where the date of vacancy occurs after the date the actingship/assignment of duties starts, then the effective date of promotion should be the date of the vacancy. Such a situation may arise where the officer has been appointed to act/assigned duties vice the substantive holder being on leave prior to retirement;

(c) where no actingship/assignment of duties has been made to an officer, then the effective date of promotion should be the date of assumption of duty;

(d) where a post in a grade-to-grade situation is filled by selection, then the effective date of promotion should be the date of assumption of duty.



Age Limit for Entry

11.24 At present, the age limit for entry to the Public Service is 40 years. The age limit as regards employees who join the Workmen’s Group is 48 years while the minimum age for entry to the Public Service is 18 years except where otherwise stated by a provision in the scheme of service. We are maintaining these provisions.

***********


Conditions of Service Recruitment and Retention in the Public Sector

12. RECRUITMENT AND RETENTION IN THE PUBLIC SECTOR

12.1 One of the objectives of a general pay review is to provide for an appropriate compensation package so that Ministries/Departments/Organisations are able to attract, recruit and retain the people they need and to employ them efficiently. A scarce talent situation occurs when the demand for talent significantly exceeds the supply. The stakes become higher when the talent in demand reflects the core competency of Ministries/Departments/Organisations or is essential to its performance. A chronic lack of quality people affects the Ministries/Departments/Organisations ability to deliver effectively.

12.2 We are, in this Chapter, having a fresh look at the Recruitment and Retention issues in the Public Sector and making recommendations regarding approaches to address ensuing challenges.

12.3 Recruitment in the Public Sector is carried out by the Public Service Commission, Disciplined Forces Service Commission, Judicial and Legal Service Commission, Local Government Service Commission and Boards of Parastatal and other Statutory Bodies. We deal in more details on the process of recruitment in the Public Sector at Chapter 11 on Recruitment and Promotion.

12.4 Turnover is costly - measures of the costs include the recruitment and training process, the reduced productivity of the new hire and the work left undone because of staffing gaps. Hence, the need to retain quality people in Ministries/Departments/Organisations.

12.5 In the 2008 PRB Report, the Bureau recommended a series of measures that could be resorted to tackle the talent shortage. It included:

(a) various alternative modes of employment practices;

(b) training schemes to build capacity;

(c) organisational remedies to get the work done; and

(d) reward strategies like negotiable salary entry points, enhanced fringe benefits and payment of special retention allowance.

12.6 In the context of this Pay Review Exercise, we have carried out a new survey to examine the evolution of the situation regarding recruitment and retention.

Survey on Recruitment and Retention Problems in the Public Sector

12.7 In December 2011, the Bureau carried out a fresh survey on Recruitment and Retention problems to re-examine issues related to Recruitment and Retention of people of the right calibre in the Public Sector and the extent to which the measures enunciated so far have been effective in alleviating the problems related to recruitment, retention and scarcity and to take stock of the actual situation to enable the formulation of appropriate recommendations.



12.8 Heads of Ministries/Departments including the Rodrigues Regional Assembly, and Chief Executives of Parastatal Organisations and Local Authorities were requested, among others, to provide information on the variation in establishment size for the grade reported upon from the year 2008 to 2011; number of officers in the respective grades who have left their jobs and the corresponding reasons for departure; recruitment exercise carried out since 1st January 2008 for the grade; action/s taken by the organisation to remedy the situation due to the persistent unavailability of required number of officers; and actions taken by organisations to recruit and retain people of the right calibre. The information sought relates to the period 2008 to 2011.

12.9 The 2011 Recruitment and Retention problems survey report contains information on current and emerging trends in people resourcing practice.

Questionnaire Response

12.10 The response rates of the survey were 59% for the Civil Service, 52% for the Parastatal Bodies and 67% for the Local Authorities. The Rodrigues Regional Assembly also responded to the survey.

Survey Findings and Analysis

12.11 As a matter of policy and for the sake of consistency, we have kept the same vacancy rate framework for the presentation of the survey results in separate tables for the Civil Service, Parastatal and other Statutory Bodies and Local Authorities. In other words, we have again considered entry grades and promotional entry grades requiring degree/professional or technical qualifications that have registered a vacancy rate of above 20%. Vacancy rate for the purpose of this Chapter refers to the number of vacant posts as a percentage of established posts. A word of caution to readers while looking at cases where the establishment size is only one or two posts and all of them have not been filled, the vacancy rate of 100% may seem high but has to be viewed in its true perspective.

Recruitment Difficulties

12.12 Although there was a decrease in the number of vacancies that organisations tried to fill in 2011 compared with 2008, a high proportion of these organisations still experienced recruitment difficulties as per Table I to Table III mainly in the grades of Nautical Surveyor and Marine Engineering Surveyor with a high vacancy rate of 66.6 % and 100% respectively. Same was viewed for the grade of Safety and Health Officer/Senior Safety and Health Officer with a vacancy rate of 60%. The grade of Architect/Senior Architect has been reported to be scarce as out of 31 posts on establishment only 15 were filled as at 01 January 2011 with a vacancy rate of 51.6%. As regards the grade of Quantity Surveyor/Senior Quantity Surveyor, the vacancy rate has been brought down to 58.3% in the year 2011 while the grade of Civil Engineer in Parastatal Organisations and Local Authorities seems to be facing persistent recruitment and retention problems. In



the Appendix to this Chapter we comment in more details on the results of our survey regarding the grades that have registered a vacancy rate of above 20%. We have made observations regarding the measures resorted to, the recruitment exercises carried out, the high turnover rates and the tendency of retention for the previous four years.

12.13 The key reasons for recruitment difficulties are reported to be a lack of required specialist skills and unavailability of qualified people.

12.14 To palliate the persistent shortage of officers in certain grades, Chief Executives have resorted to providing training to lower level employees to enable them perform the next level job against payment of an allowance. Others have tried to review the scheme of service for the grade to facilitate recruitment. Moreover, organisations have tried to review the entry qualification requirements so as to ease recruitment. Some organisations have also sponsored officers to follow courses in scarce fields.

12.15 The survey even revealed that due to a shortage of staff in certain specialised areas, the services of retired personnel were enlisted to help the organisation deliver on its mandate. Others resorted to the employment of officers on a contractual basis.

Employee Retention

12.16 Organisations are experiencing most difficulties in retaining officers in the grades of Quantity Surveyor/Senior Quantity Surveyor, Architect/Senior Architect, Nautical Surveyor and Marine Engineering Surveyor.

12.17 The most frequently cited actions taken by organisations to address retention are offering increased learning and development opportunities, improving the induction process, increasing allowances and improving selection techniques.

12.18 The survey even revealed that the manner in which staff are rewarded has been re-examined so that their efforts are better recognised for the smooth running of the organisation.

12.19 Developing an employee retention strategy is one step organisations can take to avoid high levels of turnover. Together with keeping costs under control, cleverly thought-out retention objectives that support resourcing and business goals will also strengthen the employer brand internally and, therefore, contribute to the organisation’s ability to attract new talents.



12.20 The findings are as shown at Tables I, II and III below:

Table I - Vacancy Rate in Grades requiring Degree/Professional/Technical Qualification in the Civil Service

Ministry/Department Grade EstablishmentSize as at

January 2011

Vacancy Rate (%) as at January 2011

Prime Minister’s Office

Assessor, Data Protection Office 2 100

Monitoring and Evaluation Specialist

1 100

Government Printing Department

Printer’s Mechanic (Roster) 1 100

Mauritius Prisons Service

Hospital Officer (Male) 22 63.6

Civil Aviation Department (External Communications – Civil Aviation Services)

Divisional Head 1 100(Flight, Operations and Licensing Standards Section)Flight Operations Inspector 1 100

Personnel Licensing Officer 2 100

Ministry of Public Infrastructure, NDU, Land Transport and Shipping(PI Division)

Architect/Senior Architect 31 51.6

Quantity Surveyor/Senior Quantity Surveyor

12 58.3

Automobile Electronic Technician

1 100

Ministry of Public Infrastructure, NDU, Land Transport and Shipping(LT & Shipping Div)

Nautical Surveyor 3 66.6

Marine Engineering Surveyor 3 100

Ministry of Foreign Affairs, Regional Integration and International Trade (International Trade Division)

Controller, Industrial Property Office 1 100

Ministry of Housing and Lands

Development Control Officer 13 76.9

Ministry of Agro Industry and Food Security

Veterinary Officer29 34.4



Ministry/Department Grade EstablishmentSize as at

January 2011

Vacancy Rate (%) as at January 2011

Laboratory Technologist 3 33.3

Ministry of Youth and Sports

Sports Medical Officer 2 50

Technician (Youth and Sports 4 50

Ministry of Local Government and Outer Islands

Assistant Inspector of Works 44 79.5

Ministry of Information and Communication Technology(CISD)

Computer Support Officer

65 61.5

Ministry of Civil Service and Administrative Reforms

Safety and Health Officer/Senior Safety and Health Officer 25 60

Table II - Vacancy Rate in Grades requiring Degree/Professional/Technical Qualification in the Parastatal and other Statutory Bodies

Organisation/Department Grade EstablishmentSize as at

January 2011

Vacancy Rate (%) as at

January 2011Irrigation Authority Engineer

(Irrigation Planning Unit)

2 50

Engineer (Mechanical) 2 50

Civil Engineer (Construction and Supervision)

2 100

Technical Assistant (Electromechanical) 4 50

Mauritius Institute of Health

Training Manager 5 60

Road Development Authority

Manager (Civil Engineering) 14 28.5

Surveyor 2 100Technical Officer (Materials Testing Laboratory)

4 50

Technical Officer (Civil Engineering) 16 56

Private Secondary Schools Safety and Health 1 100



Organisation/Department Grade EstablishmentSize as at

January 2011


January 2011Authority Officer/Senior Safety

and Health OfficerTable III - Vacancy Rate in Grades requiring Degree/Professional/Technical Qualification in the Local Authorities

Organisation/Department GradeEstablishment

Size as atJanuary 2011


January 2011Municipal Council of Beau Bassin/Rose Hill Civil Engineer 1 100

Municipal Council of Curepipe Civil Engineer 1 100

Municipal Council of Vacoas/Phoenix Land Surveyor 1 100

Attorney 1 100

District Council of Grand Port Savanne Civil Engineer 1 100

Moka Flacq District Council

Safety and Health Officer/ Safety and Health Officer

1 100

Conclusion and Recommendations

12.21 A comparison of this survey result with that of the last Report reveals that scarcity has to a large extent been addressed for grades in certain Ministries, namely at the Ministry of Health and Quality of Life and the Ministry of Education and Human Resources. However, the situation has stagnated for the grades of Nautical Surveyor, Marine Engineering Surveyor, Architect/Senior Architect, Quantity Surveyor/Senior Quantity Surveyor and Safety and Health Officer/Senior Safety and Health Officer. In a few cases, it has become more acute with a vacancy rate of much above 20%. In Parastatal and Other Statutory Bodies and Local Authorities, the grade of Civil Engineer seems to be facing persistent recruitment and retention problems. However, as stated earlier, the percentage appears to be inflated in cases where there is a relatively small workforce or where there is a single post which has remained vacant.

12.22 It is important for organisations to be manned by the required qualified and competent personnel at all times. Public Sector Organisations have so far resorted to alternative measures to palliate the shortage of staff. These temporary measures are grouped into four broad categories as hereunder:

Employment Practices

Employment on contract and alternative modes of employment

Employment on a month-to-month contract basis further to delegation of powers by the Public Service Commission



Continuation of service beyond compulsory retiring age in very specialised areas

Re-employment of retired officers on contract

Employment on consultancy basis

Employment on sessional basis

Recourse to Bank of officers

Training Schemes

Sponsoring people for courses in very scarce areas

Mounting of appropriate courses locally

Recruitment under cadetship/traineeship schemes

Organisational remedies

Redistribution of duties to officers/staff in post

Rendering schemes of service more flexible

Considering alternative equivalent qualifications

Reviewing qualification requirements

Reducing training period to the extent possible

Assigning duties to less qualified but experienced officers

Reward Strategies

Improvement of career structures to enhance the scope of promotion

Negotiable point of entry in salary scales

Grant of privilege of private practice as a joining-in inducement, subject to certain conditions

Grant of enhanced fringe benefits

Grant of allowances for performing additional duties

Grant of Special Retention Allowance

12.23 The above measures have been resorted to in Ministries/Departments/Organisations to attract, recruit and retain people to maintain a stable staffing beat on short term. However, there should be sustained efforts to retain people of the right calibre and competency. A scarce talent situation should be viewed as an opportunity for long lasting corrective measures. As regards reward strategies to control talent shortages, we are maintaining the special retention allowances for those reported in scarce fields. These are being dealt with in the Chapters of relevant Ministries/Departments/Organisations in respect of grades concerned. We are making the ensuing recommendations so that Ministries/Departments/



Organisations can take appropriate measures to address their recruitment and retention problems.



Recommendation 1


(i) Ministries/Departments/Organisations facing prolonged difficulties to recruit and retain officers, in certain grades, should again, after a review exercise, re-advertise vacancies in these grades highlighting the new remuneration package inclusive of the attached fringe benefits;

(ii) the notification of vacancies for the grades falling in scarcity areas should be redrafted with emphasis on the attached fringe benefits such as car allowances or duty free exemption on car, travel grant, passage benefits, other allowances, etc;

(iii) the MCSAR should continue to approve allowances or higher than initial entry points or adjustments in salary, subject to the concurrence of the High Powered Committee;

(iv) Ministries/Departments/Organisations should choose the best course of action from the categories of measures mentioned above and the options spelt out at Chapter 13 on “Employment on Contract and Alternative Modes of Employment” and submit their proposed course of action to the MCSAR for approval; and

(v) Ministries/Departments/Organisations should consider the advisability of recruiting, in high scarcity areas, retired officers having the required expertise, on a contractual basis, subject to the approval of the MCSAR and the relevant Service Commission/Board.

Exit Interview

12.25 We are conscious that there is more than just total pay that ties workforce to the public sector. On this account, views/comments/opinions need to be collected.

12.26 Exit interview has proved to be an effective tool to bring to light certain deep causes of departure. This will enable public sector employers to get the right information and take corrective measures at their end to improve retention of staff.

Recommendation 2

12.27 We recommend that the MCSAR should devise a system so that there is an exit interview for people leaving the Public Sector before their normal retirement age.



Enforcement of Bonds

12.28 A bond, for the purpose of this Chapter, is a binding agreement between the Government and a public officer sponsored for in-service training or for obtention of a specific qualification that commits the public officer to certain obligations. Breach of the obligations enunciated in the bond automatically leads to enforcement of the clauses of the binding agreement which normally involves a recoup i.e. reimbursement of the expenditure incurred for the sponsorship.

12.29 In order to ensure that the public expenditure incurred for training or the obtention of a qualification is not wasted, the public officers are invariably bonded by an amount equivalent to the full cost of the expenditure incurred on them.

12.30 Officers benefitting from sponsorship/traineeship were usually requested to enter into a bond agreement by signing binding documents and giving security of two guarantors. In several instances, it so happened that after acquisition of skills and competencies, officers moved to better jobs thus defeating the whole purpose of the training imparted to them. Consequently, the lack of trained personnel in certain areas have seriously impacted on service delivery.

12.31 In the circumstances, it was agreed that some stringent measures need to be adopted and in our last Report we introduced the provision of a bank guarantee as security for officers in positions carrying a monthly salary of Rs 12900 and above, undergoing training or following courses under sponsorship/trainee schemes.

12.32 We also recommended that the Ministry of Finance and Economic Development (MOFED) should, for the sake of consistency, bring some standardisation in the layout of bond agreement and review the conditions contained in the bond, to make them more explicit and comprehensive, for the parties to be aware of the various implications of breach of agreement.

12.33 The MOFED also monitored the implementation of bonds through half yearly status reports submitted by all Ministries/Departments.

12.34 Though a bank guarantee is a very effective tool to ensure that expenditure incurred for sponsorship/traineeship can be easily recouped in case of breach of obligations, the subscription to a bank guarantee and its service charges were financially burdensome to officers. In certain instances, the departure of officers for overseas sponsorship/traineeship was delayed in completing the process of making a bank guarantee and caused hardships.

12.35 In this regard there were demands to waive the condition for the provision of bank guarantee. The MCSAR referred the matter to the High Powered Committee and a decision was taken to freeze the requirement of a bank guarantee and the whole issue be discussed again with parties concerned.



12.36 We have examined the whole issue regarding enforcement of bonds and are making fresh recommendations after consultation with the MOFED.

Recommendation 3


(i) all trainees recruited should continue to be bonded by an amount equivalent to the full cost of the training expenses incurred on them, and should serve for a minimum period as hereunder:

(a) three years if the course duration/traineeship is 12 months or less;

(b) five years if the course duration/traineeship is more than 12 months but up to 36 months;

(c) seven years if the course duration/traineeship exceeds 36 months; and

the bonded period should start as from the date of enlistment;

(ii) upon satisfactory completion of the bonded period as outlined above, every bonded officer in scarcity/critical area may, subject to the approval of the MCSAR, be granted up to two additional increments;

(iii) in case a Ministry/Department requires an officer to serve that particular Ministry/Department at least during the bonded period, the bond must be so worded so as to impose such an obligation upon the officer;

(iv) in case of abandonment of training or vacation of office before the completion of the bonded period, bonds subscribed in such cases should be enforced in accordance with the following:

(a) officers who leave the service to take up employment in the private sector before completing their bonded periods should be made to honour fully the obligations of their bonds within a period of three months as from the date of abandonment of training or vacation of office; and

(b) officers, who obtain employment in either another Ministry/Department or any organisation in the Public Sector and the duties in the new Ministry/Department/Organisation are related to the training received, should continue and complete their bonded period in their new employment, subject to the provisions of (iii) above.



Recommendation 4

12.38 We also recommend that:

(i) all public officers sponsored for training or other courses should continue to enter into a bond/agreement as designed by the MOFED;

(ii) bonded officers shall continue to sign a bond together with two sureties;

(iii) Ministries/Departments should, in the event of breach of agreement in other cases than those falling under paragraph 12.37 (iv)(b) above, enforce bonds and allow bonded officers and sureties to refund the amount in instalments within a maximum period of two years in case of inability to pay in a lump sum; and

(iv) only exceptional cases e.g. illness and where the organisation is satisfied that there may be good reasons for waiving of bonds in whole or in part should be referred to the MOFED.

Recommendation 5

12.39 We further recommend that, regarding the process of bonding and its enforcement, the MOFED should:

(i) set up clear rules regarding the sureties;

(ii) consider each case on its own merit; and

(iii) determine whether a refund of bond can be waived or enforced in toto or on a pro-rata basis by using the calculation or formula it considers appropriate.



Appendix

Results of Survey on Recruitment and Retention in the Public Sector

CIVIL SERVICE

1. Prime Minister’s OfficeHome Affairs DivisionAssessor, Data Protection OfficeMonitoring and Evaluation Specialist

The two posts of Assessor, Data Protection Office have remained vacant since 2010. Attempts to fill in the vacancy twice in 2011 were not successful. Likewise, the grade of Monitoring and Evaluation Specialist has also remained vacant since 2008. No qualified candidate was found during the last recruitment exercise carried out in 2008. The Prime Minister’s Office is contemplating to amend the scheme of service for the two grades to facilitate recruitment.

Government Printing DepartmentPrinter’s Mechanic

The only post of Printer’s Mechanic has remained vacant since 2006. Attempts made to fill the vacancy has not been successful as the only candidate convened for interview during the last recruitment exercise, carried out in November 2010, was found to be not eligible. The post has been re-advertised in November 2011 and pending the filling of the vacancy, the duties for this grade have been shared among the two Senior Printer’s Mechanic.

Mauritius Prisons Service Hospital Officer (Male)

The grade of Hospital Officer (Male) at the Mauritius Prisons Service which is filled from fully registered Nursing officers has registered a vacancy rate of 63.6%. During the last recruitment exercise, out of 12 vacant posts, only three officers could be recruited. Employing retired officers on contract, payment of Retention and Night Duty Allowance, allowing accumulation of vacation and casual leave above ceiling have been some of the measures that the Mauritius Prisons Service has adopted to remedy the situation. It is also contemplating to provide training on General Nursing to incumbents in the grade of Prisons Officer/Senior Prisons Officer.



Civil Aviation DepartmentDivisional Head (Flight Operations and Licensing Standards Section)Flight Operations InspectorPersonnel Licensing Officer

All the above three grades at the Civil Aviation Department which require specific qualifications have registered a vacancy rate of 100% for the past four consecutive years. Recruitment to the grade of Divisional Head (Flight Operations and Licensing Standards Section) is made from officers in the grades of Flight Operations Inspector and Personnel Licensing Officer which are both scarce. Given the unavailability of incumbent in the grade of Divisional Head (Flight Operations and Licensing Standards Section) the Divisional Head (Airworthiness) is presently overseeing the Flight Operations/Licensing Division. As regards the grade of Flight Operations Inspector which requires an Airline Transport Pilot Licence, the Department is presently discharging its responsibilities through a contractual agreement with the Civil Aviation Authority of United Kingdom. Finally, the acting Airworthiness Surveyor is performing the duties of the grade of Personnel Licensing Officer which requires an aircraft maintenance Engineer’s Licence for ground personnel and an Airline Transport Pilot licence for flying personnel.

2. Ministry of Public Infrastructure, NDU, Land Transport and ShippingLand Transport and Shipping DivisionMarine Engineering Surveyor

Nautical Surveyor

The grades of Nautical Surveyor and Marine Engineering Surveyor, reported as scarce since the 2003 PRB Report, have continued to register a high vacancy rate during the last two consecutive years with a vacancy rate of 66.6% and 100% respectively. In fact, up to now there has been no marked improvement regarding the filling of these grades.

Out of the three posts on establishment of the Ministry for the grade of Nautical Surveyor, only one has been filled. Following a recruitment exercise carried out in April 2008 one person was recruited which increased the number of persons in post to two. However, one incumbent left the grade in 2011 for a change in career.

As regards the grade of Marine Engineering Surveyor, it has remained vacant since 2010 when the only person in post resigned. The Ministry was advised by the PSC to review the scheme of service for the grade to facilitate recruitment. However, in spite of action taken in this regard, no qualified candidate was found during the last recruitment exercise carried out in August 2011.



Public Infrastructure DivisionArchitect/Senior Architect

Reported as scarce in the last Report, the Ministry is still facing problem of recruitment for the grade of Architect/Senior Architect. In effect, the vacancy rate for this grade is 51.6%. Out of the 31 posts on establishment only 15 were filled as at 01 January 2011. The Ministry has reported that many officers have left the grade to take employment in the Private Sector which offers higher and better pay package. Thus, out of 16 persons required in January 2011, only four persons could be recruited. To palliate the problem, the Ministry is having recourse to the recruitment of Architects on contract.

Quantity Surveyor /Senior Quantity Surveyor

A slight improvement has been noticed regarding the grade of Quantity Surveyor/Senior Quantity Surveyor as the vacancy rate has gone down from 80.0% as at 30 June 2007 to 58.3% as at 01 January 2011. In fact, during the last two recruitment exercises, the Ministry managed to recruit three more officers and consequently, as at 01 January 2011, it had five persons in post. Nevertheless, given that it still has fewer officers than required in this grade, the Ministry has given the Quantity Surveyor/Senior Quantity Surveyor opportunities to work on projects after office hours against payment of an allowance so that the targets set for the PBB are met.

Automobile Electronic Technician

This grade has registered a vacancy rate of 100% as it has remained vacant for the past four consecutive years. Attempts to fill the vacancy in 2008 and 2010 have not been fruitful as no eligible candidates were found by the Public Service Commission. As a remedial action, an allowance was granted to the Automobile Electrician to perform the duties of Automobile Electronic Technician. However, as the latter does not possess the required qualification this arrangement had an impact on the service delivery.

3. Ministry of Foreign Affairs, Regional Integration and International Trade International Trade DivisionController, Industrial Property Office

The grade of Controller, Industrial Property Office, reported as scarce in the 2008 Report, has still not been filled because of unavailability of qualified candidates. Action has been initiated by the Ministry to amend the scheme of service to facilitate recruitment.

4. Ministry of Housing and LandsDevelopment Control Officer

Out of the 13 posts on establishment for the grade of Development Control Officer, only three have been filled. In fact, the grade has registered a vacancy rate of 76.9% in 2010 and 2011. During the last recruitment exercise carried out in 2010,



only one post could be filled. The post has been re-advertised by the Public Service Commission in November 2011. To help recruit and retain people in this grade, the Ministry has suggested that the entry qualifications should be reviewed. It has also proposed that candidates be sponsored to follow the course in Town and Country Planning through distance learning.

5. Ministry of Agro Industry and Food Security

Veterinary Officer

The grade of Veterinary Officer, which requires candidates to be fully registered as Veterinary Surgeon, in accordance with the legislation in force, has registered a vacancy rate of 34.4%. To make do with the limited personnel, the Ministry has resorted to the recruitment of Indian expatriates on a contract basis. It has also been suggested that the salary of the grade be increased to attract private practitioners and that the monthly Special Professional Retention Allowance be extended to all Veterinary Officers irrespective of length of service.

Laboratory Technologist

The grade of Laboratory Technologist which requires a Diploma in Medical Laboratory Technology or Diploma in Biomedical Science has registered a vacancy rate of 33.3%. Attempts to fill the vacancy have not been fruitful as the candidates recruited so far have either reverted to their previous positions or declined the offer. The Ministry is contemplating to review the qualification requirement for the grade to facilitate recruitment.

6. Ministry of Youth and SportsSports Medical OfficerTechnician (Youth and Sports)

Both the grades of Sports Medical Officer and Technician (Youth and Sports), have registered a vacancy rate of 50%. The qualification requirement for the grade of Sports Medical Officer is a Medical Degree or Diploma and full registration as a Medical Practitioner and Certificate d’études Speciales (CES) in Sports Medicine. Since 2008 there is only one officer in post for this grade while there are two posts on the establishment. Attempts to fill the vacancy in the last recruitment exercise carried out in 2005, has not been fruitful as no qualified candidates applied for the post. The Ministry is, therefore, proposing that the grade be transferred from its establishment to that of the Ministry of Health and Quality of Life as the latter has all the expertise in the field of medicine and given that, in case of absence, it can provide for replacement.

As regards the grade of Technician (Youth and Sports), the two candidates selected in 2010 declined the offer. The PSC has been requested to submit the name of suitable candidates from the shortlist and meanwhile, the existing incumbents are being paid an ad hoc allowance for the performance of additional duties.



7. Ministry of Local Government and Outer IslandsAssistant Inspector of Works

The grade of Assistant Inspector of Works, has registered a vacancy rate of 68.2% in 2008, 72.7% in 2009 and 79.5% in 2010 and 2011. In 2008, two officers in post retired and six got promoted in 2009 and 2010. Among the four candidates who were offered appointment as Assistant Inspector of Works in 2011, only one turned up. To make do with the situation, the Ministry has had recourse to the services of Senior Leading Hands and Leading Hands against payment of an ad hoc allowance.

8. Ministry of Information and Communication TechnologyCentral Information Systems DivisionComputer Support Officer

The grade of Computer Support Officer, which was not reported as scarce in the 2008 PRB Report, has registered a vacancy rate of 61.5% as at 01 January 2011 with 40 vacant posts out of an establishment of 65. The recruitment exercise carried out in July 2010 to fill 42 vacancies resulted in the recruitment of only two Computer Support Officers. To palliate the persistent shortage of officers in this grade, the Ministry has so far given first level of troubleshooting training in ICT to Data Entry Officers so that they can give a helping hand to the Computer Support Officers whenever the need arises.

9. Ministry of Civil Service Affairs and Administrative ReformsSafety and Health Officer/Senior Safety and Health Officer

No marked improvement has been noticed regarding the grade of Safety and Health Officer/Senior Safety and Health Officer which has registered a vacancy rate of 60% in 2011 as compared to 50% in 2008. Further, although 13 candidates were offered appointment to the grade in 2010 and eight in 2011, many have either resigned or reverted back to their previous positions.

10. Rodrigues Regional Assembly

The Rodrigues Regional Assembly (RRA) is encountering recruitment and retention problems regarding the following grades which were also listed as scarce in the last Report: Trainee Reporter, Reporter, Architect, Bio-Medical Engineering Technician, Citizen Advice Bureau Organiser, Director of Finance, Electrical Engineer, Hospital Administrator, Project Manager, Quantity Surveyor, Systems Analyst and Technical Officer (Mechanical). Besides these grades, it also has recruitment problems regarding Town and Country Planning Officer, Communication Officer, Land Surveyor and Psychologist. The RRA has opined that the problem of recruitment and retention will prevail until qualified Rodriguan candidates become available to compete for the posts. It also intends to carry out a fresh recruitment exercise after the publication of this Report with the revised salary and conditions of service to attract candidates of the right calibre. The



RRA also proposes to fill some of the grades on a contractual basis to ease the situation.

PARASTATAL AND OTHER STATUORY BODIESAND LOCAL AUTHORITIES

1. Irrigation AuthorityEngineer (Irrigation Planning Unit)Engineer (Mechanical)Engineer (Construction and Supervision)

The above three grades of Engineer have registered vacancy rates ranging between 50% and 100%. The organisation has reported that, despite several advertisements to fill the vacant posts, few applications were received and those who were selected often declined the offer made to them. It has been suggested that the Special Professional Retention Allowance granted to certain organisations in the civil service be also extended to the Irrigation Authority.

Technical Assistant (Electromechanical)

The grade of Technical Assistant (Electromechanical), which requires a Cambridge School Certificate and a ‘Brevet de Technicien’ in ‘Electro technique’, has registered a vacancy rate of 50%. In 2009 and 2010, two officers left the grade to take up employment in the private sector and one left in 2011 for personal reasons. Despite several attempts made to fill the vacant posts in 2008, 2009 and 2010, they have remained unfilled. The organisation has re-advertised the post in November 2011 with a view to recruiting potential candidates.

2. Mauritius Institute of HealthTraining Manager

As at 01 January 2011, the grade of Training Manager which requires candidates to be holders of MBBS and a Postgraduate Diploma in Medical Education, has registered a vacancy rate of 60%. It has not been possible for the Mauritius Institute of Health (MIH) to fill the three vacant posts given that no fully qualified candidates were found during the last recruitment exercise conducted in March 2010. In view of the unavailability of required numbers of officers, the MIH has, since 2010 recruited two experienced retired officers to help the organisation deliver on its mandate.

3. Road Development AuthorityManager (Civil Engineering)

The grade of Manager (Civil Engineering) has registered a vacancy rate of 28.5%. Out of the 14 established posts, four posts have remained vacant as at 01 January 2011. To attract and retain officers in this grade, the Road Development Authority (RDA) has so far granted allowances for extra duty performed and allowed the officers recruited to retain the salary they were drawing in their previous organisation.



Surveyor

The survey has revealed that there is a problem of scarcity regarding the grade of Surveyor at the RDA which requires candidates to be holders of a Land Surveyor’s Commission issued under section 4 of the Land Surveyors Act. Out of the two posts on the establishment of the Authority, none has been filled so far despite attempts in that direction made in 2010 and 2011. Since 2008, the Authority has employed officers on contract to meet its target.

Technical Officer (Civil Engineering)

The grade of Technical Officer (Civil Engineering) which requires a Diploma in Building and Civil Engineering has registered a vacancy rate of about 50% over the last four consecutive years. Out of the 16 posts on the establishment of the RDA only seven have been filled. Further, one officer left the grade in 2010 to take up employment in the private sector. Measures resorted to by the organisation to remedy the situation include amendment to the scheme of service and granting equivalent salary drawn in previous organisations to newcomers.

Technical Officer (Materials Testing Laboratory)

Two out of the four posts on the establishment of the RDA have remained vacant since 2008 with a vacancy rate of 50%. The Authority has made attempts to fill the vacant posts in 2008, 2010 and 2011 but has been unsuccessful. In order to alleviate the problem of recruitment, the RDA has initiated action to amend the scheme of service.

4. Private Secondary Schools AuthoritySafety and Health Officer/Senior Safety and Health Officer

The Private Secondary Schools Authority (PSSA) has reported having difficulties to recruit and retain officers in the grade of Safety and Health Officer/Senior Safety and Health Officer which has registered a vacancy rate of 100% as at 01 January 2011. The only post on establishment for this grade has remained vacant since 2008. The Authority advertised the post in October 2011 and a recruitment exercise was subsequently carried out. However, none of the candidates who were offered employment in the grade accepted the offer.

5. Local AuthoritiesAttorneyCivil EngineerLand SurveyorSafety and Health Officer/Senior Safety and Health Officer

In the 2008 Report, the grades of Attorney and Safety and Health Officer/Senior Safety and Health Officer were reported as scarce. As at 01 January 2011, the local authorities have continued to have recruitment problems regarding these two grades. Further, the local authorities are also having chronic recruitment problems regarding the grade of Civil Engineer. Although this grade has an



establishment size of one only, it has registered a vacancy rate of 100% in almost all the Local Authorities. For the Municipal Council of Beau Bassin/Rose Hill, the post was advertised in 2008, 2009, 2010 and 2011, but the Council received no application. In order to alleviate the problem of recruitment, the Local Authorities have suggested that the services of such officers be provided on a contractual basis.

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Conditions of Service Employment on Contract and Alternative Modes of Employment

13. EMPLOYMENT ON CONTRACT AND ALTERNATIVEMODES OF EMPLOYMENT

13.1 Besides being employed on permanent and pensionable basis, people are employed in the Public Sector under varying terms for a specified period or term of employment. One of the most common mode is Employment on Contract.

13.2 A contract of employment can be offered to a Mauritian or a foreign citizen. Retired persons including former Civil Servants can be re-employed on a contractual basis.

13.3 Contract employment generally comprises the following categories:

(i) (a) Special Advisers who are recruited for their recognised superior wisdom, talent, skills and expertise;

(b) Advisers who are appointed for the purpose of providing technical assistance to a Minister and to carry out such duties so as to meet the objectives of Government and the Ministry/Department in which they are employed;

Appointments of both categories of Advisers as mentioned above are made under section 89 (3) (h) of the Constitution of the Republic of Mauritius and with the approval of the Prime Minister. This section stipulates that any office of a temporary nature, the duties of which are mainly advisory, is to be filled by a person serving under a contract on non pensionable terms;

(ii) Officers appointed in posts established under the Constitution or any other local enactment and which are governed by provisions of the relevant legislation, i.e. the Constitution or any other law; and

(iii) Officers employed in scarcity areas against established posts to perform mostly non-advisory duties. This falls under the responsibility of the appropriate Service Commission.

13.4 Generally, people are employed on a contract basis for, inter alia, the following reasons:

(i) to overcome the problem of shortage of experts or skilled personnel in specific areas;

(ii) to carry out a specific task for a required period of time;

(iii) to fulfil mandatory service conditions as determined by Government from time to time; and

(iv) to enable the employment of those persons who possess the required experience, skills and talents.



13.5 The terms and conditions of employment of contract officers are as hereunder:

(i) Appointment of Advisers on contract is made under section 89 (3) (h) of the Constitution and with the approval of the Prime Minister. Recommendations made to the Prime Minister for contract employment for cases/areas recommended by Heads of Ministries/Departments are channelled through the Secretary to Cabinet and Head of the Civil Service.

(ii) The salary and terms of conditions of service are cleared with the Ministry of Civil Service and Administrative Reforms prior to recruitment or renewal of contract.

(iii) The salary of officers appointed on contract against established posts is normally the salary attached to the established post.

(iv) The salary of other contract officers is generally determined having regard to qualifications, experience, competency, expected contribution, salary grading of existing posts with comparable levels of responsibilities in the public service and job positioning within the pay structure. Other relevant considerations in determining the pay package are the scarcity value and market value of the competency.

(v) The conditions of service of employees on contract employment, save for leave, travelling and car benefits, are, in principle, and wherever applicable, in line with what obtains in the Civil Service.

(vi) Officers on contract are not entitled to any annual or sick leave during the first year of contract except retired public officers who have been re-employed on contract or contract officers serving in established posts.

(vii) An officer employed on a contractual basis for a period of one year or more is entitled to leave, for each year of contract, as follows:-

Annual Leave - 21 working days

Sick Leave - 21 working days

(viii) An Adviser/Officer, whose contract of one year duration or more is extended for a further period of less than one year, is entitled to leave on a pro-rata basis.

(ix) The annual leave may be taken on and off to cater for brief absences. At the end of each 12 months service on contract, unutilized annual leave may either be cashed or accumulated whilst unutilized sick leave in a particular year would lapse.

(x) Advisers/officers on contract employment do not earn passage benefit during the 21 days annual leave, whether taken or cashed.



(xi) An officer on contract is eligible for end-of-contract gratuity in lieu of pension payable at the rate of two months’ salary on completion of 12 months’ satisfactory service, if the contract is for duration of up to 12 months or more.

(xii) In certain instances, officers are employed on contract of shorter duration than one year (not on an assignment basis) and such contract is either extended or renewed and an end-of-contract gratuity is payable on completion of 12 months satisfactory service provided the interval between one contract and the next does not exceed 28 days and the monthly remuneration package of the contract officer has not been inclusive of the end-of-contract gratuity.

13.6 We have examined all the above issues linked to contractual employment and consider that these provisions are appropriate and should be maintained. We recommend accordingly.

Recommendation 1

13.7 We further recommend that:

(i) the salary and the conditions of service of officers on contract employment should, as at present, continue to be approved by the MCSAR; and

(ii) the provisions for travelling and car benefits of officers on contract employment should be in line with what is recommended at Chapter 18.2 of this volume.

Passages to Expatriate officers employed on contract basis

13.8 The present provision for passage to expatriate officers on contract employment is as hereunder and is being maintained:

An officer on contract who is an expatriate is eligible for:

(a) economy class air passages from the nearest international airport in the country of permanent residence to Mauritius on appointment and back on expiry of contract for self, spouse and up to three dependent children below the age of 21, subject to the following:

(i) if the contract is of one year duration and is renewed, passages should be granted after two years; and

(ii) for subsequent extension of contract, passages should be granted every two years, unless the contract is extended for a final period of less than two years.

(b) an allowance to cover the cost of a maximum of 25 kgs of excess luggage by air provided the cost thereof does not exceed the amount that would have been payable had a maximum of four tons (4.5 cubic



metres) of baggage been transported by sea, on appointment to Mauritius and on expiry of final contract; and

(c) a transfer grant equivalent to five percent of his annual salary, to cover incidental charges, on expiry of final contract.

Alternatives Modes of Employment

13.9 As the pace of change in the Public Sector is increasing, the largely permanent composition of the Public Service Workforce has made organisation change and workforce adjustments difficult. There is no work attrition. On this account, the use of different types of labour is recommended to:

(i) address shortage of skilled personnel including experts in specific areas of specialized levels;

(ii) facilitate a judicious choice of the type of contract that could be entered; and

(iii) cope with variation in workload and in situation where the employment on full time basis is not warranted.

Such arrangements allow people outside the service to serve the country, bring to contribution their expertise to the service of the nation and permit Ministries/Departments/Organisations to deal with scarcity problems.

13.10 A few of such patterns of work and types of appointment are: Fixed-term Appointments, Casual Appointments, Recurring Temporary Appointments, Employing people to Work at Short Notice, Stand-by Appointment, Part-time Employment, and Specified Period (term) Employment. These alternative modes of employment are elaborated hereunder:

Fixed-term Appointments

Fixed-term appointments (FTAs) are appointments which are made for a specified period of time for a specific task or project. Such arrangements are presently being used in the Civil Service only where there is a genuine management need to make an appointment of limited duration, rather than a permanent appointment. For example, the task or project may be of limited duration or there is a short-term need to employ staff for a particular period.

A fixed-term contract of employment may be either full-time or part-time. In the case of a part-time contract, the salaries and other entitlements due to an equivalent full-time staff member apply to the part-time staff member on a proportionate basis.

Casual Appointments

Casual appointments are temporary appointments to meet short-term needs. Departments may use casuals only where there is a genuine management need to employ people for a short period, rather than make a permanent appointment.



For example, they may need to cover unexpected increases in workload, maternity leave, prolonged sick leave or to help re-deploy staff in the case of the closure of an office. In general, the maximum length of a continuous casual appointment is 12 months, but it can, of course, be less.

Recurring Temporary Appointments

These are arrangements under which staff are contracted to work for short periods each year. The dates of employment for each year and the number of years for which the employment is offered are agreed in advance and set out in the letter of appointment. Such appointments can be useful when a department needs extra staff at certain periods of the year, for example to cover peak periods of work or to provide back-up when staff are absent on leave and work cannot be held over. The temporary option helps maintain organisational flexibility and may avoid unnecessary workforce adjustment costs particularly overtime.

Employing People to Work at Short Notice

This arrangement allows managers to employ people to work at short notice, usually for short periods at a time. It may be used when a department needs extra staff to cover unforeseen or temporary shortages of permanent staff, or to deal with tasks which occur on an irregular basis. This might include covering prolonged sick absences or annual leave, covering short-term peaks of work or offering work to former members of staff who have retired but would still like to work for short periods.

Stand-by Appointments

This is a more formal arrangement than short notice employment. Under stand-by appointments, people contract to make themselves available for work for short period each year and to accept work whenever they are called upon, subject to an agreed period of notice. The dates of employment for each year, the number of years for which employment is offered and the period of notice before each work assignment are all agreed in advance and set out in the letter of appointment.

Part-time Employment

Part-time employees are those working less than the standard hours (inclusive of lunch time) a day. Because this employment type can increase resource flexibility, it is done by approving requests of existing full-time employees who voluntarily wish to work part-time hours and by staffing more vacancies on a part-time basis.

Specified Period (term) Employment

Term appointments are made for a specific period of time to deal with such things as specific projects, workload fluctuations, and programmes which have sunset



funding. Term appointments are also used to deal with organisational change or downsizing.

13.11 Recommendations were made in the previous reports to enable Public Sector organizations to have recourse to the most suitable employment practice that will suit the operational requirements of their organizations and to cope with the problem of scarcity. We are again, in this Report, making similar recommendations.

Recommendation 2

13.12 We recommend that Responsible Officers of Ministries/Departments may resort to recruitment of staff on a month-to-month basis or for shorter periods or on assignment basis in line with the options laid down at paragraph 13.10 to suit the operational requirements of their organizations, to resolve recruitment and retention problems and to cope with fluctuations in workload after seeking Government’s approval and delegation of powers from the appropriate Service Commission.

13.13 In appropriate cases, such appointments may be made through the engagement of Consultants to provide consultancy services or the enlistment of the required human resources to perform specific assignments in conformity with the provisions of the Public Procurement Act.

Recommendation 3

13.14 We further recommend that organizations should continue to adopt the following measures:

(i) Responsible Officers of Ministries/Departments should take actions for the timely reporting of vacancies to the appropriate Service Commission.

(ii) The Ministry of Civil Service and Administrative Reforms should impress upon Ministries/Departments to delete from their respective establishment, all posts which are no longer required.

(iii) Ministries/Departments should maintain a database of their retired employees together with their relevant experience and expertise and whose services may be resorted to, as and when the need arises.

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Conditions of Service Part-Time Employment

14. PART-TIME EMPLOYMENT

14.1 Work is generally considered as part-time when employees are contracted to work for anything less than the normal basic full-time hours, i.e. a part-time job is a form of employment that carries fewer hours per week than a full time job.

14.2 According to International Labour Organisation Convention, the term “Part-time Worker” means an employed person whose normal hours of work are less than those of comparable full-time workers.” However, it is interpreted differently according to each country’s national law.

14.3 In the 2008 PRB Report, the Bureau introduced the concept of Part-Time Employment in the Public Sector with a view to allowing public officers aged 50 or more (officers below the level of Principal Assistant Secretary and officers who are not in scarcity areas) to opt for part-time work for the rest of their career and also to attend to family obligations and thus allowing such workers the chance for a better balance between working life and family responsibilities. Part-time employment thus offers employers greater flexibility to respond to market requirements and also permits productivity gains.

14.4 In Mauritius, the practice of part-time working though not widespread in the Public Sector, is still predominant in the Municipal Councils and District Councils. The District Councils usually have recourse to part time employees in manual grades such as Sanitary Attendant, Library Attendant, Village Hall Attendant and T.V. Attendant and in a few non-manual grades like Sewing Teacher and Asian Languages Teacher. In the Municipal Councils, the part-timers are employed mainly as Dressmaking Teacher, Instructor/Instructress or Animateur (Embroidery, Music, Photography, Yoga and Sport). These part-time employees generally put in between 18 hours and 28 hours weekly.

14.5 In the 2008 PRB Report, the Bureau recommended the following provisions with regard to part-time employment:

(a)Heads of Ministries/Departments and Chief Executives of Parastatal Bodies and Local Authorities may enlist the services of part-time employees. However, the recruitment of such employees should be made according to the existing procedures as for full-time employees.

(b)All new grades identified which could be filled by part-time employees should be submitted to the MCSAR, which would examine each case on its own merits before submission to the High Powered Committee for approval.

(c)Public officers aged 50 or more holding substantive appointments may be allowed to opt for part-time work for the rest of their career, subject to the exigencies of the service. This provision should not apply to officers in scarcity areas as well as to officers of the level of Principal Assistant Secretary and above. However, consideration could also be given to public officers (particularly working mothers), although below 50 years,



who would wish to avail themselves of the above recommendation to attend to family obligations.

(d)The pay for part-time workers recruited would, in principle, be on a pro-rata basis, that is, a proportion of the full-time rate of pay appropriate to the net number of hours worked. With regard to the pay of serving officers who opt for part-time working, the pay would be the salary point drawn, on a pro-rata basis, at the time of exercising the option and the officer would continue to be eligible for the annual increment.

(e)Once the modus-operandi of part-time working in respect of any grade is determined by the Ministry/Department/Organisation, the advice of the Pay Research Bureau should, invariably, be sought through the MCSAR for pay determination.

(f)For pension purposes, any period of part-time working for officers holding substantive appointment would be reckoned as pensionable service but on a pro-rata basis.

14.6 So far, the advice of the Bureau has not been sought through the MCSAR from any public officer who may have opted for part-time employment for the rest of his career. In this Report, we are maintaining the existing provisions.

Recommendation

14.7 We recommend that the provision governing part time employment, as enumerated above, be maintained.

14.8 However, we recommend that the MCSAR carries out a survey to gauge the effectiveness of our recommendation and the extent to which part-time employment could be implemented in the Public Sector.


14.9 With regard to conditions of service, they should, in principle, be in line with those recommended for part-time employees in this Report. We reproduce hereunder the salient ones.

Annual Leave for Part-time Employees

14.10 A part-time employee, who has been in continuous employment for a period of 12 consecutive months, should be entitled to 14 working days of annual leave in the case of part-time work that covers five days or more in a week. In the case of part-time work of less than five days a week, the number of annual leave shall be pro-rated. A day of leave is reckoned as the day or part thereof the employee is expected to be on duty.



Sick Leave for Part-time Employees

14.11 (i) A part-time employee, who has been in continuous employment for 12 consecutive months and who in principle puts in less than 40 hours of work weekly, should continue to be eligible for sick leave on a pro-rata basis depending on the number of hours of work per week based upon the principle of 12 working days’ sick leave annually for a 40-hour working week.

(ii) Sick leave unutilised at the end of the year, out of the annual entitlement of 12 working days, up to a maximum of six days, should be paid in cash each year at the rate of 1/22 of the monthly salary per day.

(iii) The refund of unutilised sick leave in respect of a part-time employee who puts in less than 40 hours of work weekly should be computed on a pro-rata basis depending on the number of hours of work per week.

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Conditions of Service Retirement and Retirement Benefits – Pension Scheme for the Public Sector

15. RETIREMENT AND RETIREMENT BENEFITS – PENSION SCHEME FOR THE PUBLIC SECTOR

Introduction

15.1 A single modified Defined Benefit (DB) Pension Scheme, along the lines enunciated in the Budget Speech 2006-2007 was recommended in the 2008 Report. With the coming in force of the 2008 Report (a) a single contributory pension scheme has been implemented for all public officers, both current and future; and (b) transitional measures have been designed for officers in post as at 30 June 2008 to secure existing pensions rights in conformity with the constitutional provision and to ensure acceptability. The Pension Scheme is a contributory one, run on a Pay As You Go (PAYG) basis, and has become effective as from 1 July 2008.

15.2 The salient features of the modified Defined Benefit (DB) Pension Scheme, including provision for special categories of officers and the transitional arrangements for employees in post as at 30 June 2008 are elaborated upon as hereunder.

Contribution

15.3 The cost of running the Scheme is estimated at 18% of employee emoluments. The employee contribution both for new entrants as from 01 July 2008 as well as for officers in post as at 30 June 2008 is at the rate of 6% of their pensionable emoluments rounded to the nearest rupee. The employee contribution of 6% is deducted at source and paid directly into the Consolidated Fund.

15.4 Trainees, Students, Cadets or Apprentices contribute at the rate of 3% of their emoluments rounded to the nearest rupee taking into consideration that half of the period of any service under traineeship, studentship, cadetship or apprenticeship scheme, when immediately followed by appointment in the related grade in the public service, is reckoned for pension purposes.

Recommendation 1

15.5 We recommend that the present provision regarding contribution be maintained as follows:

(i) all employees under the Defined Benefit (DB) Pension Scheme set in 2008 PRB Report should contribute at the rate of 6% of their pensionable emoluments rounded to the nearest rupee; and

(ii) trainees, students, cadets or apprentices recruited under traineeship, studentship, cadetship or apprenticeship scheme should contribute at the rate of 3% of their emoluments rounded to the nearest rupee.



15.6 The employee pension contributions, the taxable element thereon, as well as all the other changes in pension provision have been taken into account in arriving at the salaries recommended for the different grades.

15.7 In the 2008 Report, we suggested to consider: (a) the advisability of setting up a dedicated fund with its own contributions as well as the contributions of officers; and (b) the advisability of starting with the fund preferably in respect of new entrants.

Refund of Contribution

15.8 In the event a Public Sector employee leaves or otherwise ceases to be in the Public Sector and no portable benefit is transferable and no pension, gratuity or other allowance is payable to him in respect of his past service in the Public Sector, provided he has effectively contributed to the modified Defined Benefit (DB) Pension Scheme for a year or more, the officer is refunded 100% of his contribution together with compound interest at the rate of 4% per annum.

Recommendation 2

15.9 We recommend that the provision regarding refund of contribution be maintained.

Retirement Age

15.10 (i) The normal retirement age of a public officer holding a pensionable office is, subject to the transitional provision as at Annex, 65 years but officers have the right to retire at the age of 60. On the approval of the relevant Service Commission, the officer may retire at the age of 55, or in the case of overmanning, at the age of 45.

(ii) Management may, where physical fitness is an essential requirement for the proper performance of the duties, require any officer who opts to work beyond the age of 60 to undergo a yearly medical examination to certify his fitness for continued employment.

(iii) A member of the Disciplined Forces or an officer of the Correctional Youth Centre or the Rehabilitation Youth Centre who, on attaining the age of 60, opts to work beyond that age is required to undergo a yearly medical examination to certify his fitness for continued employment.

(iv) The normal retirement age for Judges is 67 years.

(v) A public officer may retire on medical ground (irrespective of length of service or age) or may be made to retire compulsorily in the interest of the Public Service, or on abolition of office, or for the purpose of facilitating improvement in an organisation.

(vi) A female officer reckoning five years’ pensionable service may retire on ground of marriage, irrespective of age.



(vii) A member of the Disciplined Forces or an officer of the Correctional Youth Centre or the Rehabilitation Youth Centre may retire on proportionate pension after 25 or 28¾ years’ pensionable service, as appropriate, irrespective of age.

15.11 Representation has been received from some quarters that officers in post as at 30 June 2008 whose retirement age have been phased may be allowed to opt to serve till the retiring age of 65 years. This measure will benefit the country by virtue of their experience, knowledge and competence in respective areas and reduce future costs of pension for public officers. However, one staff association has objected to any amendment to the present scheme.

Recommendation 3

15.12 We recommend that the above provision regarding retirement age be maintained.

Accrual Rate and Qualifying Period for officers appointed on or after 01 July 2008

15.13 (i) The amount of pension is computed at the rate of 1/690 th of pensionable emoluments on retirement for every month of pensionable service, subject to a maximum of 460/690th.

(ii) The normal qualifying period to benefit from full pension for public officers other than those at paragraphs (iii) and (iv) below holding pensionable office is 38⅓ years (460 months) of pensionable service.

(iii) Members of the Disciplined Forces or officers of the Correctional Youth Centre or the Rehabilitation Youth Centre, after completing 28¾ years of pensionable service, are granted an enhanced pension at the rate of 1/414th of pensionable emoluments for each additional month of service, which enables them to qualify for full pension after 34½ years of service.

(iv) Members of the Medical and Dental professions are entitled to pension at the rate of 1/621st of pensionable emoluments thus qualifying them for full pension after 34½ years of pensionable service.

(v) Members of the Judiciary (Chief Justice, Senior Puisne Judge and Puisne Judge) qualify for pension at the rate of 1/460th of their pensionable emoluments, subject to a maximum of 460/460th.

(vi) A female officer, reckoning not less than five years’ pensionable service, retiring on grounds of marriage qualifies for a gratuity of an amount equivalent to 18% of the last monthly salary times number of months of pensionable service, subject to a maximum of one year’s pensionable emoluments.



Recommendation 4

15.14 We recommend that the provision regarding accrual rate and qualifying period for officers appointed on or after 01 July 2008 be maintained.

Pension on Early Retirement for Entrants after 30 June 2008

15.15 On early retirement (after age 55 and before age 65), the annual rate of pension payable, which is 12/690th of the salary received in the last full year of employment is reduced by 2.5% a year.

15.16 The rate of pension is not reduced when an officer is retiring on grounds of marriage, on medical grounds and in case of abolition of office and re-organisation.

Recommendation 5

15.17 We recommend that the provision regarding pension on early retirement for those entrants who join after 30 June 2008 be maintained.

Transitional Provision – Retirement Age

15.18 A public officer in post as at 30 June 2008 has to compulsorily retire as per Table I. The age at which they may retire with or without the approval of the Public Service Commission are as per Tables II and III respectively. Members of the Disciplined Forces or officers of the Correctional Youth Centre or the Rehabilitation Youth Centre in post as at 30 June 2008 benefit from the early retirement scheme in force prior to 01 July 2008. The arrangements for early retirement for officers in post as at 30 June 2008 are maintained.

Recommendation 6


(a) the normal retirement age of officers in post as at 30 June 2008 as recommended in 2008 Report, be gradually raised from 60 to 65 years in accordance with Table I.

(b) the optional retirement age of officers in post as at 30 June 2008 (i.e. the age at which officers can leave the service without seeking permission) as recommended in 2008 Report be gradually raised from 55 to 60 years in accordance with Table II; and

(c) the retirement age of officers (who retire with the approval of the relevant Service Commission) in post as at 30 June 2008 as recommended in 2008 PRB Report be gradually raised from 50 to 55 years in accordance with Table III;

15.20 Tables I to III are given at the end of this Chapter.



Transitional Provision – Accrual Rate

15.21 The retirement benefits of public officers in post as at 30 June 2008 is computed on the basis of the provision in force prior to the coming into effect of the modified Defined Benefit (DB) Pension Scheme.

Recommendation 7

15.22 We recommend that the retirement benefits of public officers in post as at 30 June 2008 should continue to be computed on the basis of the provision in force prior to 01 July 2008.

Discounted Salaries for officers not opting for Pension Reforms

15.23 For officers, who did not opt for the pension reforms on 01 July 2008 but instead opted for the pension arrangements in force prior to the coming into effect of the 2008 PRB Report, the new salary structures recommended are implemented at a discounted rate and these officers are eligible for 92% of the salary recommended. We are maintaining this arrangement.

Recommendation 8

15.24 We recommend that the provision regarding discounted salaries at the rate of 92% of the recommended salary for officers who did not opt for pension reforms on 01 July 2008 be maintained.

Abolition of Office and re-organisation15.25 In the case of abolition of office and re-organisation, an officer is granted an

additional pension at the annual rate of one sixty ninth of his pensionable emoluments for each complete period of three years’ pensionable service provided that:

(a) the addition does not exceed twenty three-one hundred and thirty eighths; and

(b) the addition together with the remainder of the officer’s pension does not exceed the pension for which he would have been eligible if he had continued to hold the office held by him at the date of his retirement, and retired on reaching the age at which he may be required to retire without the approval of the appropriate Service Commission or Board.

15.26 Representations have been made that, under the present provision, an officer in post as at 30 June 2008 aged 55 or more and an officer in post on or after 01July 2008 aged 60 or more is not eligible for payment of additional benefits in case of abolition of office and re-organisation.

15.27 We have examined the issue in depth and we are reviewing the present recommendation.



Recommendation 915.28 We recommend that in the case of abolition of office and re-organisation,

an officer should be granted an additional pension at the annual rate of one sixty ninth of his pensionable emoluments for each completed period of three years’ pensionable service provided that:

(a) the addition does not exceed twenty three-one hundred and thirty eighths; and

(b) the addition together with the remainder of the officer’s pension does not exceed the pension for which he would have been eligible

if he had continued to hold the office held by him at the date of his normal retirement.

15.29 However, for an officer in post as at 30 June 2008, the additional pension should be computed at the annual rate of one sixtieth of his pensionable emoluments for each completed period of three years’ pensionable service provided that the addition should not exceed ten sixtieths and the addition together with the remainder of the officer’s pension should not exceed the pension for which he would have been eligible if he had continued to hold the office held by him at the date of his normal retirement.

Other Provisions Governing Retirement and Retirement BenefitsPensionable Emoluments (Reverted Officers)

15.30 At present the retirement benefits of a public officer, who has been appointed to act in or has been assigned duties of a higher office by the appropriate Service Commission or through delegation of power conferred by the Public Service Commission and retires or is subsequently reverted to his substantive office, is computed on the prevailing pensionable emoluments of the office to which he was appointed to act or assigned duties provided that:

(a) he has been performing the duties of the office for a continuous period of at least two years or an aggregate period of at least two years within a period of three years;

(b) his reversion to his substantive office was not the result of inefficiency or misconduct; and

(c) at the time of retirement or reversion he had reached the age of 55 (or for an officer in post as at 30 June 2008 he had reached the age at which an officer may retire with the approval of the relevant Service Commission as specified at Table III).

15.31 The retirement benefits of a public officer, who has been appointed to act in or has been assigned the duties of a higher office by the appropriate Service Commission or through delegation of power conferred by the Public Service



Commission and is drawing part of the Acting Allowance and retires or is subsequently reverted to his substantive office, is computed on the basis of the aggregate earnings (i.e. the salary of the substantive post plus any Acting Allowance drawn) provided the conditions set out at paragraph 15.30 above are satisfied.

Recommendation 10

15.32 We recommend that the present mode of computation of retirement benefits of reverted officers be maintained.

Pensionable Emoluments (Reverted Officers in position of Accounting Head/Chief Executive)

15.33 At present the retirement benefits of a public officer who has been appointed to act in or has been assigned the duties of:

(a) a higher office in a position of Accounting Head/Chief Executive, the salary of which office is not less than Rs 75000 a month or

(b) a higher office than the one at (a) above in the same cadre

by the appropriate Service Commission and retires or is subsequently reverted to his substantive office are computed on the prevailing pensionable emoluments of the office to which he was appointed to act or the duties which had been assigned to him, provided that:

Either

(i) he performed the duties of such office for a continuous period of not less than twelve months; and

(ii) his reversion to his substantive office was not the result of inefficiency or misconduct and at the time of retirement or reversion he had reached the age of 55 (or for an officer in post as at 30 June 2008 he had reached the age at which an officer may retire with the approval of the relevant Service Commission as specified at Table III).

Or

he has successfully served for a minimum period of six months and has reached compulsory retirement age.

15.34 The retirement benefits of a public officer who has been appointed to act in or has been assigned duties of:

(d) a higher office in a position of Accounting Head/Chief Executive the salary of which office is not less than Rs 75000 a month or

(e) a higher office than the one at (a) above in the same cadre



by the appropriate Service Commission and is drawing part of the acting allowance and retires or is subsequently reverted to his substantive office are computed on the basis of the aggregate earnings (i.e. the salary of the substantive post plus any acting allowance drawn) provided the conditions set out at paragraph 15.33 above are satisfied.

Recommendation 11

15.35 We are maintaining the above provision regarding the mode of computation of retirement benefits of retired officers in position of Accounting Head/Chief Executive, except that the salary of the higher office should not be less than Rs 93000 a month.

15.36 We also recommend that an officer who had already qualified for enhanced pension benefits as per previous PRB Reports should continue to be eligible, on a personal basis, for the enhanced pension benefits.

Mobility of Manpower

15.37 In the 2008 PRB Report, we recommended that, to allow mobility between the Public Sector and the private sector, an officer reckoning a minimum of 10 years of pensionable service and having reached the age of 45 should be allowed to retire with the approval of the relevant Service Commission without foregoing his earned pension benefits. The payment of the benefits accruing to the officer should be deferred till the time the officer attains the age of 55. However, for officers in post as at 30 June 2008, the payment of the benefits accruing to the officer should be deferred till the time the officer attains the age at which he may retire with the approval of the relevant Service Commission as specified at Table III.

15.38 We further recommended that the MCSAR should continue to look into applications for retirement of officers having reached the age of 45 and completed a minimum of 10 years of pensionable service provided that these officers join the local private sector or become self-employed and their replacement can easily be made, that is, there is no dearth of qualified personnel in the field in which they are employed.

15.39 Requests have been received from officers who have taken employment in international organisations (of which Mauritius is a member) and member countries of regional organisation like SADC to be allowed to retire without foregoing their earned pension benefits.

15.40 We consider that there is need to facilitate mobility (among sectors) and allow people to take advantage of better prospects outside the service.

Recommendation 12

15.41 We recommend that, to allow mobility between the Public Sector, private sector and International Organisations (of which Mauritius is a member,



foreign countries under a scheme approved by Government and member countries of regional organisation like SADC), an officer reckoning a minimum of 10 years of pensionable service and having reached the age of 45 should be allowed to retire with the approval of the relevant Service Commission without foregoing his earned pension benefits. The payment of the benefits accruing to the officer should be deferred till the time the officer attains the age of 55. However, for officers in post as at 30 June 2008, the payment of the benefits accruing to the officer should be deferred till the time the officer attains the age at which he may retire with the approval of the relevant Service Commission as specified at Table III.

Retirement Benefits – Overmanning

15.42 The retirement benefits of an officer who is allowed to retire at the age of 45 and above on the ground of overmanning are computed as if his office had been abolished.

Recommendation 13

15.43 The retirement benefits of an officer who is allowed to retire at the age of 45 and above on the ground of overmanning should continue to be computed as if his office had been abolished and should be payable immediately.

Approved Leave and Pension

15.44 At present, officers who are granted leave without pay contribute 18% of their salary to Government in order to have such period of leave reckoned for pension purposes.

Recommendation 14

15.45 The above provision is maintained.

Traineeship, Studentship, Cadetship or Apprenticeship

15.46 At present, half of the period of any service in the public service under any traineeship, studentship, cadetship or apprenticeship scheme, when immediately followed by appointment in the related grade in the public service, is reckoned for pension purposes.

Recommendation 15

15.47 We are maintaining the above provision.

Temporary Appointment and Pension

15.48 At present the retiring benefits of an officer holding a substantive post and appointed or promoted to a higher office in a temporary capacity but who is still performing in a temporary capacity on attaining the compulsory retiring



age i.e. 65 years in accordance with the provision of this Scheme or the date on which an officer in post as at 30 June 2008 are required to retire compulsorily as per the transitional arrangements is computed on the basis of the annual pensionable emoluments attached to the higher office, provided the higher office does not require an additional qualification for appointment thereto in a substantive capacity.

15.49 We further recommended that the retiring benefits of an officer holding a substantive post and appointed or promoted to a higher office in a temporary capacity but who passes away are computed on the basis of the annual pensionable emoluments attached to the higher office, provided the higher office does not require an additional qualification for appointment thereto in a substantive capacity.

Recommendation 16

15.50 We are maintaining the above provision.

Compassionate Allowance

15.51 For officers not on permanent and pensionable establishment, the monthly compassionate allowance payable on retirement is computed as follows:

No of months of service Annual Wage 720 12

Salary of an Officer upon Death

15.52 A full month salary is paid to the heirs of an officer on his demise, irrespective of the number of days he has been in service during that month.

Gratuity for eligible officers retiring with less than 10 years’ pensionable service

15.53 An eligible officer retiring with less than 10 years’ pensionable service benefits from a gratuity equivalent to 18% of his last monthly salary multiplied by the number of months of pensionable service, subject to a maximum of one year’s pensionable emoluments.

Recommendation 17

15.54 We are maintaining the provision regarding Compassionate Allowance, salary of an officer upon death and gratuity for eligible officers retiring with less than 10 years’ pensionable service.

Pensionable Value of Rent Allowance

15.55 The estimated value of free quarters or rent allowance for pension purposes is equated to 10% of initial annual salary of the officer, subject to a maximum of Rs 5500 per annum.

Recommendation 18


x


15.56 We recommend that the estimated value of free quarters or rent allowance for pension purposes should continue to be equated to 10% of initial annual salary of the officer, subject to a maximum of Rs 6050 per annum.

Pensionable Value of Car Benefit

15.57 The monetary value of the private use of a chauffeur-driven official car and 75% of that monetary value are reckoned for the computation of the retirement benefits of beneficiaries of chauffeur-driven government car (including officers of the same status eligible for an official car and driver’s allowance) and self-driven government car respectively.

Recommendation 19

15.58 The provision regarding pensionable value of car benefit is maintained.

National Savings Fund

15.59 The National Savings Fund provides for the payment of a lump sum to every employee on his normal retirement age or earlier, or on his death. Every employer contributes 2.5% of the basic wage/salary of every employee to the Fund subject to a certain maximum. On retirement, the employee receives a lump sum constituting the contributions on his behalf together with any accrued interest.

Recommendation 20

15.60 We recommend that the payment of a lump sum to an employee on the normal retirement age or on early retirement or on his death be maintained.

Portable Pension Fund

15.61 At present the portable benefits of a qualified officer (i.e. an officer who, after having completed at least one year’s pensionable service, leaves the Public Service to take up employment in the Private Sector or to become self-employed) are transferred to such superannuation fund as may be established by the employer who employs him or to such personal pension scheme to which the officer may have adhered to, on his leaving the Public Service. The portable benefits of the officer are computed as if, at the time of leaving the Public Service, he had become eligible for a gratuity under the Pensions Act, corresponding to his length of service.

Recommendation 21

15.62 We recommend that the present provision of the Portable Pension Fund be maintained.

Mutually Agreeable Retirement Scheme



15.63 The Mutually Agreeable Retirement Scheme allows an officer, aged 50 or more, who would be willing to retire voluntarily, and whom Management would wish to part with, to do so with enhanced retirement benefits as provided for an officer becoming redundant in the case of reorganisation under the Pensions Regulations 1951 whereby the officer is granted an additional pension at the annual rate of one sixty ninth of his pensionable emoluments for each complete period of three years’ pensionable service provided that:

(f) the addition does not exceed twenty three – one hundred and thirty eighths; and

(g) the addition together with the remainder of the officer’s pension does not exceed the pension for which he would have been eligible if he had continued to hold the office held by him at the date of his normal retirement.

Recommendation 22

15.64 We are maintaining the provision regarding the Mutually Agreeable Retirement Scheme.

Continuation of Service beyond Compulsory Retiring Age

15.65 In 2008 PRB Report we recommended that, up to year 2018, an officer in post as at 30 June 2008 who has attained the compulsory retirement age as per the transitional provision of this Scheme may, with the approval of the relevant Service Commission, be allowed to remain in service beyond the age of 60, but not beyond the age of 65, where Government considers that the continuation of his service is in the interest of the Public Service.

15.66 We highlighted that the continued employment beyond compulsory retiring age was not meant for general application but only for officers of a certain level and in very specialised areas where skills and competencies are in short supply or not available; and is implemented in a manner that does not cause prejudice to officers in post.

15.67 We also recommended that where it was considered that the continued employment of a public officer beyond compulsory retiring age, would be in the interest of the service, the following procedures are adhered to:

(i) the Responsible Officer should submit his recommendation to the Prime Minister’s Office for consideration by the High Powered Committee;

(ii) the recommendation of the High Powered Committee would be submitted to the Prime Minister for his consideration and approval; and

(iii) if the recommendation is approved, the Responsible Officer seeks the approval of the relevant Service Commission and take such other action as may be recommended by the High Powered Committee.



15.68 The provision of paragraph 15.65 also applies to officers of the Parastatal and Other Statutory Bodies and Local Authorities.

15.69 As regards Parastatal and Other Statutory Bodies where it is considered that the continued employment of an officer beyond compulsory retiring age, subject to the provision of paragraph 15.66, would be in the interest of the service, the following procedures should be adhered to:

(i) the approval of the Board should be obtained to initiate action, in the first instance, and the Chief Executive Officer of the organisation should submit the request to the parent Ministry;

(ii) the Responsible Officer of the Parent Ministry should submit his recommendation to the Prime Minister’s Office for consideration by the High Powered Committee;

(iii) the recommendation of the High Powered Committee would be submitted to the Prime Minister for his consideration and approval; and

(iv) if the recommendation is approved, the Chief Executive Officer of the organisation should then seek the approval of the Board and take such other action as may be recommended by the High Powered Committee.

15.70 As regards the Local Authorities, the following procedures should be adhered to:

(i) the Chief Executive of the Local Authority should submit the request to the Ministry of Local Government;

(ii) the Responsible Officer of the Ministry of Local Government, should submit his recommendation to the Prime Minister’s Office for consideration by the High Powered Committee;

(iii) the recommendation of the High Powered Committee would be submitted to the Prime Minister for his consideration and approval; and

(iv) if the recommendation is approved, the Chief Executive of the Local Authority should then seek the approval of the Local Government Service Commission and take such other action as may be recommended by the High Powered Committee.

Recommendation 23

15.71 The present provision regarding continuation of service beyond compulsory retirement age is maintained.

Enhanced Pension Benefit for a Tour of Duty in Agalega or St. Brandon

15.72 Any period during which an officer domiciled in the Republic of Mauritius is required to serve as a public officer in Agalega or St. Brandon is reckoned as pensionable service at the rate of two times.



Recommendation 24

15.73 We are maintaining this provision.

New Retirement Date

15.74 We have, under the second column “New Retirement Date” of the annexed tables at the end of this chapter, mentioned the month during which employees opting for the pension scheme would retire if they choose to work up to their retirement date. Evidently, for each employee his date of birth during the month should apply.

Special Provision for officers drawing salary in scales not exceeding Rs 33000

15.75 At present public officers in post as at 30 June 2008 who (a) draw salary in a scale the maximum of which is not more than Rs 27,200 in the revised 2008 pay structure; (b) attain the compulsory retirement age as per the transitional provision; (c) reckon at least 33 1/3 years of pensionable service; (d) have contributed to the pension scheme for a continuous period of at least 12 months after eligibility for full pension; and (e) have drawn the top salary of the recommended scale for a year are granted hypothetically one additional increment for the purpose of determining the pensionable emoluments for pension purposes.

15.76 The Accountant-General has expressed concern regarding the implementation of this recommendation in respect of those officers who have been granted increments beyond the top salary recommended under different provisions. The above provision was made to induce invariably all categories of employees to stay up to their new compulsory retiring age and was meant for those employees who were not in receipt of fringe benefits.

15.77 It has been reported that there are certain instances whereby employees who retired after 01 July 2008 have not benefited from this provision. We are making appropriate recommendation to this end.

Recommendation 25

15.78 We recommend that public officers in post as at 31 December 2012 who:

(a) draw salary in a scale the maximum of which is not more than Rs 33000 in the revised 2013 pay structure;

(b) attain the compulsory retirement age as per the transitional provision;

(c) reckon at least 33 1/3 years of pensionable service;

(d) have contributed to the pension scheme for a continuous period of at least 12 months after eligibility for full pension; and

(e) have drawn the top salary of the recommended scale for a year notwithstanding additional increments drawn over and above the



top salary by virtue of different provisions should be granted hypothetically one additional increment for the purpose of determining the pensionable emoluments for pension purposes.

15.79 We further recommend that officers who have retired after 01 July 2008 up to 31 December 2012 and who have not benefitted from the above provision should exceptionally be granted hypothetically one additional increment for pension purposes provided they satisfy all the conditions at paragraph 15.78 above.

Transitional Provision – Retirement Age

15.80 The reforms of the current pension scheme provide officers with the option of working beyond 60, should they so wish

Recommendation 26

15.81 We recommend that officers in post as at 30 June 2008 who have opted for pension reforms and whose retirement age has gradually been raised from 60 to 65 years in accordance with Table I should continue to be provided with the option of working beyond 60, should they so wish.

Special Provision for officers in post as at 30 June 2008 who reckon at least 331/3

years of pensionable service

15.82 Following the Pension Reforms in the Public Sector, officers contribute 6% of their pensionable emoluments in line with the new pension scheme. The employee contributions are deducted at source and paid directly to the Consolidated Fund.

15.83 Several representations have been received from various quarters that some form of compensation should be granted to employees who reckon more than 331/3 years of pensionable service and continue to work up to the normal date of retirement. We have examined the issue and we are making an appropriate recommendation.

Recommendation 2715.84 We recommend that, as from the date of implementation of this Report,

public officers in post as at 30 June 2008 who:

(a) attain the new compulsory retirement age as per the transitional provision;

(b) reckon at least 331/3 years of pensionable service; and

(c) have opted for the Pension Reforms on 01 July 2008 and contributed effectively to the Pension Scheme

should, on retirement, be granted a one-off payment equivalent to 2 % of their annual pensionable emoluments for each completed year of



pensionable service beyond 331/3 years of pensionable service as from 01 January 2013.

15.85 We further recommend that a public officer satisfying the conditions at paragraph 15.78 should exercise an option as to whether they wish to be governed by the provision at paragraph 15.78 or at paragraph 15.84.

Pension Reforms – Defined Contribution (DC) Pension Scheme

15.86 In line with Government commitment to pursue reforms of the Pension System in the Public Sector and in view of the long term unsustainability of pension funds, Government is considering the implementation of a Contributory Defined Contribution (DC) Pension Scheme for new entrants in the Public Sector. The new scheme will be applicable to officers of the Civil Service, as well as Parastatal Bodies, Local Authorities, the Rodrigues Regional Assembly and Private Secondary Schools.

Recommendation 28

15.87 We recommend that a single Defined Contribution (DC) Pension Scheme be made applicable in the Public Sector in respect of new entrants as from 01 January 2013.

15.88 To drive the reform, there is need for an institutional set up to work out the details.

Recommendation 29

15.89 We recommend the setting up of a Committee on Pension Reform under the Chairmanship of the Financial Secretary and comprising different stakeholders including staff members to work out the implementation details of the Defined Contribution (DC) Pension Scheme in the Public Sector including the setting up of a dedicated fund to cater for pension contribution of new entrants.

15.90 The salient features of the Defined Contribution (DC) Pension Scheme are as hereunder:

Contribution

15.91 Government contribution into the dedicated Fund will be 12% of employee emoluments. The rate of contribution for new entrants shall be 6% of pensionable emoluments. The employee will have the possibility to increase his contribution.

Contractual Employment

15.92 Consideration would be given to officers employed on a contractual basis to contribute to the Defined Contribution Pension Scheme. Government will not contribute in respect of contractual employees.





Management of Fund

15.93 An Investment Committee comprising representatives of Government, Labour Unions and major stakeholders will be set up to manage the Fund and set the modalities.

15.94 Pending the establishment of a proper regulatory framework, the administration of the Fund will be entrusted to SICOM.

Payment of Lump Sum

15.95 Payment of lump sum will be similar to that in the current arrangements but modalities will be decided by the Committee set up to manage the Fund.

************



Table I

Phasing of Retirement Age from60 to 65 years over the Period 2008 to 2018

Month and Year of Birth New Retirement Date

July 1948 July 2008

August 1948 September 2008

September 1948 November 2008

October 1948 January 2009

November 1948 March 2009

December 1948 May 2009

January 1949 July 2009

February 1949 September 2009

March 1949 November 2009

April 1949 January 2010

May 1949 March 2010

June 1949 May 2010

July 1949 July 2010













May 1950 March 2012

June 1950 May 2012

July 1950 July 2012










May 1951 March 2014

June 1951 May 2014

July 1951 July 2014













May 1952 March 2016

June 1952 May 2016

July 1952 July 2016






January 1953 July2017




May 1953 March 2018

June 1953 May 2018

July 1953 July 2018

August 1953 and thereafter 65th birthday

(1 August 2018 or later)



Table II

PHASING OF OPTIONAL RETIREMENT AGE FROM 55 TO 60 YEARS OVER THE PERIOD 2008 TO 2018


July 1953 July 2008










May 1954 March 2010

June 1954 May 2010

July 1954 July 2010













May 1955 March 2012

June 1955 May 2012

July 1955 July 2012










May 1956 March 2014

June 1956 May 2014

July 1956 July 2014













May 1957 March 2016

June 1957 May 2016

July 1957 July 2016










May 1958 March 2018

June 1958 May 2018

July 1958 July 2018

August 1958 and thereafter 60th birthday (1 August 2018 or later)



Table III

PHASING OF RETIREMENT AGE (WITH THE APPROVAL OF THE RELEVANT SERVICE COMMISSION)

FROM 50 TO 55 YEARS OVER THE PERIOD 2008 TO 2018


July 1958 July 2008










May 1959 March 2010

June 1959 May 2010

July 1959 July 2010













May 1960 March 2012

June 1960 May 2012

July 1960 July 2012










May 1961 March 2014

June 1961 May 2014

July 1961 July 2014













May 1962 March 2016

June 1962 May 2016

July 1962 July 2016










May 1963 March 2018

June 1963 May 2018

July 1963 July 2018

August 1963 and thereafter 55th birthday (1 August 2018 or later)

************




Conditions of Service Public Service Pension

16. PUBLIC SERVICE PENSION

16.1 Pension provides an income to employees when they retire and is the most significant employee benefit. It is a valuable part of the total reward package of an employee. For our purpose, pension refers to occupational pension as distinct from the Basic Retirement Pension granted by the Ministry of Social Security, National Solidarity and Reform Institutions to all citizens of the Republic of Mauritius on attaining the age of 60. The occupational pension is funded both by the employer and the employee.

16.2 The occupational pension scheme demonstrates the state’s concern about the long term interests of its employees who dedicated their careers to the public service. It is a security on retirement and the pension scheme remains the most important benefit to attract and retain high quality people in the Public Sector.

16.3 Prior to 1987, the pensions of retired public officers were not adjusted in the wake of a salary review. The pensioners were, however, compensated periodically for an increase in the cost of living. Following representations from pensioners after the publication of the 1987 PRB Report, Government set up a Committee to review the pensions of retired public officers. The Committee recommended a graduated increase ranging from 20% to 60% in the pension of all retired public officers. This recommendation was implemented. However, it was superseded in 1988 by the recommendation made by the Salaries Commissioner, Mr. D. Chesworth in his Report for the pensions of retired officers to be recomputed on the basis of the revised pensionable emoluments of the relevant grades as from the date of implementation of the new salaries. Since then, the same policy has been adopted after each general salary review.

Recommendation 1

16.4 We recommend that pensions of retired public officers should be recomputed on the basis of the revised pensionable emoluments of the relevant grades as from 01 January 2013.

16.5 Where the pension of a pensioner, recomputed on the basis of the revised salary, works out to less than the pension in payment at 31 December 2012 together with the cost of living allowance payable as from 01 January 2013, the pensioner should be allowed to continue to draw the pension he is drawing together with the cost of living allowance.

16.6 In the event a grade no longer exists but there are still pensioners who belonged to that grade, a hypothetical salary based on the nearest equivalent grade to be worked out by the Pay Research Bureau, should be used. It should be noted that the nearest equivalent grade should not necessarily be a grade in the same organisation.


Conditions of Service Public Service Pension

16.7 The above recommendations should also apply to pensioners of Parastatal and other Statutory Bodies and Local Authorities.

Representations from Pensioners

16.8 Public Service pensioners who have retired since the last 10-15 years have made representations to the effect that they are drawing a lesser quantum of pensions, (in some instances more that 10 to 15%) than their counterparts who have retired recently. They contend that they have given the best part of their life to the Public Service and demand that their pension should be adjusted according to that of their juniors who retired much later.

16.9 With the elongation of the salary scales in the public service, in successive reports, the top salary of a given post as it stood some 10 to 15 years back is now 4 to 6 incremental points less than the new top salary of the same post. Pension is computed on the salary drawn at the time of retirement. The adoption of this policy has brought some disparity in the quantum of pensions of retirees over the years.

16.10 The salaries provided in the 2008 Report consist a 6% component for contribution to the new pension scheme recommended in the same Report. Officers who did not wish to join the new scheme were granted 92% of the salary recommended in our last Report.

16.11 However, the pensions of public service pensioners were computed on the basis of revised salaries inclusive of the 6% component representing the contribution to new pension schemes which represents in itself an amount equivalent to two increments. Therefore the pensions of pensioners have invariably been increased upward by around three per cent in the wake of the 2008 PRB Report.

16.12 We have examined the representations made by the pensioners at length, and consider that there is a case for some additional adjustment in the pensions of the older generation of public service pensioners and we are making some provision to this effect.

16.13 We recommend that the pension of public service retirees who have retired from the service prior to 01 July 2003 be adjusted as from 01 January 2013, wherever applicable, by one additional increment on conversion subject to the top salary of the corresponding grade occupied by the retiree at the time of retirement.

16.14 This recommendation is not applicable in respect of officers drawing flat salaries.

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Conditions of Service E-Government

17. E-GOVERNMENT

17.1 Civil Service Reform would be incomplete if it neglects the role of Information and Communication Technologies (ICT). Harnessed appropriately, ICT changes the way government works, shares information and delivers its services to its clients both internal and external. ICT brings government closer to the people through personal computers, public access point, cyber cafes, telephones, etc. Benefits abound - they range from more informed public, greater convenience, rapid response, lower costs, increased transparency to better relationships with public.

17.2 The use of ICT to provide services is referred to as Electronic Government (E-Govt). The United Nations defines E-Govt as “a permanent commitment by government to improve the relationship between the private citizen and the Public Sector through enhanced, cost-effective and efficient delivery of services, information and knowledge.” A country’s “E-Govt” progress is gauged as “Emerging – Enhanced – Interactive – Transactional or Fully Integrated”. This implies that a country may be at any of these levels and move towards a higher category over time to eventually have all its systems, dealings and transactions fully integrated and electronic.

17.3 The E-Govt journey started in the late 70s with a goal of improving the Public Sector delivery. The National Computer Board (NCB), Central Informatics Bureau (CIB), Central Information Systems Division (CISD), University of Technology, Mauritius (UTM) and State Informatics Limited (SIL) were established with the object to ensure a systematic growth of ICT Sector; development of IT Manpower and Public Sector Computerisation, among others.

17.4 The Ministry of Information and Communication Technology (MICT) adopted the vision of E-Govt some two decades ago and has since paved the way under the direction of three National ICT Strategic Plans (NICTSP). These plans were elaborated with a view to realising Government’s vision to make the ICT sector an important pillar of the economy and to transform the country into a regional ICT hub and intelligent island (I–Mauritius). The last NICTSP 2011-2014 focuses on the HR constraints, the Ministry’s requirements, the restructuring of the institutional framework, the e-government initiatives and the National Information Security Strategy.

17.5 The E-Govt projects of Ministries/Departments/Organisations are moving towards interactive e-services, whereby they are not only meant to deliver services electronically, but are also designed to allow the public to interact with service providers.



17.6 The Bureau considers that there is still much to accomplish in the field of E-Govt despite the fact that Mauritius ranked 2nd in the Eastern Africa Region in the United Nations E-Government Survey 2012, when compared to the level of achievement in terms of computerisation of newly industrialised countries and a few fast developing Asian countries. The MICT along with Ministries/Departments/Organisations should continue to develop strategies to unleash the potential for the total realisation of all E-Govt possibilities, to rethink on processes that can be changed so as to enable all citizens, organisations and enterprises to carry out their business electronically with Government more easily, more quickly and at lower costs and to adopt the simple philosophy that “whatever services that can be delivered electronically must be delivered electronically”.

Survey on Computerisation in the Public Sector

17.7 In January 2012, the Bureau carried out a General Survey to gather information on pertinent issues among which Computerisation in the Public Sector was a major component. The survey has helped the Bureau to take stock of the shortcomings and implementation problems arising from the recommendations made in our previous Reports and has facilitated the formulation of appropriate recommendations.

17.8 Data were collected via a survey questionnaire which was sent to all Heads of Ministries/Departments, Parastatal Organizations, Local Authorities as well as the Rodrigues Regional Assembly and a response rate of 51.4% was obtained.

Findings of the Survey

17.9 Of the organizations which responded to the survey, 38% (35) were from the Civil Service, 53% (48) were Parastatal Organisations and 9% (8) were from the Local Authorities. The Rodrigues Regional Assembly equally responded to the survey.

17.10 88% of organisations that responded have a website and 80% of those not having a website intend to have one in the future.

17.11 As regards the attendance system used, 63% of organisations have implemented an electronic attendance system. The finger print system has been reported to be the most common method of electronic attendance system used as 49% have implemented this system. Others (18%) have resorted to the clock card system. 17% have reported to be using other systems like electronic card and hand punch biometric system.

17.12 The survey has also revealed that half of the organizations (50%) have computerized their registry system. However, only a third of the organisations (38%) has computerized the personnel records system. The main reasons for the non-computerisation of the registry system and personnel records system were budgetary constraints, computerization not planned for the financial year,



non-availability of an IT person to carry IT duties, lack of personnel and the limited size of the organization.

17.13 About 60% of organisations have benefitted from automation in terms of reduction in overall processing time. More than fifty percent (56%) have also reported that automation has brought a reduction in paper usage. Some 38% of organisations where counter services are provided, have benefitted from a reduction in waiting time.

17.14 A majority of organizations (61%) have designated an officer as Chief Information Officer (CIO).

17.15 The survey has revealed that only 44% of those organisations that responded, provide online services to their customers. Out of those not providing such services, 65% propose to do so in the future.

17.16 Based on the survey results, which are annexed at the end of this Chapter, we may conclude that the organizations are at different stages of computerization. We consider that recommendations made in previous Reports could have been implemented as a means to enhance service delivery. Some provisions/concepts which are still valid are being maintained, while a few of them are being improved. Hence, Public Sector organisations should continue in their efforts to pursue E-Govt initiatives to better inform the public; change mindset of its people; develop new competencies; add new service deliverables and improve response time. Ministries/Departments/Organizations, depending on the stage of development reached whether emerging, interactive or transactional, etc, should move to the next level within a timeline. In this respect, the Bureau pledges full commitment of Responsible Officers to continue identifying E-Govt initiatives in view of sustaining the vigour of the Civil Service.

Horizontal Applications

17.17 The office computerisation programmes namely the Registry System, the Personnel System and the Electronic Attendance System were meant for implementation across the Public Sector by end of year 2010. It has been observed that, in many cases, the systems have been implemented but are not being used effectively. It is our considered view that, in order to derive the efficiency gains and the desired results of satisfying clients, all systems put in place should be maintained, used and updated regularly.

Optimal Use of Infrastructural Technologies

17.18 For an efficient and effective E-Govt, the Public Sector should forge an e-lifestyle and adopt practices to optimise the use of IT equipment and reduce paper usage. We have geared our recommendations towards meeting these objectives.



Recommendation 1

17.19 We recommend that Ministries/Departments/Organisations should:

(i) with the assistance of the MICT, regularly conduct a survey to evaluate the status of their IT equipment and systems applications with a view to replacing/upgrading outdated ICT tools and systems/applications to provide citizens and internal customers with improved services;

(ii) make optimum use of information and communication technologies in a judicious manner;

(iii) minimise, as far as possible, paper usage to cut down costs and reduce environmental impact so as to be in line with the “Maurice Ile Durable (MID)” vision;

(iv) indulge in duplex printing, which consists in printing at full size on both sides of each sheet;

(v) regularly update their websites and publish databases for general consumption, as well as provide updated information on the organisation’s activities, policies, etc; and

(vi) render their websites more informative and interactive so as to increase citizens’ participation and invite their comments or complaints.

17.20 We further recommend that the provision of ICT equipment including laptops and internet access to staff, whether on a pooled or individual basis, should rest with Management, depending upon organisational needs.

Commitment to Action

17.21 One single enabling factor to change and move in the strategic direction is commitment at various levels. The desired transformation of the Public Sector through ICT coupled with the fulfilment of the ambitious E-Govt goals is a complex and challenging endeavour, which can only be realised when both Management and staff are fully committed, supportive, collaborative and participative in the initiatives.

Recommendation 2

17.22 We recommend that Responsible Officers, as well as senior officers should take the lead to transform and modernise their Ministries/Departments/Organisations through computerisation, automation of work processes and E-Govt initiatives and thereby inculcate an e-culture among their staff.



Training

17.23 We recognise that the key to achieve all the benefits of computerisation is to ensure that all public officers are technology savvy. Moreover, in many cases it has been observed that the knowledge gained from training cannot always be used effectively as same very often becomes obsolete with the rapid advancements in the field of IT. We view that officers should be provided the necessary training regularly so as to keep abreast with new applications. We recommend accordingly.

17.24 At present, public officers are required to possess the Internet and Computing Core Certification (IC3) as a minimum or equivalent IT related certification. Schemes of service have been reviewed to reflect this amendment. A few Ministries/Departments have also made arrangements for advanced training of their staff for optimum use of office technologies. The Bureau considers that Ministries/Departments/Organisations should maintain this arrangement.

17.25 The lack of proficiency in IT at the upper echelon has been the cause of delays in the implementation of certain projects. This fact has been reported by the Poverty Reduction and Economic Management Unit of the World Bank in its Technical Overview Note for Mauritius.

17.26 We consider that officers at the top management level should be provided advanced training in ICT. We are recommending accordingly.

Recommendation 3

17.27 We recommend that the MICT in collaboration with the MCSAR, should mount appropriate award training courses in ICT for Chief Executives and their immediate subordinates involved in strategic planning, formulation of policies, decision making, coordination and implementation of projects and staff development.

17.28 We further recommend that upon successful completion of the training courses, these officers should be granted one increment at the point reached in their respective salary scales. For those drawing flat salaries, we recommend the payment of a non-pensionable lump sum equivalent to 12 times the value of the last increment read from the salary scale of the grade of Principal Assistant Secretary.

Chief Information Officer

17.29 We introduced the concept of Chief Information Officer (CIO) in the 2003 PRB Report. Each Ministry/Department/Organisation could designate a CIO to lead E-Govt projects and act as prime mover of ICT. Though this concept has contributed in bringing E-Govt to some extent through the setting up of various computerisation projects, it has not brought the desired results. The Bureau



considers that an alternative arrangement would be appropriate to boost E-Govt and computerisation/automation in Ministries/Departments/Organisations. The posting of an IT professional from the MICT in Ministries/Departments/Organisations would be catalytic in boosting E-Govt in the civil service. To this end, we are providing for a designate position of Head ICT, where incumbent would be required to lead E-Govt projects and initiatives in the sector concerned.

E-Govt Initiatives

17.30 E-Govt is a paradigm shift over the traditional approaches in public administration as a means to provide government services and information to the public through the use of electronic means. This new paradigm is likely to bring about a revolution in the quality of service delivered to the citizens in organisations. It will usher in greater transparency in the governing process, save time in the provision of services, increase the speed of transactions, complete tasks rapidly, enhance the consistency of outcomes, become a platform for a single window service provider, simplify procedures for better office and record management, reduce undesirable practices, improve behaviour, attitude and job handling capacity of the personnel and render the management of public resources more effective. Hence, we strongly believe that the infusion of ICT will be instrumental in strengthening the quality of citizens-centric services delivered. Therefore, the clarion call is “adopt the E-Govt”

Recommendation 4

17.31 We recommend that all Ministries/Departments/Organisations should make earnest efforts to complete their E-Govt programme as well as to:

(i) make a policy choice in favour of computerisation;

(ii) mobilise resources in connection with the setting up of E-Govt projects;

(iii) establish complete connectivity between Ministries/Departments/Organisations (database compatibility with one another, interoperability of E-Govt project);

(iv) simplify information provided to the public in a way/language that is easily understandable and with which they are comfortable with e.g. transliteration from English to local language (Creole);

(v) change the mind set of government’s employees who are accustomed to working only in manual mode, through Training and Development to spread awareness among them at all levels;

(vi) render documents stored in systems legally valid;

(vii) bridge the digital divide between Ministries/Departments/Organisations; and



(viii) generate confidence among individuals and organisations in conducting online transactions and communication.



Recommendation 5

17.32 We also recommend the setting up of an E-Govt Monitoring Committee in all Ministries/Departments/Organisations under the Chairmanship of the Responsible Officer and comprising the “Head, ICT”, Heads of Units/Sections, among others, to formulate policies regarding the setting up of E-Govt projects in their respective organisations, spearhead strategies with a view to modernising their organisation through the use of new technologies, ensure the implementation of e-initiatives and their sustainability, monitor and evaluate e-initiatives/E-Govt projects and tender advice on corrective actions, if any.

17.33 The Committee will be required to submit bi-annually a progress report to the MICT, which in turn, will report annually on the progress made regarding E-Govt in the Public Sector to the Public Sector Reforms Steering Committee under the chairmanship of the Secretary to Cabinet and Head of the Civil Service and comprising, among others, senior public officers and co-opted representatives of Staff Associations having the desired attitude and mindset.



ANNEX

SURVEY RESULTSCOMPUTERISATION IN THE SECTOR

%

S.N Yes No

1 Website 87.8 12.2

2 Intention of the organisation to have a website in the future 80 20

3 Electronic Attendance System in the organisation 63.3 36.7

4 Type of Electronic Attendance System Used

4.1 Finger Print 48.9 4.2 Clock Card 17.8

4.3 Other 16.7

5 Computerisation of the Registry System 50 50

6 Computerisation of the Personnel Record System 37.8 62.2

7 Benefits of automation

7.1 Reduction of overall processing times 60 40

7.2Reduction of waiting time in case counter services are provided 37.8 62.2

7.3 Reduction in paper usage 55.6 44.4

8 Designated person as CIO 36.7 63.3

9 Provision of online services to customers 38.9 61.1

10 Proposal of the organisation to provide online services in the future 65.2 34.8

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Conditions of Service Conditions of Service and Benefits

18. CONDITIONS OF SERVICE AND BENEFITS

18.1 In this broad Chapter, we look into the Conditions of Service and Benefits which form part of the total compensation package, other than pay provided for the employees. They vary from additional payments in form of allowances, leave, pension to provision of such facilities as cars, telephones and the like.

18.2 Over the years, there has been a considerable increase in benefits. Management/Unions/Individual employees have, in the context of this Review Exercise, repeatedly asked for more and more benefits, improvements on existing conditions of service and introduction of new benefits. Employees perceive benefits as of right, independent of how they perform/need those benefits.

18.3 We have examined all requests in the given perspectives, compared with what is available in other sectors of the economy, what the law and other conventions (International Labour Organisation) provide for, and what is obtainable in other jurisdictions.

18.4 We have understood that reducing benefits levels or eliminating any part of the package altogether would meet with employee dissatisfaction. We have, therefore, maintained quite a few and improved on others with a view to providing a suitable benefit package and inducing desired employee behaviour and attitude for improved performance.

18.5 Though there is no empirical study to confirm or otherwise the impact of Conditions of Service and Benefits on employee behaviour and performance, we, however, continue to believe, on basis of conventional wisdom, that effective employee benefit schemes facilitate organizational performance in the public sector and impact upon an organization’s ability to attract, retain and motivate employees.

18.6 The Ministry for Civil Service and Administrative Reforms (MCSAR) is the central coordinating body which acts as interface between Ministries/Departments/Organisations and the Pay Research Bureau for the smooth implementation of recommendations made by the Bureau and approved by Government for implementation.

18.7 We recommend that MCSAR continues to act as facilitator and monitoring body and ensure that recommendations approved for implementation are applied in a fair, consistent and uniform manner throughout the Public Sector. Any need for amendments or clarifications should continue to be referred to the Bureau through the MCSAR.


Conditions of Service Conditions of Service and Benefits

18.8 The revised general Conditions of Service are given in the ensuing sections of this Chapter. In addition, those conditions of service which are specific to Ministries/Departments/Organisations are dealt with in the respective Chapters in the relevant Volume of this Report.

18.9 As regards Rodrigues and the Outer Islands, the specific conditions are covered at Chapter 20 of this Volume.


Conditions of Service End of Year Bonus

18.1 END-OF-YEAR BONUS

18.1.1 The payment of an end-of-year bonus is an integral component of the conditions of service of employees in the Public Sector.

18.1.2 The present provisions for the payment of the end-of-year bonus are as hereunder:

(i) an end-of-year bonus equivalent to one month’s salary is paid to employees of the Public Sector including students, trainees or apprentices who draw an allowance instead of salary/wage whether on a monthly or daily basis;

(ii) subject to sub-paragraph 18.1.2 (iv) below, payment of the end-of-year bonus is on a pro-rata basis to employees who reckon less than a year's service and are still in employment on 31 December except for Supply Teachers and officers in actingship.

(iii) in the case of employees who retired during the year, the bonus is calculated pro-rata according to the period in respect of which they have drawn salary and pension respectively. The same principle applies to employees who were on approved leave without pay during the year and have resumed duty;

(iv) subject to sub-paragraph 18.1.2 (v) below, employees who were on approved leave with half pay during the whole or part of the year are eligible for a proportion of the bonus which the salary/wage actually drawn during the year bears to the total annual salary/wage;

(v) Government employees who joined a Parastatal Body/Local Authority (or vice-versa) or employees of a Parastatal Body/Local Authority who joined another Parastatal Body/Local Authority in the course of the year and are still in employment, the following principles are followed:

(a) those who have not resigned from their previous service are eligible for bonus from the Government and the Parastatal Body/Local Authority or from a Parastatal Body/Local Authority and another Parastatal Body/Local Authority in proportion to their respective periods of service during the year in the two sectors; and

(b) those who have resigned from their previous service are eligible only for a bonus in proportion to the period of service with their present employer. However, those who resign from the service to join a Parastatal Body/Local Authority or vice-versa and the resignation is due to the officers not holding a substantive appointment to be able to proceed on leave without pay are paid end-of-year bonus in proportion to the respective periods in both organisations.



(vi) No payment of an end-of-year bonus is made to employees who have resigned from the service to join the private sector or for their own convenience or have been dismissed or are under interdiction. However, employees who are reinstated in their posts may be paid the end-of-year bonus in respect of the period they were under interdiction, subject to the approval of the Supervising Officer.

(vii) Payment of an end-of-year bonus in case of death of a public officer is effected on a pro-rata basis to the officers’ legal heirs.

(viii) Advisers/Officers whose contract of employment are not renewed or who give the appropriate notice for termination of their employment, are paid the end-of-year bonus provided they have served at least six months in that calendar year in the organisation and the end-of-year bonus, was not pro-rated and integrated in their emoluments. The bonus is in proportion to the period of service and is paid at the end of December of that year.

(ix) Substitute employees employed “on and off” and paid on a daily basis; resource persons employed on a sessional basis but paid on a month-to-month basis; and persons employed on a sessional basis under a Bank Scheme and who:

(a) reckon continuous employment with the employer for a whole or part of the year; and

(b) are in employment on 31 December

are entitled to a proportion of the bonus which the salary/wage/allowance/fees actually drawn during the year in respect of normal hours of work bear to the total annual salary/wage of the corresponding grade or where there is no corresponding grade, to a proportion of the bonus which the fees actually drawn during the year bear to the total annual fees of an employee who would have worked full-time.

(x) The computation of the end-of-year bonus in respect of officers acting in a higher grade for a continuous period of 12 months is on the basis of aggregate earnings (i.e. the salary of the substantive post plus any Acting Allowance drawn).

End of Year Bonus to officers who have been in actingship in a higher post or assigned higher duties

18.1.3 Officers who are assigned duties against:

(a) permanent vacancies;

(b) temporary vacancies which would become permanent;

(c) temporary vacancies arising from officers proceeding on leave without pay for a period of at least one year; and



(d) vice officers who were interdicted for a continuous period of more than one year.

are paid the end-of-year bonus on the aggregate earnings on a pro-rata basis in case the officer had proceeded on approved leave during the calendar year, provided the officer had been assigned the higher duties for a continuous period of at least four months in a calendar year.

18.1.4 Supply Teachers are paid the end-of-year bonus on a pro-rata basis for the period they served in a particular year, although they were not in employment on 31 December provided they have served at least six months in a calendar year.

Recommendation

18.1.5 We recommend that the present provisions governing the payment of end-of-year bonus be maintained.

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Conditions of Service Travelling and Car Benefits

18.2 TRAVELLING AND CAR BENEFITS

18.2.1 Travelling and car benefits are considered by both employees and employers as a very important perquisite next to pensions, retirement benefits and leave. They form a major part of the reward package of public officers and employees on contractual employment.

18.2.2 These benefits comprise the allocation of chauffeur-driven cars and self-driven cars, duty free facilities, loan for the purchase of vehicles, refund of travelling expenses, payment of petrol allowances, services of a driver and cash in lieu of the grant of duty free car.

18.2.3 They are broadly classified into the following categories:

(a) chauffeur-driven car for official and private uses;

(b) self-driven car for official and private uses;

(c) 100% duty exemption on a car to certain categories of professionals and senior officers;

(d) 70% duty exemption on a car to officers performing extensive field duties;

(e) travel grant and commuted travelling allowance;

(f) car allowance in lieu of duty exemption;

(g) allowance in lieu of services of a driver;

(h) enhanced duty exemption and higher engine capacity in case renewal of car is deferred;

(i) loan facilities for the purchase of duty exempted car/motorcycle/autocycle and cars on which duty is not remitted; and

(j) refund of travelling by bus.

18.2.4 The main considerations which were taken into account in the last report to maintain the scheme were based, among others, on the bearing of duty exemption as a component in the total reward package of public officers, the motivational factors to facilitate recruitment and retention and the need to contain the fleet of vehicles.

18.2.5 We are dealing with the “Travelling and Car Benefits” under five main sections, namely: Duty Exemption/Concession; Motor Vehicle/Motor Cycle/Autocycle/Bicycle Loans; Travelling Allowances, Travel Grant and Refund of Travelling Expenses; Official Government Car Scheme and Other Recommendations.



Section I - Duty Exemption/Concession

18.2.6 Under this section, eligible officers are allowed to opt for one of the following options:

either

(a) take advantage of the duty exemption

or

(b) benefit from a monthly car allowance in lieu of the duty exemption

or

(c) benefit from higher rate of duty exemption on cars of higher engine capacity on deferred renewal of car.

This section also includes:

(a) grant of duty exemption of up to Rs 100,000 on a car to certain officers performing extensive field duties depending on their posting and nature of work;

(b) duty-free facilities for the purchase of a car to Advisers and Officers employed on contract;

(c) duty free facilities to Advisers/Officers on contract employment performing extensive field duties; and

(d) duty exemption on Autocycle/Motorcycle to officers at the lower echelons who are required to perform field duties.

Section II - MotorVehicle/MotorCycle/Autocycle/Bicycle Loans

18.2.7 This section makes provisions for eligible officers to take advantage of loan facilities to purchase either a brand new/imported second hand car or a car from the local market.

18.2.8 Public Officers who are eligible for loan facilities are classified into different categories of beneficiaries based on their entitlement to duty exemption and salary levels. The interest rate is 4% per annum.

18.2.9 Expatriates and Mauritian nationals employed on contract basis are also allowed to benefit from loan facilities on same terms as officers employed in a substantive capacity in the Public Sector but subject to subscribing to a bank guarantee.

18.2.10 Provisions also exist in this section for officers at the lower levels to benefit from loan facilities to purchase a Motorcycle/Autocycle/Bicycle.



Section III – Travelling Allowances, Travel Grant and Refund of Travelling Expenses

18.2.11 This section makes provisions for :

(i) the payment of travelling allowances to officers, at different salary levels, entitled to duty exemption to purchase a car;

(ii) payment of a travel grant to officers having reached salary cut-point of Rs 35400;

(iii) refund of mileage allowance to officers performing official travelling by car;

(iv) the payment of a commuted travelling allowance to officers on approved leave or during pre-retirement leave; and

(v) refund of travelling expenses by bus.

Section IV –Government Official Car Scheme

18.2.12 This section covers the government official car scheme and makes provisions for: (i) Judges and officers drawing a monthly salary of Rs 102000 and above

to benefit from the use of a government car, both for official and private purposes;

(ii) Chief Executives of Parastatal Organisations and other Statutory Bodies and Local authorities and Responsible and Accounting Heads of Departments in the Civil Service drawing a monthly salary of Rs 93000 to benefit from a self-driven government car both for official and private purposes;

(iii) services of a Driver; and

(iv) payment of a fuel allowance, as appropriate.

Pensionable Value of Car Benefit

18.2.13 The monetary value of the private use of a chauffeur-driven official car and 75% of this value are reckoned for the computation of the retirement benefits for beneficiaries of chauffeur-driven and self-driven Government car respectively.

18.2.14 Given that ownership of a car is still regarded as a powerful prestige symbol, numerous representations have been received from various grades for their inclusion in the list of beneficiaries of duty-free facilities. However, it is relevant to mention here that several criteria are considered in this exercise which are, among others, salary level, retention, mileage, relativities, status, availability of funds and the need to contain the fleet of vehicles.



18.2.15 Hence, the need to examine and scrutinize the representations for duty-exemption facilities on the basis of merit and on a case to case basis. This benefit normally enhances the reward package of an individual and we have designed same so as not to distort the relativities in the compensation package that already exist among grades in a hierarchy or in comparison with others.



Section I – Duty Exemption/Concession

The Duty Exemption Scheme

18.2.16 The privilege of duty exemption, is an important fringe benefit in the total remuneration package of eligible officers. There has been persistent representations for the improvement of this benefit and further enlargement of the base of beneficiaries for duty exemption.

18.2.17 Officers who have benefited from this privilege are always looking forward for better and more enhanced benefits; those entitled to full duty exemption are asking for cars of higher engine capacity whilst those already eligible for partial duty exemption are claiming for full duty exemption. In this regard, “Travelling and Car Benefits” as a multi-faceted condition of service, has been dealt with in this Report with utmost care.

18.2.18 The existing scheme has therefore been analysed thoroughly and wherever appropriate, we have improved the provisions to ensure fairness and equity taking into consideration the high motivational value of the duty exemption for recruiting and retaining talents in the Public Sector; the very high economic and social costs of trading off this benefit for higher salary and that a car of seven-year-old, in good running condition, is generally granted a two-year road worthiness certificate.

Recommendation 1

18.2.19 We recommend that officers in the categories specified at column (A) in the table below should be eligible for:

(i) duty exemption to purchase a car with appropriate engine capacity as specified at column (B)

or

(ii) the payment of a monthly car allowance in lieu of the duty exemption as specified at column (C)

or

(iii) deferred renewal to purchase a duty exempted car with higher engine capacity or take advantage of enhanced duty exemption as appropriate, as specified at column (C).



(A) (B) (C)

No. Salary Level/Category of Officers

Rate of Duty Exemption & Ceiling of Engine

capacity of car

Options: Car allowance in lieu of duty exemption as specified at

column (B) orhigher rate of duty

exemption/engine capacity

1. 0fficers drawing a monthly salary of Rs 81000 or more but not eligible for a chauffeur/self driven car

100% duty exemption on a car of engine capacity up to 1850 c.c. once every five years.

A monthly car allowance of Rs 7000

OR

deferred renewal with duty exemption on cars of higher engine capacity as hereunder subject to the provisions at paragraph 18.2.20 (d) wherever applicable:

Renewal EnginePeriod Capacity(i) 6 years up to 2050 c.c.c.c(ii) 7 years up to 2250 c.c

2. Officers drawing a monthly salary of Rs 75600 but less than Rs 81000 as well as those drawing a monthly salary in a scale the maximum to which is not less than Rs 75600.

100% duty exemption on a car of engine capacity of up to 1601 c.c. once every five years.


ORdeferred renewal with duty exemption on cars of higher engine capacity as hereunder subject to the provisions at paragraph 18.2.20 (d):

Renewal EnginePeriod Capacity(i) 6 years up to 1800 c.c(ii) 7 years up to 2000 c.c

3. Officers in posts drawing monthly salary in the scale of Rs 44100 to Rs 61200 and those drawing a monthly salary in the range of Rs 50100 and up to Rs 73200 as well as incumbents in grades listed at Annex I to this Chapter including those appointed in a temporary capacity.

100% duty exemption for the purchase of a car with engine capacity of up to 1500 c.c. once every seven years.


OR

deferred renewal with duty exemption on cars of higher engine capacity as hereunder subject to the provisions at paragraph 18.2.20 (d):

Renewal EnginePeriod Capacity

(i) 8 years up to 1601 c.c



(A) (B) (C)

No. Salary Level/Category of Officers

Rate of Duty Exemption & Ceiling of Engine

capacity of car

Options: Car allowance in lieu of duty exemption as specified at

column (B) orhigher rate of duty

exemption/engine capacity

(ii) 9 years up to 1850 c.c

4. Officers whose grades are listed at Annex II to this Chapter.

70% duty exemption on a new car or imported second hand car of engine capacity of up to 1400 c.c. once every seven years as per relevant provisions of the Consumer Protection Regulations.


OR

enhanced duty exemption on deferred renewal as hereunder subject to provision at paragraph 18.2.20 (d) :

Renewal Rate of DutyPeriod exemption

(i) 8 years 85%

(ii) 9 years 100%

Recommendation 2

18.2.20 We recommend that an officer eligible for duty exemption:

(a) who opts for the payment of a monthly car allowance which is payable as from the date the option is exercised, in lieu of duty exemption or deferred renewal to take advantage of enhanced rate of duty exemption or higher engine capacity should put up an application, in writing, for same;

(b) who has opted for the payment of a monthly car allowance in lieu of duty exemption, would be allowed to take advantage of duty exemption only after a period of six months as from the date he exercised the option for the allowance; and the span of time during which the beneficiary has drawn the allowance should be excluded from the period of eligibility for renewal of the car;

(c) who has opted to defer the renewal of the duty exempted car to benefit from higher rate of duty exemption or higher engine capacity, would not be entitled to the monthly car allowance in lieu of the duty exemption as from the date he exercises this option up till the end of the period qualifying him for the higher engine capacity/enhanced duty exemption;



(d) may be allowed to purchase a car of higher engine capacity than his normal entitlement subject to a maximum of 2250 c.c. provided he pays the difference in the excise duty;

(e) who has already taken advantage of 70% or 100% duty exemption would be allowed to opt for the payment of a car allowance in lieu of the duty exemption only after a period of seven or five years, whichever is applicable, has elapsed as from the date of the last purchase of the car. However, in case of change of eligibility, within a period of seven or five years, the beneficiary would have to clear any outstanding loan before exercising the option for the payment of a car allowance or application for duty exemption;

(f) who prior to 30 June 2008, was drawing a monthly salary of Rs 40000 but less than Rs 42500 as well as those who were drawing a monthly salary in a scale the maximum of which was not less than Rs 39000 and with the 2008 PRB Report were entitled to a monthly salary of Rs 66000 or more would be allowed to take advantage of car benefits as per provisions at paragraph 18.2.19 (No. 1) only after five years have elapsed as from the date of the last purchase of the duty remitted car;

(g) as specified in categories at (No. 1) to (No. 4) of paragraph 18.2.19, who have opted for the payment of a monthly car allowance in lieu of duty exemption should continue to draw same during their pre-retirement leave; and

(h) who opts for the payment of a monthly car allowance in lieu of duty exemption should not be allowed to use the organisation’s vehicle but should make his own transport arrangements for the performance of official travelling.

Recommendation 3

18.2.21 We further recommend that the beneficiary of duty exemption on a car:

(a) should reimburse excise duty on a pro-rata basis in case of termination of employment or resignation from office within four years as from the date of purchase of the last duty exempted car;

(b) proceeding on retirement would not be required to refund any excise duty provided the duty exempted car is not sold within four years as from the date of purchase;

(c) should pay proportionate duty if the duty exempted car is sold within four years as from the date of purchase in accordance with relevant provisions of the Excise Act;

(d) proceeding on retirement and to whom a 70% or 100% duty exemption certificate has been granted would be allowed to utilise same within six months after the effective date of retirement;



(e) would be allowed to renew his duty exempted car after an aggregate period of five or seven years, whichever is appropriate, as from the date of purchase of the car excluding any period of leave without pay and/or any period during which he has drawn a monthly car allowance in lieu of duty exemption;

(f) who has purchased a 100% duty remitted car and is subsequently promoted to a grade qualifying him for a self/chauffeur driven government official car within four years as from the date of last purchase of the car should continue to be exempted from reimbursement of proportionate excise duty notwithstanding the provisions at paragraph (c) above;

(g) who has purchased a car of up to 2250 c.c. and has paid excise duty on the difference between a 1400 c.c or 1500 c.c or 1601 c.c or 1850 c.c car and a car of up to 2250 c.c, should, if he opts to retain the car on qualifying for a 1500/1601/1850 c.c. car, be refunded proportionate excise duty, if any, thereon as from the date he qualifies for a 1500/1601/1850 c.c car; and

(h) who qualifies for a higher rate of duty exemption on a car or higher engine capacity should, in the first instance, take advantage of this enhanced benefit and only after five/seven years, as appropriate, may opt for deferred renewal for higher rate of duty exemption/engine capacity.

Change in Entitlement

Recommendation 4

18.2.22 We also recommend that, subject to the provisions at paragraph 18.2.20 (f), an officer who has taken advantage of 70% duty exemption and qualifies, by virtue of salary, for 100% duty exemption on or after 01 January 2013 OR purchased a 70% or 100% duty exempted car and subsequently qualifies by virtue of salary or promotion for duty exemption on a car of higher engine capacity may:

either

claim refund of duty, if any, as from the date he is eligible for higher rate of duty exemption/higher engine capacity and retain his car up to the time he would be eligible for renewal which should be either five/seven years as from the date duty was refunded or when the car (imported second hand car) is nine years old from the date of its first registration in Mauritius, whichever is applicable

or

reimburse proportionate duty and loan, if any, and take advantage of orresponding car benefits as provided for at paragraph 18.2.19.



Recommendation 5

18.2.23 We additionally recommend that:

(i) officers, aged 50 years or more, reckoning at least 22 years’ service and in receipt of a monthly salary Rs 35400 or more but who have never benefited from duty exemption for the purchase of a car would qualify, once, for 70% duty exemption on a car of engine capacity of up to 1400 c.c, provided outstanding loan, if any, is reimbursed;

(ii) officers, though less than 50 years, who have never benefited from duty exemption on a car but drawing a monthly salary of Rs 48600 and those drawing a monthly salary of Rs 36600 or more in a salary scale the maximum of which is not less than Rs 54600 would be eligible, once, for the purchase of a 70% duty exempted car with engine capacity of up to 1400 c.c on the same terms and conditions as per relevant provisions at paragraphs 18.2.19 (No. 4) and 18.2.46, except for renewal of a car, provided outstanding loan, if any, is reimbursed

OR

opt for a monthly car allowance of Rs 1600 in lieu of duty exemption;

(iii) beneficiaries whose grades are listed at Annex II to this Chapter, as well as officers who are entitled to 70% duty exemption as per provisions at sub paragraphs (i) and (ii) above, would be allowed to benefit from 100% duty exemption on a car on reaching salary point Rs 50100 as per terms and conditions at paragraph 18.2.19 (No. 3) and provisions at paragraph 18.2.22;

(iv) officers who are entitled to 70% duty exemption as per provisions at sub-paragraphs (i), (ii) and (iii) above would be allowed to take advantage of this benefit up till six months as from their effective date of retirement;

(v) officers who were eligible for 100% duty exemption on a car in line with provisions at paragraph 15.2.78 of the 2003 PRB Report (Volume I) would continue to be eligible, on a personal basis, for 100% duty exemption on a car and related benefits as per terms and conditions at paragraph 18.2.19 (No. 3) although not drawing a monthly salary of Rs 50100 with this Report; and

(vi) officers in grades requiring a University Degree who are drawing a monthly salary of Rs 35400 or more in a salary scale the maximum of which is not less than Rs 48600 and who by nature of their duties are required on a regular basis to attend meetings/conferences outside their organisation, receive delegates, organise events/workshops and regularly work after normal



working hours should, subject to the approval of the MCSAR be eligible for loan facilities and 70% duty exemption for the purchase of a car as per relevant provisions at paragraphs 18.2.23 (i) and 18.2.46.

Officers Performing Extensive Field Duties

18.2.24 Certain Officers are required to perform extensive field duties depending on their postings and nature of work and, therefore, the use of a car is a necessary tool for greater efficiency and effectiveness in the delivery of the service. However, by virtue of their salary or nature of duties they are not eligible for 70 % duty exemption for the purchase of a car. Such officers are granted duty exemption of up to Rs 100000 on a car with engine capacity of up to 1400 c.c. subject to the approval of the Committee chaired by the Financial Secretary. They are refunded official travelling expenses at approved rates. These provisions are also applicable to Advisers/Officers on contract employment who are required to perform extensive field duties.

Recommendation 6

18.2.25 We recommend that applications for Rs 100000 duty exemption from individual officers in certain grades whose postings require them to perform extensive official travelling should continue to be looked into by the Committee chaired by the Financial Secretary and comprising the Director of the Pay Research Bureau and the Supervising Officer of the Ministry of Civil Service and Administrative Reforms (MCSAR).

Recommendation 7

18.2.26 We recommend that officers in grades listed at Annex II to this Chapter, as well as officers qualifying for partial duty exemption as at sub-paragraphs 18.2.23 (i), (ii) and (iii) above as well as those entitled to 100% duty exemption on a car should benefit from its equivalent on a car or Rs 100000 duty exemption whichever is higher.

Recommendation 8

18.2.27 We recommend that officers whose grades are listed at Annex II to this Chapter and are required to travel regularly on sloppy, rocky and uneven roads to get access to site/s of work, may be allowed to opt for the purchase of a duty remitted 2 x 4 or 4 x 4 Double Cabin pick up in lieu of 70% duty exemption on a car, subject to the genuineness of the case and approval of the Supervising Officer.

Recommendation 9

18.2.28 We recommend that the Supervising Officer of the Ministry/Department should inform the Customs Department of the Mauritius Revenue Authority of the resignation of the beneficiary from service or



termination of employment, other than normal retirement, for the purpose of recovery of excise duty, if any.

Car Benefits to Officers on Temporary Appointment

Recommendation 10

18.2.29 We recommend that an officer on temporary appointment who:

(a) has taken advantage of duty exemption on a car and leaves the service or resigns from service or is reverted to his former post, should be required to reimburse proportionate excise duty if the departure of the officer or the reversion occurs within four years as from the date of the purchase of the duty exempted car; and

(b) has opted for the payment of a monthly car allowance in lieu of duty exemption, as specified at paragraph 18.2.19 would no longer be entitled to the payment of same as from the date of reversion to his former position.

Duty Free Facilities to Advisers/Officers Employed on Contract

18.2.30 The provisions regarding duty exemption and loan facilities for the purchase of car to Advisers employed on contract basis at different salary levels, are , save for a few exceptions, aligned with provisions applicable to public officers on permanent and pensionable establishment. However, such Advisers/Officers are required to furnish security to cover the full amount of the loan contracted.

18.2.31 Officers on contract employment who opt for the payment of a monthly car allowance in lieu of duty exemption are not allowed to claim duty exemption within a period of five or seven years as from the date of exercising the option.

18.2.32 The existing provisions for car benefits to Advisers/Officers employed on contract form part of their remuneration package and we are maintaining same.

Recommendation 11

18.2.33 We recommend that Advisers/Officers on contract employment:

(a) who opt for duty exemption on a car or a monthly car allowance in lieu thereof should exercise the option at the beginning of the contract. This option once exercised would be irrevocable for a period of five or seven years as appropriate and would lapse on termination/expiry of contract; and

(b) who have opted for the monthly car allowance in lieu of the duty deferred facilities would not benefit from duty exemption within a period of five or seven years, whichever is appropriate.



18.2.34 We further recommend that Supervising Officers of Ministries/Departments should ensure that the contract document of Advisers/Officers on contract employment should explicitly state the conditions regarding reimbursement of outstanding loan and duty in case of termination of employment or expiry of contract or resignation of officer from service.

Recommendation 12

18.2.35 We recommend that:

(i) Senior Advisers on contract employment at a level corresponding to a Chief Technical Officer of a large Ministry or Chief Executive of a major public sector institution, or above, would be eligible for:

either

100% duty exemption on a car with engine capacity of up to 1850 c.c. or of a higher engine capacity not exceeding 2250 c.c., subject to the provisions at paragraph 18.2.20 (d)

or

the payment of a monthly car allowance of Rs 7000 in lieu thereof

andbe refunded travelling expenses as at paragraph 18.2.74 (No. 2)

(ii) Advisers/Officers on contract employment drawing a monthly salary in the range of Rs 75600 and up to Rs 93000 a month would be eligible for

either

100% duty exemption on a car with engine capacity of up to 1601 c.c. or a car of higher engine capacity not exceeding 2250 c.c. subject to the provisions at paragraph 18.2.20 (d)

or

the payment of a monthly car allowance of Rs 4750 in lieu thereofand

be refunded travelling expenses as at paragraph 18.2.74 (No. 2);

(iii) Advisers/Officers on contract employment drawing a monthly salary in the range of Rs 50100 and up to Rs 73200 a month as well as Advisers employed in the capacity of professionals as mentioned at paragraph 18.2.19 (No. 3) would benefit from:

either



100% duty exemption on a car with engine capacity of up to 1500 c.c. or a car of higher engine capacity not exceeding 2250 c.c. subject to the provisions at paragraph 18.2.20 (d)

or

the payment of a monthly car allowance of Rs 3000 in lieu thereof

and

be refunded travelling expenses as at paragraph 18.2.74 (No. 2);

(iv) a retired public officer who has benefited from duty exemption on a car and subsequently qualifies for same, by virtue of employment on contract, should not be allowed to purchase another duty free car within a period of five or seven years, whichever is applicable, as from the date of first registration of the last duty exempted car in Mauritius.

Advisers/Officers on Contract Employment Performing Extensive Field Duties

Recommendation 13

18.2.36 We recommend that Advisers/Officers on contract employment who are not eligible for duty exemption on a car, either for 70% or 100%, but who are required to perform extensive field duties may, provided they satisfy the conditions laid down for corresponding public officers and subject to the approval of the Committee chaired by the Financial Secretary, be granted

either

duty exemption of up to Rs 100000 for the purchase of a car with engine capacity of up to 1400 c.c.

or

the option for the payment of a monthly car allowance of Rs 1600 in lieu of the Rs 100000 duty exemption

and

claim mileage for official travelling at appropriate rates as specified at paragraph 18.2.74 (No. 5).

Reimbursement of Excise Duty by Advisers/Officers on Contract Employment

18.2.37 In principle, according to relevant provisions of the Customs and Tariff Act 1988, as subsequently amended, the duration of the exemption of duty on motor vehicles lasts for four years. Consequently, whenever the employment (permanent or contract) of a beneficiary is terminated or expires within a period of four years as from the date of purchase of a car, he is required to reimburse the duty on a pro-rata basis. We are maintaining this provision.



Recommendation 14


(i) in case the contract employment of an Adviser/Officer comes to expiry or is terminated within four years as from the date of purchase of the duty exempted car, the Adviser/Officer should reimburse duty on a pro-rata basis; and

(ii) a contract officer who has taken advantage of duty exemption on a car should pay proportionate duty if same is sold within four years as from the date of its purchase and reimburse outstanding loan, if any, on this car.

Duty Exemption on Motor Cycle

18.2.39 Certain categories of officers at the lower levels are required to perform field duties and, therefore, have to move to different sites of work during the day. These officers were benefiting from duty exemption on autocycle/motorcycle. The corresponding grades of such categories of officers are listed at Annex III of this Chapter.

18.2.40 Such officers in these grades are allowed to renew their autocycle/motorcycle after seven years as from the date of purchase.

18.2.41 The Excise Act has recently been amended and duty on autocycle/motorcycle of engine capacity of up to 125 c.c. has been waived. In this context, we are maintaining only the list of grades for the purpose of the grant of loan facilities to purchase an autocycle/motorcycle in the next Section of this Chapter.

Recommendation 15

18.2.42 We recommend that officers in the grades listed at Annex III to this Chapter should be eligible for the purchase of an autocycle/motorcycle with engine capacity of up to 125 c.c. once every seven years.



Section II – Motor Vehicle, Autocycle/Motor Cycle and Bicycle Loans

Motor Vehicle Loans

18.2.43 Presently, public officers eligible for loan facilities at rate of interest of 7.5% per annum to purchase a motor vehicle. They are classified into broad categories based on their entitlement to duty exemption and salary levels and the need to perform official travelling.

18.2.44 We are maintaining the existing loan facilities whilst the rate of interest is being reviewed to 4% per annum which will be applicable for new applications of loan facilities as from 01 January 2013.

18.2.45 The existing provisions to enable beneficiaries who opt for an allowance in lieu of duty to take advantage of loan facilities to purchase a car from the local market are maintained.

Recommendation 1618.2.46 We recommend that:

(a) officers, subject to provisions at paragraph (b) below, eligible for 70% and 100% duty exemption may be granted loan facilities of up to 21 months’ salary refundable in 84 monthly instalments in respect of a first purchase of a duty exempted car

or

a maximum loan equivalent to 15 months’ salary refundable in 60 monthly instalments for a subsequent purchase whichever is applicable;

(b) officers drawing a monthly salary in the range of Rs 75600 and up to Rs 93000 except Accounting/Responsible Officers drawing salary of Rs 93000 a month, would be eligible for loan facilities of up to 18 months refundable in 60 monthly instalments

or

a maximum loan equivalent to 15 months’ salary refundable in 48 monthly instalments for a subsequent purchase;

(c) officers who opt for a monthly car allowance in lieu of 70% or 100% duty exemption, may be granted loan facilities as per relevant provisions at paragraphs (a) and (b) above for the purchase of a car;

(d) officers, as at sub paragraph (c) above, would again be eligible for loan facilities to purchase a duty exempted car after five or seven years, as appropriate, have elapsed as from the date beneficiaries have last taken advantage of loan facilities;



(e) officers qualifying for duty exemption of up to Rs 100000 as per provisions of the recommendation at paragraph 18.2.25 would be eligible for a maximum loan equivalent of 21 months’ salary refundable in 84 monthly instalments for a single purchase of a car;

(f) officers qualifying for a travel grant but who are not eligible for duty exemption would be entitled to loan facilities of up to 21 months’ salary refundable in 84 monthly instalments for the purchase of a car of up to eight years old on which duty is not exempted provided the beneficiary draws a monthly basic salary in the range of Rs 35400 and up to Rs 48600;

(g) individual officers, irrespective of their grades, who are not entitled to any duty exemption but have to perform from time to time, official travelling by car on a regular basis may be granted, subject to the approval of the Supervising Officer, loan facilities of up to 21 months’ salary refundable in 84 monthly instalments for the purchase of a car of up to eight years old on which duty is not exempted;

(h) individual officers drawing a monthly salary of Rs 27000 but less than Rs 35400 and who have to attend duty on a fairly regular basis at such hours when public transport and/or official transport is not available may be granted, subject to the approval of their Supervising Officer, loan facilities of up to 21 months’ salary refundable in 84 monthly instalments for the purchase of a car of up to eight years old on which duty is not exempted;

(i) officers not entitled to duty exemption on a car, but who are eligible for loan facilities to purchase a car, may be allowed to acquire a car of up to eight years old. The car can be renewed after seven years have elapsed from the date of purchase or when the car has reached 11 years as from the date of first registration in Mauritius, whichever is earlier provided outstanding loan, if any, is cleared. The quantum of loan should not exceed 15 months’ salary and refund should be made in 60 monthly instalments for a second and subsequent purchase;

(j) beneficiaries who have availed of loan facilities to purchase a car/motorcycle either for the first time or for renewal and fail to produce documentary evidence of the purchase, should refund the whole amount of loan together with the interest accrued thereon by a date determined by the Accountant-General; and would forego the privilege of the grant of another loan until the time they would qualify anew after the prescribed renewal period; and



(k) officers in the above categories who have taken advantage of loan facilities for the purchase of a car should pay interest at the rate of 4% per annum on reimbursement of same.

Auto Cycle to Gangman (Scavenging) - District Councils

18.2.47 Gangmen (Scavenging) in all district councils are called upon to visit different sites of work on the same day in the performance of their duties. As such, they benefit from the purchase of an autocycle along with loan facilities. We are maintaining this provision.

Recommendation 17

18.2.48 We recommend that the Gangman (Scavenging) in all District Councils, except at the Black River District Council, would continue to benefit from loan facilities as per relevant provisions at paragraph 18.2.55 for the purchase of an autocycle once every seven years.

Loan Facilities and Duty Exemption

18.2.49 Beneficiaries of duty exemption on a car are entitled to loan facilities for the purchase of a duty exempted car or a car on which duty is not exempted. This car is meant for both official and private purposes. Our attention has been drawn that in certain instances beneficiaries have purchased a duty exempted car without availing of loan facilities and later applied for loan to purchase another car.

Recommendation 18

18.2.50 We recommend that a beneficiary who does not take advantage of loan facilities for the purchase of a duty exempted car, and subsequently applies for loan facilities would be eligible for same up to a quantum to be determined by the Accountant-General on a pro-rata basis to be reimbursed in monthly instalments within five or seven years, as appropriate, as from the date of purchase of the car.

Motor Cycle Loans

18.2.51 Certain categories of Officers whose grades are listed at Annex III to this Volume are presently granted loan facilities, equivalent to the duty-free price of the autocycle/motorcycle, not exceeding 15 months’ salary with interest rate at 7.5% per annum, refundable in 84 monthly instalments.

18.2.52 Such officers are allowed to renew their motorcycle/autocycle after seven years as from the date of purchase and are entitled to loan facilities and duty exemption on the same terms and conditions as for their first purchase.

18.2.53 Officers who are eligible for duty-free motorcycle/autocycle but in receipt of a monthly salary of Rs 17800 or more or a salary in a scale the minimum of which is not less than Rs 12000 a month are allowed to opt for loan facilities



of up to 21 months’ salary at an interest rate of 7.5% per annum, refundable in 84 monthly instalments for the purchase of a car of up to eight years old without duty exemption.

18.2.54 We are maintaining the privilege of loan facilities whilst reviewing the salary levels for eligibility and the engine capacity of autocycle/motorcycle to meet the requirement of the Excise Act. The interest rate on loan would now be4% per annum.

Recommendation 19


(a) officers whose grades are listed at Annex III to this Chapter should continue to benefit from loan facilities for the purchase of an autocycle/motorcycle with engine capacity of up to 125 c.c.;

(b) the quantum of the loan should be equivalent to the price of the autocycle/motorcycle but not exceeding 15 months’ salary and should be refundable in 84 monthly instalments at interest rate of 4% per annum; and

(c) such beneficiaries would be eligible to renew their autocycle/motorcycle, within the same engine capacity on the same terms and conditions, after seven years as from the date of last purchase of their autocycle/motorcycle.

Recommendation 20


(i) officers whose grades are listed at Annex III to this Chapter and who are drawing either a monthly salary of Rs 21750 and above or a salary in a scale the minimum of which is not less than Rs 14000 would be eligible for loan facilities to purchase a car of up to eight years old on the same terms and conditions as at paragraph 18.2.46 (g); and

(ii) officers in the above category would be eligible for refund of mileage and renewal of loan as per provisions at paragraphs 18.2.74 (No. 5) and 18.2.46 (i) respectively and would not be entitled to any duty exemption on the car.

Motorcycle Loan to Officers whose grades are not listed at Annex III

18.2.57 Individual officers, irrespective of their grades, who are required to attend duty on a fairly regular basis at such time when public transport and/or official transport is not available, are presently granted loan facilities up to a maximum of 15 months’ salary refundable in not more than 84 monthly instalments at interest rate of 7.5% per annum for the purchase of an autocycle or a motorcycle with engine capacity of up to 150 c.c., subject to the approval of



their Supervising Officer. These officers are not entitled to duty exemption on the autocycle/motorcycle.

18.2.58 The loan facilities are also granted to officers who have to attend different sites of work on the same day in the performance of their duties.

18.2.59 The same facilities have been extended to employees of the Tradesman grade who are required to be “on call” to attend to emergencies after normal office hours, during weekends and public holidays.

18.2.60 Following exemption of duty on motorcycle/autocycle with engine capacity of up to 125 c.c, we are modifying the engine capacity accordingly.

Recommendation 21

18.2.61 We recommend that individual officers drawing salary in a scale the maximum of which is not less than Rs 17850 a month and are required to attend duty on a fairly regular basis at such time when public transport and/or official transport is not available, as well as officers who have to attend different sites of work on the same day in the performance of their duties, may be granted, subject to the approval of their Supervising Officers, loan facilities only for the purchase of an auto cycle or motorcycle with engine capacity of up to 125 c.c. as per terms and conditions as per relevant provisions at paragraph 18.2.55.

18.2.62 We also recommend that employees of the Tradesman Grade who are required to be ‘On-Call’ to attend to emergencies after normal working hours, during weekends and public holidays may be granted, subject to the approval of the Supervising Officer, loan facilities to purchase an autocycle or motorcycle with engine capacity of up to 125 c.c. at interest rate of 4% per annum, refundable in 84 monthly instalments. Such employees should strictly use their autocycle/motorcycle to attend to emergencies while “On-Call”.

Bicycle Loans

18.2.63 An officer who uses a bicycle for official travelling is presently granted loan facilities equivalent to the price of the bicycle every seven years at the interest rate of 7.5% per annum refundable in 84 monthly instalments. We are maintaining these provisions whilst reviewing the rate of interest to 4% per annum.

Recommendation 19

18.2.64 We recommend that officers who are required to use their bicycle for official travelling should be granted loan facilities equivalent to its market price at interest rate of 4% refundable in not more than 84 monthly instalments.



Refund of Loan in the Absence of Documentary Evidence

18.2.65 Eligible officers who have availed of loan facilities for the purchase or renewal of a car/motorcycle and failed to produce relevant documentary evidence are bound to refund the loan together with interest accrued thereon. These provisions are being maintained.

Recommendation 22

18.2.66 We recommend that an officer who has availed of loan facilities and fails to produce documentary evidence in respect of the purchase of the vehicle, should refund same and any interest accrued thereon by a date as may be determined by the Accountant-General. Furthermore, the beneficiary would qualify for loan facilities anew after five or seven years, whichever is applicable.

18.2.67 We further recommend that in case of default the officer would forego his chance for further loans.

Loan Facilities for the Purchase of Cars to Officers/Advisers on Contract

18.2.68 Expatriates and Mauritian nationals employed on contract basis are allowed to benefit from similar loan facilities as officers serving in a substantive capacity in the Public Sector at corresponding levels, subject to subscribing to a bank guarantee to cover the amount of loan. However, Advisers/Officers on contract drawing a government pension are not required to subscribe to a bank guarantee.

18.2.69 Advisers/Officers, including expatriates, who are unable to subscribe to a bank guarantee are granted loan facilities equivalent to 12 months’ salary and the payment of their gratuity on termination or expiry of contract, in case same is not renewed, is retained.

Reimbursement of Loan

18.2.70 Our attention has been drawn by the Accountant-General that several Advisers on contract employment have taken loan facilities and refused to reimburse the loan after the expiry of their contract. The Accountant-General Department is unable to recoup the outstanding balance of loan advanced, due to lien imposed by the Mauritius Revenue Authority for the duty exemption granted. It has been submitted that some measures need to be introduced to safeguard public funds. We have examined this issue and we are making appropriate provision to this effect.

Recommendation 23




(i) expatriates and Advisers/Officers of Mauritian nationality, employed on contract basis, may be granted loan facilities at interest rate of 4% per annum in accordance with what obtain for officers at corresponding grades/salary levels in the Civil Service subject to production of a bank guarantee covering the full amount of the loan;

(ii) advisers/officers on contractual employment drawing a retirement pension from the Government may avail of loan facilities as at sub-paragraph (i) above, without a bank guarantee;

(iii) advisers/officers including expatriates who cannot subscribe to a bank guarantee covering the full amount of loan to which they are entitled to may, by virtue of their position, be granted loan facilities up to a maximum of 12 months’ salary at interest rate of 4% per annum refundable in 48 monthly instalments subject to the conditions that they are legally bound to reimburse, forthwith, the outstanding loan on termination or expiry of contract;

(iv) advisers/officers on contract employment who have already taken loan facilities without subscribing to a bank guarantee would be allowed to draw their gratuity subject to the condition that they are legally bound to reimburse any outstanding loan on termination or expiry of contract; and

(v) advisers/officers on contract employment who have taken advantage of loan facilities from the Accountant-General Department and/or benefited from duty exemption should reimburse the outstanding loan and proportionate duty, if any, within a month as from the date the contract comes to expiry or is terminated.



Section III –Travelling Allowances, Travel Grantand Refund of Travelling Expenses

18.2.72 The travelling allowances, travel grant and rates of refund of travelling expenses for car and autocycle/motorcycles paid to public officers as from 01 July 2008 were computed on the basis of the price of petrol as at that date, the average car price and related fixed costs.

18.2.73 We have reviewed the various travelling allowances and rates of mileage based on the price of petrol, market price of car and their fixed costs.

Recommendation 2418.2.74 We recommend that the monthly travelling allowances and mileage

rates payable to beneficiaries be revised as per table below:

No. Categories of Officers Travelling Allowances/Mileage Rates

1. Officers drawing a monthly basic salary of Rs 81000 or more and eligible for 100% duty exemption on a car of up to 1850 c.c. excluding beneficiaries of self/chauffeur driven car.

A monthly fixed cost allowance of Rs 2275 and a monthly travelling allowance of Rs 9050

OR

refund of mileage, subject to the approval of the Supervising Officer, at the rate specified at (No. 5) (ii) below together with a monthly commuted allowance of Rs 3015 in case officers perform official travelling during the month.

2. Officers drawing a monthly basic salary of Rs 50100 but less than Rs 81000 including officers whose grades are mentioned at (No. 3) of paragraph 18.2.19 who are eligible for 100% duty exemption for the purchase of a car.

A monthly travelling allowance of Rs 9050

OR

refund of mileage, subject to the approval of the Supervising Officer, at the rate specified at (No. 5) (ii) below together with a monthly commuted allowance of Rs 3015 in case officers perform official travelling during the month.

3. Officers drawing a monthly basic salary of Rs 35400 and up to Rs 48600 and who are not eligible for 100% duty exemption but own a car.

A monthly travel grant of Rs 5855.

4 Officers drawing a monthly basic salary of Rs 33000 and Rs 34200 as well as those drawing a monthly basic salary of Rs 35400 or more and who are not in receipt of a travel

A monthly travelling allowance of Rs 2200

OR

refund of bus fares, whichever is higher.



No. Categories of Officers Travelling Allowances/Mileage Rates

grant or travelling/petrol allowance.

5. Officers performing official travelling by car but not eligible for travel grant/travelling allowance.

(i) Refund of mileage for official travelling at the rate of Rs 9.15 per km for the first 800 km.

(ii) Rs 5.40 per km for mileage in excess of 800 km.

(iii) Rs 5.40 per km for distance which is not considered as official mileage (from residence to office) on days on which officers are required to carry out field duties.

6. Officers performing official travelling by motorcycle.

(i) Refund of mileage for official travelling at the rate of Rs 2.70 per km

(ii) Rs 1.95 per km for distance not considered as official travelling (from residence to office) on days on which officers are required to carry out field duties.

7. Officers performing official travelling by autocycle.

(i) Refund of mileage for official travelling at the rate of Rs 2.20 per km.

(ii) Rs 1.50 per km for distance not considered as official travelling (from residence to office) on days on which officers are required to carry out field duties.

Recommendation 25


(i) (a) officers falling under the categories as defined at (No. 1) and (No. 2) at paragraph 18.2.74 above would be eligible for a monthly commuted allowance of Rs 3500; and

(b) officers falling under the categories as defined at (No. 3) at paragraph 18.2.74 above would be eligible for a monthly commuted allowance of Rs 2400,



if during a whole calendar month the beneficiary was on approved leave with pay locally or abroad or on study leave with pay or on official mission;

(ii) officers specified at (No. 1), (No. 2) and (No. 3) at paragraph 18.2.74 above should compulsorily use their car for official travelling, whenever required. However, officers specified at(No. 2) and (No. 3) at paragraph 18.2.74 should not necessarily attend office by car on days they are not required to perform official travelling, but would have to make their own arrangements to return home;

(iii) officers eligible for a travel grant and performing official travelling should be paid either a monthly travel grant of Rs 5855 or, subject to the approval of the Supervising Officer, a monthly commuted allowance of Rs 3015 together with mileage for attending duty and for official travelling at the rate of Rs 5.40 per km, whichever is higher. The latter provision would be applicable only in case the officer performs official travelling during the month; and

(iv) officers eligible for a travel grant of Rs 5855 or travelling allowance of Rs 9050 or mileage allowance may claim for same on a car owned by their father/mother/spouse provided no two persons are claiming travelling allowance/travel grant/mileage allowance on the same car.

18.2.76 We further recommend that the refund of travelling and mileage allowances in respect of officers in the categories specified at (No. 1) to (No. 5) at paragraph 18.2.74 should also apply to Advisers/Officers on contract employment at corresponding levels.

Refund of Mileage to Officers Performing Official Travelling by Car and entitled to a Travelling Allowance

18.2.77 Officers performing field duties and who are in receipt of a travelling allowance or a travel grant may are allowed to opt for a monthly commuted allowance together with refund of mileage at appropriate rates. We are maintaining this provision.

Recommendation 26

18.2.78 We recommend that:(i) officers entitled to a monthly travelling allowance as per

provisions of (No. 1) and (No. 2) at paragraph 18.2.74 may, subject to the approval of the Supervising Officer, be allowed to opt for the payment of a monthly car allowance of Rs 3015 together with refund of mileage allowance at the rate of Rs 5.40 per km in lieu of



the travelling allowance/travel grant, provided they perform official travelling in that month; and

(ii) officers using their autocycle/motorcycle to attend duty should be refunded, on days on which they are required to carry out field duties, the distance from residence to office, at the rate of Rs 1.50 per km for autocycle and Rs 1.95 per km for motorcycle or be refunded travelling by bus, whichever is higher.

Travelling Benefits for officers during Pre-Retirement Leave and for Interdicted Officers upon Reinstatement

18.2.79 Officers eligible for a monthly commuted travelling allowance or travel grant are paid same during their pre-retirement leave even if they do not attend duty at all in a month. This measure encourages officers to enjoy fully their leave prior to retirement and has generally put an end to the previous practice whereby officers attend duty once or twice in a month only to benefit from the refund of travelling thereby affecting the delivery of the service adversely.

18.2.80 Provisions also exist for the refund of a monthly commuted allowance to interdicted officers only on their reinstatement to their substantive post.

18.2.81 We are maintaining the existing provisions.

Recommendation 27


(i) officers entitled to a monthly commuted travelling allowance or travel grant as specified at (No. 1), (No 2) and (No. 3) of paragraph 18.2.74 should continue to draw same during their pre-retirement leave even if they do not attend duty at all in a month;

(ii) officers as specified at paragraph 18.2.75 (i) (a) and (b) who were entitled to a commuted travelling allowance/travel grant prior to their interdiction, should be paid the monthly commuted allowance of either Rs 3500 or Rs 2400 whichever is applicable, upon their reinstatement, provided they owned a car during the interdiction period;

(iii) officers as specified at(No. 1) to (No .4) of paragraph 18.2.19 who are in receipt of a monthly car allowance in lieu of duty exemption should continue to draw same during their pre-retirement leave; and

(iv) officers entitled to a travel grant only as specified at (No. 3) of paragraph 18.2.74 and who during a whole calendar month are on approved leave, inclusive of study leave with pay, official mission and school holidays during which attendance at work has not



been required, should be paid a monthly commuted allowance of Rs 2400.

Refund of Car Mileage Allowance to Officers not entitled to a Travel Grant

18.2.83 Officers who perform official travelling by car but not in receipt of a travel grant and are refunded mileage allowance for distance between office and site of work. The officers are also refunded the running costs for the distance not considered as official mileage on days on which they are required to use their car for official travelling. Furthermore, the refund of mileage allowance for official travelling on distance covered between office and site of work are computed in consideration of the most economical route.

Recommendation 28

18.2.84 Officers not eligible for travel grant should continue to be refunded mileage allowance for days on which they are required to carry out field duties, the distance from residence to office, at the rate of Rs 5.40 per km and mileage for official travelling on distance between office and site of work or for the official travelling by the most economical route at approved rates, as per paragraph at 18.2.74 (No. 5).

18.2.85 We further recommend that on days officers are not required to perform official travelling they should continue to be refunded travelling expenses, for attending office, by bus.

Adjustment in the Refund of Official Travelling Expenses on a Financial Year Basis

18.2.86 Presently refund of official travelling is made at the rate of Rs 8.60, comprising both fixed and variable costs, for the first 800 km and at the rate of

Rs 5.00 to cover for the variable costs only for official mileage in excess of 800 km on a month-to-month basis.

18.2.87 Generally, the quantum of official distance travelled varies from month to month according to fluctuations in the extent of field duties. Officers may perform official travelling of less than 800 km in one month and more than 800 km in another. Therefore, in such cases, the refund of travelling expenses is readjusted at the end of each financial year to ensure that the higher rate of refund is applied on an aggregate of up to a maximum of 9600 km over the period of twelve months.

18.2.88 Provisions have also been made for adjustment in the refund of mileage allowance to certain categories of officers who are required to perform travelling during specific periods of the year, to assist them towards the fixed costs incurred in respect of their car over the financial year.



18.2.89 We are maintaining the provisions regarding the adjustment of refund of mileage allowance on an aggregate distance of 9600 km which are also applicable on, a pro-rata basis, to officers who use their car for official travelling during regular specific periods of the year.

Recommendation 29


(i) the refund of official mileage on the aggregate distance travelled by field officers in any financial year should be recomputed at the rate of Rs 9.15 per km for up to a maximum of 9600 km and Rs 5.40 for distance in excess of 9600 km and reimbursement, if any, be made to eligible officers;

(ii) the provisions of the recommendation at paragraph (i) above should be applicable to officers who are required to work during a specific period for a duration of five or more months in each year; and

(iii) the provisions at paragraph (i) above would be applicable on a pro-rata basis to officers proceeding on leave with or without pay for a period exceeding three months.

Refund of Travelling by Bus

18.2.91 Officers who attend duty by bus are refunded in toto travelling expenses incurred for journeys between their residence and place of work provided the distance is not less than 1.6 kilometres.

18.2.92 Officers, on permanent and pensionable establishment, are refunded their monthly travelling expenses at the rate of:

(i) 20 days for those working on a five-day week basis; and

(ii) 24 days for those working on a six-day week basis.

18.2.93 Officers working on shift and those serving in a temporary capacity are refunded travelling expenses on the basis of the number of days of attendance. For shift workers, management is allowed for administrative convenience, to work out an appropriate mode of refund of travelling expenses in relation to the average number of working days in a month, subject to the approval of the MCSAR.

18.2.94 Refund of travelling expenses for Primary School Teachers is made at the rate of 16 days a month and for Secondary School Teachers at the rate of 15 days monthly.


Recommendation 30



18.2.96 The present mode of refund of travelling expenses to employees for attending duty by bus should be maintained. As regards the refund of travelling expenses to Primary School Teachers and Secondary School Teachers, computation for such refund should be based on 16 days a month and 15 days a month respectively.

Attending Duty by other Means of Transport

18.2.97 Some officers use their own means of transport other than car to attend duty and are paid a monthly travelling allowance of Rs 265 or the amount representing refund of bus fares for attending work during the month, whichever is the higher.

Recommendation 3118.2.98 We recommend that the monthly travelling allowance payable to officers

who use their own means of transport to attend duty be revised to Rs 290 or the amount which would have been refundable by bus for attending work during the month, whichever is the higher.

Official Travelling by Bus18.2.99 Officers who are required to perform official travelling by bus are refunded the

cost of the bus fares incurred in toto. We are maintaining this provision.

Recommendation 3218.2.100 We recommend that employees who are required to perform official

travelling by bus should continue to be refunded their bus fares in toto.

Bicycle Allowance18.2.101 Officers performing official travelling on bicycle are paid a monthly allowance

of Rs 175. However, those who have to use their bicycles on bad roads are paid an additional sum of Rs 60 monthly. We are maintaining this provision while reviewing the allowances.

Recommendation 3318.2.102 We recommend that the monthly allowance payable to:

(i) officers performing official travelling on bicycle be revised to Rs 200.

(ii) officers using their bicycle on bad roads be revised to Rs 75 monthly.

Walking Allowance18.2.103 Certain categories of officers, e.g. Forest Guards, are required to walk during

the performance of their duties because their places of work are not accessible by vehicles. These officers are paid a monthly allowance of Rs 150. We are revising same.



Recommendation 34

18.2.104 We recommend that the monthly walking allowance be revised to Rs 175. The walking allowance should also be paid to Rodriguan public officers, wherever applicable.

Refund of Bus Fares to Physically Handicapped Public Officers

18.2.105 Certain employees who suffer from physical disabilities (foot and limb) face difficulties to walk from their residence or office to catch a bus. Under normal conditions employees are refunded bus fares whenever the distance for any trip between residence to office exceeds 1.6 km by the most economical route. This condition is not applicable to people suffering from a physical handicap and we are maintaining the present provisions.

Recommendation 35

18.2.106 We recommend that officers who suffer from a physical disability (foot/leg/limb) and are unable to walk at a normal pace should continue to be refunded, subject to the approval of their Supervising Officer, bus fares from residence to office and back inclusive of trips for distance of less than 1.6 km.

18.2.107 We also recommend that subject to the approval of the MCSAR, the provisions of the above recommendation may on production of a medical certificate from a Government Medical Officer be extended on a case to case basis, to an officer though not suffering from a physical disability but who faces more or less the same sort of problem to attend duty and back.

18.2.108 We further recommend that officers, who on account of the operational needs of the organisation have to leave office late in the evening, may be refunded travelling expenses on an alternative route due to security reasons, subject to the approval of the Supervising Officer.



Section IV –Government Official Car Scheme

Official Car Benefits

18.2.109 At present, Judges and officers drawing a monthly basic salary of Rs 80000 and above are eligible for the exclusive use of a government official car, both for official travelling and private use. Beneficiaries are required to bear the costs of “routine maintenance” such as washing, cleaning, waxing and tyre repairs and to provide shelter for the car.

18.2.110 Officers occupying position of Chief Executives of Parastatal Organisations and other Statutory Bodies and Local Authorities and Responsible and Accounting Heads of Departments in the Civil Service presently drawing a monthly basic salary of Rs 75000 benefit from the exclusive use of a self-driven government car, both for official and private use.

18.2.111 The monetary value of the private use of the official car, as determined by the High Powered Committee, is included in the computation of retirement benefits of beneficiaries irrespective of whether they have taken advantage of the car or not. Beneficiaries also have to pay tax in respect of the use of the car for private purposes.

18.2.112 On retiring at the age of 50 years or more, beneficiaries are also allowed to purchase the official car at a depreciated price on the terms and conditions as established by the Ministry of Finance and Economic Development or purchase a new car, on which duty is exempted, within the prescribed ceiling.

18.2.113 Beneficiaries of the official government car are allowed, in lieu thereof, to opt for the purchase of a car on which 100% duty is exempted within the prescribed ceiling value of the official car.

18.2.114 Except for Judges and officers of this level and above, the car is renewable every five years or as may be determined by the High Powered Committee which also looks into other benefits related to chauffeur/self-driven government car such as petrol allowances, services of a driver, driver’s allowance and monetary value for private use of the car for pension purposes.

18.2.115 The duty-free certificate issued to beneficiaries of official car and self-driven car who are eligible for 100% duty exemption on car, on retiring at the age of 50 and above, remains valid as from the date they proceed on pre-retirement leave up to six months after the effective date of their retirement.

The Official Car Scheme and Services of a Driver

18.2.116 The official car scheme, introduced decades ago is a major component in the remuneration package of officers presently drawing salary of Rs 80000 and above.



18.2.117 We are maintaining the provisions of personalised official car inclusive of the option in lieu thereof, that is, duty exemption with loan facilities to purchase a car within the prescribed ceiling value along with the payment of a monthly car allowance in lieu of the official car.

Recommendation 36

18.2.118 We recommend that Judges and officers drawing a monthly salary of Rs 102000 and above should continue to be entitled to

either

a government official car, within the prescribed ceiling value, for official use as well as for private purposes together with the payment of a monthly fuel allowance, as may be determined by the High Powered Committee (HPC) and a driver’s allowance of Rs 8400 a month or the services of a driver, wherever applicable

or

the payment of a monthly car allowance in lieu of the official car together with a monthly fuel allowance as may be determined by the HPC and 100% duty exemption for the purchase of a car within the prescribed ceiling value together with loan facilities up to the corresponding ceiling value reimbursable in 60 monthly instalments at the rate of interest of 4% per annum and a monthly driver’s allowance of Rs 8400.

Recommendation 37

18.2.119 We further recommend that Accounting/Responsible Officers drawing a monthly basic salary of Rs 93000 but less than Rs 102000 should continue to be entitled to

either

a self-driven government official car within the prescribed ceiling value for official use as well as for private purposes, together with the payment of a monthly fuel allowance as may be determined by the HPC

or

the payment of a monthly car allowance in lieu of the official car together with a monthly fuel allowance as may be determined by the HPC and 100% duty exemption for the purchase of a car within the prescribed ceiling value together with loan facilities up to the corresponding ceiling value reimbursable in 60 monthly instalments at the rate of interest of 4% per annum.



Recommendation 38

18.2.120 We also recommend that officers, falling under categories at paragraphs 18.2.118 and 18.2.119 who opt for the payment of a monthly car allowance together with 100% duty exemption in lieu of the official car, would be allowed to take advantage of the duty exemption and loan facilities provided they reimburse outstanding loan, if any, on the car purchased previously.

18.2.121 We further recommend that officers who wish to renew their duty exempted car purchased on terms and conditions as laid down at paragraphs 18.2.118 and 18.2.119 above should, at the expiry of the five-year period, be granted loan facilities up to a maximum of 15 months’ salary at an interest rate of 4% per annum refundable in 48 monthly instalments.

Recommendation 39

18.2.122 We recommend that the HPC should continue to look into the provisions regarding other benefits related to chauffeur-driven/self-driven government cars such as petrol allowances, services of a driver and the monetary value for private use of car for pension purposes.

Ceiling Value and Renewal Period for Chauffeur-Driven/Self–Driven Government Car

18.2.123 Officers in the Public Service including those of the Parastatal and Other Statutory Bodies, Local Authorities and the Rodrigues Regional Asssembly are eligible for official/chauffeur-driven/self-driven cars within a prescribed ceiling according to status and salary levels. Accounting and Responsible Officers and officers of the level of Permanent Secretary and above are allowed to renew their official car every five years. However, the renewal period for Judges and officers at this level and above is three years.

18.2.124 We are maintaining the existing provisions except that we are reviewing the car benefits package of Judges.

Specific Provisions for Judges and Officers at this level and above

18.2.125 Judges and Officers at this level and above are presently eligible for an official car renewable every three years. They are also eligible for the payment of a fuel allowance and drivers’ allowance/services of a driver.

18.2.126 They are allowed to purchase a car for private use over and above the official car to which they are entitled to. Submissions have been made from such category of officers for the renewal of this car. We have



examined this issue and with the consent of these officers, we are reviewing the renewal period of the official car from three years to four years. However, with a view to compensating this shortfall in their benefits we are allowing them to renew the duty exempted purchased by them for private use every seven years, subject to the approval of the High Powered Committee.


(i) the renewal period of government official cars allocated to eligible officers, except for Judges and Officers at this level and above, should continue to be five years;

(ii) the renewal period of government official cars allocated to Judges and officers at this level and above should be four years;

(iii) an officer qualifying for a government official car and who opts for same in lieu of a car allowance should in the first instance be allocated a car of up to five years old from the pool, if available or a brand new car within the corresponding ceiling value, subject to availability of funds; and

(iv) an officer who has been allocated an official car from the pool would be allowed to renew this car on its reaching five years as from the date of first registration by another one of less than five years.

18.2.128 We further recommend that beneficiaries of government official cars may be allowed to top up the difference between the duty exempted price of the car and their corresponding prescribed ceiling value, subject to the following conditions:

(a) they undertake, at the time of retirement, to purchase the car at its normal depreciated price; and

(b) they agree that government would not bear any additional liability that may be attributed to the topping up amount in case the car is damaged in an accident.

Services of Driver/Driver’s Allowance

18.2.129 Officers including Chief Executives/Responsible and Accounting Officers appointed on or after 01 July 2008 and drawing salary of Rs 80000 or more as from 01 July 2008 were eligible for an official car and paid an allowance in lieu of the services of a driver. Officers in this category were allowed to avail of the services of a driver either on the establishment of the organisation or from the appropriate pool in lieu of the allowance, subject to approval of the High Powered Committee.



18.2.130 We are maintaining the present provisions for the services of either a driver or driver’s allowance in respect of the different categories of officers.

Recommendation 41


(i) Judges and Chief Executives/Responsible and Accounting Officers of Ministries/Departments who were drawing a monthly salary of Rs 47500 and above as at 30 June 2008 and who have been provided with the services of a driver on the establishment of the organisation may continue with the present arrangement or opt for the driver’s allowance in lieu of the services of a driver.

(ii) Officers including Chief Executives/Responsible and Accounting Officers appointed on or after 01 July 2008 and drawing salary of Rs 80000 or more are eligible for a driver’s allowance in lieu of the services of a driver. However, subject to the approval of the HPC, such officers may be provided with the services of a driver either on the establishment of the organisation or from the appropriate pool in lieu of the allowance.

18.2.132 The provisions at paragraphs 18.2.118 and 18.2.119 above also apply to Chief Executives of Municipal Councils and District Councils in respect of Driver’s allowance.

Government Official Car (Chauffeur-Driven/Self-Driven) to Officers on Leave/Mission or in Acting/Temporary Capacity

Retention of Official Car during period of leave abroad and payment of petrol allowance

18.2.133 Beneficiaries of official car are allowed to retain same while on leave/mission abroad and are eligible for the payment of the monthly fuel allowance. Such beneficiaries are allowed to opt for the purchase of a duty exempted car within the prescribed ceiling value together with the payment of a monthly car allowance in lieu of the official car. The existing provisions are maintained.

Recommendation 42


(i) officers entitled to a government official car (Chauffeur-Driven/Self-Driven), may continue to retain the responsibility of the car or continue to draw the monthly car allowance in lieu of the official car, while on mission abroad or leave with pay for a period of up to six months. This recommendation should also apply to beneficiaries posted to our missions abroad; and

(ii) the HPC shall continue to examine, on a case to case basis, requests for the retention of government cars or the payment of



the monthly car allowance in lieu thereof to officers proceeding on leave with pay for the period in excess of six months.

Duty Exemption to Officers Eligible for Chauffeur-Driven Government Car for the Purchase of a Car for Private Use.

18.2.135 Officers of the level of Permanent Secretary and above who may be called upon to work regularly beyond normal office hours for long periods are at present eligible, subject to the approval of the HPC, for the purchase of a car, within the prescribed ceiling value, on which duty is exempted. The argument in favour of this provision is the non-availability of the official car for use by the family as the officer is often retained beyond normal working hours and very often unexpectedly. We are maintaining the present provisions.

Recommendation 43

18.2.136 We recommend that requests from eligible officers for duty exemption for the purchase of a car for private use over and above their present entitlement to an official car should continue to be looked into by the HPC on a case-to-case basis. This exemption is restricted to a single purchase.

18.2.137 However, Judges and Officers at this level and above, would be allowed to renew the duty exempted car purchased for private use every seven years, subject to the approval of the HPC.

Allocation of Official Car to Officers Appointed in a Temporary Capacity

18.2.138 Presently, an officer appointed in a temporary capacity in a post carrying the benefit of an official car is provided with a government/organisation car from the pool both for official travelling and for private use. The officer is also allowed to have recourse to the services of a driver from the organisation, if available and wherever applicable. Provisions also exist for the officer to opt for the payment of a monthly car allowance in lieu of the official car.

Recommendation 4418.2.139 We recommend that officers appointed in a temporary capacity in post

carrying the benefit of an official car should continue to be provided with a government/organisation car from the pool both for official travelling and private purposes. Such officer may be provided with the services of a driver from the organisation, if available.

18.2.140 We also recommend that an officer appointed in a temporary capacity in a grade carrying the benefit of an official car may be allowed to opt for the payment of a monthly car allowance, in lieu of the official car, together with the payment of a monthly fuel allowance which is determined by the HPC. The officer would also be eligible for the monthly driver’s allowance of Rs 8400.



Allocation of Chauffeur-Driven Cars to Officers Appointed in an Acting Capacity

18.2.141 We are likewise maintaining the existing provisions regarding the allocation of an official car during period of actingship/assignment of duties and the option for payment of a monthly car allowance in lieu of the official car.

Recommendation 45

18.2.142 We recommend that officers, appointed to act or assigned duties in a post carrying a monthly salary of Rs 102000 and above and for which actingship or assignment of duties is made on the basis of seniority or selection by the relevant Service Commissions or Board against vacancies or temporary vacancies which would become permanent or vice an officer in a substantive capacity who proceed on leave with pay or on mission for a period exceeding one year may, subject to the approval of the HPC, exceptionally be granted

either

the use of a government/organisation car along with the services of a driver of the organisation, if available, and fuel allowance as appropriate

or

a monthly car allowance in lieu of the official car and a driver’s allowance OR a driver from the relevant pool of drivers, if available, and fuel allowance as appropriate.

Recommendation 46

18.2.143 We also recommend that officers, appointed to act or assigned duties in a position of an Accounting/Responsible Officer carrying a monthly salary of Rs 93000 and for which actingship or assignment of duties is made on the basis of seniority or selection by the relevant Service Commissions or Board against vacancies or temporary vacancies which would become permanent or vice an officer in a substantive capacity who proceed on leave with pay or on mission for a period exceeding one year may, subject to the approval of the High Powered Committee, exceptionally be granted

either

the use of a government/organisation car and fuel allowance as appropriate

or

a monthly car allowance in lieu of the official car and fuel allowance as appropriate.



Recommendation 47

18.2.144 We recommend that the HPC should, on a case to case basis, continue to look into, the extension of the recommendation at paragraph 18.2.143 to an officer acting in a grade carrying a monthly salary of at least Rs 102000 though not in an Accounting/Responsible position.

Chauffeur-Driven Car Benefit to Officers Assigned the Duties at the level of Permanent Secretary and above

18.2.145 We are maintaining the existing provisions for officers assigned duties at the level of Permanent Secretary (Secretary to the President and Secretary, Public and Disciplined Forces Service Commissions) pending the implementation of that recommendation concerning the posting of officers in the grade of Permanent Secretary to carry out the duties and shoulder responsibilities of the latter grades.

Recommendation 4818.2.146 We recommend that :

(i) officers assigned the duties of the post of Secretary to the President and Secretary, Public and Disciplined Forces Service Commissions who are subsequently appointed in an acting capacity in a grade carrying the benefit of a chauffeur-driven/official car, may be allowed to retain the official car or be provided with a car from the pool until their substantive appointment or may opt for a monthly car allowance in lieu thereof. Such officers would also be eligible for a driver’s allowance in lieu of the services of a driver or may seek the approval of the High Powered Committee for the services of a driver;

(ii) officers who have opted for the payment of a monthly car allowance in lieu of an official car while, being assigned the duties of the post of Secretary to the President and Secretary, Public and Disciplined Forces Service Commissions may continue to draw this allowance until their substantive appointment.; and

(iii) officers retiring during the period of assignment of duties in the capacity of Secretary to the President or Secretary, Public and Disciplined Forces Service Commissions would be eligible for the monetary benefits of the private use of the official car for pension purposes, even if they have opted for the payment of the car allowance in lieu of the official car.



Self-Driven Official CarChange in Entitlement

Recommendation 49

18.2.147 We further recommend that officers who have taken advantage of a self-driven government car and subsequently qualify for a chauffeur-driven car and a driver’s allowance should be eligible for a new official car or a car of less than five years old from the pool, within the prescribed ceiling only after five years have elapsed as from the date of purchase (first registration) of the self-driven car.

Car/Travelling Benefits during Pre-Retirement LeaveRetention of Car, Payment of Petrol and Driver’s Allowances

18.2.148 Officers allocated a chauffeur/self-driven government car are presently authorised to retain the car while on pre-retirement leave and are paid the full monthly fuel allowance during this period or continue to opt for a monthly car allowance in lieu of the official car during the pre-retirement leave. We are maintaining this provision.

Recommendation 50


(i) beneficiaries of a chauffeur/self-driven government car, may during their pre-retirement leave, either continue to retain their car and be paid the monthly fuel allowance or opt for the payment of a monthly car allowance in lieu of the chauffeur/self driven government car along with the fuel allowance;

(ii) beneficiaries of an official car who on pre-retirement leave opt for a monthly car allowance in lieu of the official car would also be eligible for a driver’s allowance in lieu of the services of a driver;

(iii) beneficiaries of an official car who have opted or who opt, while proceeding on leave prior to retirement, for the payment of a driver’s allowance in lieu of the services of a driver would benefit from same during their pre-retirement leave;

(iv) beneficiaries of an official car as well as officers who have opted for a monthly car allowance in lieu of the official car while proceeding on retirement at the age of 50 or above, may

either

opt to purchase the official car allocated to them while in service or a car from the pool at a depreciated price as established by the Ministry of Finance and Economic Development subject to the



condition that they reimburse duty and outstanding loan, if any, on the car purchased in lieu of the official car

or

purchase a new car the duty exempted value within the prescribed ceiling. However, the recommendation concerning the option to purchase a car from the pool would not be applicable to officers who have previously opted to top up the difference between the duty exempted price of the car and their corresponding ceiling entitlement;

(v) the duty free certificate issued to officers eligible for 100% duty exemption on a car, on retiring at the age of 50 or above, should remain valid as from the date they proceed on pre-retirement leave up to six months after the effective date of their retirement;

(vi) an officer who opts for a monthly car allowance in lieu of the official car would also be eligible for the fuel allowance and a driver’s allowance in lieu of the services of a driver; and

(vi) in case of interdiction, the official car allocated to a beneficiary should be returned to the pool/organisation and the latter be paid the monetary value of the private use of the car during the period of interdiction.

Beneficiaries of Chauffeur-Driven Government Car Re-employed on Contract

18.2.150 An officer, who at the time of retirement, has already purchased the chauffeur-driven/official car allotted to him or a new duty-free car in lieu thereof and is subsequently employed on a new contract which qualifies him for another chauffeur-driven/official car or a new duty-free car is authorised to purchase the second official/duty free car only after a period of five years have elapsed as from the date of first registration of the last official car.


Recommendation 51


(i) (a) contract officers appointed in the capacity of Responsible and Accounting Officer against established posts may be granted the benefit of a chauffeur-driven car and other car benefits as per terms and conditions at paragraph 18.2.118 as appropriate or may opt for the payment of a monthly car allowance in lieu of the official car;

(b) the beneficiary who opts for the use of the official car would not be allowed to purchase the car allocated to him at the



expiry of the contract unless he has served for a continuous period of five years in that capacity;

(c) in case the contract officer opts to purchase a duty-exempted car in lieu of a chauffeur-driven car, he would be allowed to take advantage of loan facilities subject to provisions at paragraph 18.2.71;

(ii) an officer who at the time of retirement purchased the official car allocated to him or a new duty-free car in lieu thereof and who is subsequently employed on a new contract at a level qualifying him for another official car or a new duty-free car may opt to purchase another official/duty-free car only after a period of five years has elapsed from the date the car was first registered or for the payment of a monthly car allowance in lieu of the official car. Such an officer would also be eligible for fuel allowance and a driver’s allowance; and

(iii) A Contract Officer appointed in an executive capacity but not in a Responsible and Accounting position against an established post may be granted the respective car benefit as applicable for corresponding grades in the service, except for loan facilities which shall be as per provisions at paragraphs 18.2.46 and 18.2.71.



Section V – Other Recommendations

Travel Grant and Loan Facilities

18.2.153 Advisers/Officers on contract employment drawing a monthly salary in the range of Rs 29000 and up to Rs 40000 and not eligible for 100% duty exemption on a car, are presently paid a monthly travel grant to use their car to attend duty.

18.2.154 Advisers/Officers employed on contract in the capacity of professionals are presently entitled to 100% duty exemption on a car of up to 1500 c.c. and a monthly travelling allowance.

Recommendation 52

18.2.155 We recommend that Advisers/Officers on contract employment not entitled to 100% duty exemption on a car, but drawing a monthly salary in the range of Rs 35400 and up to Rs 48600 would be eligible for a monthly travel grant of Rs 5855 and should use their car for official purposes whenever required.

18.2.156 We also recommend that Advisers/Officers employed in the capacity of professionals as listed at Annex I to this Chapter, would be eligible for 100% duty exemption on a car together with loan facilities on terms and conditions specified at paragraph 18.2.71 and a travelling allowance as at paragraph 18.2.74 (No. 2).

Reimbursement of Excise Duty by Advisers/Officers on Contract Employment

18.2.157 Duty exemption is granted to contract officers according to specific criteria for the purchase of a car, to be used in the performance of their duties. It should therefore be binding on such officers to reimburse duty whenever the contract is terminated or comes to expiry within a period of four years as from the date of purchase of the duty exempted car.

18.2.158 Retired public officers re-employed on contract and who have benefited from duty exemption on a car are not allowed to purchase another duty free car within a period of five or seven years as from the date of the last purchase of the duty remitted car. They are required to reimburse proportionate duty in case the car is sold within four years as from the date it was last purchased.

Recommendation 53


(i) Advisers/Officers on contract employment who have benefited from duty exemption on the purchase of a car should reimburse excise duty on a pro-rata basis whenever their contract is



terminated or expires within four years as from the date of purchase of a duty exempted car;

(ii) the Supervising Officer of the Ministry/Department should, in writing, inform:

(a) the Advisers/Officers on contract employment of the provisions regarding the repayment of outstanding loans and excise duty at the time of the offer of contract of employment; and

(b) the Customs Department of the Mauritius Revenue Authority of the termination and/or expiry of contract of each beneficiary for the purpose of recovery of excise duty, if any.

(iii) a retired public officer who has benefited from duty exemption on a car and subsequently qualifies for same, by virtue of employment on contract, would not be allowed to purchase another duty free car within a period of five or seven years, whichever is applicable, as from the date the officer last purchased the duty exempted car; and

(iv) a contract officer who has benefited from duty exemption on a car should, in line with the recommendation at paragraph 18.2.21 (c), pay proportionate duty if same is sold within four years as from the date of its purchase.

Other Related Provisions Recommendation 5418.2.160 We recommend that wherever the term “salary” is used in the Chapter

(Travelling and Car Benefits) of this Volume, it is deemed to read “basic salary”.

Recommendation 55

18.2.161 We recommend that in the context to promote a “Clean and Green Environment”, the provision as regards the options for higher engine capacity than the normal entitlement may be subject to review.

************



Annex I

List of grades eligible for loan to purchase a 100 % duty-exempted car

Medical and Health Officer/Senior Medical and Health Officer Dental Surgeon/Senior Dental Surgeon District MagistrateState Counsel State AttorneyArchitect/Senior ArchitectMechanical Engineer/Senior Mechanical EngineerEngineer/Senior Engineer (Civil)Quantity Surveyor/Senior Quantity SurveyorEngineerOccupational Safety and Health Engineer/Senior Occupational Safety and Health

Engineer formerly Occupational Safety and Health Engineer

PlannerHead, Land Use and Planning Department (All Local Authorities)

formerly Head, Planning Department Planning and Development Officer

formerly Planning Officer (All Local Authorities)Town and Country Planning OfficerSenior Town and Country Planning OfficerPharmacist/Senior PharmacistVeterinary OfficerAyurvedic Medical Officer/Senior Ayurvedic Medical Officer

formerly Ayurvedic Medical OfficerPlanning Officer (Town and Country Planning Board)Architect/Senior Architect

formerly Architect Quantity Surveyor/Senior Quantity Surveyor

formerly Quantity SurveyorEngineer/Senior Engineer (Civil)

formerly Engineer (Civil)Senior Engineer (Civil)



Annex I (Contd)

Mechanical Engineer/Senior Mechanical Engineerformerly Mechanical Engineer

Electrical Engineer/Senior Electrical EngineerEngineer, Energy EfficiencyEngineer, Communication, Navigation and Surveillance

formerly Communication, Navigation and Surveillance OfficerProject Officer (Ministry of Environment and Sustainable Development)

*****************



Annex II

List of grades eligible for loan to purchase a 70 % duty exempted car for official travelling

CIVIL SERVICE

MINISTRY/DEPARTMENT GRADE

The Judiciary Chief Court UsherPrincipal Court UsherSenior Court UsherCourt UsherOfficial Receiver

National Audit Office Senior AuditorAuditor

Electoral Commissioner's Office Principal Electoral OfficerSenior Electoral OfficerElectoral Officer

Prime Minister's Office Co-ordinator, Security Matters

Ombudsman’s Office Senior Investigations Officer, Ombudsman’s Office

Government Information Service Senior Information OfficerInformation Officer

Forensic Science Laboratory Forensic Scientist/Senior Forensic Scientistformerly Forensic Scientist

Senior Forensic ScientistSenior Forensic Technologist

Forensic technologist

Civil Status Division Deputy Registrar of Civil StatusPrincipal Civil Status Officer

Pay Research Bureau Survey Officer

Police Chief Catering Administrator

Meteorological Services Meteorologist



Annex II (Contd.)MINISTRY/DEPARTMENT GRADE

Vice Prime Minister’s Office, Ministry of Finance and Economic Development

Analyst (Personal to ex-Financial and Management Analyst as at 30.06.08)

Treasury Senior accountant

Accountant

Valuation Senior Government ValuerGovernment Valuer

Chief Property Referencerformerly Chief Valuation Technician (Personal)

Lead Property Referencer

Senior Property Referencer

Ministry of Civil Service and Administrative Reforms

Director, Safety and Health Unit formerly Head, Safety and Health Unit

Principal Safety and Health Officer

Safety and Health Officer/Senior Safety and Health Officer

Assay Office Assistant Director, Assay OfficeTechnical Officer/Senior Technical Officer

(Assay Office)formerly Technical Officer (Assay Office)

Senior Technical Officer(Assay Office)

Ministry of Agro-Industry and Food Security

Senior Agricultural Analyst

Senior Agricultural SuperintendentAgricultural SuperintendentSenior Scientific OfficerScientific OfficerSenior Technical OfficerTechnical OfficerSenior Laboratory TechnologistLaboratory Technologist

Ministry of Fisheries Controller, Fisheries Protection ServiceDeputy Controller, Fisheries Protection ServiceAssistant Controller, Fisheries Protection ServicePrincipal Fisheries Protection Officer




Ministry of Fisheries (Contd.) Senior Technical OfficerScientific Officer/ Senior Scientific Officer

(Fisheries) formerly Senior Scientific Officer (Fisheries)

Scientific Officer (Fisheries)Technical Officer

Forests Scientific Officer (Forests) formerly Assistant Conservator of Forests

Divisional Forest Officer formerly Divisional Forest Assistant

National Parks and Conservation Service

Senior Scientific Officer (Conservation)formerly Senior Research and Development Officer (Wildlife)

Scientific Officer (Conservation)formerly Research and Development

Officer (Wildlife)

Ministry of Social Security, National Solidarity and Reform Institutions Head, Disability Unit

Senior Disability OfficerDisability Officer

Senior Organising Officer, Recreation Centre

Assistant Commissioner, Social SecurityPrincipal Social Security OfficerSenior Social Security Officer

Reform Institutions Assistant Commissioner of Probation andAfter Care

Principal Probation OfficerSenior Probation OfficerProbation Officer

Ministry of Local Governmentand Outer Islands Chief Inspector

Senior Inspector

Solid Waste Management and Field Services Unit Technical Officer

Local Government EnforcementUnit

Principal Technical Enforcement Officerformerly Principal Local Government

Enforcement Officer Senior Technical Enforcement Officer

formerly Senior Local Government



Enforcement Officer




Local Government EnforcementUnit (Contd.)

Technical Enforcement Officer formerly Local Government Enforcement

Officer (Personal)

Fire Services Deputy Chief Fire Officer

Ministry of Environment and Sustainable Development

Department of Environment Technical Officer/Senior Technical Officer(Environment) (Personal)

Scientific Officer (Environment)Environment OfficerChief InspectorSenior Inspector

Deputy Prime Minister’s Office,Ministry of Energy and Public Utilities

Water Resources Unit Senior Hydrological OfficerHydrological OfficerTechnical Officer

Energy Services Division Chief InspectorPrincipal InspectorSenior InspectorChief TechnicianPrincipal TechnicianSenior Technician

Ministry of Tourism and Leisure Senior Tourism PlannerTourism PlannerLeisure OfficerTourism Enforcement Officer

Vice-Prime Minister’s Office, Ministry of Public Infrastructure, NationalDevelopment Unit, Land Transportand Shipping

Engineering SectionQuantity Surveying SectionArchitect Section Chief Inspector of Works

Superintendent of WorksSenior Inspector of WorksMaterials Testing OfficerSenior Technical and Mechanical OfficerTechnical and Mechanical OfficerPrincipal Technical Officer (Civil Engineering)




Engineering SectionQuantity Surveying SectionArchitect Section (Contd.) Senior Technical Officer (Civil Engineering)

Technical Officer (Civil Engineering)Technical OfficerAssistant Quantity SurveyorSenior Technical Officer (Materials Testing

Laboratory)Technical Officer (Materials Testing Laboratory)Technical Officer (Electrical and Electronics)Chief Technician (Quantity Surveying)Principal Technician (Quantity Surveying)Senior Technician (Quantity Surveying)Chief DraughtsmanPrincipal Draughtsman

National Transport Authority Chief Road Transport InspectorPrincipal Road Transport InspectorSenior Road Transport InspectorRoad Transport InspectorAssistant Transport Planner

National Development Unit Project AssistantSenior Regional Development OfficerRegional Development OfficerAssistant Regional Development OfficerAssistant Citizen’s Advice Bureau Coordinator

Ministry of Labour, Industrial Relations and Employment

Labour Administration and Industrial Relations

Principal Labour and Industrial Relations Officer

Senior Labour and Industrial Relations OfficerLabour and Industrial Relations Officer

Employment Service Deputy Director, Employment ServiceChief Employment OfficerSenior Employment Officer




National Remuneration Board Senior Remuneration AnalystRemuneration Analyst

Occupational Safety and Health Inspectorate

Divisional Occupational Safety and Health Officer

Principal Occupational Safety and Health OfficerOccupational Safety and Health Officer/Senior

Occupational Safety and Health Officer

Registration of Associations Principal Inspector of AssociationsSenior Inspector of AssociationsInspector of Associations

Ministry of Gender Equality, Child Development and Family Welfare

Senior Organising Officer, Women's Centre (Personal)

Head, Home Economics Unitformerly Home Economics Organiser/Senior

Home Economics OrganiserSenior Home Economics OfficerHome Economics OfficerPsychologistFamily Counselling OfficerCoordinatorSenior Family Welfare and Protection OfficerFamily Welfare and Protection OfficerSenior Child Welfare Officer (Personal)

Social Welfare Division Deputy Social Welfare CommissionerPrincipal Social Welfare OfficerSenior Social Welfare Officer

Ministry of Education and Human Resources

Music Organiser

Physical Education OrganiserSenior School InspectorSchool InspectorSenior Supervisor Oriental LanguagesSupervisor Oriental LanguagesAssistant Supervisor Oriental LanguagesSupervisor (The Arts)




Assistant Supervisor (The Arts)Inspector, Specialised Schools/Day Care CentresSenior Educational PsychologistEducational PsychologistComputer Technician (NCITRC)

Careers Guidance Service Senior Careers Counsellor formerly Senior Careers Officer

Careers Counsellorformerly Careers Officer

Ministry of Health and Quality of Life

Chief Pharmacy Technician formerly Chief Pharmacy Dispenser

Coordinator (Transport and Workshop Services)formerly Transport Superintendent

Chief Medical Imaging TechnologistPrincipal Medical Social WorkerChief Medical Laboratory TechnicianMedical Social Worker/Senior Medical Social

WorkerDeputy Chief Health InspectorNutritionistPrincipal Public Health and Food Safety Inspector

formerly Principal Health InspectorSenior Public Health and Food Safety Inspector

formerly Senior Health InspectorPrincipal Health Surveillance OfficerSenior Nurse EducatorOccupational Therapist/Senior Occupational

Therapist formerly Occupational Therapist

Senior Occupational TherapistPhysiotherapist/Senior Physiotherapist

formerly PhysiotherapistSenior Physiotherapist

Principal Health Information, Education and Communication Officer

Senior Health Information, Education and Communication Officer

Health Information, Education and Communication OfficerSenior Public Health Nursing Officer

formerly Senior Community HealthNursing Officer

Senior Health Engineering Officer



Health Engineering Officer




Ministry of Health and Quality of Life (Contd.)

Health Promotion Co-ordinator

Senior/Principal Analyst (Health)formerly Senior/Principal Health Economist

Speech Therapist and Audiologist/Senior Speech Therapist and Audiologist

formerly Senior Speech Therapist and Audiologist

Speech Therapist and AudiologistClinical PsychologistClinical Scientist/Senior Clinical Scientist

(Biochemistry) formerly Clinical Scientist (Biochemistry)

Clinical Scientist/Senior Clinical Scientist (Virology) formerly Clinical Scientist (Virology)

Principal Public Health Nursing Officerformerly Principal Community Health

Nursing OfficerRegional Health Services AdministratorBlood Donor CoordinatorScientific Officer, Vector Biology and Control

Division (Personal)Haemodialysis SupervisorSpecialised Nurse

formerly Specialised AIDS Nurse

Ministry of Arts and Culture Chief Arts OfficerPrincipal Arts OfficerSenior Arts OfficerArts OfficerSenior Culture OfficerCulture Officer

Film Classification Board Secretary, Film Classification Boardformerly Secretary, Board of Film Censors

Ministry of Industry, Commerce and Consumer Protection

Industry Division Senior Analyst (Industry)formerly Senior Industrial Analyst

Analyst (Industry) formerly Industrial Analyst



Annex II (Contd.)


Consumer Protection Unit Principal Consumer Protection OfficerSenior Consumer Protection OfficerConsumer Protection Officer

Commerce Division Legal Metrologist Senior Technical Officer (Legal Metrology)Technical Officer (Legal Metrology)Senior Commercial OfficerCommercial Officer

Ministry of Business Enterprise and CooperativeCooperatives Division Divisional Co-operative Officer

Principal Co-operative OfficerSenior Co-operative OfficerCo-operative OfficerCo-operative Development OfficerManager, Industrial Co-ordination and SME

Development (Personal)

Ministry of Housing and Lands

Survey Division Senior SurveyorSurveyor

Planning Division Principal Technical Design Officerformerly Principal Town and Country

Planning DraughtsmanSociologist/PlannerSenior Development Control OfficerDevelopment Control Officer

Central Information Systems Division

Senior Systems Analyst

Systems Analyst

Attorney-General’s Office Curator of Vacant Estates



Annex II (Contd.)


Ministry of Youth and Sports Assistant Director of Youth AffairsPrincipal Youth OfficerSenior Youth OfficerYouth OfficerSenior Sports OfficerSports Officer

***********



Annex II

RODRIGUES REGIONAL ASSEMBLY

In principle, officers in the grades mentioned below should be eligible for 70% duty-free car for the performance of their duties as their counterparts in Mauritius. Given the specificity in Rodrigues, namely its size, topography and the nature of the work carried out by these officers, the Island Chief Executive should ensure that it would be more economical for officers in such grades to use their own cars instead of the organisation’s cars.

DEPARTMENT GRADE

Chief Commissioner’s Office

Agriculture Scientific OfficerAgricultural SuperintendentSenior Technical OfficerTechnical Officer

Arts and Culture Arts Officer

Education Senior School InspectorSchool Inspector

Cooperatives Officer-in-Charge, CooperativesAssistant Officer-in-Charge, CooperativesSenior Cooperative OfficerCooperative Officer

Reform Institutions Senior Probation OfficerProbation Officer

Deputy Chief Commissioner’s Office

Industrial Development Division Analyst (Industry)formerly Industrial Analyst

Commission for Public Infrastructure, Utilities, Housing, Transport and Water Resources

Transport Officer-in-Charge, Transport

Public Infrastructure Chief Inspector of WorksSenior Inspector of WorksTechnical Officer



Annex II (Contd.)


National Transport Authority Road Transport Inspector

State Lands and Town and Country Planning

Surveyor

Commission for Social Security, Employment, Labour and Industrial Relations, Consumer Protection, Trade, Commerce and Licensing

Commerce Consumer Protection Officer

Industrial Relations Labour and Industrial Officer

Occupational Safety and Health Inspectorate

Occupational Safety and Health Officer/ Senior Occupational Safety and Health Officer

Commission for Health and Sports

Health Senior Public Health and Food Safety Inspector

formerly Senior Health InspectorSupervisor/Senior Supervisor (Female)

(Family Planning)Nutritionist

Commission for Environment, Forestry Services, Fisheries, Marine Parks and Tourism

Fisheries Officer-in-Charge (Fisheries)Scientific Officer (Fisheries)Assistant Controller, Fisheries Protection ServicePrincipal Fisheries Protection Officer

Environment Division Environment OfficerEnforcement Officer

Commission for Youth, Community Development, Library Services, Archives and MuseumYouth and Sports Principal Youth Officer

Senior Youth OfficerYouth Officer



Annex II


PARASTATAL AND OTHER STATUTORY BODIES

ORGANISATION GRADE

Agricultural Marketing Board Accountant*Internal Auditor*

Beach Authority Technical ManagerBeach Works InspectorBeach Enforcement Officer

Central Water Authority Accountant*Chief Internal AuditorSurveyorSenior Internal Control OfficerSenior Scientific OfficerScientific OfficerSafety and Health Officer/Senior Safety and Health OfficerChief Works OfficerSenior InspectorMeter Reading SupervisorTechnical Officer (Laboratory)Superintendent, Anti Fraud UnitTechnical Officer

Early Childhood Care and Education Authority

Internal Auditor*

Export Processing Zone Labour Welfare Fund

Accountant*

Internal Auditor*Programme Welfare Officer

* Accountant and Internal Auditor drawing salary in a scale the maximum of which is not less than Rs 48600 a month.



Annex II (Contd.)


Food and Agricultural Research Council Manager, Accounts Section

Biometrician/Senior BiometricianMaintenance OfficerResearch Scientist/Senior Research ScientistAssistant Research ScientistBusiness Development ManagerSenior Extension OfficerExtension OfficerStation/Laboratory ManagerTechnical Officer

Mauritius Cane Industry Authority

Senior Area Superintendent (Personal to incumbent of Ex-Cane Planters and Millers Arbitration and Control Board)

Area Superintendent (Personal to incumbent of Ex-Cane Planters and Millers Arbitration and Control Board)

Senior Technical Officer(Personal to incumbent of Ex-Cane Planters and Millers Arbitration and Control Board)

Technical Officer(Personal to incumbent of Ex- Cane Planters and Millers Arbitration and Control Board)

Sugar Technologist (Personal to incumbent of Ex-Cane Planters and Millers Arbitration and Control Board)

Accountant* (Personal to incumbent of Ex-Sugar Planters Mechanical Pool Corporation)

Field Superintendent (Personal to incumbent of Ex-Sugar Planters Mechanical Pool Corporation)

Field Officer/Senior Field Officer(Personal to incumbent of Ex-Sugar Planters Mechanical Pool Corporation)

Technical and Mechanical Officer/Senior Technical and Mechanical Officer (Personal to incumbent of Ex-Sugar Planters Mechanical Pool Corporation)

Accountant* (Personal to incumbent of Ex-Farmers’ Service Corporation as at 30.06.08)

LAMU/Nursery Co-ordinator (Personal to incumbent of Ex-Farmers’ Service Corporation as at 30.06.08)

Manager (Personal to incumbent of Ex-Farmers’ Service Corporation as at 30.06.08)



Annex II (Contd.)


Mauritius Cane Industry Authority (Contd.)

Assistant Manager (Personal to incumbent of Ex-Farmers’ Service Corporation as at 30.06.08)

Land Surveyor (Personal to incumbent of Ex-Farmers’ Service Corporationas at 30.06.08)

Mauritius Institute of Training and Development (MITD)

Accountant/Senior Accountant (Personal to incumbent of Ex IVTB as at 30.06.08)

Assistant Manager (Personal to incumbent of Ex IVTB as at 30.06.08)

Coordinator (Personal to incumbent of Ex IVTB as at 30.06.08)

Curriculum Officer (Personal to incumbent of Ex IVTB as at 30.06.08)

Safety and Health Officer/Senior Safety and Health Officer ( Personal to incumbent of Ex IVTB as at 30.06.08)

Psychologist (Personal to incumbent of Ex IVTB as at 30.06.08)

Internal Auditor* (Personal to incumbent of Ex IVTB as at 30.06.08)

Internal Auditor* (Personal to incumbent of Ex TSMTF as at 30.06.08)

Accountant* (Personal to incumbent of Ex TSMTF as at 30.06.08)

Irrigation Authority Divisional Irrigation Operation Officer

Technical Officer (Civil)

Senior Technical Officer (Civil)

Safety and Health Officer/Senior Safety and Health OfficerIrrigation Operation OfficerAccountant*Internal Auditor*

Mahatma Gandhi Institute Head, Gandhian Basic SchoolAccountant*Internal Auditor*

Mauritius Broadcasting Corporation

Senior Broadcast Technologistformerly Chief Broadcast Officer

Transmission CoordinatorSenior Technical Production Executive

formerly Chief Technical ProducerSenior ProducerProducer

Journaliste Reporteur D’images



formerly Senior News EditorNews Editor

Annex II (Contd.)


Open University of Mauritius (Ex-Mauritius College of the Air)

Senior Co-ordinator

Co-ordinatorMarketing and Development OfficerPrincipal Technical Executive (Engineering Services)Principal Technical Executive (Operations)Internal Auditor*

Mauritius Examinations Syndicate Examinations Officer

Mauritius Institute of Education Chief Technician

Internal Auditor*

Mauritius Institute of Health Research Officer/Senior Research Officer

Mauritius Meat Authority Accountant*

Head, Illegal Slaughter Squad

Mauritius Oceanography Institute Project Officer

Accountant* Associate Research Scientist

Mauritius Research Council Accountant*

Mauritius Standards Bureau Financial ManagerManagerQuality OfficerAssistant Technical Manager (Personal)

National Children’s Council Council SecretaryCoordinator

National Agency for the Treatmentand Rehabilitation of Substance Abusers

Accountant*

Programme Officerformerly Substance Abuse Prevention

OfficerAssistant Programme Officer

formerly Assistant Substance Abuse Prevention Officer



Annex II (Contd.)


National Computer Board Project Supervisor

Business Analyst/IT Consultant/Research Officer

National Transport Corporation Accountant*Depot ManagerTechnical and Mechanical Officer/Senior

Technical and Mechanical Officer

National Women’s Council Head, Women’s Association Unit (Personal)

Outer Islands DevelopmentCorporation

Accountant*

Internal Auditor*

Private Secondary Schools Authority

Supervisor/Senior Supervisor

Inspector (Personal)Internal Auditor*

Road Development Authority Accountant*Chief DraughtsmanChief Inspector of WorksInternal Auditor*Materials Testing OfficerPrincipal Technical Officer (Civil Engineering)Senior Inspector of WorksSenior Technical Officer (Civil Engineering)Senior Technical Officer (Materials Testing Laboratory)Superintendent of WorksSurveyorPrincipal DraughtsmanTechnical Officer (Civil Engineering)Technical Officer (Materials Testing Laboratory)Safety and Health Officer/Senior Safety and Health

Officer

Small Farmers Welfare Fund Technical Officer

State Trading Corporation Internal Auditor*Assistant Financial Manager

Small Medium Enterprise DevelopmentAuthority

Business Development Officer

Accountant*



Annex II (Contd.)


Sugar Insurance Fund Board AgronomistArea Manager

Land SurveyorManager (Finance)Manager (Inspection)Manager (Survey)Field/Operations Supervisor

Sugar Industry Labour Welfare Fund

Commissioner, Community Development

Principal Community Development OfficerSenior Community Development OfficerPrincipal Social Welfare OfficerSenior Social Welfare OfficerSupervisor, Women’s AssociationInspectorSenior InspectorSupervisor, Dressmaking and Related Craft

formerly Supervisor, Dressmaking and Craft

Tea Board Technical Officer

Tertiary Education Commission Deputy Financial Controller

Tobacco Board Tobacco OfficerSenior Tobacco OfficerAccountant*

Tourism Authority Tourism Enforcement OfficerSenior Tourism Enforcement Officer

Tourism Employees Welfare Fund Programme Welfare Officer

Town and Country Planning Board

Administrative Manager formerly Administrative Secretary

Chief Planning InspectorSenior Planning InspectorPlanning Inspector

University of Mauritius Accountant*Internal Auditor*



Annex II (Contd.)


University of Technology Mauritius

Accountant *

Internal Auditor*

Vallée D’Osterlog Endemic Garden Foundation

Technical Officer

Wastewater Management Authority Scientific OfficerSenior Works InspectorLand SurveyorChief Works InspectorAccountant*Technical Officer (Civil Engineering)Senior Technical OfficerTechnical Officer (Mechanical and Electrical)Principal DraughtsmanInternal Auditor*

* Accountant and Internal Auditor drawing salary in a scale the maximum of which is not less than Rs 48600 a month.

***********



Annex II


LOCAL AUTHORITIES


Municipal Council of Beau Bassin-Rose Hill Attorney

Principal Health InspectorSenior Health InspectorChief Welfare OfficerPrincipal Welfare OfficerEngineering AssistantSenior Inspector of WorksSupervisor, Usher’s SectionAccountant*Senior Usher/ProsecutorChief Inspector of WorksSenior Building InspectorPlanning and Development Inspector

formerly Planning Inspector Assistant Chief ExecutiveSafety and Health Officer/Senior Safety and Health Officer

Municipal Council of Curepipe AttorneyPrincipal Health InspectorSenior Health InspectorChief Welfare OfficerPrincipal Welfare OfficerEngineering AssistantSenior Inspector of WorksAccountant*

Internal Auditor*Land SurveyorSenior Usher/ProsecutorSafety and Health Officer/Senior Safety and Health OfficerPlanning and Development Inspector

formerly Planning InspectorAssistant Chief Executive



Annex II (Contd.)


City Council of Port Louis AttorneyChief Welfare OfficerPrincipal Welfare OfficerDeputy Chief Health InspectorPrincipal Health InspectorSenior Health InspectorSenior Inspector of WorksEngineering Assistant

Accountant*

Superintendent of Parks and GardensDeputy Superintendent of Parks and GardensChief Inspector of Works

Land Surveyor

Senior Usher/ProsecutorChief Building InspectorPlanning and Development Inspector

formerly Planning InspectorAssistant Chief ExecutiveSafety and Health Officer/Senior Safety and Health Officer

Municipal Council of Quatre Bornes AttorneyPrincipal Health InspectorSenior Health InspectorChief Welfare OfficerChief Inspector of WorksSenior Inspector of Works

Accountant*

Principal Welfare Officer

Internal Auditor*

Engineering Assistant

Planning and Development Inspector formerly Planning Inspector

Assistant Chief ExecutiveSafety and Health Officer/Senior Safety and Health OfficerFinancial Operations Officer (Personal to

incumbent in post as at 30.06.08)



Annex II (Contd.)


Municipal Council of Vacoas-Phoenix Attorney

Principal Health InspectorSenior Health InspectorChief Welfare OfficerChief Inspector of WorksPrincipal Welfare OfficerEngineering AssistantLand Surveyor

Internal Auditor*

Accountant*Senior Inspector of WorksPlanning and Development Inspector

formerly Planning InspectorAssistant Chief ExecutiveSafety and Health Officer/Senior Safety and Health Officer

*Accountant and Internal Auditor drawing salary in a scale the maximum of which is not less than Rs 48600 a month.



Annex II (Contd)

ORGANISATION GRADE

District Councils Senior Health InspectorInternal Auditor*Assistant Chief ExecutiveDeputy Chief ExecutivePrincipal Health InspectorTreasurerChief Inspector of WorksSenior Inspector of WorksAccountant*Principal Welfare OfficerPlanning and Development Inspector

formerly Planning Inspector Safety and Health Officer/Senior Safety and Health Officer

*Accountant and Internal Auditor drawing salary in a scale the maximum of which is not less than Rs 48600 a month.

***********



Annex III

List of grades eligible for loan to purchase an autocycle/motorcycle for official travelling

CIVIL SERVICE


Ministry of Agro-Industry and Food Security

Forests Deputy Forest RangerForest RangerSenior Forest Conservation and Enforcement

Officer formerly Forester

Forest Conservation and Enforcement Officer formerly Forest Guard

National Parks and Conservation Service Senior Park RangerPark RangerAssistant Park Ranger

Ministry of Fisheries Senior Fisheries Protection OfficerFisheries Protection Officer

Ministry of Education and Human Resources

Assistant Inspector of WorksInspector of WorksEducational Social Worker

Ministry of Local Government and Outer Islands

InspectorAssistant Inspector of Works

Ministry of Social Security and National Solidarity and Reform Institutions

Higher Social Security Officer

Ministry of Gender Equality, Child Development and Family WelfareSocial Welfare Division Social Welfare Officer

Deputy Prime Minister’s Office,Ministry of Energy and Public UtilitiesEnergy Services Division Inspector

ForemanChief ElectricianChief Plant Mechanic

Water Resources Unit Gauge Reader



Annex III (Contd.)MINISTRY/DEPARTMENT GRADE

Vice-Prime Minister’s Office,Ministry of Public Infrastructure, National Development Unit, Land Transport and Shipping

Inspector of WorksAssistant Inspector of WorksSenior GangmanGangmanChief TradesmanForeman

Traffic Management and Road Safety Unit

Senior Traffic Census OfficerTraffic Census Officer

National Transport Authority Senior Traffic WardenTraffic Warden

Mauritius Maritime Training Academyformerly Sea Training School

Petty Officer

Ministry of Labour, Industrial Relations and Employment

Employment Officer

Ministry of Health and Quality of Life Public Health and Food Safety Inspector formerly Health Inspector

Senior Health Surveillance OfficerHealth Surveillance OfficerSupervisor, Rodent ControlAssistant Supervisor, Rodent ControlRodent Control AttendantMotivatorTime Keeper (Health)Community Health Development MotivatorCommunity Health Rehabilitation OfficerSenior Statistical OfficerStatistical Officer

Vice Prime Minister’s Office, Ministry of Finance and Economic Development

Statistics Mauritius Senior Statistical OfficerStatistical Officer

Valuation Department Property Referencer

Ministry of Youth and Sports Senior CoachCoachSenior Coach

formerly Senior Coach (Swimming)Coach

formerly Coach (Swimming)



***********



Annex III

List of grades eligible for loan to purchase anautocycle/motorcycle for official travelling

RODRIGUES REGIONAL ASSEMBLY

DEPARTMENT GRADE

Rodrigues Regional Assembly Field AssistantAgricultural AssistantDeputy Forest RangerForest RangerSenior Forest Conservation and Enforcement

Officer formerly Forester

Forest Conservation and Enforcement Officer

formerly Forest GuardSenior Fisheries Protection OfficerFisheries Protection OfficerInspector of WorksAssistant Inspector of WorksCoachChief TradesmanForemanSenior GangmanGangmanEmployment OfficerHigher Social Security OfficerSenior Statistical AssistantStatistical AssistantPublic Health and Food Safety Inspector

formerly Health InspectorHydrological TechnicianChief TradesmanForemanSenior GangmanGangman

***********



Annex III

List of grades eligible for loan to purchase anautocycle/motorcycle for official travelling

PARASTATAL AND OTHER STATUTORY BODIES

ORGANISATION GRADE

Central Water Authority InspectorAssistant InspectorChief TradesmanTechnical OfficerForemanGauge Reader

Mauritius Cane Industry Authority Test Chemist (Personal to incumbent of Cane Planters and Millers Arbitration and Control Board as at 30.06.08)

Senior Technical Assistant (Personal to Incumbent of Ex-Farmers' Service Corporation as at 30.06.08)

Technical Assistant (Personal to incumbent of Ex- Farmers' Service Corporation as at 30.06.08)

Operator (Personal to Incumbent of Ex-Sugar Planters Mechanical Pool Corporation as at 30.06.08)

Head Operator (Personal to Incumbent of Ex-Sugar Planters Mechanical Pool Corporation as at 30.06.08)

Agricultural Machinery Operator(Personal to Incumbent of Ex-Sugar Planters Mechanical Pool Corporation as at 30.06.08)

Head Agricultural Machinery Operator (Personal to Incumbent of Ex-Sugar Planters Mechanical Pool Corporation as at 30.06.08)

Mauritius Oceanography Institute Technical Assistant/Senior Technical Assistant

Food and Agricultural Research Council

Senior Extension AssistantExtension Assistant

Irrigation Authority Field OfficerDriver (Roster)Gangman (Roster)Irrigueur (Roster)Social FacilitatorSupervisor (Roster)

Small Medium Enterprise and Development Authority

Assistant Handicraft Promotion Officer(Personal)



Annex III (Contd)ORGANISATION GRADE

Road Development Authority Inspector of WorksAssistant Inspector of WorksSenior GangmanGangmanChief TradesmanForeman

Sugar Insurance Fund Board Assistant InspectorField OfficerSenior Field Officer

Sugar Industry Labour Welfare Fund

Community Development OfficerAssistant Supervisor, Women’s Associations

Wastewater Management Authority Works InspectorAssistant Works InspectorHead Operative

***********



Annex III

List of grades eligible for loan to purchase an autocycle/motorcycle for official travelling

LOCAL AUTHORITIES

ORGANISATION GRADE

Municipal Council of Beau Bassin-Rose Hill

Inspector of WorksBuilding InspectorHealth InspectorAssistant Health Inspector (Personal to

officers in post as at 31.12.12)Assistant Inspector of WorksSenior Welfare OfficerWelfare OfficerOverseer (Drains and Works) Overseer (Parks and Gardens) OverseerWorkshop SupervisorSupervisor Infant SchoolCadastral OfficerUsher/ProsecutorRevenue Collector (Personal)Supervisor (Lighting Section)

Municipal Council of Curepipe Chief Controller of WorksInspector of WorksBuilding InspectorHealth InspectorAssistant Health InspectorSenior Welfare OfficerWelfare OfficerOverseerForemanCadastral OfficerUsher/ProsecutorRevenue Collector (Personal)Supervisor (Lighting Section)



Annex III (Contd.)

ORGANISATION GRADE

City Council of Port Louis Building InspectorInspector of WorksHealth InspectorAssistant Health Inspector(Personal to

officers in post as at 31.12.12)OverseerForemanCadastral OfficerUsher/ProsecutorSenior Welfare OfficerWelfare OfficerAssistant Building InspectorSupervisor Infant SchoolSupervisor (Lighting Section)

Municipal Council of Quatre Bornes Inspector of WorksAssistant Inspector of WorksAssistant Building InspectorHealth InspectorAssistant Health Inspector (Personal to

officers in post as at 31.12.12)Welfare OfficerCadastral OfficerUsher/ProsecutorOverseerForemanRevenue Collector (Personal)Building InspectorSupervisor (Lighting Section)

Municipal Council of Vacoas-Phoenix Inspector of WorksAssistant Inspector of WorksBuilding InspectorAssistant Building InspectorHealth InspectorAssistant Health Inspector (Personal to

officers in post as at 31.12.12)Senior OverseerSupervisor Infant SchoolOverseerRevenue Collector (Personal)Usher/ProsecutorSenior Welfare OfficerWelfare OfficerSupervisor (Lighting Section)



Annex III (Contd.)

ORGANISATION GRADE

District Councils Building InspectorHealth InspectorAssistant Health Inspector (Personal

to officers in post as at 31.12.12)Inspector of WorksFinancial Operations Officer/Senior

Financial Operations Officerformerly Tax Controller

Senior Welfare OfficerWelfare OfficerSupervisor (Lighting)Supervisor (Lighting Section)Supervisor (Lighting Section) (Personal)ForemanGangmanGroundsman

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Conditions of Service Passage Benefit Scheme

18.3 PASSAGE BENEFIT SCHEME

18.3.1 The Passage Benefit Scheme provides for officers to earn and accumulate passage credits and use their accumulated benefit to meet the costs of travel for themselves and immediate members of their families; other expenses in connection with their travel; expenses incurred for spending vacation at inland hotels/recreational resorts; and to pay the fees in connection with School Certificate and Higher School Certificate examinations for their wards. Officers are allowed to cash in toto all passage benefit standing to their credit at the time of retirement.

18.3.2 Initially, the passage benefit scheme was meant for expatriates on a tour of service in Mauritius and they were provided free passages for sea travel to Mauritius and back to their homeland. Gradually, the scheme was extended to all government officers employed on permanent and pensionable establishment. Though, the scheme has undergone fundamental transformation in successive salary reviews, it is being maintained.

18.3.3 Presently, officers on permanent and pensionable establishment drawing a minimum monthly salary of Rs 19000 or reckoning at least eight years’ service, earn passage benefit at the rate of 5% of their gross salaries annually or the equivalent cost of 3900 km of the Group Tour Air Fare Mauritius – London – Mauritius at off peak (low season) rate, whichever is the higher. Exceptionally, in case of medical emergency, the rate at the time of travel is applicable.

18.3.4 Officers do not earn passage benefit during vacation leave, vacation leave taken as casual leave, sick leave in excess of 21 working days in any calendar year, maternity leave, adoption leave, parental leave, study leave with or without pay, injury leave, interdiction period, accumulated sick leave taken prior to retirement, probationary period and leave without pay.

18.3.5 Officers are allowed to use their accumulated passage benefit provided that the balance to their credit stands at Rs 10000 or more. If both spouses are civil servants, they are allowed to use their passage benefit provided they have jointly accumulated an aggregate of not less than Rs 20000 except in certain instances where they are allowed to cash their accrued benefits though less than Rs 10,000.

18.3.6 The accumulated passage benefit may be used by officers:

(i) for travel purposes for themselves and for the immediate members of their families namely spouses and dependent children below 21 years as well as for their dependent children aged up to 30 years old who are following full time course in a tertiary institution either locally or abroad;



(ii) for travel purposes in favour of their mother and/or father;

(iii) to meet the costs of other expenses in connection with their travel or cash either partly or wholly any balance of their accumulated benefit at the time of travel; and

(iv) for medical treatment for themselves/immediate members of their family overseas.

18.3.7 Officers may cash part or the whole amount of their accumulated passage benefit for spending vacation at inland hotels/recreational resorts provided they produce documentary evidence to that effect and their accumulated passage benefit is not less than Rs 10000.

18.3.8 Officers serving in our missions abroad may cash part or the whole amount of their accumulated passage benefit for spending vacation abroad in hotels/recreational resorts provided they produce documentary evidence to that effect and their accumulated passage benefit is not less than Rs 10000.

18.3.9 Officers may use their accumulated passage benefit to meet the SC and HSC examinations fees for their wards, even if the balance standing to their credit may be less than Rs 10000.

18.3.10 Officers are allowed to cash in toto all passage benefit standing to their credit at the time of retirement.

18.3.11 On the demise of an officer while in service, the totality of the accrued benefit at that date is paid in toto to his/her heir/s.

Recommendation 1

18.3.12 We recommend that

(a) officers on permanent and pensionable establishment drawing a minimum monthly salary of Rs 23250 or reckoning at least eight years’ service should earn passage benefit at the rate of 5% of the gross salaries annually;

(b) officers should not earn passage benefit during vacation leave, vacation leave taken as casual leave, sick leave in excess of 21 working days in any calendar year, maternity leave, adoption leave, parental leave, study leave with or without pay, injury leave, interdiction period, accumulated sick leave taken prior to retirement, probationary period and leave without pay.

Recommendation 2

18.3.13 We also recommend that beneficiaries be allowed to make use of their accumulated passage benefit:



(i) for travel purposes for themselves and for the immediate members of their families namely spouses and dependent children below 21 years as well as for their dependent children aged up to 30 years old who are following full time course in a tertiary institution either locally or abroad;

(ii) for travel purposes in favour of their mother and/or father;

(iii) to meet the costs of other expenses in connection with their travel or cash either partly or wholly any balance of their accumulated benefit at the time of travel; and

(iv) for medical treatment for themselves/immediate member(s) of their family overseas.

Recommendation 3

18.3.14 We further recommend that:

(a) officers should be allowed to use their accumulated passage benefit provided that the balance to their credit stands at Rs 11000 or more. If both spouses are civil servants, they would be allowed to use their passage benefit provided they have jointly accumulated an aggregate of not less than Rs 22000;

(b) officers may cash part or the whole amount of their accumulated passage benefit for spending vacation at inland hotels/recreational resorts provided they produce documentary evidence to that effect and their accumulated passage benefit is not less than Rs 11000;

(c) officers serving in our missions abroad may cash part or the whole amount of their accumulated passage benefit for spending vacation abroad in hotels/recreational resorts provided they produce documentary evidence to that effect and their accumulated passage benefit is not less than Rs 11000;

(d) officers should be allowed to make use of their accumulated passage benefit to meet the fees in connection with SC and HSC examinations for their wards even if the balance standing to their credit may be less than Rs 11000;

(e) officers are allowed to cash in toto all passage benefit standing to their credit at the time of retirement; and

(f) on the demise of a beneficiary, the outstanding benefit should be paid in toto to the heirs.



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Conditions of Service Leave



18.4 LEAVE

18.4.1 Leave is one of the most attractive conditions of service in the remuneration package of Public Officers. It can be defined as an approved period of absence of an employee. It is a break from duty for recreational and recuperation purposes, for attending to personal and religious obligations, learning and development events, among others. There are various types of Leave to cater for the needs of officers. These are: Vacation Leave, Casual Leave, Sick Leave, Maternity Leave, Paternity Leave, Adoption Leave, Leave Without Pay, Study Leave With and Without Pay and Injury Leave.

18.4.2 Officers are eligible for Leave after having served for a continuous period of at least 12 months or after they have been appointed in a substantive capacity in their respective grades. Vacation Leave has to be earned and accumulated before it is taken. Except for Sick Leave, Injury Leave and Maternity Leave, all applications for leave are approved subject to the exigencies of service.

18.4.3 In the context of this Review Exercise, both Management and Staff Side have expressed satisfaction on the existing provisions of Leave. However, some Federations have made representations to introduce Paternity Leave, increase the quantum of Sick Leave and to allow the unutilised Casual Leave to be cashed.

18.4.4 We have examined these requests and consider that the existing provisions are adequate and some improvements can be brought to render them more effective.

CASUAL LEAVE

18.4.5 Casual Leave is an authorised paid absence of an officer from duty to attend to urgent personal matters including religious obligations and for recreation. It caters for short and unexpected absences in foreseen and unforeseen circumstances.

Present Position

18.4.6 The present provision for casual leave is as hereunder:

(i) the quantum of casual leave is 11 working days in any calendar year;

(ii) an officer who has already taken all his casual leave may be allowed to take, in any calendar year, up to five days from his accumulated vacation leave. The five days may be taken either at a stretch or on and off;

(iii) in addition to the provision at (ii) above, an officer may be allowed to take up to three days out of his vacation leave in case of the demise of a



near relative or to look after the family around the time of his child’s birth;

(iv) an officer, appointed in a substantive capacity, whether directly or after a period of temporary service of less than one year, is eligible for casual leave on a pro-rata basis in the year of appointment;

(v) an officer serving in a casual/temporary capacity for more than a year, on being appointed in a substantive capacity, is eligible for the full quantum of casual leave less annual leave already taken since the beginning of the year;

(vi) an officer who has served for a period of less than a complete calendar year for any of the following reasons: leave prior to retirement/resignation; leave with/without pay; Injury Leave; and interdiction should be eligible to the full quantum of Casual Leave for the year;

(vii) an officer who is absent from duty for a complete calendar year for any of the following reasons: leave prior to retirement/resignation; injury leave; leave with/without pay; and interdiction is not eligible for casual leave for the calendar year;

(viii) casual leave should be taken in the calendar year it falls due and is normally non-accumulative. However, if owing to exigencies of the service, an officer cannot be granted part or the whole of his casual leave entitlement in the year it falls due, his Supervising Officer may allow him to carry over such leave to the following year, provided that the quantum of his casual leave in any particular year, does not exceed his entitlement for two years;

(ix) as far as possible, Supervising Officers should continue to monitor the application and approval of casual leave, which should be granted subject to prior approval. Supervising Officers should satisfy themselves of the reasonableness of the grounds prior to granting leave which has been taken without prior approval on ground of unforeseen circumstances, otherwise it should be considered as unauthorised; and

(x) casual leave can be spent locally or abroad and can be combined with vacation leave exceptionally in cases where the number of days required cannot be made up by taking either casual or vacation leave alone.

18.4.7 There have been representations from staff associations for an increase in casual leave entitlement and refund of casual leave not taken. However, only in some exceptional cases unutilised leaves have been refunded. Refunding all unutilised casual leave will defeat the purpose of granting such leave to public officers.



18.4.8 The moreso, when compared internationally, the present leave provision in the public service is already generous. Therefore, we are maintaining the present quantum of our casual leave which we consider is adequate and appropriate.

Recommendation 1

18.4.9 We recommend that the present provision for casual leave as enunciated at paragraphs 18.4.6 (i), (ii) and 18.4.6 (iv) to 18.4.6 (x) be maintained.

18.4.10 We further recommend that, in addition to the provision at 18.4.6 (ii) above, an officer may be allowed to take up to five days out of his vacation leave in case of the demise of a near relative or to look after the family around the time of his/her child’s birth. The five days may be taken either at a stretch or on and off.

Casual Leave on Saturday for officers working on a six-day week basis

18.4.11 At present, for officers working on a six-day week basis and scheduled to work up to a maximum of four hours on Saturdays, absences on Saturdays are reckoned as half a day’s casual leave. We are maintaining the present provision.

Recommendation 2

18.4.12 We recommend that absences on a Saturday should continue to be counted as half a day’s casual leave for officers working on a six-day week basis and scheduled to work up to a maximum of four hours on a Saturday.

Annual Leave Entitlement for officers not holding substantive appointment

18.4.13 The present annual leave provision for officers not holding a substantive appointment including Trainees other than Trainee Educators (primary and secondary), students and apprentices is as follows:

(i) 14 working days for those working on a five-day week basis

(ii) 16 working days for those working on a six-day week basis

Recommendation 3

18.4.14 We are maintaining the present provision governing Annual Leave for officers not holding a substantive appointment after one year’s continuous service including Trainees other than Trainee Educators, Students, Cadets and Apprentices.

Annual Leave for Trainee Educators (Primary and Secondary)

18.4.15 Trainee Educators (Primary and Secondary) are entitled to 10 working days of annual leave after the first year of training.

Recommendation 4



18.4.16 We are maintaining the above provision.



Annual Leave for part-time officers

18.4.17 Presently, part-time officers who have been in continuous employment for a period of 12 consecutive months are entitled to 14 working days of annual leave. A day of leave is reckoned as the day or part thereof the officer is expected to be on duty. We are maintaining the above provision.

Recommendation 5

18.4.18 We recommend that, in case of part-time work that covers five days or more in a week, part-time officers who have been in continuous employment for a period of 12 consecutive months should continue to be eligible to 14 working days of annual leave on full pay. In case of part-time work of less than five days a week, the number of annual leave should be pro-rated. A day of leave is reckoned as the day or part thereof the officer is expected to be on duty.

VACATION LEAVE

18.4.19 Vacation Leave is paid break from duty of longer duration for recreational, cultural or religious purposes. The aim for granting such paid leave is to encourage officers on permanent and pensionable establishment to take a longer break to renew themselves physically and mentally and to attend to personal obligations.

18.4.20 It is earned by virtue of effective service from the day of the officer’s substantive appointment irrespective of the capacity in which he is employed. It is computed on a pro-rata basis in respect of the actual period served.

18.4.21 The present provision for earning or accumulating vacation leave is based on length of service of the officer and is as follows:

Length of service(in years)

Leave Earning Rate per Annum (in days)

Maximum leave that can be accumulated (in days)

Up to 5 25 105

5+ to 10 30 140

10+ to 15 35 175

Over 15 35 210

18.4.22 Officers can spend their vacation leave either locally or abroad. The vacation leave is normally accumulative subject to a maximum and is not granted in advance. The minimum grantable period of vacation leave is seven days and this is taken at a stretch, except where it is granted as casual leave when it can be taken at a stretch or on and off but subject to a maximum of five working days annually. Vacation leave can be combined with casual leave



whenever the number of days’ leave required, either casual or vacation, is not sufficient.

18.4.23 Vacation leave accrual rates are based on an officer’s continuous length of service. Leave of absence excluding leave without pay does not constitute a break in service; however, no accrual of leave is permitted during any of the following periods: vacation leave, vacation leave taken as casual leave, sick leave in excess of 21 days in any calendar year, accumulated sick leave taken as leave prior to retirement, leave without pay, study leave with or without pay, leave taken for revision and examination purposes, maternity leave, injury leave, interdiction, adoption leave, and parental leave.

18.4.24 Officers in the teaching profession do not earn vacation leave during school holidays save for those periods when they are officially in attendance.

Recommendation 6


(i) the vacation leave provision for officers on the permanent and pensionable establishment should be as follows:

Length of service(in years)

Leave Earning Rate per Annum (in days)

Maximum leave that can be accumulated (in days)

Up to 5 25 105

5+ to 10 30 140

10+ to 15 35 175

Over 15 35 210

(ii) Teachers of the Pre-Primary schools, Educators (Primary) and Educators (Secondary) should not earn vacation leave during school holidays except for those periods when they are officially in attendance. They should also be governed by the appropriate provision made at the Chapter dealing with the Ministry of Education and Human Resources in Volume 2 of this Report.

Recommendation 7

18.4.26 We further recommend that the conditions related to the purpose and grant of vacation leave as at paragraphs 18.4.19, 18.4.20 and 18.4.22 to 18.4.24 should be maintained save that the maximum vacation leave that can be used as casual leave may be increased to five days to cater for absences in case of the demise of a near relative or to look after the family around the time of a child’s birth.



Length of Service

18.4.27 Eligible officers earn vacation leave which is accrued and based on an officer’s continuous length of service. Periods of break or leave without pay or secondment to outside bodies, e.g. approved services are not considered when computing the length of service for Vacation Leave. This is being maintained.

Recommendation 8

18.4.28 We recommend that any period of break or leave without pay or secondment to outside bodies or organizations should continue to be discounted from the length of service for vacation leave.

Planning of vacation leave

18.4.29 Planning of vacation leave is important as it avoids conflicting situations and minimizes disruption in the smooth running of the organization. Given the importance and purpose of vacation leave, all employees should be encouraged to take their vacation leave or at least part of their entitlement every year. Consequently, Supervising Officers must ensure that leave for vacation purposes should be arranged with due regard for operating needs and to accommodate the convenience of the officer. In this regard, a “leave programme” is a useful tool for the grant of leave as well as to ensure proper manning of the unit/section/department.

Recommendation 9


(i) officers should be allowed to take periodic breaks from their work and enjoy their vacation leave, as far as possible, every year; and

(ii) Supervising Officers and Heads of Departments should ensure that a “Leave Programme” is established at the beginning of each calendar year to minimise disruption in the smooth running of the organisation and avoid conflicting situations.

Accumulation of Vacation Leave above authorised ceiling

18.4.31 Despite the fact that leave is meant to be taken, as far as possible, every year, there are cases where some officers are not able to take their vacation leave. It is incumbent upon the Supervising Officer/Head of Section/Division/Unit to approve vacation leave and ensure that this causes little disruption in the smooth running of the organisation.

Presently, an officer is authorised to earn and accumulate vacation leave over and above his normal maximum entitlement in either of the following specific cases:



(a) Sensitive and Critical/Essential Areas

Where the services provided by grades with a small establishment size (one or two) are crucial involving either formulation of policy at the highest level or member of personnel responsible for the security of the country or of vital services where the officer(s) cannot be released.

(b) Scarcity Areas/Skills in Short Supply

Grades, requiring professional or technical qualifications, which have registered a vacancy rate of 20% and above for a continuous period of 1½ years or more and where, in spite of various recruitment attempts, the vacancies have not been filled.

(c) Exigencies of Service

Where the exigencies of service do not permit the release of the incumbent(s) and the remaining labour force would not be able to fully deliver during the absence of the officer(s).

18.4.32 As a means to compensate leave foregone or leave that cannot be granted and for the smooth running of the organization, officers falling in the above specific cases are allowed to accumulate their vacation leave over and above the authorised ceiling.

18.4.33 There have been requests from the Ministry of Civil Service and Administrative Reforms and other Chief Executives to limit the quantum of leave that can be accumulated. The Bureau has studied those requests and is agreeable that there should be a ceiling. Consequently, we are recommending accordingly.

Recommendation 10


(i) an officer should, as far as possible, apply for vacation leave before reaching his normal maximum entitlement, as such leave is meant to be taken during the year.

(ii) an officer who qualifies by virtue of paragraph 18.4.31 should only be authorized to earn and accumulate vacation leave over and above his normal entitlement provided that:

(a) he has made a written application for leave and on reasonable grounds, he has not been released by the Supervising/Responsible Officer or the Authorities due to the exigencies of the service; and

(b) he has been notified in writing that, due to exigencies of the service, his request for leave has not been acceded to and of the date when he could be granted such leave.



(iii) the recommendation at subparagraph (ii) above should be subject to the approval of the Ministry of Civil Service and Administrative Reforms.

(iv) any accumulated vacation leave over and above the normal maximum entitlement should be kept in a separate account known as “Beyond Ceiling Vacation Leave Account”. The maximum vacation leave which may be accumulated over and above the vacation leave ceiling should not exceed 50% of the maximum accumulated vacation leave entitlement for the incumbent. However, officers who have already exceeded half the normal maximum entitlement as at date of implementation of the Report, should retain same on a personal basis. Such leave should either (a) be taken as leave prior to retirement or earlier; or (b) be cashed at the time of retirement at the rate of 1/30 of the last monthly salary per day.

(v) an officer who has accumulated vacation leave beyond the authorised ceiling and who subsequently proceeds on vacation leave should take all his accumulated vacation leave under the normal scheme prior to taking his accumulated vacation leave beyond ceiling from his “Beyond Ceiling Vacation Leave Account”.

SICK LEAVE

18.4.35 Employees are granted sick leave, whenever they are absent from duty on grounds of illness, convalescence or for any other health purpose. An officer is required to submit a medical certificate if he is absent from duty for more than three consecutive working days. However, a Supervising Officer may require the employee to submit a medical certificate for any period of absence on medical grounds.

18.4.36 Since 1993 Report, the Bureau has brought major changes to the sick leave scheme. The annual entitlement and the maximum ‘bank’ ceiling were reviewed and the concept of cash in lieu of sick leave not taken was introduced. In successive Reports, we have improved the scheme to discourage abuse of sick leave but at the same time to safeguard those who are genuinely sick and need sick leave.

18.4.37 Survey findings have revealed that since 2003, there has been a reduction in the number of days taken as sick leave, which revolved around 1-5 days per year on average for most employees of the public sector. In the 2008 PRB Report, we provided further inducement by increasing the bank ceiling and the maximum number of cashable sick leave up to 16 days at full rate while maintaining the other provisions. In the context of this Report, both Management and Unions have reported that the majority of officers do not take more than five days’ sick leave annually and have proposed for the refund of unutilized days of sick leave in toto.



18.4.38 We believe that a certain number of days should be kept free from any financial inducement so that employees may take sick leave whenever they are sick. The refund of unutilised sick leave has undoubtedly not only contributed to the decrease in the rate of sickness absence, but at the same time encouraged presenteeism at the workplace. The Chartered Institute of Personnel and Development defines presenteeism as situations when employees attend duty whilst impaired by an illness, injury or medical conditions. Research has revealed that the costs of sickness presence are even higher than for sickness absence. It is further argued that if presenteeism is allowed to fester, it can also lead to higher levels of sickness absence as the sick employee may pass along contagions to other workers and customers.

18.4.39 We are maintaining the present provisions.

Sick Leave Provisions for Officers holding Substantive Appointment

Recommendation 11

18.4.40 We recommend that the present provisions governing sick leave for officers appointed in a substantive capacity be maintained as hereunder:

(i) Annual entitlement of 21 working days’ full pay sick leave;

(ii) Unutilised sick leave at the end of the year is accumulated up to a “bank” maximum of 110 days;

(iii) After the bank maximum has been reached, a maximum of 16 unutilised days of sick leave, out of the annual entitlement of 21 working days, is paid in cash at the rate of 1/22 of monthly salary per day;

(iv) Upon exhaustion of all sick leave (annual entitlement and ‘Bank’), an officer is eligible, not more than twice in his career, for sick leave up to a maximum of six months on full pay followed by six months on half pay, inclusive of non-working days, on the recommendation of the Ministry of Health and Quality of Life. Such leave is considered as an ‘advance’ and should be refunded on the basis of the actual number of working days, on resumption of duty, at the rate of 14 days a year. The number of days to be refunded should be one day for each working day in case of sick leave on full pay and half day for each working day in case of sick leave on half pay. No officer is allowed to cash or ‘bank’ sick leave until all leave advanced has been refunded. Any unutilised sick leave at the end of the year is used to offset leave advanced;



(v) an officer who has been granted six months sick leave on full pay and is subsequently granted sick leave on half pay, may opt to use his accumulated vacation leave in lieu of the sick leave on half pay.

(vi) on retirement, sick leave accumulated in bank may either be cashed in full, computed on the officer’s retiring salary at the rate of 1/22 of monthly salary per day, or taken as leave prior to retirement, to be reckoned against working days;

(vii) in case of resignation from employment, officers are paid the total value (100%) of accumulated sick leave, if any; and

(viii) on the demise of an officer, the total value (100%) of accumulated sick leave is paid to his heir(s).

18.4.41 The Bureau is bringing a few changes to certain specific provisions following various representations received as highlighted below.

Accumulated Sick Leave as at 30 June 1993

18.4.42 Officers who had opted to retain any accumulated sick leave in excess of 90 days in bank as at 30 June 1993 were required to opt for the retention of such leave to be cashed, in full on retirement or to be taken as pre-retirement leave. The Bureau has received representations to the effect that officers who genuinely need sick leave, upon the exhaustion of their annual entitlement and accumulated sick leave in bank, be allowed to use, if any, the sick leave in excess of the 90 days as at 30 June 1993. The Bureau recommends accordingly.

Recommendation 12

18.4.43 We recommend that officers who have opted to retain accumulated sick leave in excess of 90 days as at 30 June 1993 and who upon the recommendation of the Ministry of Health and Quality of Life, genuinely need additional sick leave after exhaustion of their annual entitlement and accumulated sick leave in bank, should be allowed, on a case to case basis, to make use of the excess sick leave, subject to the approval of the Ministry of Civil Service and Administrative Reforms.

Illness Abroad

18.4.44 At present, any period of illness abroad, on expiry of any period of leave (vacation, casual, study leave with or without pay) is on no pay except for the period an officer is hospitalised. The Bureau has received many representations to the effect that sick leave should be granted in genuine cases e.g. for convalescence and rehabilitation purposes or where the officer is not in a position to travel back immediately after hospitalisation period, etc.



We have examined the claims carefully and consider that in genuine critical cases, the officers may be granted sick leave with pay.

Recommendation 13

18.4.45 We recommend that any period of illness abroad, on expiry of any period of leave (vacation, casual, study leave with or without pay) should continue to be on no pay. In case an officer is hospitalised, the period of hospitalisation should be reckoned against the officer’s sick leave entitlement upon production of documentary medical evidence and approval of Ministry of Health and Quality of Life and Ministry of Civil Service and Administrative Reforms.

18.4.46 We, however, recommend that in critical cases where the officer is not in a position to travel back, irrespective of whether he has been hospitalised or not, owing to convalescence, rehabilitation, or any other genuine medical reasons, sick leave should be granted against the officer’s sick leave entitlement, on a case to case basis, upon production of documentary medical evidence and approval of the Ministry of Health & Quality of Life and Ministry of Civil Service and Administrative Reforms.

18.4.47 We further recommend that consideration should continue to be given, on a case to case basis, to grant sick leave to officers upon production of documentary medical evidence, as approved by the Ministry of Health and Quality of Life, certifying that they should proceed abroad for medical treatment not available locally even though no hospitalisation is warranted and subject to the approval of the Ministry of Civil Service and Administrative Reforms.

Sick Leave Entitlement for Employees not holding a Substantive Appointment

18.4.48 The following provisions are applicable to employees not holding a substantive appointment, which we are maintaining:

(i) an officer is not eligible for sick leave with pay during his first year of service. After one year’s continuous service, he is eligible for 12 working days sick leave on full pay in a calendar year;

(ii) after exhaustion of the annual entitlement of 12 working days, the officer may, in case of prolonged illness and on production of a medical certificate, be granted additional sick leave on full pay up to a maximum of 14 days, inclusive of non-working days;

(iii) the officer may be granted further sick leave on half pay for a maximum period of 62 days, inclusive of non-working days, in exceptional cases, upon production of medical evidence and recommendation of the Ministry of Health and Quality of Life;



(iv) the additional 14 days’ sick leave on full pay and 62 days’ sick leave on half pay are deemed to be grantable over a period of one calendar year. Any absence on account of illness in excess of the 88 days is on no pay;

(v) any paid sick leave in excess of the 12 working days is considered as an “advance” and is to be refunded at the prescribed rate as specified at paragraph 18.4.40 (iv) on the officer being appointed substantively; and

(vi) unutilised sick leave at the end of the year out of the annual entitlement of 12 working days, up to a maximum of 6 days, is refunded in cash. The computation for a day’s sick leave is at the rate of 1/22 of monthly salary per day.

Sick Leave to Part-time Employees

18.4.49 Existing provisions regarding sick leave for part-time employees and refund of unutilised sick leave are as hereunder and are being maintained:

(i) a part-time employee who has been in continuous employment for 12 consecutive months and who puts in 40 hours of work weekly, should continue to be eligible for 12 working days’ sick leave on full pay in a calendar year;

(ii) a part-time employee who has been in continuous employment for 12 consecutive months and who puts in less than 40 hours of work weekly is eligible for sick leave on a pro-rata basis depending on the number of hours of work per week based upon the principle of 12 working days’ sick leave annually for a 40-hour working week;

(iii) unutilised sick leave at the end of the year out of the annual entitlement of 12 working days, up to a maximum of six days, should be refunded in cash each year at the rate of 1/22 of the monthly salary per day; and

(iv) the refund of unutilised sick leave in respect of a part-time employee who puts in less than 40 hours of work weekly should be computed on a pro-rata basis depending on the number of hours of work per week.

Sick Leave Entitlement and Refund of unutilised sick leave in specific cases

18.4.50 The following existing provisions are applicable in certain specific cases with respect to the sick leave entitlement and refund of unutilised sick leave:

(i) officers appointed in a substantive capacity in the service whether directly or after a period of temporary service of less than one year are eligible for sick leave on a pro-rata basis in the year of appointment;



(ii) officers serving in a casual/temporary capacity for more than a year, are, on being appointed substantively, eligible for the full quantum of sick leave less sick leave already taken since the beginning of the year;

(iii) officers who are absent from duty for a period of less than a complete calendar year owing to leave prior to retirement/resignation, injury leave, leave with/without pay, or interdiction are eligible for the full quantum of sick leave for the year, whereas officers who are absent from duty for a complete calendar year for any of the reasons mentioned earlier are not eligible for sick leave for that calendar year;

(iv) officers who are absent from duty in a calendar year owing to leave prior to retirement/resignation, injury leave, leave with/without pay, or interdiction are refunded in cash any unutilised sick leave on a pro-rata basis in respect of the period actually served in that calendar year; and

(v) officers on leave with pay and who have been absent from duty for a period of less than a complete calendar year, are refunded unutilised sick leave in accordance with paragraph 18.4.40 (iii) provided they have attended duty for at least 22 working days in the calendar year.

Recommendation 14

18.4.51 We are maintaining the existing provisions governing sick leave entitlement and refund of unutilised sick leave in other specific cases except that for officers who have been absent from duty for a period of less than a complete calendar year, due to leave prior to retirement, they should be refunded unutilised sick leave in accordance with paragraph 18.4.40 (iii), provided they have attended duty for at least 22 working days in that calendar year.

Sick Leave Eligibility for Officers on Contract

18.4.52 As per existing provisions:

(i) an officer employed on contract is not eligible to sick leave during the first year of contract;

(ii) after completion of one year contract the officer is entitled to 21 days of sick leave annually but is not refunded in cash any unutilised sick leave; and

(iii) the provision at (i) above is however not applicable to:

(a) a retired public officer who has been re-employed on contract;

(b) a contract officer who is serving under a contract of employment (embodying leave entitlement) already in force on 31 December 2012; and

(c) a contract officer serving in established posts.



18.4.53 We are maintaining the above-mentioned existing provisions.

Monitoring of Sick Leave

18.4.54 In general, the rate of sickness absence as well as cases of abuse of sick leave has declined over the years. Nevertheless, the Bureau considers that the measures enunciated in our 2008 PRB Report to strengthen control on the utilisation of sick leave and to rapidly detect suspected cases of malingering should continue to prevail. These recommendations are reproduced below:

(i) Supervising Officers should develop and maintain proper control systems at all levels;

(ii) where a Supervising Officer considers that the sick leave record of an officer is unsatisfactory, he shall arrange for the officer to be examined by a medical board to determine the officer’s fitness for further service;

(iii) where an officer has been found unfit by a medical board, the Supervising Officer shall initiate action for his retirement on medical grounds in accordance with the regulations in force; and

(iv) where the sick leave record of an officer, who has been found fit by a medical board, continues to be unsatisfactory, the Supervising Officer may initiate action for his retirement in the interest of the public service in accordance with the regulations in force.

Maternity Leave

18.4.55 Maternity Leave is the time a mother takes off from work around the time of the birth of her child. The reason for granting such leave is to protect the health of the mother and the child. The broad guidelines governing the rights of female employees in relation to maternity leave have been established by the International Labour Organisation (ILO) and these are ratified by member countries, of which Mauritius forms part. However, specific criteria are determined by each member country, in line with its own policy and requirements. Each member country, therefore, adopts appropriate measures to ensure that female officers who have taken maternity leave are not subject to any form of discrimination. We are, in this Report, maintaining the present provision.

18.4.56 The present provisions governing maternity leave are as follows:

(i) In the event of a confinement, an officer is eligible to 12 weeks’ maternity leave. The leave is on full pay if the officer holds a substantive appointment or reckons at least one year’s continuous service.

(ii) Where the officer does not satisfy the criteria for leave on full pay, the maternity leave granted to her is on no pay.



(iii) Maternity Leave on full pay is granted to officers for three confinements while in service. Any leave required for subsequent confinements is reckoned against vacation leave or leave without pay, as appropriate.

(iv) On giving birth to a stillborn child, the mother may take maternity leave out of her entitlement. Or else she may take sick leave and her entitlement of confinements is not affected.

(v) For births exceeding two in one confinement, the officer is granted six weeks’ special leave in addition to her maternity leave.

(vi) The officer may take either sick/casual/annual or vacation leave to undergo pre-natal treatment.

(vii) An officer may take a maximum of four weeks of maternity leave prior to childbirth.

These provisions are appropriate and adequate.

Recommendation 15

18.4.57 We, therefore, recommend that the present provision regarding maternity leave be maintained.

Leave after Confinement

18.4.58 According to the ILO Reports there is, in general a movement towards longer maternity period, evidence of the extent to which the officers are valuing parenthood. With the present arrangement, female public officers may, in the period of 12 months following the expiry of maternity leave, in addition to vacation leave, either take a maximum of nine months leave without pay or six months leave without pay followed by six months part-time employment for half the working time on half pay.

18.4.59 The second part of this recommendation has not been implemented inasmuch as an officer cannot have two types of employment with the same employer at the same time. Nevertheless, given the evolution of society and the movement towards nuclear family, there is need for family protection. We are, therefore, reviewing this recommendation.

Recommendation 16

18.4.60 We recommend that subject to exigencies of service, female public officers may, in the period of 12 months following the expiry of maternity leave, be granted in addition to vacation leave, either (a) a maximum of nine months’ leave without pay; or (b) six months’ leave without pay followed by six months’ leave on half pay computed on the basis of half the working time per day on half pay.



Paternity Leave

18.4.61 Requests have been received for the grant of Paternity Leave to fathers. We have examined the submission and consider that the total leave package granted to public sector employees is already generous. There are also provisions in the present Report, allowing fathers some flexibility to make leave arrangement to attend to their wife prior to and after confinement. We are, therefore, maintaining these provisions.

Recommendation 17


(i) priority of consideration be given for the grant of vacation leave to a male officer following confinement of his wife;

(ii) around the time of child birth, in addition to the normal casual leave entitlement, a father may, subject to the exigencies of service, take up to 10 days from his accumulated vacation leave, which is inclusive of the normal five days of accumulative leave taken at a stretch or on and off;

(iii) male officers holding a substantive appointment or having completed at least one year’s continuous service should, on the demise of their working wife following delivery of a non-still born child, be granted leave on full pay for a duration equal to the unused portion of the maternity leave to which the deceased wife was entitled;

(iv) male officers holding a substantive appointment or having completed at least one year’s continuous service should, on the demise of their non-working wife following delivery of a non-still born child, be granted leave on full pay equivalent to the hypothetical unused maternity leave computed as from the date of delivery.

Adoption Leave

18.4.63 Adoption is where a child legally becomes a member of a new family with one or two new parents. As from the moment of adoption, the parental rights and responsibilities are conferred upon the adoptive parents. Besides bearing the surname of the adoptive parents, adopted children also have the same rights and privileges as the biological children of the parents.

18.4.64 In the 2008 PRB Report, Adoption Leave was introduced to support employees in their endeavour of adopting a child. The leave allows adoptive parents to have a period of time for bonding and taking care of a child following his/her adoption, hence easing adaptation in the new environment.



18.4.65 The present provisions regarding leave entitlements are adequate. However, while maintaining same, we are bringing in additional safeguards to facilitate implementation and regulation of adoption leave.

Recommendation 18


(i) both male and female officers who hold a substantive appointment or reckon at least 12 months’ continuous service should, subject to the production of documentary evidence, be eligible to paid adoption leave;

(ii) the quantum of adoption leave to be granted is as per table below.

Age of child adopted Adoption leave granted

Up to 3 months 12 weeks

From 3 months to 3 years 6 weeks

From 3 years to 11 years 3 weeks

From 11 years to 18 years 1 week

(iii) adoptive parents in the public sector may jointly take adoption leave in which case, the aggregate amount of leave should not exceed the amount prescribed as per the above table;

(iv) only one period of adoption leave should be granted even if more than one child is being adopted at the same time;

(v) paid adoption leave entitlement should be restricted to a maximum of three adoptions only; and

(vi) officers who do not qualify for paid adoption leave, should be granted leave without pay equivalent to the quantum of adoption leave above for adoption purposes.

Study Leave

18.4.67 The existing provisions for the grant of study leave with pay are being maintained as hereunder:

(a) study leave on full pay is granted to an officer on permanent and pensionable establishment nominated for in-service training or for an open scholarship considered to be in-service course in a priority field of study. The period of study leave with full pay starts from the day the course begins to the day the course/examination ends;

(b) for overseas courses, an officer is granted two additional days of paid leave for travelling each way, from and to Mauritius;



(c) an officer who wishes to await the result of his examination before resuming duty is granted, on application, an extension of leave. Such extension is either reckoned against his earned vacation leave or as leave without pay, as the case may be;

(d) an officer who fails his examination is, on submission of relevant documentary evidence, granted an extension of study leave up to a maximum of three months on half pay immediately following the examination results. Any extension beyond three months shall be without pay. Any extension of leave either on half pay or without pay may be reckoned against the officer’s earned vacation leave if he so wishes;

(e) an officer who takes vacation leave in lieu of study leave following examination results automatically foregoes the study leave on half pay; and

(f) however, an officer may be allowed to combine his vacation leave with study leave on half pay where the former leave is not adequate to make up for the three months’ leave. The aggregate of leave taken should, however, not be more than three months.

Leave Without Pay

18.4.68 Leave without pay is authorised absence from official duty granted to an officer holding a substantive appointment. The officer retains his appointed position/post but draws no pay during the leave period. A defined set of provisions exists regarding the eligibility and grant of leave without pay.

18.4.69 Leave without pay is granted subject to the interest and exigencies of the service, to allow officers:

(a) to take up employment in:

(i) Parastatal and other Statutory Bodies as well as in other institutions with approved service status for the probationary period of employment up to a maximum aggregate period of two years over a period of 10 years;

(ii) the Private Sector in Mauritius for an aggregate period not exceeding one year over a period of 10 years;

(iii) in International Organisations (of which Mauritius is a member), foreign countries under a scheme approved by Government, and member countries of Regional Organisations like SADC for the period of the initial contract or an aggregate of three years, whichever is the longer over a period of 10 years. However, on production of evidence that contributions in respect of service provided abroad have been made and a pension is payable for continuous service, the



grant of Leave Without Pay may be extended for an aggregate period not exceeding five years, subject to the approval of the High Powered Committee.

(b) to undertake consultancy for short period of contract of not less than six months in International Organisations (of which Mauritius is a member), foreign countries under a scheme approved by the Government and member countries of regional organisations like SADC for an aggregate period not exceeding two years over a period of 10 years.

(c) to accompany spouses, who are public officers proceeding on approved leave or who are not public officers but employed in International Organisations (of which Mauritius is a member) , in foreign countries under Government approved schemes and in member countries of regional organisations like SADC, for the duration of the initial contract the spouses would be required to serve.

(d) to explore the possibility for emigration for an aggregate period of one year over a period of 10 years.

(e) for other private purposes, including family commitment, an aggregate period not exceeding 90 days that can be taken either at a stretch or be staggered in a maximum number of three times every 10 years.

(f) to run a business for an aggregate period of one year over a period of 10 years except for those in scarcity areas or where replacement is not easily available and retention is difficult or where training at Government expense has been for a year or more, but subject to the approval of the Ministry of Civil Service and Administrative Reforms and the High Powered Committee.

(g) to pursue higher studies following full time courses for the duration of the course up to a maximum of 4 years in aggregate and subject to the following provisions:

(i) such leave is granted for a maximum period of one year in the first instance; and

(ii) extension of such leave is considered at the end of each academic year only on the basis of documentary evidence of continued studies in the same field, subject to exigencies of service.

(h) a female Officer who has benefitted from maternity leave with full pay for three confinements should, on application, be granted leave without pay for a period of up to 12 weeks in the event of subsequent confinements; and



(i) an officer who has been granted leave without pay for one year over a period of 10 years to take up employment in a Mauritian Branch of an International Private/Multi-National Company may, with the approval of the MCSAR, be allowed to take advantage of the leave without pay or for part thereof in the event of an overseas posting in the same company.

18.4.70 The above provisions of Leave Without Pay cater, among others, for mobility, flexibility, exposure abroad and acquisition of foreign expertise, capacity building, reinforcing of diplomatic relations, motherly care, lifelong learning and other personal obligations of officers. It takes into account several social, managerial, and economic factors, as well as the aspirations of officers and the need for organizations to modernize and professionalize their services.

18.4.71 Representations have been received from officers for longer periods of leave without pay. On the other side, Management has submitted that prolonged absence of officers on leave without pay disrupts the organisation set up. Further, long periods of actingship/assignment of duties vice people on leave without pay are not motivating and officers’ accountability are at stake.

18.4.72 After careful consideration of the arguments put forward, the Bureau holds the view that the rationality behind the provision for the grant of leave without pay is still valid today. However, there is a need to strike a balance between allowing mobility among sectors to allow people to get exposure, sharing competence and experience in the private sector and take opportunities outside, and limit disruptions to the proper functioning of organizations. These may be resolved with some planning and arrangements.

18.4.73 On these account, we are maintaining the provisions for leave without pay.

Recommendation 19

18.4.74 (a) We recommend that the present provisions of Leave Without Pay for various purposes as highlighted at paragraph 18.4.69 above be maintained.

(b) We further recommend that for the purpose of implementation of paragraphs 18.4.69 (a), (b), (d), (e), (f) and (i) above, the period of 10 years starts the day the first request of Leave without Pay is approved.

INJURY LEAVE

18.4.75 Injury Leave is granted to an officer who, in the actual performance of his duties and while acting in accordance with rules and regulations, sustained an injury which rendered him unable to perform his regular duties.



18.4.76 The existing provisions for the grant of injury leave are as hereunder:

(a) an officer, holding a substantive appointment and injured on duty, is granted injury leave on full pay, provided that he was acting in accordance with rules and regulations in force at the time of the accident and the accident was not due to his/her fault;

(b) pending the findings of the Departmental Board, as defined in the Human Resource Management Manual, the officer is granted sick leave upon recommendation for leave from a Government Medical Officer;

(c) the Supervising Officer may approve injury leave up to a maximum of 30 days, subject to the findings of the Departmental Board;

(d) all cases which require more than 30 days’ injury leave are referred to the Injuries Committee, as defined in the Human Resource Management Manual, together with the necessary documents and comments as laid down in the existing regulations; and

(e) notwithstanding sub paragraph (c) above, the Supervising Officer may refer to the Injuries Committee any case where, in his opinion, the circumstances of the injury require further investigation.

18.4.77 The above provisions and arrangements are considered adequate. We are maintaining the present arrangements and recommending accordingly.

Injury Leave Entitlement for Employees not holding a Substantive Appointment

18.4.78 At present an employee, not holding a substantive appointment, is granted up to a maximum of 15 days’ injury leave with pay, although the latter has not completed one year’s continuous service, provided that the procedures set out in the existing regulations and at paragraph 18.4.76 above are followed.

18.4.79 The Bureau carried out a survey to find the appropriateness of the current recommendation. The survey revealed that there are certain cases of injury which necessitate longer period for recovery. We are making appropriate provision to address this issue.

Recommendation 20

18.4.80 We recommend that employees not holding a substantive appointment should continue to be eligible for injury leave with pay up to a maximum of 15 days, although they have not completed one year’s continuous service, provided that the procedures set out in the existing regulations and at paragraph 18.4.76 above are followed.

18.4.81 Notwithstanding provision at paragraph 18.4.80, for cases which require longer period for recovery, the employee may be granted injury leave with pay for up to a maximum of 180 days (inclusive of injury leave



granted at paragraph 18.4.80), subject to production of Medical Certificate duly signed by a Police Medical Officer or a Government Medical Officer as appropriate and upon the recommendation of the Ministry of Health and Quality of Life.

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Conditions of Service Working Week, Flexitime, Workers on Shift/Roster/Staggered Hours and Overtime

18.5 WORKING WEEK, FLEXITIME, WORKERS ON SHIFT/ROSTER/STAGGERED HOURS AND OVERTIME

18.5.1 In this Section, we deal with the standard working week and the normal hours of attendance; the flexible pattern of attendance to reduce tardiness of public sector employees; flexitime; the pattern of working time of workers on shift, roster and staggered hours, overtime, and other provisions governing hours of attendance. We also overview and evaluate the existing provisions governing flexible hours of attendance to combat tardiness in the Public Sector, clarify certain issues to render the system more implementable, and maintain the whole concept of flexible hours of arrival and departure, thus allowing Chief Executives to adapt to the system to suit their operational requirements.

18.5.2 The standard working week currently in force in the Public Sector is as follows:

(i) For employees of Workmen's : 40 hoursGroup and other manualgrades (excluding Watchmen)

(ii) Watchmen : 60 hours

(iii) Employees Working on : 40 hours or a multiple of 40 hours, shift where the shift covers a cycle.

(iv) Employees Working on : Not less than 333/4 hours and not more Roster and Staggered than 40 hours as specified by hours Responsible Officers.

(v) Employees belonging to : As specified by Responsible OfficersDisciplined Forces

(vi) All other officers : Between 333/4 hours and 40 hours as specified by the Responsible Officer.

Any employee may be required to operate on a six-day week basis provided the normal working week is in accordance with provisions (i) to (vi) as specified above.

18.5.3 Shift workers may be required to work on roster or at staggered hours, if the exigencies of the service so require.

Recommendation 1

18.5.4 We recommend that the provisions governing the Standard Working Week currently in force in the Public Sector, as outlined above, be maintained.



Hours of Attendance

18.5.5 Hours of work are an important component of an employee’s terms and conditions of service. At present, full-time employees are invariably required to put in between 33 ¾ hours and 40 hours of work weekly except for employees in the grade of Watchman whose normal working week is 60 hours. Each organisation schedules its employees’ starting working time and departure time within the specified limits in order to provide services.

18.5.6 The normal hours of attendance for full-time employees other than those working on shift, roster and staggered hours and for those working in essential services providing a 24-hour coverage are as specified below:

For five-day week basis:

Monday to Friday : 8.45 a.m. to 4.00 p.m. (half hour for lunch)

For six-day week basis:

Monday to Friday : 9.00 a.m. to 3.30 p.m. (half hour for lunch)

Saturday : 9.00 a.m. to noon

Workmen's Group and other manual grades putting in 40 hours weekly:

Monday to Friday : 7.00 a.m. to 3.15 p.m. (one hour for lunch)

Saturday : 7.00 a.m. to 10.45 a.m.

Recommendation 2

18.5.7 Responsible Officers of Ministries/Departments/Organisations should continue to be responsible for specifying the working hours of officers working under their responsibility taking into consideration the operational needs of their organisations.

Flexible Hours of Attendance to Combat Tardiness

18.5.8 In the context of the current overall Review exercise, the Bureau conducted a survey on the flexible hours of attendance in the Public Sector to take stock of the availability of flexible working hours in public sector organizations, assess the current situation, take cognizance of the effectiveness of past recommendations in minimizing/reducing tardiness in the Public Sector, identify implementation problems/hindrances and provide for remedial action to improve the system.

18.5.9 A survey questionnaire was sent to all Heads of Ministries/Departments, Parastatal and other Statutory Bodies, Local Authorities and Rodrigues



Regional Assembly inviting them to furnish information on the introduction/implementation of flexible hours of attendance in their respective organizations.

18.5.10 With a view to getting a clear picture of the current situation, the information sought for through the questionnaire covered, among others, the introduction of the flexible pattern of attendance, the mode of recording attendance of employees, including the introduction of a computerized attendance system, the number of employees benefiting from the flexible hours of attendance, the maintenance of a time banking account in respect of each officer, the grant of time off facilities against additional hours of work put in and any practical difficulty encountered in the implementation of previous recommendations.

18.5.11 Hereunder, are the major findings as revealed by the survey.

Findings and Observations

18.5.12 64 organizations out of 78 in the Civil Service, 49 Parastatal Bodies out of 85 and eight out of the nine Local Authorities responded to the survey.

18.5.13 The survey has revealed that out of the 64 organisations in the Civil Service which responded to the survey, 31 did not introduce the flexible pattern of attendance. In the Parastatal Organisations, out of the 49 organisations which have responded, 29 did not introduce the flexible pattern of attendance, and similarly in the Local Authorities three out of the eight respondents have not introduced the flexible pattern of attendance.

18.5.14 The major difficulties encountered by those organizations which have not introduced the Flexible Hours of Attendance are due, inter alia, to the following reasons: the Flexible Hours of Attendance is time consuming and requires additional manpower for proper monitoring. Attendance register system has to be run in parallel as the electronic attendance system is sometimes not reliable due to frequent breakdowns; it is a time consuming exercise to monitor attendance of officers on the manual attendance register. Monitoring of officers after normal working hours is difficult and attendance beyond 1600 hours requires supervision; keeping an account of all early and late arrivals and making the appropriate refund and deduction with respect to each and every officer is very cumbersome and time consuming.

18.5.15 Other organizations have not introduced the flexitime pattern of attendance due to the following: the size of the organization; the nature of operations; officers, by the very nature of their work, perform field work and thus it is difficult to monitor their hours of attendance; working after normal office hours entails additional costs to the organizations which would warrant payment of overtime to Attendants for closing of office; and work is done on a shift system.



18.5.16 At the Rodrigues Regional Assembly (RRA), the Flexible Hours of Attendance has not been adopted by the Assembly. The Acting Island Chief Executive has submitted that in most Departments in the Rodrigues Regional Assembly, the nature of work performed by officers does not allow for the introduction of the flexitime pattern of work and that there is no Computerised Attendance System at the RRA or other Commissions of the RRA. He is of the view that being given that the monitoring of an attendance register is time consuming as regards the computation of late/early hours of attendance and require appropriate control measures, the provision of a computerized monitoring system will be helpful.

18.5.17 Out of the 121 organisations which responded to the survey, 37 agree that the system has been able to induce desired employee behaviour in service delivery, whereas 24 of them do not agree and the remaining others did not express any opinion.

18.5.18 Those who agree that the flexible pattern of attendance has been able to induce desired employee behaviour argue, among others, that staff are motivated by benefiting time-off facilities, as and when needed, by usually attending office early in the morning; officers have to refund their lateness/early departures from their leave entitlement; flexible hours of attendance has led to improved punctuality, which is beneficial to both management and employees; the system is meeting essentially the individual needs of officers; it avoids the stress of travelling at peak time; employees are not being penalized for lateness which is out of their control; employees are aware that there is a win-win situation for both employer and employee; employees are more conscious of the need to put in the required number of working hours, for a more efficient Public Sector; and the flexible pattern of attendance brings a better output and positive behaviour from officers.

18.5.19 On the other hand, organizations which do not agree that the flexible hours of attendance have induced desired employee behaviour are of the view that : tardiness is mainly due to unforeseen circumstances such as traffic jam, bad weather; the scheme gives officers a licence to reach office late and depart early in the afternoon; the attendance of habitual latecomers has not improved; the behavioural aspect of an officer does not depend on flexible hours of attendance; officers do not have any objection that their lateness be offset against their leave entitlement and continue to attend office after 0845 hours or 0900 hours; habitual latecomers still continue to arrive late at work frequently; it is not practical to control attendance after 1600 hours due to lateness in the morning; and there has been no change in employee behaviour as the recommendations have not been fully implemented.



Suggestions and Comments

18.5.20 The implementation of the flexible hours of attendance in the Public Sector has been diversely commented upon by Chief Executives and other Responsible Officers who have made some valuable suggestions for improving the system. Some of those suggestions/remarks may be enumerated as hereunder:

18.5.21 The present provisions in connection with the flexible hours of attendance should be maintained as long as safeguards and measures of control are put in place to prevent abuse; flexitime should be extended to all categories of employees, including those in the Workmen’s Group along with the same benefits as for other employees; a mechanism should be devised involving a proper structure for the monitoring and supervision of officers who have to work beyond normal hours of work for compensating late arrivals; late arrivals, if not compensated, should be deducted from vacation leave and not from casual leave; balance of excess hours be carried forward at the end of December or to be accumulated up to a maximum number of days in the vacation leave entitlement; introduction of a Computerised Attendance/Time Clock System whereby hours of attendance and lateness, etc., will be computed automatically.

18.5.22 On the whole, it has been commented that flexitime is slowly becoming a beneficial tool both for the officers concerned who can perform without undue stress at their own pace and for Management as well, as it enables the latter to ensure that a number of core staff is available to attend to urgent unforeseen work after normal working hours.

18.5.23 The Flexible Hours of Attendance, if implemented correctly and in uniformity throughout the Public Sector, by means of a reliable computerized attendance system effectively address the problem of tardiness in the Public Sector. It improves employee’s performance and productivity and reduces costs in terms of overtime paid to employees.

18.5.24 At present, the following provisions govern the flexible hours of attendance to combat tardiness in the Public Sector:

A. For officers operating on a five-day week basis i.e. Monday to Friday:8.45 a.m. to 4.00 p.m. (half an hour for lunch):

(i) Attendance between 8.45 a.m. to 9.15 a.m. is not considered as lateness, subject to the ensuing provisions governing hours of attendance.

(ii) Early arrivals, i.e. between 8.30 a.m. to 8.45 a.m. is taken into account for the purpose of determining the prescribed normal working hours.



(iii) Subject to the exigencies of the service, departure time is allowed between 3.45 p.m. and 4.30 p.m.

(iv) A maximum of half day off at a time is permissible against the corresponding excess hours accumulated in the excess hours of attendance in bank. Same lapses automatically at the end of the year, if not availed, except the excess hours for the month of December which is carried forward.

(v) Late arrivals cannot be compensated by working after 4.30 p.m. exception made for senior officers who are neither eligible for overtime nor for extra duty allowance in lieu of overtime.

(vi) All periods of lateness in the morning can be offset from the accumulated excess hours of attendance in bank/leave entitlement.

(vii) Refund of lateness by working beyond 4.00 p.m. is allowed only upon approval of the Responsible/Supervising Officer, or a Senior Officer designated by him.

(viii) Hours of work, beyond 4.00 p.m. can also be considered for determining the prescribed normal working hours, subject to the approval of Management.

(ix) Lateness up to a maximum of 15 minutes, i.e. after 9.15 a.m., can be offset against early arrivals or late departures only in occasional cases.

(x) Persistent lateness after 9.15 a.m., absences during working time without authorisation and excess time taken for lunch is deducted from leave entitlement. Regulation 42(1) (c) of the PSC Regulations is applied in case of regular defaulters.

(xi) Late arrivals for reasons beyond individual control, e.g. heavy rainfall, major road accidents, unusual traffic jam, etc., may not be considered as lateness subject to the approval of the Supervising Officer.

(xii) For officers not eligible to overtime payment and extra duty allowance and who are required to work regularly beyond 4.00 p.m., attendance after 9.15 a.m. is not considered as lateness subject to the approval of the Responsible/Supervising Officer.

(xiii) The provision made at paragraph (xii) above is also applicable to officers who have been granted permission for homeworking based on completion of allocated assignments.

B. For officers operating on a six-day week basis i.e. Monday to Friday - 9.00 a.m. to 3.30 p.m. (half an hour for lunch) and on Saturday - 9.00 a.m. to noon:



(i) Attendance between 9.00 a.m. to 9.30 a.m. is not considered as lateness subject to the ensuing provisions governing hours of attendance.

(ii) Early arrivals, i.e. between 8.45 a.m. to 9.00 a.m. are taken into account for the purpose of determining the prescribed normal working hours.

(iii) Subject to the exigencies of the service, departure time is allowed between 3.15 p.m. and 4.00 p.m.

(iv) A maximum of half day off at a time is permissible against the corresponding excess hours accumulated in the excess hours of attendance in bank. Same lapses automatically at the end of the year, if not availed, except the excess hours for the month of December which is carried forward.

(v) Late arrivals cannot be compensated by working after 4.00 p.m. exception made for senior officers who are neither eligible for overtime nor for extra duty allowance in lieu of overtime.

(vi) All periods of late arrivals in the morning can be offset from the accumulated excess hours of attendance in bank/leave entitlement.

(vii) Refund of lateness by working beyond 3.30 p.m. is allowed only upon approval of the Responsible Officer.

(viii) Hours of work, beyond 3.30 p.m. can also be considered for determining the prescribed normal working hours, subject to the approval of Management.

(ix) Lateness up to a maximum of 15 minutes, i.e. after 9.30 a.m., can be offset against early arrivals or late departures only in occasional cases.

(x) Persistent lateness after 9.30 a.m., absences during working time without authorisation and excess time taken for lunch is deducted from leave entitlement. Regulation 42(1) (c) of the PSC Regulations is applied in case of regular defaulters.

(xi) Late arrivals for reasons beyond individual control, e.g. heavy rainfall, major road accidents, unusual traffic jam, etc., may be considered as lateness subject to the approval of the Supervising Officer.

(xii) For officers not eligible to overtime payment and extra duty allowance and who are required to work regularly beyond 3.30 p.m., attendance after 9.30 a.m. is not considered as lateness subject to the approval of Responsible/Supervising Officer.



(xiii) The provision made at paragraph (xii) above is also applicable to officers who have been granted permission for homeworking based on completion of allocated assignments.



C. Subject to the provisions of paragraph 18.5.24 A (xii), A(xiii) and B(xii) and B(xiii), organisations should ensure that officers are in attendance during the following core hours of work, as follows:

Officers operating on a five-day week basis – between 9.15 a.m. and 3.45 p.m.;

Officers operating on a six-day week basis – between 9.30 a.m. and 3.15 p.m.

D. Organisations have to ensure that there is adequate office coverage during official hours so that customer service is not affected by the pattern of work attendance. Employees may work beyond the official hours, if required by management, subject to the exigencies of the service.

E. Organisations have to keep an account of late/early arrivals in respect of each officer on a monthly basis. Any excess hours of attendance beyond the prescribed normal weekly hours of work (i.e. 33¾ hours weekly), is credited in the bank on a monthly basis. Hours of attendance below the prescribed normal weekly hours of attendance is deducted from any outstanding balance in bank of attendance or leave entitlement on a monthly basis. Monthly excess hours of attendance beyond normal working hours is carried forward to the next month but lapses automatically if not availed of by the end of the calendar year.

F. Officers choosing to attend work more than the normal contractual weekly hours of work under the above provisions, are not eligible for overtime.

G. Where an officer has exhausted all his leave entitlement, the Responsible Officer may then initiate action under Regulation 42(1) (c) of the Public Service Commission Regulations for the duration of lateness to be deducted from his salary.

H. An officer is, upon request, granted time-off against any excess hours of work put in, subject to the exigencies of the service.

I. The normal contractual weekly hours of work is maintained. Officers working on a five-day week basis, i.e. 8.45 a.m. to 4.00 p.m. (half hour for lunch) and officers working on a six-day week basis, i.e. 9.00 a.m. to 3.30 p.m. (half an hour for lunch) are allowed to maintain the present pattern. This provision also applies to officers mentioned at sub-paragraph (F) above.

J. For officers required to provide a 24-hour service in the Health Sector, whether on shift or not, the normal attendance hours in force as at 31 December 2012, are maintained. Management continues to be responsible for the working hours of officers in the Health Sector.



K. Management continues to be responsible for establishing the working hours of the teaching profession.

L. Where flexible pattern of attendance is not feasible particularly on sites outside the capital, Management should continue to operate on the system prevailing prior to 1 January 2013, subject to the approval of the MCSAR. Cases of lateness and absences during working time without authorisation are deducted from leave entitlement in the first instance. In case of no improvement in the officer’s record of late attendance and the excess time taken for lunch, the Responsible Officer may initiate action, under Regulation 42(1) (c) of the PSC Regulations, for the duration of lateness to be deducted from the officer’s salary.

M. Workmen's Group

Officers falling in this category operate within the prescribed hours. Period of lateness are computed monthly and deducted from leave entitlement.

N. Workers on Shift, Roster and Staggered Hours

18.5.25 Officers working on shift, roster and staggered hours continue to work within the prescribed time. Period of late attendance, excess time taken for lunch and absences from offices without authorisation are deducted from leave entitlement in the first instance. All cases of persistent lateness are dealt with in accordance with Regulation 42(1) (c) of the PSC Regulations.

18.5.26 Given that the foregoing provisions have proved to be effective, The provisions governing the Flexible Hours of Attendance in the Public Sector as enumerated, at paragraphs 18.5.23 and 18.5.24 are being maintained.

18.5.27 At present the measures under Regulation 42(1) (c) of the PSC Regulations are enforced against habitual latecomers so that lateness after 0915 hours is effectively addressed. For the sake of uniformity in the application of the provisions under the flexible pattern of work, habitual latecomers have been defined as those attending work regularly after 9.15 a.m. for at least five days per month over a period of three consecutive months. Lateness as a result of traffic jam or similar event officially reported to a Supervising Officer, where several officers are involved, is subject to his approval not deemed to be lateness for that day for the purpose of this paragraph. We are maintaining these provisions.

Recommendation 3

18.5.28 We further recommend that, with a view to effectively addressing the attendance pattern of habitual latecomers, the provisions made under Regulation 42(1) (c) of the PSC Regulations should continue to be implemented.



18.5.29 Ministries/Departments/Organisations are advised to expedite matters for the introduction of time clocks or a computerised attendance system to monitor more correctly the time of arrival and departure, as well as absence from office during office hours. We recommend accordingly.

Flexitime

18.5.30 Flexitime implies that employees work a fixed number of hours with flexibility in their time of arrival and departure provided that they attend office within a core time during the working day. Employees are given the opportunity to attend or leave work during well-defined periods, provided that they are at the office within a core time normally during the central part of the working day.

18.5.31 In our last Report, we had made provisions that, subject to the approval of the MCSAR and after consultation with the staff side, Ministries/Departments/Organisations should expedite the introduction of flexitime where demand exists and resources permit.

18.5.32 We also recommended that Ministries/Departments/Organisations operating counter services and introducing flexitime, should in the design of the modus operandi, ensure as far as possible, that a continuous uninterrupted service is provided over an extended period.

Recommendation 4

18.5.33 We recommend that provisions be made by the relevant authorities for the introduction of the proper Flexible Hours of Attendance in the Public Sector.

Flexiplace: Homeworking

18.5.34 In the 2008 PRB Report, we also introduced the concept of flexiplace – homeworking in the Civil Service.

18.5.35 Flexiplace is an arrangement whereby staff perform work in places other than the office whereas Homeworking is an arrangement involving people undertaking work primarily in their homes or who travel extensively but are primarily based at home.

18.5.36 We have recommended that Chief Executives of Ministries/Departments/Organisations may, for assignments that are project-based with verifiable performance indicators and for which there can be no disagreement on what is needed for the target to be achieved, allow officers particularly of the level of a professional and above to work from home on certain assignments where demand exists and resources permit.



Recommendation 5

18.5.37 We recommend that the above provisions in respect of Flexiplace and Homeworking be maintained.

Definition

18.5.38 Shift work is a flexible working arrangement for a 24-hour coverage where one employee replaces another or where different group of workers do the same job one after another and whereby workers normally work 40 hours weekly, or an average of 40 hours weekly in a cycle. These workers work in relays on a 24-hour basis including invariably night duty and work on Sundays and Public Holidays.

18.5.39 Workers operating on a roster basis do not work on a 24-hour basis but according to a structured pattern of work specifying the starting times and finishing times of turns of duty which may or may not include night duty. Workers operating on roster (day) are those whose turn of duty starts either at or after 4.00 a.m. or goes up to 8.00 p.m. Workers operating on roster (day and night) are those whose turn of duty may start either before 4.00 a.m. or extend beyond 8.00 p.m.

18.5.40 Workers categorised as working at staggered hours work normal hours but are called upon to work, on a regular basis, at irregular hours including Saturdays and Sundays against time-off during their normal working hours. It is a way of covering a longer day.

18.5.41 Night work means work which is performed during a period of not less than seven consecutive hours, including the interval from midnight to 5.00 a.m.

Workers on Shift, Roster and Staggered Hours

18.5.42 At present, workers on shift, roster and staggered hours are governed by special provisions regarding, inter alia, work on Public Holidays and the different forms of compensation.

18.5.43 Sunday is considered as a normal working day for workers on shift, roster and staggered hours.

18.5.44 The following provisions apply to workers on shift, roster and staggered hours:

A. An additional day off is given to workers on shift and workers employed on a roster basis whose day off coincides with a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday). Those who work on a public holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday) are granted two days off.



B. The ensuing provisions have been made for workers on shift and workers on roster who cannot be granted days off as per provision at paragraph ‘A’ above:

(i) one day’s pay for a day off coinciding with a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday); and

(ii) two days’ pay for actually working a whole shift/roster on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday).

C. When a shift or roster covers part of a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday) and part of a normal working day, officers working on that shift or roster are granted:

(i) no compensation for working up to one hour on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday);

(ii) half day off or half day’s pay for working more than one hour and up to four hours on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday);

(iii) one day’s off or one day’s pay for working more than four hours and up to eight hours on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday); or the officer may accrue one additional day of casual leave;

(iv) two days' off or two days' pay whenever they work more than eight hours on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday) or the officer may accrue two additional days of casual leave; and

(v) a maximum of three days off or three days’ pay for working for a continuous period of 24 hours spread over two consecutive Public Holidays (other than a normal Sunday not coinciding with a proclaimed Public Holiday) or the accrual of three additional days of casual leave.

D. The maximum accrual of additional casual leave should be five days which should be availed within the same year. The computation for such leave accruals is kept separate from any other form of leave.

E. Days off granted for work performed on a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday) and in respect of days off coinciding with a Public Holiday (other than a normal Sunday not coinciding with a proclaimed Public Holiday) should



be considered as approved leave for the purpose of computation of overtime.

F. Workers are allowed to exchange shifts or rostered days off by mutual agreement and with the consent of their supervisors, provided that such an arrangement does not give any employee an entitlement to the payment of overtime.

G. The normal entitlement of sick/casual leave of all shift workers should be converted into the corresponding number of hours on the basis of one day being equal to eight hours’ work. For absence on any shift, the exact number of hours the shift worker was scheduled to work is deducted from his sick/casual leave entitlement. However, the officer may be given the option to reimburse by working additionally the number of hours in excess of the eight hours, in lieu.

H. Shift schedules must, as far as possible, ensure that:

(i) shift starts or ends at times which would be convenient to both management and employees in the interest of the service;

(ii) public transport is/would be available within a reasonable time; and

(iii) unduly long shifts, without lying-in period be avoided.

I. For shift involving night work, the following measures must be ensured:

(i) two consecutive full time shifts should not be performed by the same shift workers, except in unavoidable circumstances;

(ii) as far as possible, a rest period of at least 11 hours between two shifts should be guaranteed, except for disciplined forces; and

(iii) employees do not permanently work on night shifts.

One day’s pay in respect of workers on shift/roster/staggered hours is equivalent to eight times the hourly rate.

Hourly rate = Annual salary for the financial year 52 x 40

Recommendation 6

18.5.45 We recommend that Sunday should continue to be considered as a normal working day for employees working on shift, roster and staggered hours. We also recommend that all the provisions, as enumerated at paragraph 18.5.44, currently in force in respect of workers on shift, roster and staggered hours be maintained.



Compensation for Shift Work/Roster/Staggered Hours

18.5.46 The compensation for workers operating on shift/roster/staggered hours has been made in their respective salaries, unless otherwise specified.

18.5.47 We have maintained the recommendation that Management should ensure regular rotation of such categories of staff in a spirit of equity to all employees.

18.5.48 A night shift allowance is paid to all those shift workers who effectively perform night shift; i.e. those effectively working the hours of midnight up to 5.00 a.m.

18.5.49 We recommended that the compensation outside salaries in respect of shift work performed at night, be maintained.

18.5.50 The following special provisions in respect of night shift workers have been maintained.

(i) employees not falling in areas of high turnover/scarcity who have completed 25 years on shift work may be given special consideration with respect to posting of day work, if available, subject to the exigencies of the service;

(ii) Shift workers aged 50 years or more, who have worked as night shift workers for 25 years or more may be given special consideration with respect to opportunities for voluntary early or phased retirement, subject to the exigencies of the service;

(iii) Night shift workers drawing overtime allowances or any other allowance for work performed between 11.00 p.m. and 5.00 a.m. should not be paid the night shift allowance.

Recommendation 7

18.5.51 The compensation measures for Shift Work/Roster/Staggered Hours as enunciated above are maintained.

Overtime

18.5.52 Employees who work extra hours beyond their normal working day are generally compensated for the extra hours either through overtime payment or compensatory time (equivalent time off).

18.5.53 The general principles and the conditions under which overtime is granted as well as the manner in which overtime is calculated are outlined below.



General Principles

18.5.54 Overtime work is work undertaken over and beyond an officer’s normal working hours. The general principles governing the payment for overtime in the public service may be summarised as follows:

(a) overtime work should be kept to a minimum and should only be undertaken when unavoidable;

(b) overtime work may be compensated by time-off in lieu of payment;

(c) employees would not work overtime unless specifically requested to do so by their supervisors in the interest of the service; and

(d) senior officers of certain levels are not eligible to payment of overtime.

Control of Overtime

18.5.55 Overtime is occasionally necessary to get the job done but excessive overtime is hurtful to taxpayers. Every attempt should, therefore, be made to schedule workload so that the need for overtime is kept to a minimum. However, situations may arise which make overtime unavoidable such as staff illness, special projects, and emergencies. Improved monitoring should ensure that overtime when performed is the most cost-effective way to meet goals and responsibilities.

18.5.56 To control overtime, Management, subject to the concurrence of the MCSAR, must:

(a) arrange for work shifts/pattern of work to be changed in case of work of long or continuous duration that need to be completed after normal working hours;

(b) ensure that reports and records be improved to strengthen accountability of overtime use;

(c) develop procedures and standards for evaluating when an unscheduled absence in identified posts may require scheduling officers for overtime work;

(d) identify posts which may not need scheduling officers for overtime if workload is light; and

(e) adequately monitor overtime on an individual basis to prevent employees from working excessive overtime.

Administration of Overtime Payment18.5.57 Overtime must be authorised in advance by an officer who is himself not

eligible for overtime. Records should be kept of the work performed during an overtime period, i.e. the actual times at which an officer commences and ceases to work overtime.



Eligibility for Overtime

18.5.58 Employees, except those in the grade of Watchman, qualify for overtime allowance after having performed more than 40 hours' work in a week. Watchmen qualify for overtime for work performed in excess of 60 hours.

18.5.59 Employees who normally put in less than 40 hours weekly are paid overtime allowance for any work done in excess of their normal hours provided they work in excess of 40 hours in a week.

18.5.60 Employees who normally put in less than 40 hours weekly, and who work overtime for a continuous period of over one week, are paid for any work done in excess of their normal hours of work, provided they have worked an average of 40 hours a week during the period of overtime.

Overtime for Shift Work

18.5.61 The practice regarding overtime for shift workers is as follows:

(a) a shift worker is not entitled to overtime allowance for any work performed on Sundays and Public Holidays except where such work is performed in excess of the normal hours for the day or such work falls outside his shift;

(b) a shift worker is not required to perform more than six days' work in a week;

(c) shift workers are paid overtime at approved rates for work in excess of 40 hours in a week, where the shift is of 40 hours weekly; and for work in excess of the appropriate multiple of 40 hours, where the shift covers a cycle; and

(d) watchmen are paid overtime at approved rates for work in excess of 60 hours in a week.

Overtime Rates and Computation of Overtime

18.5.62 Overtime allowance is based on the actual number of hours put in and the number of hours which the officer is deemed to have worked, as the case may be. A worker, on approved leave on any working day, is deemed to have put in eight hours of work or the number of hours he should have worked on that day, whichever is less. A non-shift worker is deemed to have put in eight hours of work or the number of hours of work he should normally have worked, whichever is less, in respect of any public holiday falling on a weekday.

18.5.63 Where an officer performs the duties of a higher office, overtime allowance is computed on the basis of the total emoluments of the officer, inclusive of any acting or responsibility allowance drawn by him.



18.5.64 The computation of the hourly rate for overtime in respect of officers who are performing the duties of a higher office should be

(Monthly Salary + Responsibility Allowance) x 1252 x 33.75 or 40 (as applicable)

18.5.65 The rates for payment of overtime are presently as follows:

Period Hourly Rate

Between 6.00 a.m. and 11.00 p.m. on weekdays 1.5 times hourly rate

Between 11.00 p.m. and 6.00 a.m. on weekdays twice hourly rate

On Sundays or Public Holidays and officially twice hourly rate declared cyclone days

18.5.66 Hourly rates are calculated on the following basis:

(a) For Workmen’s Group including Watchmen and Shift Workers, Workers on Roster/Staggered hours as well as officers who put in 40 hours of work weekly:

Annual salary for the financial year 52 x 40

(b) All other Workers/Officers

Annual salary for the financial year 52 x 33.75

Recommendation 8

18.5.67 We recommend that all the provisions governing overtime be maintained.

18.5.68 We recommend that the working week for computation of overtime should be as specified at paragraph 18.5.2.

Salary Ceiling for Overtime

18.5.69 Presently, officers drawing less than Rs 29000 monthly are entitled to payment of overtime allowances.

18.5.70 Furthermore, officers drawing basic salary from Rs 29000 to Rs 40000 monthly, who are required to work beyond their normal working hours owing to the nature of their duties for the execution of urgent tasks or for completion of work which cannot be postponed, are paid the hours of overtime at 80% of the prescribed rate.



Recommendation 9

18.5.71 We recommend that officers drawing basic salary of less than Rs 35400 be eligible for the payment of overtime allowances.

18.5.72 We also recommend that officers drawing basic salary from Rs 35400 to Rs 48600 monthly, who are required to work beyond their normal working hours owing to the nature of their duties for the execution of urgent tasks or for completion of work which cannot be postponed, should be paid the hours of overtime at 80% of the prescribed rate.

18.5.73 According to MCSAR Circular Note No. 5 dated 26 September 2005, Supervising Officers and Officers-in-Charge of Ministries/Departments are authorised to approve the payment of such overtime at their own level, with effect from 01 October 2005 subject to the availability of funds under the appropriate Vote item.

18.5.74 However, in so doing, they should ensure:

(a) that such work is performed only when it is absolutely necessary and is cost-effective and is authorized in advance;

(b) strict monitoring of the work, on an individual basis, to prevent employees from resorting to excessive overtime; and

(c) that quarterly detailed returns of any such payments made is submitted to the Ministry of Civil Service and Administrative Reforms.

Recommendation 10

18.5.75 We recommend that Supervising Officers and Officers-in-Charge of Ministries/Departments should continue to approve the payment of overtime allowance at their own level, subject to availability of funds under the appropriate Vote item.

18.5.76 We further recommend that, in so doing, they should continue to ensure:

(i) that such work is performed only when it is absolutely necessary, is cost-effective and is authorised in advance;

(ii) strict monitoring of the work on an individual basis to prevent employees from resorting to excessive overtime; and

(iii) that quarterly detailed returns of any such payments made are submitted to the MCSAR.

Overtime Allowance in the Disciplined Forces

18.5.77 Officers of the Disciplined Forces (Fire, Police, Prisons) are not eligible for overtime allowance but are paid a commuted allowance in connection with special assignments.



Recommendation 11

18.5.78 We recommend that officers of the Disciplined Forces (Fire, Police, Prisons) should continue to be paid a Commuted Allowance in connection with special assignments.

Compensation for work performed on Saturdays18.5.79 In the 2012 Budget Speech, Government has announced that to improve

access to public services, wherever possible, Government will open its offices on Saturdays. After careful consideration of this proposal, the Bureau has decided that officers operating on a five-day week basis, who would be called upon to work on Saturdays, should be granted some form of compensation. We are recommending accordingly.

Recommendation 12

18.5.80 We recommend that officers operating on a five-day week basis who are required to work on a Saturday, should, as far as practicable, be granted, in the ensuing week, time-off equivalent to the number of hours put in on that Saturday.

Attendance of duty after the lifting of a cyclone warning

18.5.81 It is known from past experience that, after the lifting of a cyclone warning Class III or IV, and depending upon the time at which the official communiqué is issued by the Meteorological services, it is not always clear to officers whether they should attend duty or not.

18.5.82 According to MCSAR Circular Letter No. 46 dated 17 November 2006, officers are required (a) to attend duty as soon as a cyclone warning Class III or IV is officially lifted, provided this is done before 1000 hours and on the assumption that public transport has resumed; and (b) those who are required and bound to attend duty during a cyclone warning Class III or IV should continue to do so.

18.5.83 Heads of Ministries/Departments are required to closely monitor the situation once a cyclone warning is in force in the country and to take appropriate action for the release of staff as soon as a cyclone warning Class III is issued during working hours. They should ensure that officers who travel by their own car or by public transport to attend duty and who reside furthest from their place of work should be released first, followed by officers who live in the vicinity of the office and lastly, those who stay within walking distance of their workplace.

Recommendation 13

18.5.84 We recommend that, after the lifting of a cyclone warning Class III or IV, and depending upon the time at which the official communiqué is issued by the Meteorological Services, officers should attend duty as



soon as the cyclone warning Class III or IV is officially lifted, provided this is done before 1000 hours, and on the assumption that public transport has resumed.

18.5.85 We also recommend that those who are required and bound to attend duty during a cyclone warning Class III or IV should continue to do so.

18.5.86 We further recommend that Heads of Ministries/Departments should closely monitor the situation once a cyclone warning is in force in the country and should take appropriate action to release their staff as soon as a cyclone warning Class III is officially issued during working hours.

18.5.87 We recommend that those officers who travel by their own car or by public transport to attend duty and who reside furthest from their place of work should be released first, followed by officers who live in the vicinity of the office and lastly, those who stay within walking distance of their workplace.

Payment of Overtime for Workers on Shift/Roster on officially declared cyclone days

18.5.88 At present workers on shift or roster, eligible for overtime, are remunerated at twice hourly rate for working on officially declared cyclone days. However, they are paid overtime at 1.5 times hourly rate from the time cyclone warning Class III or IV is removed up to the time the next scheduled officers take over.

Recommendation 14

18.5.89 We recommend that workers on shift or roster, eligible for overtime, who continue to work after a cyclone warning Class III or IV is removed and until they are relieved, should be paid overtime at twice the hourly rate.

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Conditions of Service Task Work in the Public Sector

18.6 TASK WORK IN THE PUBLIC SECTOR

18.6.1 The term “Task” is defined as an action, or sequence of actions that contributes to the completion of a specific work objective. Task implies an assigned piece of work, often to be completed within a set time frame.

18.6.2 In the 2008 PRB Report, we took stock of the extent to which this mode of working was practised in the Public Sector and found that this method of work was practised for manual grades only. The manner in which task work is practised in the public varies from organisation to organisation.

18.6.3 In view of the above, the Bureau set the following guidelines regarding task work:

(a) (i) task work should be resorted to only where the output is measurable in terms of quality and quantity and easy to control;

(ii) the daily task assigned should be measured and certified by the supervisor and workers allowed to leave site of work on completion of these tasks to the satisfaction of the supervisor; and

(iii) roll call should be made immediately after resumption of duty after lunch time.

(b) regular site visits should be effected to ensure that the guidelines set out above are implemented by site supervisors and corrective actions are taken, wherever warranted;

(c) a control mechanism should be set in place to ensure that targets are met on daily/weekly/monthly basis; and

(c) employees may be allowed to leave their site of work on (i) completion of their tasks subject to the tasks assigned having been controlled and certified by the supervisors; and (ii) provided that the employees have been in attendance for a minimum number of hours which should be around 75% of the normal working hours of the corresponding grade not on task work.

Recommendation

18.6.4 We recommend that Public Sector Organisations willing to resort to task work to meet operational requirements, should stand guided by the above guidelines.

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Conditions of Service Task Work in the Public Sector


Conditions of Service Special Duty and Extra Duty Allowances

18.7 SPECIAL DUTY AND EXTRA DUTY ALLOWANCES

18.7.1 Special duty and Extra duty allowances are paid to an employee who is required by the Supervising Officer to undertake duties of a special nature requiring additional responsibilities.

18.7.2 In the 2008 PRB Report, the Bureau made a few recommendations regarding the payment of Special duty and Extra duty allowances as mentioned hereunder:

(i) officers, not eligible for overtime, who work under exceptional pressure and at extra and irregular hours for timely completion of projects not within the normal scope of their schedule of duties, and in connection with special assignments such as conferences, enquiries, seminars and workshops, be eligible for an Extra/Special Duty Allowance, based on both effort and time, subject to the approval of the Ministry of Civil Service and Administrative Reforms (MCSAR);

(ii) senior officers not eligible for overtime/extra duty allowance or any other form of compensation for additional hours of work put in for the completion of an assignment/report by set time-frame as per mandatory/administrative requirements and, who have to work unusually long hours over an extended period of a minimum of three months and put in exceptional effort on a sustained basis for the timely production of planned output, within the normal scope of their schedule of duties, may, on the recommendation of the Responsible Officer and subject to the approval of the Standing Committee on Fees and Allowances under the chairmanship of the MCSAR, be granted a monthly allowance of up to a maximum of two thirds of a month salary based on the duration of the work and the extent and quality of the contributions; and

(iii) senior officers up to the level of Principal Assistant Secretary, not eligible for overtime/extra duty allowance or any other form of compensation for additional hours of work put in, and who have to work regularly beyond normal working hours to meet the exigencies of their positions be paid, an allowance equivalent to three times the increment reached in their respective salary scales provided they put in a minimum of 35 excess hours monthly, on the recommendation of the Responsible Officer and subject to the approval of the MCSAR.

18.7.3 The above recommendations were based on the fact that senior officers are very often required to put in extra hours of work in stressful conditions and thus, has an impact on their family and social life. These officers cannot, in many cases, be granted time-off as this would be detrimental to the functioning of their organisations.



18.7.4 In the context of this Report, the MCSAR has submitted that:

(i) in many instances, its approval has been sought for an appropriate allowance to be paid to those officers drawing salary of more than Rs 40,000 without recommendation from the Head of Ministry/Department concerned on the quantum proposed;

(ii) in some other cases, where an amount has been recommended, the basis on which it has been reached could not be justified; and

(iii) there are cases where officers concerned have shown their disagreement on the quantum approved.

18.7.5 Our survey on the payment of Special Duty and Extra Duty Allowances has revealed that 27 out of 42 Parastatal Organisations including Local Authorities and 31 out of 34 Ministries/Departments and the Rodrigues Regional Assembly (RRA) are implementing our recommendations.

18.7.6 Payment for extra hours put in after normal working hours has been adversely reported upon by the Director of Audit in his Annual Report. The Director of Audit views that the expenditure incurred on the payment for work beyond normal working hours should be curtailed. We cannot eliminate the payment of Extra duty/Special Duty Allowance. However, we are, in this Report, rationalising the payment of the Extra duty/Special Duty Allowance payable to officers not eligible for overtime.

18.7.7 Ministries/Departments/Organisations should make every attempt to schedule work load so that the need for the payment of Extra duty/Special Duty Allowance be kept to a minimum. However, situations may arise which make payment of this type of allowance unavoidable such as special assignments/projects/specific nature of duties. Improved monitoring should ensure that work beyond normal working hours when performed is in effect the most cost effective way to meet goals and responsibilities. In addition to close monitoring of programme of work of officials, Ministries/Departments/Organisations should set up an administrative reform cell to streamline processes/procedures to enhance timely service delivery.

Recommendation 1

18.7.8 We recommend that officers, up to the level of Principal Assistant Secretary, not eligible for overtime for work beyond normal working hours but who are regularly required to work unusually long hours for the completion of assignments/reports by set time frame as per mandatory/administrative requirements or specific nature of their duties should be eligible for the payment of Extra duty/Special Duty Allowance at the rate of 5% of their monthly salary provided:

(i) they put in 30 to 50 excess hours of work in a month; and



(ii) they do not derive any other form of allowance for putting in the extra hours of work.

Scarcity Areas

18.7.9 Representations have been received to the effect that officers, in scarcity areas, have to shoulder additional workload and responsibility in view of acute shortage of staff and regularly have to deliver within tight time frames. We have examined this issue and are of the view that some form of compensation is justified.

Recommendation 2

18.7.10 We recommend that, in areas of scarcity, where few officers have to share additional workload and responsibilities within a tight time frame due to acute manning problem, they should be paid an ad hoc allowance equivalent to two increments at the point reached in their salary scale or to be read from the master salary scale, as appropriate, for a defined period of time not exceeding a period of six months.

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Conditions of Service Salary on Promotion

18.8 SALARY ON PROMOTION

18.8.1 This Chapter deals with the salary to be granted to an officer when he is appointed to a position carrying higher salary scale and level of responsibility.

18.8.2 Promotion is the conferment upon a person in the Public Service of a public office to which is attached greater responsibilities and a higher salary or salary scale than that attached to the public office to which he was last substantively appointed or promoted. There are two types of promotion in the public service, namely: class-to-class promotion and grade-to-grade promotion

‘class-to-class promotion’ means promotion to a rank which entails greater responsibilities of a different nature to those previously undertaken and performed.

‘grade-to-grade promotion’ means promotion to a higher grade in the same hierarchy which entails greater responsibilities of the same nature to those previously undertaken and performed.

18.8.3 Promotions are, in principle, marked by greater responsibilities and an increase in salary. At present, an officer, on promotion, joins the initial salary or flat salary of the higher grade or is granted three increments at the incremental point reached in the lower grade (to be read from the master salary scale) whichever is higher, provided the total emoluments of the officer is not less than the initial salary and not more than the maximum salary of the higher post.

18.8.4 The ensuing provisions for the grant of salary are applied in the following specific cases:

(i) where recruitment to a grade, by virtue of the scheme of service or arrangement in force, is or may be done by selection both from serving officers and outside candidates in the same exercise, the serving officer draws the initial salary of the grade or receives one increment if he was drawing more than the initial.

(ii) where a serving officer applies for a grade in the service requiring qualifications of a completely different line than those of his grade, such as a Clerical Officer/Higher Clerical Officer applying for the grade of Engineer, the officer on appointment, joins the grade at the initial of the scale or retains the salary of his previous grade, whichever is the higher.

(iii) where a senior officer has been promoted directly and an officer junior to him has subsequently been promoted indirectly to the same grade i.e. after having obtained another promotion, the junior officer, in principle, is granted up to a maximum of three increments provided his salary does



not exceed the salary of the officer who is senior to him and has been promoted directly to the grade before him.

(iv) the salary of an officer, who is promoted after having benefited from the grant of long service increment, is adjusted by the grant of an aggregate of three increments, inclusive of the increment/s previously obtained for long service.

18.8.5 In the 2008 PRB Report, we have argued that the grant of an increase in salary to an officer on promotion, should not generally lead to pay adjustments for other officers and further cases of supersession should be minimised or avoided. Provisions have also been made to address cases where promotion from one source grade is made to higher grades in the same cadre but through different routes. Cases of officers who are promoted after having benefited from the grant of long service increment have also been regularised.

18.8.6 These recommendations have given satisfaction to the main stakeholders in terms of implementation and have addressed past anomalous cases. We are, therefore, maintaining the existing recommendations with a slight modification.

Recommendation 1

18.8.7 We recommend that all promotions, in general, should be marked by an increase in salary. An officer, on promotion, should join the initial salary or flat salary of the higher grade or where the salary overlaps be granted a maximum of three increments subject to the top salary of the higher grade, whichever is higher, provided the total emoluments of the officer should not be less than the initial salary and not more than the maximum salary of the higher grade.

18.8.8 However, in the following specific cases the under-mentioned provisions should apply:

(i) where recruitment to a grade, by virtue of the scheme of service or arrangement in force, is or may be done by selection both from serving officers and outside candidates in the same exercise, the serving officer should draw the initial salary of the grade or receive one increment if he was drawing same salary point or more than the initial;

(ii) where a senior officer has been promoted directly and an officer junior to him has subsequently been promoted indirectly to the same grade i.e. after having obtained another promotion, the junior officer should in principle be granted up to a maximum of three increments provided his salary does not exceed the salary of the officer who is senior to him in the higher grade and has been promoted directly to the grade before him;



(iii) where a serving officer applies for a grade in the service requiring qualifications of a completely different line than those of his grade, the officer on appointment, joins the grade at the initial of the scale or retains the salary of his previous grade, whichever is the higher; and

(iv) the salary of an officer, who is promoted after having benefited from the grant of long service increment, should be adjusted by the grant of an aggregate not exceeding three increments, inclusive of the increment/s previously obtained for long service.

18.8.9 In certain grades, officers have been allowed to move by either one or two or three increments in the Master Salary Scale provided they have drawn the top salary for a year and have been consistently efficient and effective in their performance during the preceding two years and have not been adversely reported upon on ground of either performance or conduct. This provision has been made to ensure that the remuneration package of incumbent with relevant experience in the Public Sector is competitive. However, there is need to bring the appropriate recommendation in cases where officers, who after having benefitted from the grant of increment by virtue of movement of salary beyond the top of the salary scale, are promoted to a higher position.

Recommendation 2

18.8.10 We recommend that, subject to paragraph 18.8.8, an officer, who has drawn the top salary for a year and has been allowed to move by either one or two or three increments in the Master Salary Scale after having been consistently efficient and effective in his performance as evidenced by his Performance Appraisal Report during the preceding two years and has not been adversely reported upon ground of conduct should, on promotion, be granted a maximum of three increments inclusive of the increment/s previously obtained for movement beyond top salary, subject to the maximum salary of the higher grade

18.8.11 We further recommend that the Standing Committee on Remuneration under the Chairmanship of the Senior Chief Executive of the Ministry of Civil Service and Administrative Reforms and comprising representatives of the Ministry of Finance and Economic Development and the Pay Research Bureau may examine any relevant issue that may arise in the implementation of the provisions of “Salary on Promotion” and make appropriate recommendations.

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Conditions of Service Increment and Incremental Credit

18.9 INCREMENT AND INCREMENTAL CREDIT

Increment

18.9.1 Most of the grades in the Public Sector have the salaries which are in scales. A salary scale has an initial and a top salary point. Movement from the initial to the top salary point is incremental. A few grades have a flat salary (one point salary). When the salary of an officer is on an incremental scale, the holder is not entitled to draw any increment as of right. An officer, on appointment, is granted the initial salary of the salary scale of the grade. The guaranteed salary for an incumbent in the grade is the initial salary and any movement in the scale has to be earned. Increment is a method for rewarding those who have demonstrated adequate yearly progress and whose work and conduct have been satisfactory.

18.9.2 Besides annual incremental movement by virtue of good performance, provision exists for the grant of incremental credits for (i) previous experience/s acquired under supervision; (ii) temporary service completed in the same capacity prior to substantive appointment; and (iii) additional relevant qualification/s obtained that are higher than those mentioned in the scheme of service.

Incremental Credit for Experience

18.9.3 Currently, incremental credits up to a maximum of three are granted to specific categories of employees for experience acquired, under certain conditions, before entry into the service. In areas of scarcity, provision has also been made to grant more than three incremental credits for experience. Further, incremental credits, up to a maximum of three, are also granted to officers who have gained experience in a similar capacity and who move from one institution to another, both being covered by the PRB. We are maintaining these recommendations.

Recommendation 1

18.9.4 We recommend that one incremental credit for each year of relevant experience acquired before entry into the service up to a maximum of three should be granted in respect of the following categories:

(a) post-registration experience of professionals such as in the case of Medical and Health Officer/Senior Medical and Health Officers and Dental Surgeon/Senior Dental Surgeons;

(b) experience after having obtained the right to practice from the appropriate registered professional body or Council as in the case of Architects, Engineers and others;



(c) post-qualification relevant experience acquired by other categories of graduates who may not normally require registration or authorisation before practice; and

(d) post-qualification experience in a recognised hospital for fully qualified nurses.

18.9.5 Applicants should, however, provide evidence of their experience, which should have been acquired locally or internationally, under licensed private practice or in a legally recognised institution or firm.

18.9.6 We also recommend that, incremental credit for experience beyond three increments may be granted in cases where an organisation encounters difficulty in the recruitment and retention of officers in a grade, subject to the approval of the Ministry of Civil Service and Administrative Reforms (MCSAR).

Movement between institutions reported upon by the PRB

Recommendation 2

18.9.7 We recommend that officers who move to the Civil Service be eligible to the grant of one incremental credit, up to a maximum of three, for each year of experience acquired in a similar capacity in a Local Authority or Parastatal Body and Other Statutory Body reported upon by the PRB. This recommendation should also apply to employees of the Private Secondary Schools, covered by the PRB, and joining the Civil Service. However, the incremental credits due under this recommendation would be payable on confirmation.

18.9.8 We also recommend that the provision under paragraph 18.9.7 be extended to officers of a Local Authority, a Parastatal Body and Other Statutory Body reported upon by the PRB and the Private Secondary Schools, covered by the PRB, who move from one institution to another.

18.9.9 We further recommend that the Standing Committee under the Chairmanship of the MCSAR continues to examine applications for incremental credit for experience acquired prior to joining the service and make awards as appropriate.

Incremental Credit for Temporary Service

18.9.10 At present, one incremental credit is granted for each year of temporary service in the same capacity as for the substantive position to all officers, whether on first appointment or not, under certain conditions. We are maintaining this provision.



Recommendation 3

18.9.11 We recommend the grant of one incremental credit for each completed year of temporary service in the same capacity as for the substantive position, to all officers whether on first appointment or not, provided that:

(a) such service is continuous;

(b) the adjusted salary is not higher than what the officer would have drawn had he been appointed in a substantive capacity on joining the grade concerned;

(c) in case of first appointment, eligible officers appointed on or after 01 January 2013 do not draw a higher salary than officers appointed in the same capacity before 01 January 2013 and having a similar period of service or more;

(d) such incremental credit is payable as from the date the officer is appointed substantively in the post or the date of confirmation, as applicable; and

(e) where the temporary service, in the case of a confirmed officer, is less than one year, one incremental credit is payable as from the date the officer completes one year service in the grade or on 01 January, whichever is the earlier.

Incremental Credit for Additional Qualifications

18.9.12 Incremental Credit for additional qualification has come into effect since 01 July 1995 following recommendations made by a Standing Committee set up, at that time, to look into this issue. In successive Reports, the recommendations have been fine-tuned and improved with incremental credits granted also for partially relevant qualifications and lateral/horizontal qualification; and non-pensionable lump sum to officers who have reached the last point in their salary scale or are on flat salary. We are maintaining all existing provisions whilst improving and streamlining a few of them to facilitate implementation.

Recommendation 4

18.9.13 We recommend that the Standing Committee set up under the chairmanship of the MCSAR and comprising representatives of the Ministry of Finance and Economic Development, the Mauritius Qualifications Authority, the Tertiary Education Commission, the Pay Research Bureau and, where necessary, the Ministry/Department/Organisation concerned be maintained, to look into the award of incremental credit for additional qualifications and to consider all related cases of disputes. However, straightforward cases should



continue to be dealt with at the level of the Ministry of Civil Service and Administrative Reforms.

Recommendation 5

18.9.14 We recommend that qualifications which:

(a) are fully, or part of which are directly relevant to the performance of the duties of the grade and which are higher than the qualifications specified in the scheme of service for the grade; and

(b) have been obtained as a result of studies, whether carried on one's own or as a result of a fellowship of at least one academic year duration, full-time or its equivalent in terms of contact hours/part-time studies would qualify for incremental credit subject to the following conditions:

(i) the additional qualifications are obtained following an examination and duly recognised by the Mauritius Qualification Authority or the Tertiary Education Commission;

(ii) where different qualifications are laid down in a particular scheme of service, the highest one would be taken as the basic qualification for the purpose of determining eligibility for incremental credit;

(iii) only officers holding a substantive appointment would be considered for the grant of incremental credit for additional qualifications;

(iv) officers who have already benefited from incremental credit for additional qualifications in one capacity would not be granted incremental credit for the same qualifications in another capacity;

(v) the number of incremental credits granted for fully relevant additional qualifications would, in no case, exceed three depending on the duration of studies for obtention of the additional qualifications as follows:

(a) up to two years' study full-time or equivalent part-time

- One increment

(b) above two years’ up to three years study full- time or equivalent part-time

- Two increments [inclusive of the increment at (a)]

(c) above three years’ study - Three increments



full-time or equivalent part-time

[inclusive of the two increments at (b)].

Lateral/Horizontal Qualification

Recommendation 6

18.9.15 We recommend, notwithstanding the provision at paragraph 18.9.14 (a) and (b) (ii), the grant of one incremental credit to officers having obtained an additional qualification equivalent to a degree or higher, which is in a different field from those specified in the scheme of service but is significantly relevant to the performance of the duties of the grade. Incremental credit for Lateral/Horizontal qualification should not, in principle, be granted in cases where the Lateral/Horizontal qualification is an alternative qualification in the scheme of service of the post or is a requirement for promotion in the cadre except where explicitly recommended otherwise, in this Report, for specific reasons.

Partly Relevant Qualification

18.9.16 The grant of incremental credit for additional qualifications which are partly relevant to the performance of the duties of the grade was first introduced in our 2003 PRB Report. In the 2008 PRB Report, because of difficulties faced by the Standing Committee to determine the relevancy of qualifications, we defined the parameters for the grant of incremental credit, where the qualification was partly relevant, to be qualifications wherein 50% of the modules are relevant to the performance of the duties of the grade. Even then, the Standing Committee again reported having difficulties in determining the 50% relevancy of the modules as the modules and course contents differ from one awarding institution to another. This particular condition of service has also led to strained industrial relations at workplace and culminated to disputes before the Tribunals/Courts. The Bureau has once again examined the issue, held discussions with stakeholders and sounded different options in the wake of the current learning environment.

18.9.17 It is a fact that, in view of facilities available for tertiary education, many public officers are going for higher studies while new recruits are already highly qualified due to the oversupply of overqualified candidates in the market for most of the jobs. It has also been argued that a university level qualification, whether relevant to the duties of a grade or not, always directly or indirectly increases the potential of the officer in the performance of his duties.

18.9.18 With a view to facilitating implementation regarding partly relevant qualifications, we are therefore making new recommendations.

Recommendation 7



18.9.19 We recommend the grant of one incremental credit for each level of additional qualification obtained, whether partly relevant or not, subject to a maximum of three, as follows:

(a) Bachelor Degree - One increment

(b) Master’s Degree - Two increments [inclusive of theincrement at (a)]

(c) Doctorate and above - Three increments [inclusive of the two increments at (b)]

18.9.20 We further recommend that the combined number of incremental credits for additional qualifications, that are fully and/or partly relevant or not relevant and whether lateral/horizontal, should in no case exceed three in an officer’s career.

Officers who have reached the last point in their salary scale

Recommendation 8

18.9.21 We recommend, in lieu of incremental credit, the payment of a non-pensionable lump sum equivalent to twelve times the value of the last increment to officers who have obtained an additional qualification after having reached the last point in their salary scale, subject to the conditions laid down at paragraph 18.9.14 above.

Officers drawing flat salaries

Recommendation 9

18.9.22 We recommend, in lieu of incremental credit, the payment of a non-pensionable lump sum equivalent to twelve times the value of the last increment read from the salary scale of the Principal Assistant Secretary, to officers drawing flat salaries and obtaining an additional qualification at post graduate level or above, subject to the conditions laid down at paragraph 18.9.14 above.

Officers in the Workmen’s Class

Recommendation 10

18.9.23 We recommend that, notwithstanding the provision of paragraph 18.9.14(b) above, the Standing Committee may consider granting incremental credit to officers of the Workmen’s Group even if the duration of the course or training course leading to an additional relevant Craft Certificate is of less than one academic year.

Specialist Qualification

Recommendation 11



18.9.24 We recommend that Medical and Health Officers/Senior Medical and Health Officers be granted two incremental credits on obtention of a specialist qualification provided that the criteria laid down at paragraph 18.9.14(b) (i) to (v) are satisfied.



Recommendation 12

18.9.25 We also recommend that incremental credits for additional qualifications should be payable either as from the date of appointment in the grade or as from the date of confirmation or as from the date the additional qualification has been awarded, whichever is the latest.

Parastatal and Other Statutory Bodies and Local Authorities

Recommendation 13

18.9.26 We recommend that the provisions for incremental credit for additional qualifications should continue to be made applicable in Parastatal and Other Statutory Bodies and Local Authorities.

18.9.27 We also recommend that all cases of dispute in Parastatal and Other Statutory Bodies and Local Authorities, as regards the award of incremental credit for additional qualifications, should continue to be submitted through the Parent Ministry for consideration by the Standing Committee.

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Conditions of Service Acting and Responsibility Allowances

18.10 ACTING AND RESPONSIBILITY ALLOWANCES

18.10.1 Acting Allowance is paid to an officer who is appointed to act in a higher post by the appropriate Service Commission or by the Responsible Officer/Supervising Officer as delegated.

18.10.2 The Acting Allowance, whether in a grade-to-grade or class-to-class situation, represents the difference between the initial or flat salary of the higher post and the substantive salary of the officer, provided the allowance is not less than three increments worth at the incremental point reached in the substantive post. Where the salary scales overlap, the allowance is equivalent to three increments moved in the master salary scale, as from the point reached by the officer in the salary scale of his substantive post provided the total emoluments of the officer is not less than the initial salary and not more than the maximum salary of the higher post.

18.10.3 An acting appointment is an assignment given to an officer deemed capable of performing the full duties and assuming the full responsibilities of a vacant position on the replacement of an employee who is on authorized leave of absence, including sick leave, maternity leave, leave without pay, pre-retirement leave or a vacancy arising until it is filled on a permanent basis.

18.10.4 The Responsible/Supervising Officer seeks approval from the appropriate Service Commission or under delegated power appoints an officer from the immediate lower grade (generally the senior most one) in an acting capacity in a higher office.

18.10.5 Before assigning the duties of a higher post to an officer, the Responsible/ Supervising Officer ensures that the appointee has the relevant expertise/competencies to undertake most of the core duties and also to shoulder the responsibilities of the absentee.

18.10.6 Beneficiaries of actingship are, therefore, provided with an opportunity for advancement both in terms of reward and experience thus leading to enhanced career development. The acting appointment does not give any claim to permanent appointment to the higher post.

Recommendation 1

18.10.7 We recommend that the provision governing the payment of Acting Allowance be maintained.

Responsibility Allowance

18.10.8 Where, for administrative convenience, an officer is assigned the duties of a higher office by the appropriate Service Commission or by the Responsible Officer as delegated, the Supervising Officer authorises payment of a responsibility allowance to the officer as follows:



(i) where the officer is fully qualified to act in the higher post, the allowance is equivalent to the Acting Allowance;

(ii) where the officer is not fully qualified to act in the higher post, the allowance should be 80% of the Acting Allowance; and

(iii) where appointment to a higher office is made by selection and no additional qualification is required, whether in terms of academic or technical qualification or experience or in terms of physical requirements, the Responsibility Allowance payable to officers who are assigned the duties of the higher office is equivalent to the Acting Allowance.

Recommendation 2

18.10.9 We recommend that the above provision be maintained.

Responsibility Allowance to employees in the Workmen’s Group

18.10.10 At present, a Supervising Officer authorizes payment of a responsibility allowance to an employee in the Worksmen’s Group who is required to perform the duties of a higher post.

18.10.11 The quantum of the allowance is computed on the same basis as for Acting Allowance and is payable on the actual number of days worked. We have received representations to the effect that there is some form of discrimination in the computation of Responsibility Allowance as compared to the Responsibility Allowance payable to other categories of officers. We are, therefore, rationalising the computation of Responsibility Allowance in respect of employees of the Workmen’s Group.

Recommendation 3

18.10.12 We recommend that the Responsibility Allowance payable to employees in the Workmen’s Group should be computed (a) on the same basis as for Acting Allowance even if the employee is not fully qualified; (b) for the full period of actingship (inclusive of Saturdays, Sundays and Public Holidays) whenever the period of actingship exceeds seven continuous days; and (c) on the basis of the actual number of days worked in case the actingship is less than seven days.

Qualifying Conditions/Specific Provisions

18.10.13 At present the qualifying period/specific provision governing Acting and Responsibility Allowances is as per the following:

(i) No Acting or Responsibility Allowance is paid to an officer unless he acts in the higher office for a continuous period of seven days, i.e., the assignment should be for a minimum period of seven continuous days, inclusive of Saturdays, Sundays and Public Holidays.



(ii) An officer performing higher duties is not eligible for Acting or Responsibility Allowance for any period of absence exceeding seven days at a stretch.

(iii)Where an officer who is acting in a higher office proceeds on official mission overseas, he is paid a special allowance equivalent to the Acting Allowance he would have drawn had he not gone on mission.

Recommendation 4

18.10.14 We recommend that the above provisions be maintained.

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Conditions of Service Meal Allowance

18.11 MEAL ALLOWANCE

18.11.1 At present an officer is provided with a meal or paid a meal allowance of Rs 100 for each meal when he is required to work during cyclonic conditions and when he is unexpectedly retained on duty after a normal day’s work for at least three hours beyond the normal working hours.

18.11.2 A Chief Executive of an organisation may, subject to the availability of funds, grant a meal or meal allowance to officers though they have been given advance notice and have been retained for at least three hours beyond their normal working hours for urgent work or for the timely completion of an assignment or project.

18.11.3 This arrangement is not applicable to officers who are scheduled to work according to a roster or shift or at staggered hours or to officers who regularly have to work beyond normal working hours.

18.11.4 We are maintaining the provision for meal and meal allowance and revising the quantum.

Recommendation

18.11.5 We recommend that officers who:

(a) are required to work during cyclonic conditions; and

(b) are unexpectedly retained on duty after a normal day’s work for at least three hours beyond their normal working hours

should either be provided with meals where catering facilities are available or paid a meal allowance of Rs 110 for each meal.

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Conditions of Service Meal Allowance


Conditions of Service Out of Pocket Allowance

18.12 OUT OF POCKET ALLOWANCE

18.12.1 An Out of Pocket Allowance of Rs 160 daily to cover for incidental expenses is payable to officers who :

(i) proceed on official visits either for part of a day or on short visits and stay overnight on any island forming part of the Republic of Mauritius; and

(ii) travel by sea on official visits to Agalega and St. Brandon for the number of days they stay on board from and to Mauritius.

18.12.2 The present arrangement is appropriate and is being maintained while the quantum of the “Out of Pocket Allowance” is being revised.

Recommendation 1

18.12.3 We recommend the payment of an “Out of Pocket Allowance”of Rs 180 daily to:

(i) officers who proceed on official visits either for part of a day or on short official visits to any of the islands forming part of the Republic of Mauritius; and

(ii) officers who travel by sea on official visits to Agalega and St. Brandon for the number of days they stay on board from and to Mauritius.

18.12.4 We also recommend that a part of a day shall be considered as a whole day for the purpose of payment of the “Out of Pocket Allowance”.

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Conditions of Service Uniforms

18.13 UNIFORMS

18.13.1 Eligible officers in some grades are required to wear uniforms/protective clothing while discharging their duties. Circumstances for the wearing of uniform vary as follows: (i) to exercise authority or for identification purposes; (ii) for protection against bodily injury/health hazards/damage to clothing/bad weather; (iii) to comply with tradition or international etiquette; and (iv) because of the nature of some work which causes excessive wear and tear of clothing.

18.13.2 At present items of uniforms are furnished in kind to staff of the Disciplined and Semi-Disciplined forces/organizations and some other organisations while a cash allowance is paid to certain categories of employees. Eligibility for the allowance is determined by the Standing Committee on Uniforms under the chairmanship of the Ministry for Civil Service and Administrative Reforms (MCSAR).

Uniform Allowances

18.13.3 There are three basic types of uniform allowances which are paid annually depending on the nature of duties of eligible officers. The allowances are meant for the purchase of all items of uniforms and for the payment of tailoring fees.

18.13.4 Beneficiaries are classified under three broad categories namely Category I, Category II and Category III, according to the nature of the duties performed. The categorization of grades presently entitled to uniforms rests on the Responsible Officer who determines, in consultation with parties, which grades should fall under one of the three categories, as described in the table below:

Category Description

I Nature of duties warrants a means of identification/authority and eligible officers should wear uniforms on duty.

II Nature of duties requires eligible officers to wear uniforms, as and when required, on the need arising. The Responsible Officer, in consultation with stakeholders, decides under which circumstances and when officers in this category should wear uniforms.

III Nature of duties causes excessive wear and tear of clothing. Officers falling under this category are not normally required to wear uniforms on duty and are eligible for a rapid wear and tear allowance.



18.13.5 Eligible officers in Rodrigues benefit from an enhanced entitlement of items of uniforms on account of the working environment, specificity, and topography of the island and are paid an additional allowance.

Recommendation 1

18.13.6 We recommend that the quantum of the revised uniform allowances for each category of beneficiaries which would be effective as from 01 January 2013 should be as per table below. In arriving at the different uniform allowances and Wear and Tear allowance, the Bureau has taken into account the increase in the costs of items of uniform for the period January to December 2012.

Uniform allowances – effective 01 January 2013

Category Allowance including Cardigan Additional Allowance (Rodrigues)

I Rs 4310 Rs 1160

II Rs 4085 Rs 1095

III Rs 3980 Rs 1065

Subsequent revision of uniform allowances

18.13.7 Uniform allowances are revised annually to adjust for changes in the prices of the relevant items of uniforms and also to include the payment for cardigan which is due every alternate year.

Recommendation 2

18.13.8 We recommend that the quantum of allowance for subsequent years should continue to be adjusted on the basis of the changes in the prices of the relevant items of uniform as determined by Statistics Mauritius for the preceding year and also considering whether cardigans are due in the year or not.

Standing Committee on Uniforms

18.13.9 The Standing Committee on Uniforms comprises representatives of the MCSAR, the Ministry of Finance and Economic Development and the Pay Research Bureau. It determines the eligibility for the grant of uniforms to new grades; decides on the provision of boots and new items of protective clothing and equipment; and devises such regulations or principles as may be necessary to deal with the issue.



Recommendation 3


(i) the Standing Committee on Uniforms should continue to: determine the eligibility for the grant of uniforms to new grades; decide on the provision of boots and new items of protective clothing and equipment; and devise such regulations or principles as may be necessary to deal with the issue of uniforms;

(ii) where it is considered that officers in a new grade or in a grade other than those already eligible, should wear uniform to exercise authority or on grounds of tradition and/or international etiquette, the Responsible Officer should seek the approval from the Standing Committee on Uniforms. Thereafter, in consultation with the appropriate stakeholders, the Responsible Officer should arrange for the supply of all items of uniforms to such eligible officers in a cost-effective manner;

(iii) Responsible Officers should make necessary arrangements for the issue of items of protective clothing/equipment, on time, to each eligible officer; and

(iv) where the nature of work of casual/temporary employees warrants the wearing of protective clothing/item to protect them from bodily injury, Supervising Officers should issue/grant the appropriate protective clothing/item promptly.

Internal Audit System on Wearing of Uniforms

18.13.11 In the 2008 PRB Report, we recommended that every organisation should continue to ensure that eligible officers who have to wear uniforms do so on duty and ascertain that officers who are provided with protective clothing/item do make use of same in the performance of their duties. A procedure was laid down in case of continuous non compliance by officers. This is being maintained as hereunder:

(a) the officer concerned should be verbally cautioned for failing in his undertaking to wear uniforms/protective clothing/protective item;

(b) in case of further non-compliance, the attention of the officer concerned should be drawn in writing to this effect. He should equally be requested to abide, within a prescribed delay, by the undertaking which he has normally signed prior to the payment of the uniform allowance, failing which he may be liable to disciplinary action; and



(c) in the event he still fails to abide by the written instructions within the given delay, payment of the uniform allowance should be stopped/withdrawn and the officer concerned should, in such circumstance, be required to furnish written explanations following which appropriate action may be taken, as deemed necessary, by Management.

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Conditions of Service Family Protection Schemes

18.14 FAMILY PROTECTION SCHEMES

18.14.1 The Family Protection Schemes in the Public Sector exist in three categories, namely:

(1) the Civil Service Family Protection Scheme (CSFPS);

(2) the Statutory Bodies Family Protection Fund (SBFPF); and

(3) the Family Protection Scheme (FPS) with the State Insurance Company of Mauritius (SICOM) Ltd.

18.14.2 The salient features of these Family Protection Schemes are highlighted hereunder.

1. Civil Service Family Protection Scheme

18.14.3 The CSFPS is a contributory scheme which provides protection by way of monthly benefit to dependants of deceased civil servants at any age whether in service or after retirement. With the enactment of the Widow’s and Children’s Pension Scheme (Amendment) Act No. 28 of 1993, the Civil Service Family Protection Scheme (CSFPS) came into operation and it became mandatory for female officers as well to contribute to the scheme.

18.14.4 As at 30 June 2012, the scheme reckoned around 51,637 contributors and 16,700 pensioners.

Membership

18.14.5 The persons required to contribute to the scheme are:

(a) public officers who have attained the age of 18 and who are appointed to a pensionable office;

(b) public officers who have been transferred to approved services and who have elected to continue contributing to the scheme;

(c) members of the National Assembly during their period of Legislative Service; and

(d) officers of the Civil Service Family Protection Scheme Board.

Contribution

18.14.6 The rate of contribution represents 2% of the officer’s gross salary.

18.14.7 Public Officers cease to contribute to the scheme as per the transitional measures or on reaching 65 years of age and on occurrence of the following events: resignation from the Public Service, dismissal from the Public Service, retirement from the Public Service, and leaving the Public Service for any other reason. Members of the National Assembly also cease to contribute to



the scheme as per the transitional measures or upon reaching 65 years of age.


18.14.8 According to the CSFPS, a 100% refund of contribution with compound interest at the rate of 4% per annum is made to a contributor or his legal representative in the following circumstances:

(a) At the time of leaving the public service, where:

(i) the contributor has either not contracted civil marriage or is a widow/widower provided that the contributor has no:

legitimate or legitimated child

adopted child

step child

natural child or

a child whose filiation has been pronounced by a Court of Law.

(ii) the contributor is a divorcee and has no child.

(b) In case both husband and wife are contributors, the surviving spouse is refunded on the death of his/her spouse and he/she may opt (within 60 days of the event) not to continue to contribute to the scheme.

(c) Where contributors in post as at 30 June 2008 opt to cease to contribute at the age of 60 and no pension is payable.

Pensions

18.14.9 At present, for all those public officers who have joined the public service as from 01 July 2008, the amount of pension is computed at the rate of 1/690 th

(instead of 1/600th) of annual pensionable emoluments on retirement for every month of pensionable service, subject to a maximum of 460/690 th (instead of 400/600th) in line with the Pension Reforms enunciated in the 2008 PRB Report.



18.14.10 At the death of a contributor, the monthly pension payable varies depending upon whether the deceased left behind a spouse only, spouse and children, one child only or more than one child but no spouse. The details of the monthly pension payable is shown below:

Beneficiaries Computation for MonthlyPension Payable

Spouse only 1/3 x 1/12 x BUP*

Spouse and child/children ½ x 1/12 x BUP

One child but no spouse ¼ x 1/12 x BUP

More than one child but no spouse ½ x 1/12 x BUP

*BUP- Basic Unreduced Pension

18.14.11 The basic unreduced pension is computed, for those civil servants joining the public service as from 01 July 2008, at the rate of 1/690 th of the annual salary of the contributor at the date of death or at the date he ceases to be a public officer, for each completed month of the contributory service (not exceeding 460 months).

18.14.12 A surviving spouse’s pension ceases on the death or remarriage of the beneficiary.

18.14.13 The children's pension ceases on the date the last child reaches 18 years of age, or if the child receives full-time education, until he receives such education or attains the age of 21, whichever is earlier. The Board may, on compassionate grounds, approve the payment of pension to children beyond the age of 21.

18.14.14 Upon the death of a beneficiary, the legal personal representative is paid one full month’s pension in respect of the month in which the beneficiary dies together with a gratuity of an equivalent amount.

Recommendation 1

18.14.15 We recommend that the rate of contribution to the Civil Service Family Protection Scheme be maintained at 2%.

18.14.16 We also recommend that the provision governing membership, refund of contribution to and pensions of the Civil Service Family Protection Scheme be maintained.



Transitional Measures

Contribution

18.14.17 In the 2008 PRB Report, following the introduction of the new Pension Scheme, the CSFPS was revisited and transitional arrangements were made to reflect the pension reforms with regard to retirement age, computation of the amount of pension and the qualifying period to benefit for a full pension. The recommended transitional measures are being maintained.

Recommendation 2

18.14.18 We recommend that the following transitional measures should continue to apply:

(a) Public officers and Members of the National Assembly in post as at 30 June 2008 may, while in service, opt to cease to contribute to the Civil Service Family Protection Scheme on reaching 60 years of age. However, in that case, widows and orphans pension will be computed on the salary drawn at the time the member ceases to contribute to the scheme.

(b) Public officers should cease to contribute to the scheme on the occurrence of the following events: reaching 65 years of age, resignation from the Public Service, dismissal from the Public Service, retirement from the Public Service, and leaving the Public Service for any other reason. Members of the National Assembly should cease to contribute to the scheme upon reaching 65 years of age.

(c) When a Member of the National Assembly ceases to be a member, provided he has not reached 65 years of age, he may opt to cease to contribute or continue to contribute to the Civil Service Family Protection Scheme at the rate of 4% of his salary at the time he ceases to be a member, to enable longer period of contribution.

Pensions

18.14.19 In view of the fundamental changes brought in the 2008 PRB Report concerning the computation of the amount of pension, transitional measures have been provided to cater for these changes. These provisions should continue to apply.

Recommendation 3

18.14.20 We recommend that the following provision should continue to apply:

(i) In respect of public officers in post as at 30 June 2008, the Basic Unreduced Pension should continue to be computed at the rate of 1/600th of the annual salary of a contributor at the date of death



or at the date he ceases to be a public officer for each completed month of his contributory service (not exceeding 400 months).

(ii) In respect of Members of the National Assembly in post as at 30 June 2008, the Basic Unreduced Pension should continue to be computed at the rate of 1/600th of the annual salary of a contributor at the date of death or when he ceases to be a member of this legislature for each completed month of his contributory service (not exceeding 400 months).

Additional Recommendations

Pension in case of Actingship in a Higher Office

18.14.21 The computation of pension is based on the Basic Unreduced Pension of a contributor at the date of his death or at the date he ceases to be a public officer, whichever is the earlier.

18.14.22 At present, for a contributor who has been acting in a higher office, the same retiring salary is used to compute the retiring pension as well as the pension under the Family Protection Scheme.

Recommendation 4

18.14.23 We recommend that the present provision be maintained.

Pension for Members of the National Assembly

18.14.24 At present, the annual salary in respect of a member of the National Assembly means:

(i) the annual salary payable to a member immediately before he ceases to be a member; or

(ii) the annual salary drawn in respect of any office established by the Constitution and held by him at any time while he was a member,

whichever is the higher.

Recommendation 5

18.14.25 We recommend that the existing provision be maintained.

Interest on Contribution

18.14.26 In the previous overall review, amendment was brought in the computation of the interest on contribution to be refunded. We are maintaining this provision.

Recommendation 6

18.14.27 We recommend that interest on contribution to be refunded should be computed up to the date the contributor is eligible for a refund.



2. Statutory Bodies Family Protection Fund

18.14.28 The Statutory Bodies Family Protection Fund (SBFPF) is operating for over a decade now. The objective of SBFPF is to rationalize the computation of beneficiaries’ pension and the payment of membership contribution in line with the PRB recommendations. The SBFPF also plays a major role in placing employees of Local Authorities at par with their counterparts in the Civil Service.

18.14.29 Over and above the benefits provided by the SBFPF, it has a Housing Loan Scheme under which only associates of the Fund are granted loans for purchase or construction of a residential building or the purchase of a residential plot of land. As per the Statutory Bodies Family Protection Fund (Housing Loan) Regulations 2010, the loan ceiling has been raised from Rs 500,000 to Rs 600,000 whereas the rate of interest has been maintained at 8% per annum.

18.14.30 In line with the pension reforms, new regulations have been set under the Statutory Bodies Family Protection Fund (Pensions) Regulations 2011.

Recommendation 7


(i) officers in post as at 30 June 2008 may, while in service, opt to cease to contribute to the Statutory Bodies Family Protection Fund on reaching 60 years of age. However, in that case, pension will be computed on the salary drawn at the time the member ceases to contribute to the scheme; and

(ii) in respect of public officers in post as at 30 June 2008, the basic unreduced pension would continue to be computed at the rate of 1/600th of the annual salary of a contributor at the date of death or at the date he ceases to be a public officer for each completed month of his contributory service (not exceeding 400 months).


18.14.32 At present, members of the SBFPF as at July 1988 may opt for a return of contribution in lieu of retaining eligibility to family benefits.

Recommendation 8

18.14.33 We recommend that existing members of the Statutory Bodies Family Protection Fund as at July 1988, who opt for a return of contribution in lieu of retaining eligibility to family benefits, should continue to be refunded their contributions with compound interest at the rate of 4% per annum.



3. SICOM Family Protection Scheme

18.14.34 The State Insurance Company of Mauritius (SICOM) Ltd is a major operator of pension business in Mauritius with more than 25 years of experience. The SICOM offers the SICOM Family Protection Scheme (FPS) which is a group whole life assurance group scheme open to all private companies and corporate bodies for their full-time and permanent employees.

18.14.35 In the 2008 PRB Report, it was recommended that the SICOM Ltd takes necessary steps, to the extent possible, to implement the changes brought in the Civil Service Family Protection Scheme and the Statutory Bodies Family Protection Fund.

Recommendation 9

18.14.36 We recommend that the SICOM Ltd continues to make provision which is in line with the Civil Service Family Protection Scheme and the Statutory Bodies Family Protection Fund.

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Conditions of Service Risk, Insurance and Compensation

18.15 RISK, INSURANCE AND COMPENSATION

18.15.1 Working conditions and activities have the potential to affect a worker’s health and safety. An employer – The Government for our purpose, aims at eliminating or at least minimising the risk of accident or injury and to protect workers from injury, accidents, infections, ill health caused by their working conditions.

18.15.2 The cost of workplace accidents or diseases is very high. There is both a direct cost to the employer in terms of lost working time, medical costs, and also a much higher indirect cost which affects the injured or sick workers and their families.

18.15.3 In this Chapter, we look into the provision for a safe workplace environment, compensation for risk and the insurance cover.

18.15.4 A risk is the likelihood of harm occurring. The degree of risk is based both on the likelihood and severity of outcome (type of injury). A hazard is an article, substance or situation that has the potential to cause harm. Hazards always exist, to some degree, in a workplace and risk is related to the immediate consequences of the hazard. Typical workplace hazards include working at heights, noise, electricity, machinery, chemicals, infectious agents, fire, etc. It is possible to eliminate the hazards in certain circumstances but generally they are part and parcel of work. The risks arising therefrom, on the other hand, can be controlled in such a way that the likelihood of harm from the hazard is reduced to an acceptable minimum or even eliminated completely.

Management/Employer Responsibility

18.15.5 The legal obligations placed on employers and workers in respect of safety do vary from country to country throughout the world. However, all have the same basic intention of protecting people at work. There is a general recognition that most of the responsibility lies with the employer, since he provides the work, the workplace, the tools, systems, methods, etc.

18.15.6 In line with International Labour Organisation (ILO) Conventions and the Occupational Safety and Health Act 2005 on this issue, we have identified obligations that might be placed on employers and workers in order to achieve the basic goal of a safe and healthy place of work.

Recommendation 1

18.15.7 We place the following obligations on Management/Employer -

The employers should:

(i) ensure that, so far as it is reasonably practicable, the workplaces, machinery, equipment, and processes under their control are safe without risk to health; and the chemical,



physical, biological substances and agents under their control are without risk to health; and appropriate measures of protection are taken;

(ii) provide, where necessary, adequate protective clothing and protective equipment to prevent, so far as is reasonably practicable, risk of accidents or adverse effects on health;

(iii) give necessary instructions and training for proper and safe use of equipment;

(iv) institute organisation arrangement regarding Occupational Safety and Health for ensuring the safety, health and welfare of public officers at work;

(v) ensure that work organisation, particularly with respect to hours of work and rest breaks are observed; and

(vi) ensure that arrangements are made for medical screening of workers exposed to health hazards.

Employee/Worker Responsibilities

18.15.8 We hold the view that each and every employee/worker should co-operate with his employer with regard to fulfilling his safety obligations.

Recommendation 2

18.15.9 We recommend that workers should:

(i) take reasonable care for their own safety and that of other persons who may be affected by their acts or omissions at work;

(ii) comply with instructions given for their own safety and health and those of others; and

(iii) use safety devices and protective equipment correctly.

Compensation for Risk

18.15.10 Risk is a compensable factor in our job evaluation scheme. We take the element of risk, which is inherent in a job, into account in the job assessment and fixing of the salary for the grade.

18.15.11 However, whenever certain officers by virtue of the nature of their work and posting to a workplace, are exposed to higher risk than their other colleagues, these officers are compensated additionally.

18.15.12 Officers in this category belong mainly to Disciplined Forces, Hospital Services, and Agricultural Sector. We have dealt with these categories of officers under their respective Ministries/Departments/Organisations.



18.15.13 We have, in the context of the review, received representations from practically all grades of officers for Risk Allowance. These officers claim Risk Allowance for being exposed to risk of assault (both verbal and physical), for being exposed to inclement weather, for running risk of being bitten by dogs, etc.

18.15.14 We have studied each and every representation. Wherever these have matched with the criteria for the payment for Risk Allowance, it has been recommended.

18.15.15 Element of risk has been taken into account in the salary recommended for grades. However, we provide additional compensation by way of allowance exclusively to certain categories of employees such as Disciplined Forces, Hospital Staff, Medical and Para-Medical Staff of the Brown Sequard Hospital and Chest Clinic, and, to those who are exposed to relatively higher risks than their colleagues in the same grade. The recommended revised allowances payable appear in the relevant Chapters for Ministries/Departments/Organisations.

Protective Clothing and Equipment

18.15.16 While every effort should be made by the employer to eliminate risk, providing protection for the individual worker through specific job training and personal protective equipment is a “sine-qua-non” to control risk.

18.15.17 Different types of personal protective equipment are used such as ear defenders for noise, gloves, coats, helmets, boots, and respiratory masks to prevent contact with substances which are hazardous.

18.15.18 At present, all items of protective clothing and equipment for a grade is determined by the Uniform Committee comprising representatives of the MCSAR, the Ministry of Finance and Economic Development and the Bureau.

18.15.19 The Committee bases itself on the recommendations of the Safety and Health Unit of the MCSAR to establish the eligibility.

18.15.20 This practice is working well and to the satisfaction of both Management and staff. We are maintaining the present arrangement.

Recommendation 3


(i) the Uniform Committee under the Chairmanship of the MCSAR and comprising representatives of the Ministry of Finance and Economic Development and the Bureau should be maintained;

(ii) the Committee should continue to determine the eligibility for protective clothing/equipment; and



(iii) Management should make arrangements for the timely issue of items of protective clothing/equipment to each and every eligible officer.

Need for Health and Safety

18.15.22 Implicit in any attempt to protect the safety and health of workers in the process of identification of hazards and the people at risk, a broad assessment of the magnitude of that risk and the action required to reduce that risk or to eliminate it, should be undertaken.

18.15.23 We have placed great onus on Management for safety at work place. It must be considered a function of management no less important than the management of purchase or human resource, and appropriate arrangements should be put in place to ensure safety and health throughout the organisation.

Recommendation 4


(a) Management should ensure that officers, in such cases, wear protective clothing item/equipment; and

(b) regular, appropriate, specific and general instructions (both oral and written) be given to workers on the usage of protective clothing/equipment.

Health Surveillance

18.15.25 We have, in our last Report, recommended that “organisations should, with the assistance of the Safety and Health Unit of the Ministry of Civil Service and Administrative Reforms (MCSAR), carry out a risk assessment to identify situations where employees are exposed to noxious substances or adverse working conditions that may impair employees’ health and to place the employees concerned under a suitable Health Surveillance Programme”.

18.15.26 We are given to understand that due to shortage of human resources at the MCSAR, this exercise could not be properly carried out. We are maintaining this recommendation which comes essentially from the focus given by most safety and health legislations.

18.15.27 We have made appropriate recommendations in the relevant class literature where sufficient empirical evidence already exists to justify Health Surveillance.



Compensation in respect of Occupational Accidents

18.15.28 The present provisions for compensation in respect of occupational accidents cover every employee of the Public Sector. Compensation is paid in cases of:

(i) personal injury sustained arising out of and in the course of duties and which is likely to be of a permanent nature; and

(ii) fatal injuries or death by accident arising out of and in the course of duties to the dependants.

18.15.29 The Workmen’s Compensation Act covers all manual workers as well as non manual workers whose annual earnings do not exceed Rs 72000. With regard to the remaining employees of the Public Sector whose annual earnings exceed Rs 72000 including the Disciplined Forces, Government, as the employer and its own insurer, assumes responsibility in respect of all occupational risks of its employees and bears the costs for compensation on the same basis as laid down in the Workmens’ Compensation Act.

18.15.30 We understand that a bill is being prepared to amend the Workmen’s Compensation Act. Pending the enactment of this Bill, the provisions are maintained as hereunder.

Recommendation 5


(i) all manual workers as well as non-manual workers whose annual earnings do not exceed Rs 72000 should continue to be compensated according to the Workmen’s Compensation Act.

(ii) the Second Schedule of the Workmen’s Compensation Act should be updated to cater for new occupational diseases.

(iii) non-manual workers whose earnings are in excess of Rs 72000 a year and members of the Disciplined Forces who sustain permanent incapacity as a result of injury arising out of and in the course of duties, or who contract an occupational disease under conditions specified in Section 37 and as listed in the Second Schedule of the Workmen’s Compensation Act, be paid a compensation as per rate specified in the First Schedule or under Section 7 of the Workmen’s Compensation Act up to a maximum of Rs 1.3 million over and above any gratuity or pension covered under the Pension Regulations.

(iv) non-manual employees whose earnings are at a rate in excess of Rs 72000 a year and for members of the Disciplined Forces who sustain fatal injuries arising out of and in the course of duties, or who contract a fatal occupational disease under conditions specified in Section 37 and which is listed in the Second Schedule



of the Workmen’s Compensation Act, a compensation of six years’ salary at the rate of the deceased last salary drawn before the accident, subject to a maximum of Rs 2 million be paid to the heirs over and above any gratuity covered under the Pension Regulations.

(v) The High Powered Committee may, in the wake of amendments to the National Pensions Act, review the ceilings at paragraph 18.15.31 (iii) and (iv) and make such other related recommendations as appropriate.

(vi) Pending amendments to the relevant legislation, the recommendations made at paragraph 18.15.31 (iii) and (iv) in relation to those employees whose earnings are above Rs 72000 annually and who are not governed by the Workmen’s Compensation Act be implemented administratively.

(vii) Requests for payment of a compensation under paragraph 18.15.31 (iii) and (iv) should be made to the Ministry of Civil Service and Administrative Reforms.

Medical Insurance Scheme

18.15.32 In spite of the free health services being provided in public hospitals, staff side and Management have made persistent requests for the setting up of a health insurance scheme for public sector employees. The argument put forward is that the scheme would enable them to have wider access to medical facilities and avail of the latest technologies which may not be available in public hospitals. They would also have the option to select the medical practitioners and health institutions of their choice.

18.15.33 In our last Report, provision was made for the MCSAR to start negotiations with the State Insurance Company of Mauritius (SICOM) Ltd for the setting up of a contributory medical scheme for public officers who wish to join in. The MCSAR held negotiations with the stakeholders and started discussions with the SICOM.

18.15.34 In the 2012 Budget, the following announcements were made:

(i) “all employees benefit from contributions of their employers to the National Savings Fund (NSF). Of these, a great many contribute more than 300 rupees per month. I am today allowing employees to use their monthly NSF contributions as payment of private health insurance; and

(ii) employees will now have the possibility to opt for private medical care for themselves and their family. Anyone wishing to do so should inform the NSF to redirect their future monthly contributions to the insurance company of their choice”.



Recommendation 6

18.15.35 The MCSAR should, in consultation with the relevant stakeholders (SICOM, MOFED, PRB, Unions), look into the implementation modalities or the Medical Insurance Scheme and apprise public officers of the procedures to be followed to join the Scheme.

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Conditions of Service Funeral Grant

18.16 FUNERAL GRANT

18.16.1 At present, upon the demise of a public officer while still in service and holding a substantive appointment or having completed one year’s continuous service, a funeral grant of Rs 3000 is paid to the officer’s heir or nearest relative who has borne the funeral expenses.

18.16.2 The grant is not meant to meet the whole cost of the funeral expenses but rather to provide some form of financial assistance in meeting partly the sudden unexpected additional expenses.

18.16.3 As at December 2011, some 650 heirs/relatives of demised public officers have benefited from the grant.

18.16.4 We are maintaining the scheme and revising the quantum.

Recommendation

18.16.5 We recommend that where a public officer, holding a substantive appointment or having completed one year’s continuous service, passes away while still in service, a funeral grant of Rs 6000 should be paid to the officer’s heir or nearest relative who has borne the funeral expenses in addition to the payment of a full month salary in respect of the month in which the officer deceases.

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Conditions of Service Communication Facilities

18.17 COMMUNICATION FACILITIES

18.17.1 Effective communication is a building block of successful organisations. Managers generally devote much of their time in communicating with their subordinates, colleagues and customers.

18.17.2 Communication facilities are considered as an important working tool for public officers making them interact in a timely manner. In the Public Sector, the communication facilities provided to officers include fixed telephone, mobile phone, fax and internet facilities both at workplace and at residence.

18.17.3 The facilities provided to officers are on the basis of their status, nature of their work (requirement in the job) or by virtue of posting.

Telephone

18.17.4 It rests upon the Responsible/Supervising Officer of the Ministries/Departments/Organisations to grant to eligible officers telephone facilities such as:

Free telephone rental (landline)

Call entitlement (landline)

Free use of mobile phone

Mobile phone with unlimited/limited call entitlement

Prepaid cards

Free rental on mobile phones

Roaming facilities on mobile phones

18.17.5 The existing arrangements in connection with the provision of facilities related to telephone is considered appropriate and should be maintained. We recommend accordingly.

Fax Facilities

18.17.6 Fax facilities at place of residence are currently granted to very limited senior public officials – Senior Chief Executives and Permanent Secretaries - on account of their posting and the very special nature of their functions. Ministries/Departments/Organisations should continue to seek the prior authority of the MCSAR before granting such facilities to an officer. We are maintaining the present provision.

Internet Facilities

18.17.7 The internet is a global system of interconnected computer networks. Internet facilities allow greater flexibility and easy access at work. The low cost and


Conditions of Service Communication Facilities

instantaneous sharing of ideas, knowledge, and skills have made work easier and more collaborative.

18.17.8 In the Public Sector, there is a considerable increase of public officers having access to internet facilities at the place of work. A certain category of officers benefit from a monthly internet allowance of Rs 500 for internet facilities at their place of residence.

18.17.9 The internet allowance is granted to an officer who:

(i) interacts from residence with international organisations for exchange of views, comments and advice regularly outside office hours, having regard to the difference in time zone;

(ii) regularly carries out significant research from home for normal delivery or to meet deadlines; and

(iii) accesses from home and outside office hours a server situated at the office or away from home.

Recommendation 1

18.17.10 We recommend that the criteria for eligibility of internet facilities at place of residence be maintained and Ministries/Departments/Organisations should seek the prior authority of the MCSAR before granting such facilities to an officer.

Parastatal Bodies and Local Authorities

18.17.11 The Parastatal Bodies and the Local Authorities generally adopt policies and guidelines, based on the Civil Service pattern, for the grant of communication facilities to their staff. This arrangement should be maintained.

Control Mechanism

18.17.12 The prime objective for providing communication facilities to public officers is for an improved efficiency of operations and quality service delivery to the public. It is, therefore, imperative to prevent inappropriate and/or excessive use of these facilities.

Recommendation 2

18.17.13 We recommend that Management of Ministries/Departments/Organisations should exercise proper and adequate control on the grant of communication facilities and ensure that adequate processes and procedures are put in place to prevent inappropriate and/or excessive use of such facilities.

***********~371~ Pay

Review 2013

Conditions of Service Foreign Service Allowance and Other Related Allowances

18.18 FOREIGN SERVICE ALLOWANCE ANDOTHER RELATED ALLOWANCES

18.18.1 The Foreign Service Allowance and Other Related Allowances are paid to home-based staff serving in our diplomatic missions. Same are payable at the prevailing rate of exchange in the country of posting, in addition to their monthly salary, to meet the cost of living and to allow them to enjoy a standard of living compatible with their rank. These allowances vary according to the grade of the officer and the country of posting and are normally paid in the currency of the country of posting.

18.18.2 In certain countries, on account of recurrent fluctuations in the exchange rates against Hard Currencies and Mauritian Rupees, home-based staff are allowed to earn their Foreign Service Allowance and Other Related Allowances in Euro or Pound Sterling or US Dollars at the prevailing rate of exchange, on a month-to-month basis.

18.18.3 In the context of this Report, we are reviewing the various allowances for each category of the home-based staff posted in overseas missions, based on the submissions made by the Ministry of Foreign Affairs, Regional Integration and International Trade and Diplomatic staff and taking into consideration, inter alia:

(a) the relative costliness of a basket of goods and services compared to a similar basket in the foreign city, as determined following a joint survey carried out by Statistics Mauritius and this Bureau in August 2012;

(b) the Mercer’s cost of living survey report in relation to the comparative costliness and the cumulative rate of inflation of the country of posting;

(c) the relative inconveniences and hardship encountered in some countries of posting;

(d) the Foreign Service Allowance drawn by the various officers prior to this review;

(e) the exchange rate obtaining at August 2012; and

(f) any fluctuation in the exchange rate in the respective countries where our missions are located.

18.18.4 On the basis of the above, we are making appropriate recommendations.

Recommendation 1


(i) the quantum of Foreign Service Allowance should be paid to home-based staff at the prevailing rate of exchange of the currency of the respective country of posting as per data at Annex I to this Chapter;



(ii) all other payments, including the monthly salary and Other Related Allowances, should be made to home-based staff at the prevailing rate of exchange of the currency of the respective country of posting;

(iii) notwithstanding the provisions at (i) and (ii) above, in a few countries/cities where there are recurrent fluctuations in the exchange rates, home-based staff should be allowed to earn their Foreign Service Allowance and Other Related Allowances in Euro or Pound Sterling or US Dollars at the prevailing rate of exchange; and

(iv) where an officer is presently drawing salary, Foreign Service Allowance, Rent and Utilities and Entertainment Allowance, wherever applicable, more than what he would draw in the aggregate with this Report, he should be allowed to retain same, on a personal basis, up to the time of a new posting. On a new posting, our new recommendations should apply in toto.

Review of the Foreign Service Allowance (FSA)

18.18.6 In general, the Foreign Service Allowance and Other Related Allowances are reviewed once in five years in the wake of the PRB Report. However, frequent fluctuations in the foreign currencies coupled with the rise in the cost of living in the countries of posting lower the purchasing power of home-based staff and, therefore, provision was made in the last Report for an adjustment mechanism and the possibility for a mid-term review of the FSA.

18.18.7 At present, the Foreign Service Committee (FSC) may consider to review the quantum of FSA wherever there is a rise in the cost of living exceeding 20% in the country of posting.

18.18.8 In April 2012, data on the cumulative rate of inflation was compiled by Statistics Mauritius in the countries where our missions are located and submitted to the Foreign Service Committee. Only in a few countries, the cumulative rate of inflation exceeded around 20% for this period. The matter was referred to the High Powered Committee and the latter decided that the review of FSA should be considered in the context of this Report.

18.18.9 In the context of this review exercise, the home-based staff posted in overseas mission have reiterated their request for a periodic review of the FSA every two years, in light of substantial increase in the cost of living resulting from inflationary pressures in the country of posting.

18.18.10 We have examined the request and are making appropriate provision to this effect.



Recommendation 2

18.18.11 We recommend that the Foreign Service Committee should consider reviewing the Foreign Service Allowance of home-based staff posted in overseas missions in cases where the rate of inflation in the country of posting, at a given period of time, exceeds by 100% the rate of inflation in Mauritius.

Rent and Utilities

18.18.12 Ambassadors, High Commissioners and Permanent Representatives are refunded full charges of rent and utilities. Home-based staff serving in our overseas embassies are eligible for rent and utilities up to a ceiling set according to broad salary levels in the currency of the country of posting at the prevailing rate of exchange. However, any expenditure incurred above the prescribed ceiling of rent and utilities are borne in toto by the officer concerned. The acquisition of quarters by Government, wherever feasible for the benefit of home-based staff, remains an open option. The current arrangements are considered appropriate and are being maintained.

Recommendation 3

18.18.13 We recommend that, pending the acquisition of quarters by Government, wherever feasible:

(i) full charges of rent and utilities should continue to be paid to Ambassadors, High Commissioners and Permanent Representatives; and

(ii) home-based staff in other grades, rent and utilities should be refunded up to a monthly ceiling according to broad salary levels and the currency of the country of posting at the prevailing rate of exchange as set out at Annex II to this Chapter.

18.18.14 We also recommend that:

(i) any expenditure incurred above the prescribed ceiling of rent and utilities as at Annex II to this Chapter should be borne in toto by the officer concerned; and

(ii) officers reported upon in this review, other than local recruits, occupying their own house, should be paid 80% of the prescribed ceiling as at Annex II to this Chapter .

18.18.15 The payment of rent and utilities is meant to allow home-based staff to rent a convenient accommodation in the respective country of posting. However, very often, following a new posting or renewal of the lease agreement, there is an increase in the rental charges. In such cases, provision exists for the Supervising Officer of the Ministry of Foreign Affairs, Regional Integration and



International Trade to consider reviewing the ceiling of rent and utilities. This arrangement is being maintained and we are reviewing the rate of ceiling of rent and utilities.

Recommendation 4

18.18.16 We recommend that the Supervising Officer of the Ministry of Foreign Affairs, Regional Integration and International Trade may, on strong reasonable grounds, revise the ceiling of rent and utilities, subject to a maximum of 30% in urgent cases relating to new posting/renewal of lease agreement of home-based staff.

18.18.17 We also recommend that any decision taken under the above provision should be ratified at the subsequent meeting of the FSC.

18.18.18 We further recommend that notwithstanding the provision at paragraph 18.18.14 (i), the home-based staff should continue to be refunded the rent and utilities up to the monthly ceiling as determined, on an ad hoc basis, by the Foreign Service Committee up till the expiry of the lease agreement. However, for subsequent renewal of lease or for new lease, rent and utilities ceiling above the prescribed rates should be sanctioned by the Foreign Service Committee.

Utilities for Staff occupying accommodation provided by the Mission

18.18.19 Home-based staff who are provided with rent free accommodation have only to meet the cost of utilities. We are maintaining the current arrangement.

Recommendation 5

18.18.20 We recommend that home-based staff provided with rent free accommodation be entitled to 20% of the quantum of rent and utilities as specified for their grade as per Annex II to this Chapter, if they have to meet the cost for utilities comprising electricity, gas, water and telephone facilities. In the event any of the utilities mentioned above is provided free of charge along with the accommodation facilities, appropriate deduction should be made to the quantum of 20% for rent and utilities.

Entertainment Allowance

18.18.21 Ambassadors, High Commissioners, Permanent Representatives, Minister Counsellors/Deputy High Commissioners, First Secretaries and Second Secretaries posted in our diplomatic missions are entitled to an entertainment allowance with a view to fostering healthy diplomatic relations and/or reciprocating invitations with foreign diplomats. The present provision is maintained and the quantum of the allowance is being revised.



Recommendation 6

18.18.22 We recommend that the quantum of Entertainment Allowance payable to home-based staff should be revised as per Annex III to this Chapter.

Children’s Education

18.18.23 School fees inclusive of admission fees, contribution to land/building fund, society fees, registration fees and school endowment fund in respect of dependent children of home-based staff posted in our missions, aged between three and 20 years old, who attend school up to secondary education, are refunded at the rate of 60%. The existing provisions are being maintained.

Recommendation 7

18.18.24 We recommend that for home-based staff posted abroad, school fees should be refunded:

(i) at the rate of 60% in respect of their dependent children, aged between three and 20 years old, attending pre-primary, primary and secondary schools as well as for children up to three years attending nurseries and day care centres; and

(ii) at the rate of 80% for dependent children aged between three to 20 years old attending pre-primary, primary and secondary schools as well as for children up to three years attending nurseries and day care centres in countries where the medium of teaching is neither English nor French and where the children have no alternative than to seek admission in international schools.

Service Allowance

18.18.25 Ambassadors and/or High Commissioners employed on contractual basis to serve in our missions are paid service allowance equivalent to two months’ salary in lieu of gratuity on completion of 12 months’ satisfactory service. We are maintaining the present arrangement.

Recommendation 8

18.18.26 We recommend the payment of a service allowance equivalent to two months’ salary in lieu of gratuity to Ambassadors and/or High Commissioners employed on contractual basis on completion of 12 months’ satisfactory service.

Medical Expenses

18.18.27 Home-based staff posted in our missions are refunded medical expenses at the rate of 90% whenever the expenditure is supported by a medical certificate. In case of hospitalisation for surgical intervention, the totality of



medical expenses are refunded in respect of the officer, his/her spouse and dependent children aged up to 20 years.

18.18.28 Our attention has been drawn by the Ministry of Foreign Affairs, Regional Integration and International Trade that the National Audit Office has raised query regarding the claims made to home-based staff, on refund of medical expenses in countries where free medical care/treatment is available in public health institutions. We have examined the issue and consider that refund of medical expenses should be made strictly on the basis of documentary evidence.

Recommendation 9

18.18.29 We recommend that 90% of medical expenses, should be refunded to home-based staff posted in our missions subject to:

(i) the production of duly signed and certified copies of medical certificates/prescription, invoices and receipts;

(ii) the claim being submitted on prescribed form as determined by the Ministry of Foreign Affairs, Regional Integration and International Trade duly signed by the officer making the claim and upon the recommendation of the Head of Mission; and

(iii) medical bills falling within the Protocol and Guidelines approved by Government.

18.18.30 We also recommend that in case of hospitalisation for surgical intervention, the totality of medical expenses incurred in respect of the officer, his/her spouse and dependent children aged up to 20 years should be refunded, subject to the conditions set out at paragraph 18.18.29.

Warm Clothing Allowance

18.18.31 A Warm Clothing Allowance of £ 220 is paid to an officer proceeding to serve in our mission for the first time. The same allowance of £ 220 is paid to his/her spouse and each dependent child aged up to 20 years. The present provision is maintained and the quantum of the allowance is being revised.

Recommendation 10

18.18.32 We recommend that Warm Clothing Allowance equivalent to £ 240 in the currency of the country of posting should be paid to the officer, his/her spouse and dependent children aged up to 20 years on first posting and on subsequent posting, when a period of five years has elapsed since the previous overseas posting.

Foreign Service Allowance while on leave



18.18.33 Officers on casual/annual or vacation leave outside the country of posting are paid FSA up to one month. We are maintaining this provision.



Recommendation 11

18.18.34 We recommend that the FSA, up to one month, should continue to be paid to officers who are on casual/annual or vacation leave outside the country of posting.

Foreign Service Allowance during Study Leave

18.18.35 Married officers posted in our missions and who stay with their family, when sponsored to follow a course of study outside the country of posting, are paid FSA of up to a maximum period of four months. We are maintaining this provision.

Recommendation 12

18.18.36 We recommend that married officers posted in our missions and who have been sponsored to follow a course of study outside the country of posting, the FSA should continue to be paid up to a period of four months, provided the member/s of the family stay(s) in the country of posting.

Transfer Grant

18.18.37 Officers are paid transfer grant equivalent to 5% of the gross annual salary or an amount of £ 200, whichever is higher, while proceeding to an overseas mission on a first posting or on return from overseas or on transfer from one mission to another. We are maintaining this provision.

Recommendation 13

18.18.38 We recommend that officers should be paid transfer grant equivalent to 5% of the gross annual salary or an amount equivalent to £ 220, whichever is higher, in the currency of the country of posting while proceeding to an overseas mission on a first posting or on return from overseas or on transfer from one mission to another.

Travelling

18.18.39 The home-based staff posted in our missions are entitled to travelling facilities along the same lines as their counterparts serving in Mauritius. We are maintaining the existing provision.

Recommendation 14


(i) the same travelling benefits as granted to officers in Mauritius be applicable to home-based staff posted in our missions except for those drawing a monthly salary of Rs 102000 and above;



(ii) officers drawing a monthly salary of Rs 102000 and above, other than Ambassadors, High Commissioners and Permanent Representatives should, on posting to a mission, be allowed to use the official car and in case no official car is available for this category of officer, incumbent may be allowed to opt for the payment of a car allowance as provided at paragraph 18.2.118, of this Volume (Chapter 18.2); and

(iii) Ambassadors, High Commissioners, Permanent Representatives and Officers drawing a monthly salary of Rs 102000 and above, be provided with an official government car and driver to attend official functions, and an official car (without driver) for private trips while on leave in the home country.

Baggage Allowance

18.18.41 At present, officers while proceeding to overseas mission on a first posting or on return from overseas or on transfer from one mission to another are entitled to the cost of excess air baggage consisting of personal effects up to an amount of £ 210 in addition to the baggage entitlement normally attached to the air ticket and to the cost of transportation by sea up to 10 cubic metres of personal effects not exceeding four tons. Any extra cost is borne by the officer. The present provision is maintained.

Recommendation 15

18.18.42 We recommend that officers while proceeding to overseas mission on a first posting or on return from overseas or on transfer from one mission to another, should be paid an amount equivalent to £ 230 in the currency of the country of posting, as excess air baggage allowance. These officers should also be refunded the cost of transportation of either a 20 feet container of personal effects by sea, subject to 15% of the overall costs inclusive of freight charges, which should be borne by the beneficiary, or the cost of transportation by sea of up to 10 cubic meters inclusive of packaging and crating of personal effects not exceeding four tons. However, officers choosing to carry their luggage by air may opt to do so, but the cost would be limited to the cost of transport by sea. Any extra cost should be borne by the officer.

Recommendation 16

18.18.43 We additionally recommend that officers should refund any unused amount in respect of baggage allowance and documentary evidence should be submitted in respect of the used amount. In case documentary evidence is not submitted within one month, it will be assumed that the allowance has not been used and the total amount would be deducted from FSA or any amount payable to the officer.



Subsistence Allowance

18.18.44 Home-based staff posted in our missions at short notice are entitled to a Subsistence Allowance for a maximum of 10 days and in exceptional cases, up to 15 days. The present provision is maintained.

Recommendation 17

18.18.45 We recommend the payment of a Subsistence Allowance for a maximum of 10 days and in exceptional cases up to 15 days, to home-based staff posted in our missions at short notice. However, the beneficiary would not qualify for any other allowance during this period.

Air Passages

18.18.46 Air passages are usually provided to home-based staff, spouse and wholly dependent children up to the age of 20, both on departure and on completion of a tour of service.

18.18.47 Situations arise whereby an officer on posting overseas, travel alone to the country of posting and his spouse and children travel after a certain period of time to join the officer and in some instances, even after two years or more.

18.18.48 The Ministry of Foreign Affairs, Regional Integration and International Trade has submitted for a review of the policy for the grant of air passages to Diplomates, posted in our overseas missions in order to enhance efficiency in the administration of the scheme and also to be in line with the Programme-Based Budgeting. We have studied the submission and are making appropriate provision to this effect.


(i) when an officer is posted in our overseas mission, air passages would be provided to the spouse/children in case they join the officer within a period of one year after the date of departure of the latter; and

(ii) the officer should make arrangements to return within a period of one year on termination/completion of the tour of service in order to benefit from air passages,

18.18.50 The above recommendations should also apply in case of change in posting from one mission to another mission.

Tour of Service

18.18.51 The duration of a tour of service for Diplomatic Staff posted in our missions is normally for a period of three years. As and when necessary, the tour of



service is extended for a further period of one year. Staff of the General Services are allowed to serve for only one tour of service but in countries where the conditions of living are difficult, the tour of service may be of a shorter duration. We are maintaining the provision.

Recommendation 19

18.18.52 We recommend that a tour of service for Diplomatic Staff posted in our missions should continue to be for a period of three years. However, in exceptional circumstances, the tour of service may be extended for a maximum period of one year.

18.18.53 We also recommend that the Staff of the General Services should serve for only one tour of service and that the tour of service may be of a shorter duration in countries where the conditions of living are difficult.

Consul

18.18.54 Consuls are the official representatives of the Republic of Mauritius posted in the main cities to provide assistance to the citizens, promote trade and issue visas. They are also paid Foreign Service Allowance and Other Related Allowances which are being maintained.

Recommendation 20

18.18.55 We recommend that the Foreign Service Allowance and Other Related Allowances for Consuls should be as set out at Annex IV to this Chapter.

Compassionate Passages

18.18.56 Currently, the Ministry of Foreign Affairs, Regional Integration and International Trade, upon the approval of the Ministry of Civil Service and Administrative Reforms, grants one compassionate passage to Diplomatic Staff, including officers employed on contractual basis, to either the officer or his/her spouse in the event of the death of the father or mother of either spouse, any child or a close relative, that is brother or sister of an officer or his/her spouse, when the death occurs in Mauritius. The present arrangement is maintained.

Recommendation 21

18.18.57 We recommend that diplomatic staff and officers employed on contractual basis in our mission abroad, be granted one compassionate passage during the tour of service/duration of the contractual employment to either the officer or the spouse in the event of the death of the father or mother of either spouse or any child or a close relative (brother or sister of an officer or of the spouse), when the death occurs in Mauritius.



Foreign Service Committee

18.18.58 In between reviews, the Foreign Service Committee comprising the Supervising Officer of the Ministry of Civil Service and Administrative Reforms and representatives of the Ministry of Foreign Affairs, Regional Integration and International Trade, the Ministry of Finance and Economic Development (MOFED), Statistics Mauritius and the Pay Research Bureau examines and report on matters related to conditions of service of officers posted in our overseas missions. The Committee may co-opt a representative of the Diplomatic class, whenever necessary.

18.18.59 We are maintaining the present arrangements.

Recommendation 22

18.18.60 We recommend that the Foreign Service Committee under the chairmanship of the Supervising Officer of the Ministry of Civil Service and Administrative Reforms and comprising representatives of the Ministry of Foreign Affairs, Regional Integration and International Trade, the Ministry of Finance and Economic Development, Statistics Mauritius, the Pay Research Bureau and a co-opted representative of the Diplomatic Class, continues to examine and report in between general reviews, on matters related to conditions of service of officers posted in our overseas missions, whenever required.



Annex I

City Currency

Ambassador/ High

Commissioner/ Permanent

Representative

Minister Counsellor/ Deputy High

Commissioner

First Secretary

Second Secretary Attaché

Higher Executive Officer/

Confidential Secretary

Executive Officer/General Services

Executive

Word Processing Operator

Addis Ababa Birr 27,190 23,950 19,960 13,785 11,665 8,795 7,535 6,480

Antananarivo Ariary 4,917,750 4,349,370 3,572,940 2,490,750 2,051,000 1,614,695 1,374,210 1,202,430

Beijing Yuan 36,065 32,975 27,050 19,000 16,025 12,115 10,390 8,975

Berlin Euro 4,710 4,315 3,540 2,475 2,030 1,595 1,365 1,175

Brussels Euro 4,710 4,315 3,540 2,475 2,030 1,595 1,365 1,175

Cairo Egyptian Pound 14,575 12,800 10,500 7,330 6,030 4,750 4,055 3,520

Canberra Australian Dollar 6,955 6,355 5,220 3,640 2,995 2,345 2,015 1,735

Geneva Swiss Franc 9,210 8,410 6,890 4,825 3,945 3,115 2,650 2,310

Islamabad Pakistani Rupee 108,800 96,120 79,015 55,025 45,465 35,730 30,530 26,340

Kuala Lumpur

Malaysian Ringitt 13,085 11,935 9,775 6,905 5,605 4,460 3,740 3,305

London Pound Sterling 3,900 3,565 2,920 2,040 1,740 1,310 1,120 970

Maputo MTN 65,455 59,790 49,090 34,235 28,140 22,175 18,880 16,385

Moscow Russian Rouble 214,495 196,535 161,760 112,585 92,360 72,500 62,160 53,605

New Delhi/ Mumbai

Indian Rupee 98,325 89,890 73,825 51,430 42,350 33,265 28,395 24,665

Paris Euro 5,355 4,890 4,020 2,805 2,310 1,835 1,550 1,345

Pretoria Rand 21,540 19,680 16,150 11,265 9,285 7,290 6,220 5,405

Washington/New York US Dollar 5,960 5,450 4,470 3,115 2,575 2,015 1,725 1,380



Annex IICEILING OF RENT AND UTILITIES PER MONTH (IN FOREIGN CURRENCY)

City Currency Minister Counsellor/ Deputy High

Commissioner/First Secretary

Second Secretary/ Attaché

Higher Executive Officer/Confidential Secretary/Executive

Officer/General Services Executive/

Word Processing Operator

Addis Ababa Birr 16,030 11,830 10,875

Antananarivo Ariary 1,672,965 958,150 608,350

Beijing Yuan 102,855 59,940 38,210

Berlin Euro 2,460 1,645 1,535

Brussels Euro 3,235 2,105 1,615

Cairo Egyptian Pound 4,710 3,045 2,355

Canberra Australian Dollar 3,260 1,960 1,565

Geneva Swiss Franc 6,520 3,910 3,130

Islamabad Pakistani Rupee 80,015 55,280 34,915

Kuala Lumpur Malaysian Ringitt 5,220 3,260 2,61

0

London Pound Sterling 1,825 1,175 980

Maputo MTN 36,985 30,815 19,595

Moscow Russian Rouble 82,330 55,000 51,255

New Delhi/Mumbai Indian Rupee 64,735 45,100 29,09

5

New York US Dollar 5,335 3,735 2,665

Paris Euro 3,580 2,190 1,790

Pretoria Rand 11,770 7,615 5,535

Washington US Dollar 4,430 2,770 2,215



Annex IIIENTERTAINMENT ALLOWANCE PER MONTH (IN FOREIGN CURRENCY)

City Currency Ambassador/High Commissioner/

Permanent Representative

Minister Counsellor/Deputy High commissioner

First Secretary

Second Secretary

Addis Ababa Birr 4,215 1,685 1,260 845

Antananarivo Ariary 736,890 294,525 221,760 147,840

Beijing Yuan 6,735 2,620 1,885 1,270

Berlin Euro 860 350 265 175

Brussels Euro 745 295 225 145

Cairo Egyptian Pound 2,590 1,040 770 520

Canberra Australian Dollar 1,190 475 360 235

Geneva Swiss Franc 1,470 590 440 295

Islamabad Pakistani Rupee 23,560 9,470 7,160 4,735

Kuala Lumpur Malaysian Ringitt 2,330 935 705 460

London Pound Sterling 580 235 175 115

Maputo MTN 11,425 4,620 3,465 2,310

Moscow Russian Rouble 28,760 11,550 8,665 5,775

New Delhi/Mumbai Indian Rupee 20,900 8,315 6,235 4,160

Paris Euro 900 355 270 180

Pretoria Rand 4,120 1,655 1,155 820

Washington/ New York US Dollar 925 365 280 185



Annex IV

ALLOWANCES FOR CONSUL

City Currency

Foreign Service Allowance (FSA)

per month(in Foreign Currency)

Ceiling of Rent and Utilities

per month(in Foreign Currency)

Entertainment Allowanceper month

(in Foreign Currency)

Consul Consul Consul

Mumbai Indian Rupee 73,825 64,735 6,235

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Conditions of Service Statutory Boards and Committees

19. STATUTORY BOARDS AND COMMITTEES

19.1 The Bureau also reports upon posts established under any other Law and therefore provides for the remuneration of part-time chairpersons, members and secretaries of Statutory Boards and Committees as well as for those appointed to serve on ad hoc Committees or Fact-Finding Committees or Courts of Investigation.

Composition of Boards

19.2 A Board and its composition is established under a section of an Act. The Chairperson of a Board and its constituent members are generally appointed by the Minister. They may be public officers or persons outside the Public Sector. The Board of an organisation is primarily responsible for policy formulation, strategic directives and ensures that the parastatal bodies are operating within the policy guidelines. The day-to-day management rests with the Chief Executive or the Executive Chairperson. The Board directs and controls the corporation in a sound and profitable manner in-line with corporate governance principles and practices.

Composition of Committees

19.3 A Committee and its composition is set up by Government to look into certain specific issues. There can be ad hoc Committees which are disbanded on completion of a task or there can be Standing Committees which meet on the basis of need. The members servicing the Committees are not necessarily public officers.

Use of Non-Executive Chairpersons

19.4 It was common practice in the past for eminent personalities and other professionals of the country to serve on Boards and Committees on a voluntary basis, as is generally the practice abroad. However, in the course of time, remuneration in the form of fees was introduced for these volunteers to meet certain expenses in relation to their attendance at Boards and Committees. The quantum of the fees was not meant, and is still not meant, for a full compensation for the services rendered.

Remuneration of Non-Executive Chairpersons

19.5 The fundamental considerations in the determination of the pecuniary reward for Non-Executive Chairpersons include provision of reasonable compensation for their time, commitment and contribution at board meetings.

19.6 Reasonable compensation depends on the following factors:

(i) the number of board meetings per year the Non-Executive Chairperson is required to attend;



(ii) whether he or she also forms part of a board committee such as the Audit Committee or the Remuneration Committee which involves extra duties and an additional time commitment;

(iii) the eminence of the Chairperson - whether he or she is sought after for particular wisdom and expertise;

(iv) organisation size - research shows a fairly clear relationship between the amount of Non-Executive Chairpersons' fees and the size of the organisation; and

(v) position - Non-Executive Chairpersons are normally paid substantially more than ordinary members. This differential partly reflects the additional time involved and partly the additional responsibility and public exposure that goes with this role.

19.7 There have been representations from certain quarters for an increase in the quantum. They have submitted that the fee does not reflect the level of responsibilities shouldered by them.

19.8 On the other hand, it is argued that Chairpersons should not become too dependent on their remuneration from an organisation on whose board they serve. Otherwise, they might not play the independent role expected from them. For this reason, higher salaries and provision of other perquisites, over the fees payable, are generally to be avoided.

Remuneration of Part-Time Chairperson

19.9 Nevertheless, in the 2003 and 2008 PRB Reports, we recommended a formula for the remuneration of Part-Time Chairperson, linked with the salary of the Chief Executive, established through job evaluation.

19.10 On the basis of the formula, the monthly fees payable to Part-Time Chairpersons of Statutory Boards are at the rate of 30% of the monthly basic salaries of their respective Chief Executives, subject to a maximum of Rs 21000. Whereas the fees payable to the Part-Time Chairpersons for which remuneration is on sessional basis are at the rate of Rs 1400 per sitting, subject to a maximum of Rs 5600 a month. In respect of Statutory Board with no Chief Executive, the monthly fee payable to the Part-Time Chairperson is established/reviewed by the Standing Committee on fees and allowances. We are, in this Report, maintaining the foregoing formula for the remuneration of Part Time Chairpersons and other Chairpersons.

Recommendation 119.11 We recommend that:

(a) the monthly fees of Part-Time Chairpersons of Statutory Boards and Committees, which are currently linked to the salaries of their Chief Executives, should continue to be at the rate of 30% of the monthly



basic salaries of their respective Full-Time Chief Executives, subject to a maximum of Rs 28500.

(b) in respect of an organisation with no Chief Executive, the monthly fees of Part-Time Chairpersons should be reviewed by the Standing Committee mentioned at paragraph 19.30, taking into consideration the following:

(i) the importance and status of the institution;

(ii) the nature and volume of work devolving on the Board;

(iii) the duties and level of responsibilities of the Chairperson; and

(iv) the frequency of meetings.

(c) the fees payable to Part-Time Chairpersons of Statutory Boards and Committees for which remuneration is on a sessional basis should be at the revised rate of Rs 1900 per sitting, subject to a maximum of Rs 7600 a month.

Actingship as Chairperson

19.12 Normally in the absence of a Chairperson, the Vice-Chairperson or any other member chairs the board meetings, unless the law provides otherwise.

19.13 A Vice-Chairperson or any other member who presides over all board meetings held in a month in the absence of the substantive Chairperson (while the latter is in the country) is paid an allowance equivalent to 40% of the monthly fees payable to the substantive Chairperson. The said amount is deductible from the monthly fees of the substantive Chairperson. Where the Chairperson has been replaced by more than one person and for only part of the month, the amount is shared on a pro-rata basis.

19.14 However, when the substantive Chairperson is absent from the country, the Vice-Chairperson or any other member who chairs the board meetings is entitled to the full allowance payable to the Chairperson. A substantive Chairperson who absents himself during one calendar month is not eligible to any fees, except if he is on official mission for the Board.

Recommendation 2

19.15 We recommend that the present provision concerning the payment of a monthly allowance as at paragraphs 19.13 and 19.14 be maintained.

Double Payment

19.16 At present, a Vice-Chairperson or any other member, who chairs board meetings when the substantive Chairperson is absent from the country and is paid the full allowance payable to the substantive Chairperson, is not eligible to payment for attendance as member during the same month. We are maintaining this provision so as not to allow double payment.



Recommendation 3

19.17 We recommend that a Vice-Chairperson or any other member, who chairs board meetings when the substantive Chairperson is absent from the country and is paid the full allowance payable to the substantive Chairperson, should not be eligible for payment for attendance as member during the same month.

Resignation of Chairperson

19.18 In case of resignation of a Chairperson and pending the appointment of a new Chairperson, the chairmanship is carried out by the Vice-Chairperson, if any, or by any other member designated by the Board. The latter is entitled to the full allowance prescribed.

19.19 In instances when the chairmanship is carried out on a rotational basis with the agreement of the board members, the full monthly allowance normally payable to the Chairperson is proportionately apportioned among the acting Chairpersons.

Recommendation 4

19.20 We recommend that, in case of resignation of a Chairperson and pending the appointment of a new Chairperson, the chairmanship should continue to be carried out by the Vice-Chairperson, if any, or by any other member designated by the Board and the latter should be entitled to the full allowance prescribed.

19.21 We also recommend that, in case the chairmanship is carried out on a rotational basis with the agreement of the Board members, the full monthly allowance normally payable to the Chairperson should continue to be apportioned among the acting Chairpersons.

Members of Boards

19.22 At present, members of Statutory Boards and Committees are paid Rs 625 per sitting. A member, other than the Chairperson, who is called upon to chair a sub-Committee of Statutory Boards and Committees, is paid an additional sum of Rs 215 per sitting up to a maximum of Rs 860 monthly for the additional responsibility. A member who sits in sub-Committees is paid a fee of Rs 575 per sitting.

19.23 Given that persons outside the Public Service also form part of Boards and Committees, it is recommended that, as far as possible, meetings be scheduled outside normal office hours. We are maintaining the present arrangement while revising the allowances.



Recommendation 5

19.24 We recommend that members of Statutory Boards and Committees be paid a fee of Rs 850 per sitting. A member other than the Chairperson, who is called upon to chair sub-Committees, should be paid an additional fee of Rs 290 per sitting, subject to a maximum of Rs 1160 monthly. A member who sits in sub-Committees should be paid a fee of Rs 775 per sitting.

Secretary

19.25 Officers acting as Secretary to Statutory Boards and Committees/sub-Committees respectively are paid Rs 865 or Rs 435 per sitting.

Recommendation 6

19.26 We recommend that the fees presently payable to officers acting:

(a) as Secretary to Statutory Boards and Committees; and

(b) as Secretary to Sub-Committees

should be Rs 1165 and Rs 585 respectively.

Travelling

19.27 At present, Chairpersons and members of Statutory Boards and Committees travelling by car/bus to and from the place of meetings are paid a commuted travelling allowance.

Recommendation 7

19.28 We recommend that Chairpersons and members of Statutory Boards and Committees travelling by car to and from the place of meeting should be paid a commuted travelling allowance of Rs 220 per sitting. Those travelling by bus should be paid a commuted travelling allowance of Rs 55 per sitting. These allowances should not be payable to Non-Executive Chairpersons who are beneficiaries of an official car or who do not have to travel exclusively to attend the meeting.

Standing Committee

19.29 At present there is a Standing Committee on Fees and Allowances under the chairmanship of the Ministry of Civil Service and Administrative Reforms and comprising the Financial Secretary and the Director, Pay Research Bureau. It is set to deal with all new cases for the determination of fees payable and with requests for determination of allowances payable to chairpersons, members and secretaries appointed to sit on ad hoc Committees or Fact-Finding Committees or Courts of Investigation.



Recommendation 8

19.30 We recommend that the Standing Committee on Fees and Allowances under the chairmanship of the Ministry of Civil Service and Administrative Reforms and comprising the Financial Secretary and the Director, Pay Research Bureau should be maintained.

Recommendation 9

19.31 We recommend that the Standing Committee should continue to be responsible for the determination of allowances payable to chairpersons, members, secretaries and other supporting staff of ad hoc Committees in line with approved criteria, as guidelines.

************


Conditions of Service Rodrigues and the Outer Islands

20. RODRIGUES AND THE OUTER ISLANDS

20.1 This Chapter deals with the Conditions of Service specific to officers on the establishment of Ministries/Departments/Organisations in Mauritius posted on tour of service in Rodrigues and the Outer Islands comprising Agalega and St Brandon. Some of these specific conditions also apply to officers on the establishment of the Rodrigues Regional Assembly (RRA) posted in Mauritius.

20.2 In all these three islands, officers of the civil service and parastatal bodies from Mauritius are posted on tour of service in order to palliate the lack of qualified staff and/or to ensure the proper manning and running of various departments and outstations. On the other hand, officers from RRA are generally sent to Mauritius for training, placement and on rare instances are posted in Mauritius.

20.3 While serving on a tour of service in Rodrigues and the Outer Islands, the officers are entitled to enhanced pay and benefits. These serve as inducement to enlist the services of required staff for their distant posting as well as an incentive to the officer for the delocalisation and the disruption of family and social life.

20.4 In a similar manner, officers on the establishment of the RRA who are sent to Mauritius for training or posted in Mauritius benefit from additional compensatory allowances.

20.5 Currently, it is binding on all public officers of Mauritius to serve on a tour of service in Rodrigues and the Outer Islands, as and when required, notwithstanding their terms of employment.

20.6 In this Report, we are maintaining the arrangements in order to ensure the proper and adequate manning and continued delivery of services in Rodrigues and the Outer Islands.

Recommendation 1

20.7 We recommend that it should be binding on all public officers domiciled in Mauritius to serve on a tour of service in Rodrigues and the Outer Islands - Agalega and St Brandon, as and when required, notwithstanding their terms of employment.

CONDITIONS OF SERVICE SPECIFIC TO MAURITIAN OFFICERS POSTED TO RODRIGUES

Tour of Service in Rodrigues

20.8 At present, Mauritian officers serving on a tour of service in Rodrigues, for a minimum of 12 months' duration, are paid a monthly disturbance allowance of 25% of their respective gross salary (basic salary plus salary compensation at approved rates). The payment of this allowance is limited to three tours of service and only in exceptional cases it is paid for stay beyond three tours of



service subject to the approval of the Ministry of Civil Service and Administrative Reforms (MCSAR).

20.9 On their posting in Rodrigues, officers are provided with free accommodation.

20.10 A few Ministries/Departments have made representations that a tour of service in Rodrigues should be of six months’ duration. They argue that it would be more practical to post officers, particularly senior officers, in their sub-offices in Rodrigues for shorter duration. We have examined the submissions and consent that there might be cases where postings of shorter duration would be more appropriate.

Recommendation 2


(i) the duration of a tour of service in Rodrigues should generally be of 12 months’ duration;

(ii) the duration of a tour of service can be of shorter period but not less than 6 months for exceptional cases such as the degree of scarcity and non-availability of staff, subject to the approval of the MCSAR;

(iii) payment of the monthly disturbance allowance should be 25% of gross salary for the duration of a tour;

(iv) payment of the disturbance allowance should, save in exceptional circumstances and subject to the approval of the MCSAR, be limited to three tours of service only; and

(v) Mauritian officers posted in Rodrigues on a tour of service should continue to benefit from rent-free accommodation/quarters.

Inducement Allowance

20.12 An inducement allowance of 50% of monthly salary in lieu of the disturbance allowance is paid to certain categories of professionals in scarce supply and posted on a tour of service in Rodrigues subject to the approval of the MCSAR.

20.13 The categories of people entitled to the inducement allowance are determined by MCSAR and in that respect the MCSAR has approved payment of inducement allowance on posting on tour of service to Systems Analysts, Senior District Magistrates, Community Physicians, Medical Health Officer/Senior Medical Health Officers and Managers (Procurement and Supply), among others.

20.14 Payment of the inducement allowance is made on a pro-rata basis for the duration of stay to Specialist/Senior Specialists who are posted for short duration in Rodrigues and who are accommodated in fully furnished rent-free quarters/houses.



20.15 However, the inducement allowance is not payable to officers who are provided with board and lodging in hotels for the duration of their tour.

20.16 Today, there is still need for additional incentives to attract professionals or experts in specialised fields and in scarce supply for posting in Rodrigues. On this account, we are maintaining the existing provision and arrangement.

Recommendation 3

20.17 We recommend:

(i) the payment of inducement allowance of 50% of the monthly salary to certain categories of professionals in scarce supply and posted on a tour of service in Rodrigues subject to the approval of the MCSAR;

(ii) the payment of the inducement allowance of 50% on a pro-rata basis to those Specialist/Senior Specialists posted for short duration in Rodrigues and who are accommodated in fully furnished rent-free quarters; and

(iii) that the inducement allowance should not be payable to officers who for one reason or another are provided with board and lodging in hotels.

Allowance to Rodriguan Officers coming to Mauritius on Training

20.18 At present, Rodriguan officers sent to Mauritius on training are paid an allowance equivalent to 50% of salary for the duration of the course. They are provided with rent-free quarters. Those who cannot be provided with quarters are paid an allowance of Rs 2000 monthly as assistance towards payment of rent. We are maintaining the above arrangement and revising the quantum of assistance towards payment of rent.

Recommendation 4

20.19 We recommend that officers domiciled in Rodrigues and coming to Mauritius on training should continue to be paid an allowance equivalent to 50% of salary for the duration of the course; and those officers who cannot be provided with quarters be paid an allowance of Rs 2400 monthly as an assistance towards payment of rent.

Officers Performing Duties in a Higher Capacity

20.20 When posted in Rodrigues and the Outer Islands, some officers are called upon to act in a higher capacity or are assigned duties of the higher post in the hierarchy. On this account, they are eligible for acting or responsibility allowance. The disturbance allowance or inducement allowance in such circumstances is computed on the basis of aggregate earnings (basic salary plus salary compensation at approved rates plus acting/responsibility allowance). There is fairness in this mode of compensation. We are maintaining it.



Recommendation 5

20.21 We recommend that the disturbance allowance or inducement allowance of officers who are called upon to act in a higher capacity or assigned duties of the higher level should be computed on the basis of aggregate earnings (basic salary, salary compensation at approved rates plus acting/responsibility allowance).

Other Conditions

20.22 An officer domiciled in Mauritius and posted to Rodrigues for a tour of service of a minimum period of 12 months is eligible for the following:

(a) Passages

(i) one free passage, to and from Rodrigues, for himself, his spouse and up to three dependent children below the age of 21; and two additional free tickets to Mauritius to married officers in case the tour of service is extended for another 12 months;

(ii) one free return ticket from Rodrigues for medical treatment in Mauritius in respect of himself or any immediate member of his family, as at sub-paragraph (i) above, provided a Government Medical Officer certifies that such medical treatment is not available in Rodrigues and cannot safely be postponed until the end of his tour of service;

(iii) two free return tickets from Rodrigues for medical treatment in Mauritius in respect of himself or any immediate member of his family, as at sub-paragraph (i) above, provided a Government Medical Officer certifies that such medical treatment is not available in Rodrigues and cannot safely be postponed until the end of his tour of service, and that the patient needs to be accompanied; and

(iv) one additional free return ticket to Mauritius to single officers in case the tour of service is extended for another 12 months.

Note: The entitlement of free return tickets, under sub-paragraphs (i) and (iv) above, is limited to three tours of service only.

(b) Transport

(i) free transport by sea of his personal effects to the extent of six cubic metres; and

(ii) free transport by sea of his car/jeep/ motorcycle/bicycle subject to the approval of the Prime Minister’s Office;

provided that the total volume of (i) and (ii) does not exceed 12 cubic metres.



(c) Enhanced Vacation Leave

(i) an officer domiciled in Mauritius, when posted to Rodrigues for a tour of service, earns during the period of his service there, vacation leave at the rate of 50% more than what he is eligible for in respect of that period;

(ii) the additional leave granted under sub-paragraph (i) may be accumulated over and above his normal entitlement; and

(iii) an officer on a tour of service in Rodrigues is not allowed to enjoy vacation leave, save in exceptional cases, subject to the approval of the Island Chief Executive.

Recommendation 6

20.23 We recommend that the special conditions in connection with passages, transport and vacation leave to which an officer who is domiciled in Mauritius and posted to Rodrigues is entitled to should be maintained.

20.24 We further recommend that an officer should, on his return to Mauritius at the end of his tour of service, be given priority of consideration to take his earned vacation leave.

Police Officers domiciled in Rodrigues posted in Mauritius

20.25 At present, Police Officers domiciled in Rodrigues and posted in Mauritius are paid a disturbance allowance of 25% of monthly salary and are eligible for free passages.

Recommendation 7

20.26 We recommend that a disturbance allowance of 25% of monthly salary should continue to be paid to Police Officers domiciled in Rodrigues posted on a tour of service in Mauritius.

20.27 We also recommend that an officer domiciled in Rodrigues and posted to Mauritius be eligible for:

(i) one free passage, to and from Mauritius, for himself, his spouse and up to three dependent children below the age of 21; and two additional free tickets to Rodrigues to married officers in case the tour of service is extended for another 12 months; and

(ii) one additional free return ticket to Rodrigues to single officers in case the tour of service is extended for another 12 months.



CONDITIONS OF SERVICE SPECIFIC TO MAURITIAN OFFICERS POSTED TO THE OUTER ISLANDS - AGALEGA AND ST. BRANDON

Tour of Service and Disturbance Allowance to Mauritian Officers

20.28 Mauritian public officers are also required to serve in the Outer Islands - Agalega and St. Brandon on a tour of service which normally varies from four to six months. The duration of the tour of service in the Outer Islands is most of the time dependent on the movement of vessels to these islands. The monthly disturbance allowance payable to these Mauritian officers is 60% of their monthly salary.

20.29 Representations have been received to the effect that since the movement of vessels to the islands is not regular, officers have to reach their place of work well before the start of their contract and also cannot leave Agalega and St. Brandon on time, at the expiry of the contract.

20.30 We have examined these constraints and we are reviewing the mode of payment of the disturbance allowance.

Recommendation 8

20.31 We recommend that the monthly disturbance allowance payable to officers on a tour of service in Agalega and St. Brandon of 60% of gross salary (basic salary plus salary compensation at approved rates) be maintained.

20.32 We further recommend that the monthly disturbance allowance payable to these officers be pro-rated with respect to the duration of their stay in these islands.

Vacation Leave

20.33 Officers domiciled in Mauritius, while on a tour of service in Agalega or St. Brandon, are presently allowed to earn vacation leave at the rate of 50% in addition to what they are entitled to for that period. We are maintaining this provision.

Recommendation 9

20.34 We recommend that Mauritian officers on a tour of service in Agalega and St. Brandon should continue to earn vacation leave at the rate of 50% more than what they are eligible for in respect of that period.

20.35 We also recommend that these officers, on their return to the main land at the end of their tour of service in Agalega and St. Brandon, should be given priority of consideration to take their earned vacation leave.



Special Conditions

20.36 An officer who is posted to the Outer Islands other than Rodrigues is eligible for one free passage for himself, his spouse and up to three dependent children below the age of 21 and rent free government quarters.

Recommendation 10

20.37 We recommend that the special conditions in connection with passages and government quarters to which an officer who is posted to the Outer Islands is entitled to be maintained.

Enhanced Pension Benefit

20.38 At present, the period during which a Mauritian officer serves as a public officer in Agalega or St. Brandon is reckoned as pensionable service at the rate of two times.

Recommendation 11

20.39 We are maintaining this provision.

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Conditions of Service Implementation Process and Post Review Mechanism

21. IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM

21.1 It goes without saying that recommendations need to be implemented so that their intended purposes are achieved. The Pay Research Bureau is a permanent body for the review of the Pay and Grading Structures and Conditions of Service in the Public Sector. Reports have so far been published every five years and there have been many representations that recommendations made in the Report are not implemented in a timely manner. It is our deep concern, as a continuing machinery for pay review, to confront staff/unions on delays in implementation of recommendations. The staff/unions claim that it is their legitimate expectation that recommendations are implemented, particularly when higher level grades have been created for promotional prospects/career paths. We consent that the recommendations in the Report should be implemented in a timely manner and we recommend accordingly.

Financial Implications of Recommendations

21.2 The gross additional annual financial implications on account of implementation of the various recommendations of this Report including pay and conditions of service, amount up to Rs 4.6 billion. In carrying out this review, we have taken into consideration the present economic context, the demands placed on the resources of Government, and the need for a reasonable increase at the lowest level.

Date of effect

21.3 The pay scales and the various allowances of the last Report were implemented as from 01 July 2008. In practice, as the Bureau normally produces quinquennial Reports, the date of implementation of this Report should have been 01 July 2013. However, as Government has, since a few years back, changed its financial year from July – June to January – December and incremental date from 01 July to 01 January, it has also approved that the date of implementation of this Report should be 01 January 2013. Accordingly, recommendations relating to both pay and allowances, facilities, benefits and other conditions of service shall take effect as from 01 January 2013 unless specifically stated otherwise.

21.4 Notwithstanding the provision of the above paragraph, all time-framed recommendations made in the 2008 Report and scheduled to be effective until or as from 01 July 2013 are being maintained. The new recommendations contained in this Report shall, thereafter, take effect as from 01 July 2013 for all such cases.



Conversion

21.5 (i) The converted salaries effective from the date of implementation of this Report which is 01 January 2013 should be in accordance with the master salary conversion table at Annex of each volume of this Report and as explained in the ensuing paragraphs.

(a) The first column of the conversion table indicates the numerical position of the salary point in the master salary scale of the 2013 PRB Report as shown at the foot of the table.

(b) The second column indicates the basic salary effective as from 01 July 2008.

(c) The gross salaries as at 31 December 2012 inclusive of the extra remuneration, is at the third column of the conversion table.

(d) The fourth column indicates the basic salaries payable as from 01 January 2013.

(ii) A full-time employee who, after payment of pension contribution and excluding normal increment, earns an increase of less than Rs 1000 should be paid a monthly allowance to bring the increase to Rs 1000. This allowance should lapse with the grant of subsequent annual increments.

(iii) Conversion to the revised salaries should be effected after the grant of the normal annual increment due to officers on the 01 January 2013.

(iv) An officer whose salary point converts to a point in the master salary conversion table which is less than the initial salary recommended for his grade should draw the initial salary of his grade.

(v) Where more than two salary points convert to the initial of a recommended salary scale, the conversion should be made in such a manner that only two salary points convert to one point in the recommended scale; for example, the first and second salary points shall convert to the first point, the third and fourth to the second point, and the fifth and sixth to the third point and so on and so forth. The corresponding converted salary shall be applicable as from 01 January 2013.

(vi) Officers in Trainee grades, in post as at 31 December 2012, whose salary as at 01 January 2013 does not convert to a salary point in their salary scale should, on a personal basis, be granted the corresponding converted salary in the master salary scale.



(vii) Officers who, as at 31 December 2012, were already drawing more than the top of their salary scale as a result of the grant of long service increment(s), should convert in the normal manner either in their salary scale or in the master salary scale.

(viii) Officers who have been granted flat salaries in this Report and whose conversion is not provided in the conversion table shall convert to the recommended flat salary for the grade.

(ix) Eligibility for the grant of any salary compensation in the years after implementation of this Report should be determined after the grant of the normal annual increment due to officers on 01 January of each year such that a basic salary point has only one gross salary inclusive of salary compensation.

Long Service Increment(s)

21.6 Long Service Increment(s) (LSI) are additional increments, over and above the top of a salary scale, read from the master salary scale that are granted to officers who have stayed in a single grade for at least 24 years and have reached the top salary of their respective salary scales. The first increment under this provision becomes due only after an officer has stagnated at the top of his/her salary scale for two years. Subsequently, the officer becomes eligible for a second and final increment after having stagnated at the top of his/her salary scale for another two years.

21.7 The philosophy of this specific provision of LSI is to provide for some compensation, in terms of career earnings, to an officer in a grade which has comparatively lower career prospects. The number of additional increments has purposely been limited to two because the officer is not getting a promotion which is generally marked by an increase equivalent to three increments.

21.8 Except for entry grades or promotional entry grades requiring a degree and grades drawing salary in a scale the maximum of which is not less than Rs 54600 and above, we are maintaining the LSI, in this Report, for all other grades as explained in the ensuing paragraphs.

(i) Officers reckoning 24 years’ service in a single grade would be eligible, on reaching the top salary of their revised salary scale and subject to satisfactory performance, to move one additional point to be read from the master salary scale once every two years, subject to a maximum of two increments. The first increment under this provision would be due only after an officer has stagnated on the top of his revised salary scale for two years.



(ii) Officers at (i) above reckoning 24 years’ service in a single grade and who, as at 31 December 2012, were already drawing the top salary of their salary scales for two consecutive years should be granted an additional increment on conversion.

(iii) Officers on completing 24 years’ service in a single grade subsequent to 01 January 2013 and who have been drawing the top salary of their salary scales for two consecutive years prior to this Report, should also be granted an additional increment to be read from their scale subject to the top of the scale on the date they complete the 24 years. .

(iv) Officers reckoning 24 years’ service in a single grade and who as at 31 December 2012 were already drawing more than the top salary of their scale by one point as a result of the grant of long service increment(s) and who were due for another long service increment on 01 January 2013 should move to the next higher point in their salary scale or in the master salary scale.

(v) Where two or more grades have been (a) merged or (b) restyled to a single appellation or (c) merged and restyled, the aggregate number of years of service in respect of the merged grades or the restyled grades or the merged and restyled grades should be considered for the implementation of recommendations under paragraph 21.8 (i) to (iv).

(vi) The salary point immediately before the Qualification Bar (QB) in a scale shall be considered as the top salary in respect of an officer, who does not possess the required qualification to cross the QB in the implementation of recommendations at paragraph 21.8 (i) to (iv).

(vii) For officers of Parastatal Bodies who have been re-deployed in the Civil Service, by virtue of a decision of Government, and required to perform similar duties under the same or different grade appellation, the aggregate number of years of service should be taken into consideration for implementing the recommendations at paragraph 21.8 (i) to (iv).

Payment of Allowances

21.9 All previous authority for the payment of allowances, other than those specifically mentioned in the Chapter dealing with the different Ministries/Departments/Organisations, should lapse with the implementation of this Report. Allowances not covered in this Report but which may still be justified would be revised by the Bureau upon submission from the Ministry of Civil Service and Administrative Reforms through the proper



channel (Ministries/Departments/Organisations, Parent Ministry wherever applicable and Ministry of Civil Service and Administrative Reforms).

Option

21.10 It is understood that acceptance of the revised emoluments and the terms and conditions of service contained in this Report implies that any related emoluments or allowances cannot be the subject of an industrial dispute, in conformity with the Employment Rights Act.

21.11 Employees, who, following the implementation of the 2008 Report opted for the revised salaries and conditions of employment but did not opt for the new contributory pension scheme, should be eligible to a monthly pay equivalent to 92% of their revised basic salaries. For all such cases, the salary drawn after the grant of the normal annual increment due on 01 January 2013 should first be hypothetically recomputed to its 100% equivalent which will then convert to its corresponding salary point in the master salary conversion table. The employees would then be eligible to 92% of this salary point.

21.12 Employees of the Public Sector who do not opt for the revised salaries and conditions of service contained in this Report should be paid the salary compensation as set out in the Extra Remuneration Act effective from 01 January 2013.

Standing Committees

21.13 In previous Reports as well as in this Report, the Bureau has recommended for the setting up of various standing committees under the chairmanship of the MCSAR and having as members representatives of the Ministry of Finance and Economic Development and the Pay Research Bureau, among others, to deal with specific recurring issues that normally cannot be addressed in an overall review or that concern implementation.

21.14 During consultations with our stakeholders, in the context of this review exercise, it has been submitted that systematic and clear recommendations be made such that all issues are covered in the Report and that organizations be entrusted the responsibility for implementation. However, the Bureau apprehends that doing away with the standing committees may lead to an increase in the number of cases of disputes and cases referred to the High Powered Committee. For the sake of consistency and due to the difficulties faced to identify and address every single particular issue regarding implementation in a Report of this magnitude, we have, therefore, maintained the standing committees whilst bringing some corrective measures, wherever possible, to facilitate implementation.

Post Review Mechanism



21.15 In general, the Bureau deals with its stakeholders through the MCSAR in respect of salary gradings, review of conditions of service, interpretations/clarifications, design/re-design of organization structures and other related ad hoc cases. For this general review exercise which covers the Public Sector and the Private Secondary Schools, our large customer base encompasses around 180 organisations, 300 staff associations, 83000 public officers and 23000 public service pensioners. It is obvious that an exercise of this magnitude cannot be carried out without certain genuine omissions and particular issues involuntarily left out or excluded.

21.16 As for the past six Reports, we are maintaining the usual post review mechanism to deal with and/or look into cases of genuine omissions/errors and such other matters relating to interpretation/implementation problems. Additionally, we are making new arrangements to assist parties, including employees and staff associations, in the implementation phase.

21.17 The Bureau shall, after the publication of this Report, mobilise all its technical staff for a period of three months to receive and provide information to any concerned parties, including employees or union representatives, on any problem arising out of interpretation and/or implementation of this Report.

21.18 All cases considered to be genuine omissions/errors should continue to be channelled to the Bureau for consideration through the MCSAR within a time frame of three months as from the date of approval of the Report for implementation.

21.19 The Bureau would consequently, examine the cases submitted by the MCSAR as early as possible and would submit its recommendations for immediate action wherever expedient to facilitate implementation.

21.20 All cases of omissions/clarifications, including those reported upon for immediate action, shall be compiled and integrated in a separate Report entitled Errors, Omissions and Clarifications of the 2013 Report, to be published within a period of 12 months from the date of implementation of the main Report.

21.21 Any issue emanating from the implementation of the recommendations of this Report and requiring a fundamental change or is a departure from the main recommendation would be referred to the High Powered Committee, chaired by the Secretary to Cabinet and Head of the Civil Service for consideration and appropriate decisions/actions.

21.22 After the publication of the Errors, Omissions and Clarifications of the 2013 Report, any issue relating to salaries and allowances, except where a specific procedure has been spelt out, may be submitted to the Bureau



through the appropriate channel i.e. through the Organization and MCSAR.



21.23 To ensure implementation of the recommendations of the 2013 Report, all Ministries/Departments/Organizations should have a dedicated officer – the seniormost officer of the Human Resource Management cadre for monitoring and follow up action. The technical staff of the Bureau may be contacted by the dedicated officers for interpretation/clarifications.

21.24 Ministries/Departments/Organizations are urged to complete the implementation process of all recommendations contained in this Report, to the extent possible, in a given time frame not exceeding 24 months to enable them to have the full staff complement and the required work environment, including employee motivation, to meet their mandates. In case of any difficulty arising during the implementation process, organizations may seek the advice of the MCSAR in writing with copy to the Bureau.

21.25 The MCSAR, as the privileged partner of the Bureau, should continue to act as facilitator and accounting body to ensure that relevant recommendations of the Report are approved for implementation, and conditions of service are fully communicated and are efficiently and effectively implemented in a standard and consistent manner.

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Conditions of Service Other Pertinent Issues and Recommendations

22. OTHER PERTINENT ISSUES AND RECOMMENDATIONS

Caution

22.1 In the present turbulent socio-economic environment, coupled with emerging challenges, the principal role of the state is that of a facilitator and regulator. With a view to striking the right balance between economic and social policy, the efforts of the Bureau have been to devise a suitable pay package which will not only provide enough incentive to retain the brightest officers but also to attract the best candidates to join the service. In short, our recommendations should be in line with the philosophy of the state.

22.2 It has again been observed that, at the lower level, the public sector has generally a pay lead over the private sector. Request has been made for adjusting, designing or redesigning pay structures in line with what is obtainable elsewhere. While one of the important criterion used for pay determination has been external comparison to ensure the competitiveness of the recommended pay structure, it has not been possible nor is it desirable to bring about a complete alignment with what obtains in the private sector for several reasons. At the upper echelon, social acceptability sets limits to which the gap with the private sector can be bridged and the capacity of Government to pay is limited. It is equally undeniable that Government jobs provide unparalleled job security, pension benefits, work-life balance and status. Further, Government also provides a vast array of non-monetary benefits that can be monetised in order to correctly assess the actual compensation package available to the employees.

22.3 The pay package has been worked out taking into consideration pension contribution, tax element, compensation and other economic issues. With the implementation of this Report, the guaranteed salary shall be the initial of the salary scale or the starting salary of an incumbent in any post and annual incremental increase shall invariably be a variable component based on overall performance and has to be earned. The increments provided in the salary scales would be granted taking into consideration performance, conduct and behaviour, efficiency, diligence including, availability and regularity at work. In several instances, particularly for future entrants, the top salary is only indicative and theoretical as a large number of incumbents leave the grade before reaching the top. The remaining employees would remain in their grade and would reach the top end of their scale generally after 20 to 25 years’ service, subject to satisfactory performance.

22.4 Much difference exists between the public and private sector in terms of conditions and security of employment, quality of intake, perquisites, and hours of work, among others. In the 2008 PRB Report, the following has been stated: “It would, therefore, be wrong if private concerns were expected to align



or to adjust blindly their salaries in the wake of the recommendations contained in this Report. Whereas we do not dispute that in many instances the need for an increase in pay may in fact be warranted, we fear that if this is done too generally and too lightly, many of the benefits so much expected of this review might well be negated”. We are, maintaining same in this Report.

22.5 With a view to adjusting internal relativities of pay of a grade that has fallen out of line with market realities, the following measures have been taken:

providing benefits for incumbents in post but recommend that in the relevant grades should carry new salaries nearer to market rates;

restructuring has been carried out and incumbents would be required to assume higher responsibilities; and

recruitment would no longer be made to such grades which implicitly carry personal salaries.

22.6 The Bureau proposes to keep a watch on the market and may in the light of new development, review the scales for future entrants on need arising.

Service Providing Institutions and Cess

22.7 The centralisation of sugar factories and the modernisation of the sugar industry became imperative with the substantial price fall of sugar on the European market as well as the quota on sugar guaranteed for Mauritius to be exported.

22.8 In the context of the sugar reform and the Multi Annual Adaptation Strategy (MAAS), the service providing institutions which were partly financed by cess money were to be phased out, and defunct institutions be merged into one single institution.

22.9 With the proclamation of the Mauritius Cane Industry Authority (MCIA) Act No.40 of 2011, the Acts governing the six service providing institutions have been repealed. Officers of the defunct organisations have been given three options namely:

(i) to join the MCIA;

(ii) to be redeployed in other Government Institutions of parastatal bodies; and

(iii) to retire on grounds on abolition of office,

To this effect a memorandum of understanding has been signed by all parties.

22.10 An implementation committee is currently working on the setting up of an appropriate organisation structure for the MCIA in order to enable the country to continue modernising the sugar industry.



Employees with Disabilities

22.11 People with disabilities should enjoy equal rights and opportunities to other people. It has been observed that persons with disabilities have an important role to play and to make a positive contribution in the workplace. The United Nations Convention on the Rights of Persons with Disabilities has mainly stressed on the protection of the rights of disabled persons to just and favourable conditions of work together with safe and healthy working conditions.

22.12 The Sixth Central Pay Commission of India has taken note of the problems faced by Government employees with disabilities and recommended various measures to alleviate same including enhanced number of casual leave, among others.

22.13 It is to be noted that over the years the Mauritian Government has taken a number of decisions and initiatives to eliminate prejudice and discrimination against persons with disabilities especially as regards their employment and social integration. With Government’s commitment to enable persons with disabilities to take full advantage of opportunities available in a fast developing economy, it is considered that a package of benefits over and above the facilities currently available is desirable for employees in the Public Service.

22.14 In the 2008 PRB Report, recommendations were made to improve the conditions of employees with disabilities. We are, in this Report, maintaining these recommendations.

Recommendation 1

22.15 We again recommend that:

(a) Government should continue to make improvement in all office structures and amenities to render work environment user-friendly for employees with disabilities and to ensure them easy access to their place of work;

(b) employees with disabilities be posted as far as possible near their place of residence;

(c) annual casual leave entitlement be 12 days;

(d) employees with disabilities travelling by bus to reach their place of work be allowed to leave office 15 minutes earlier subject to exigencies of the service; and

(e) refund of travelling by bus to attend duty should be by the most practical route though not the most economical one.



Schemes of Service

22.16 In the light of structural changes recommended in this Report, consequential amendments would have to be brought to the schemes of service of grades to reflect the required profiles and the new roles and responsibilities that would devolve on incumbents.

22.17 Subsequent to the implementation of relevant recommendations made in this Report, appropriate action with regard to schemes of service requiring changes/amendments as well as specifications of schemes of service for new grades should be taken, as far as possible, within a maximum period of six months.

Alignment of Schemes of Service in the Public Sector

22.18 We have, in this Report, brought certain changes in the qualifications, duties and responsibilities of several grades in the Civil Service. The salaries recommended for the grades take into account all these changes. Moreover, for the sake of harmonisation, identical/comparable grades in the Parastatal Bodies and Local Authorities, though under different appellations, have been aligned salarywise on their Civil Service counterparts.

22.19 Following the revision in the qualification requirements of these grades in the Civil Service, it is necessary that adjustments be made in the schemes of service of the corresponding grades in the Parastatal Bodies and Local Authorities in alignment with what obtains in the Civil Service.

Recommendation 2

22.20 We recommend that where the salaries of identical/comparable grades in Parastatal Bodies and Local Authorities have been aligned on those of the Civil Service, the schemes of service of these grades should, wherever relevant, be amended along similar lines as those of their counterparts in the Civil Service.

Mode of Selection/Promotion

22.21 The Bureau has refrained from making systemic changes in the existing modes of appointment. We believe that the change in modes of appointment from “promotion” to “selection” or vice versa is a matter for consideration by the Responsible Officer concerned after consultation with relevant stakeholders. In so doing, Responsible Officers may stand guided by the Promotion Framework outlined at Chapter 11 of Volume 1 of this Report. However, we emphasize that the Performance Management Report should be the basis of all promotion exercises.

Ensuring Availability of Best Talents



22.22 In recent years, it has been observed that the disparity between private sector salaries and salaries in the public sector has reduced attractiveness to the public sector as a career option and is a cause for the decline in the quality of intake in the public service.

22.23 In several countries, appointment to senior positions is made from both within the service and outside candidates. This allows selection from a wider base of qualified and competent people not only from the public and private sectors locally but also from abroad. The Sixth Central Pay Commission has recommended for the Indian Civil Service the creation of such posts outside the traditional cadre system. This approach allows more flexibility in the appointment of talents to positions of responsibilities.

22.24 The application of a similar policy for filling of senior, professional and managerial positions in the Public Service will allow the entry of new talents as a plus for enhanced service delivery. It will also induce our elite back home. Government may wish to consider the advisability of lateral entry at higher echelon in the service to ensure availability of the best possible talents from within and outside. However, enlistment of such talents should be strictly on functional considerations and such posts should invariably be created outside the existing cadres to be filled by method of open selection.

Entertainment Allowance

22.25 Some top executives of the public sector have argued that, by virtue of their functions and position they occupy, they are required to stay connected with people, receive and entertain high officials and reciprocate invitations received. A case has therefore been made for the payment of an allowance for entertainment expenses.

Recommendation 3

22.26 We recommend that officers of the level of Permanent Secretary and above be paid a monthly entertainment allowance of Rs 4950.

“Gender Neutral” Considerations

22.27 Gender Neutral policies have become increasingly common throughout the world. It is viewed as treating everyone the same and treating officers according to their unique needs. Early versions of the Gender Equality strategy tended towards the gender neutral approach as it focused on equal opportunities for both sexes. In Mauritius, there are several laws that provide for the elimination of any form of discrimination. The Sex Discrimination Act provides for gender equality. The Equal Opportunities Act also makes provision for the equal participation of women and men in all spheres of life. Job classification/appellation has therefore been rendered gender neutral.



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Conditions of Service Conclusions

23. CONCLUSION

23.1 We provide, in this Report, a comprehensive pay package for all categories of public sector employees/workers that is suitably linked to promoting efficiency, productivity and economy in line with our mandate.

23.2 We strongly believe in opting for the new pay package, people take the challenge to maintain high ethical standards and deliver services fairly, effectively and courteously and scale new heights.

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Annex

MASTER SALARY CONVERSION TABLESalary Point

2008 PRB Basic Salary

Gross Salary

December 2012

Revised Salary

1st January 2013

Salary Point

2008 PRB Basic Salary

Gross Salary

December 2012

Revised Salary

1st January 2013

02 6,425 7,496 7,825 46 20,200 21,270 24,750 03 6,600 7,673 8,050 47 20,800 21,870 25,500 04 6,800 7,880 8,275 48 21,400 22,470 26,250 05 7,000 8,087 8,500 49 22,000 23,070 27,000 06 7,200 8,294 8,750 50 22,600 23,670 27,750 07 7,400 8,501 9,000 51 23,200 24,270 28,500 08 7,600 8,708 9,250 52 24,000 25,070 29,400 09 7,800 8,915 9,500 53 24,800 25,870 30,300 10 8,000 9,122 9,750 54 25,600 26,670 31,200 11 8,200 9,329 10,000 55 26,400 27,470 32,100 12 8,400 9,536 10,250 56 27,200 28,270 33,000 13 8,600 9,743 10,500 57 28,000 29,070 34,200 14 8,800 9,950 10,750 58 29,000 30,070 35,400 15 9,000 10,157 11,000 59 30,000 30,420 36,600 16 9,200 10,364 11,250 60 31,250 31,670 38,100 17 9,400 10,571 11,500 61 32,500 32,920 39,600 18 9,600 10,778 11,750 62 33,750 34,170 41,100 19 9,800 10,985 12,000 63 35,000 35,420 42,600 20 10,000 11,192 12,250 64 36,250 36,670 44,100 21 10,200 11,399 12,500 65 37,500 37,920 45,600 22 10,450 11,658 12,800 66 38,750 39,170 47,100 23 10,700 11,917 13,100 67 40,000 40,420 48,600 24 10,950 12,175 13,400 68 41,250 41,670 50,100 25 11,200 12,434 13,700 69 42,500 42,920 51,600 26 11,450 12,708 14,000 70 43,750 44,170 53,100 27 11,700 12,967 14,300 71 45,000 45,420 54,600 28 12,000 13,270 14,650 72 46,250 46,670 56,100 29 12,300 13,370 15,000 73 47,500 47,920 57,600 30 12,600 13,670 15,350 74 48,750 49,170 59,400 31 12,900 13,970 15,700 75 50,000 50,420 61,200 32 13,200 14,270 16,050 76 51,500 51,920 63,000 33 13,500 14,570 16,500 77 53,000 53,420 64,800 34 13,800 14,870 16,950 78 54,500 54,920 66,600 35 14,200 15,270 17,400 79 56,000 56,420 68,400 36 14,600 15,670 17,850 80 58,000 58,420 70,800 37 15,000 16,070 18,300 81 60,000 60,420 73,200 38 15,500 16,570 18,900 82 62,000 62,420 75,600 39 16,000 17,070 19,500 83 64,000 64,420 78,000 40 16,600 17,670 20,250 84 66,000 66,420 81,000 41 17,200 18,270 21,000 85 68,000 68,420 84,000 42 17,800 18,870 21,750 86 70,000 70,420 87,000 43 18,400 19,470 22,500 87 72,500 72,920 90,000 44 19,000 20,070 23,250 88 75,000 75,420 93,000 45 19,600 20,670 24,000

Master Salary Scale: Rs 7825 x 225 - 8500 x 250 - 12500 x 300 - 14300 x 350 - 16050 x 450 - 18300 x 600 -19500 x 750 - 28500 x 900 - 33000 x 1200 - 36600 x 1500 - 57600 x 1800 - 68400 x 2400 - 78000 x 3000 - 93000

Pay Review 2013

Annex

Pay Review 2013